Part 10 – Quality Management and Project Execution, Control & Closure (Step 6 & 7 – Project Plan, Mobil Oil Australia – Successful Project Management Case Study)
Quality Management
A number of steps were taken during all the phases to ensure that the project met the quality standards defined during the initiation of the project. Regular audits, reviews, and team meetings were some of the ways in which progress, performance, and issues were managed (Cheung & Martin, 2001). The venture team (including the project manager) promoted the quality culture, so that at all times, work was done by each individual in a manner that guaranteed the delivery of quality in all tasks. The close involvement of senior executives ensured immediate conflict resolution, guidance, excellent performance, and timely completion of the project (Cheung & Martin, 2001)
Project Execution, Control, and Closure
Deliverables
| INDEX | PHASE | DELIVERABLES |
|
1 |
INITIATION |
1.1 Formal Bulletin was issued to all stakeholders
1.2 External Research Study Result Documentation 1.3 Scope Statement 1.4 Terms of Reference 1.5 Initial Action Plan 1.6 Resource Requirements Report 1.7 Diagnosis Phase Objectives Document 1.8 Lessons Learned Document |
|
2 |
DIAGNOSIS |
2.1 Organizational Strengths & Weaknesses Documentation
2.2 Teams Appointed 2.3 Teams Appointment Document 2.4 Issues Assignment Document 2.5 Milestones Document 2.6 Deliverables Document 2.7 Decisions Document 2.8 Resource Allocation Document 2.9 Roles & Responsibilities Charter 2.10 Detailed Scope Statement 2.11 Goals & Objectives Document 2.12 Team Charters 2.13 Reporting Mechanisms Document 2.14 Kick – off Meeting 2.15 Lessons Learned Document |
|
3 |
PROCESS REENGINEERING |
3.1 Training Modules
3.2 Training Schedules Document 3.3 Internal Organizational Primary & Secondary Research Document 3.4 Business Process Analysis Document 3.5 Documented AS – IS Model 3.6 Employee Suggestions & Recommendation Document 3.7 Documented TO – BE Model 3.8 TO – BE Model Implementation Steps Document 3.9 Lessons Learned Document |
|
4 |
ORGANIZATION DESIGN |
4.1 New Organization Structure Report
4.2 Endorsement Plan 4.3 New Organization Design Documents provided to Employees 4.4 Budget Savings Document |
|
5 |
IMPLEMENTATION |
5.1 New Organization Staffing
5.2 Appointments Document 5.3 Formal Bulletin Issued announcing Appointments 5.4 Bonus Documents 5.5 Transfer Document 5.6 Redundancy Document 5.7 Outplacement Contracts 5.8 Resource Reallocation Document 5.9 Customer Service, Organizational Performance, Profit Performance Documents 5.10 Lessons Learned Document |
|
6 |
POST IMPLEMENTATION REVIEW |
6.1 Post – Audit Report
6.2 Documented Feedback 6.3 New Issues Identification Report 6.4 New Initiatives Proposal 6.5 Lessons Learned Document |
After the implementation of the new organizational design, all new jobs were documented and evaluated (Cheung & Martin, 2001). The implementation committee met twice a week to review and audit organizational (staffing levels, work process improvements and behavioural change), profit and customer service performance (Cheung & Martin, 2001). Also several reviews were undertaken at each business unit to further improve processes, profitability, and customer focus (Cheung & Martin, 2001). The close, cross – business relationships developed during the project were exploited many times during subsequent projects (Cheung & Martin, 2001).
The project was an immediate financial success, and the new organizational design re – energised the whole company (Cheung & Martin, 2001). Income after tax was six times higher than in the previous year, even Australia going through recession (Cheung & Martin, 2001). Expense savings totalled $27.5 million in the first year (Cheung & Martin, 2001). Once the restructuring was complete and profitability achieved (in accordance with the objectives), the focus was transferred on improving the organizational climate to achieve consistent long term results (Cheung & Martin, 2001). To do so, MOA invited the lead consultant back 12 months after the implementation was completed, to review the change efforts (Cheung & Martin, 2001). He was allocated the task to conduct a post – audit of the project’s results and assess the current operating climate (Cheung & Martin, 2001). A series of structured interviews were designed and conducted on a sample of staff and some customers to evaluate the results (Cheung & Martin, 2001). The interviews were conducted at representative locations across Australia over eight days (Cheung & Martin, 2001). The majority of staff interviewed was below level 4, as they were the ones who had the maximum contact with the customers (Martin & Cheung, 2002). Based on the consulting firms experience and interviews, benchmarking of best practice in change management was undertaken, and feedback was given to the senior managers on issues specific to their business units or management style (Martin & Cheung, 2002). The final report was then presented at a senior management meeting, in which the consultant compared the progress against the original project objectives, assessed the organizational climate, identified priority issues needed to be addressed urgently, and coached the management team on required behavioural changes (Martin & Cheung, 2002).
The consultant scored the successful implementation of profit strategies 90 out of 100, customer service improvement strategies 75 out of 100, and the targeted ROCE was more increased from 2% to 7% (Martin & Cheung, 2002). The employee strategies on the other hand were found below the required level (Cheung & Martin, 2001). A number of initiatives were proposed to improve people management and the company’s management style in order to achieve long term consistent results (Cheung & Martin, 2001).
This review concluded and successful closed change management initiative at Mobil Oil Australia.
References
Cheung, Y., & Martin, I. (2001). Change Management at Mobil Oil Australia. System Sciences , 10.
Martin, I., & Cheung, Y. (2002). Change Management at Mobil Oil Australia. Business Process Management Journal , 8 (5), 447-461.
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Project Management | Komal | January 6, 2010
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