How to be successful in a major change projects

Thierry Meslin, David Autissier

Description

Successfully perform a large transformation project. The nuclear production department of EDF has launched a large transformation project of nuclear facilities maintenance, covering 19 production sites and all their staff: the OEEI project (Obtenir un état exemplaire des Installations - obtain an exemplary state of the installations).

This book summarizes this experience which has, in 5 years, worked to renovate and maintain the installations by involving all the technical and leading staff.

In detail, find inside the 20 good practices that have permitted to successfully carry out this project and, why not yours!

Acknowledgements

Foreword

Chapter 1. From “project” to “major project”

1. Change by the projects: methodological references

2. PMI or Prince2: Two standards of project management

3. Management of major projects

Chapter 2. The OEEI Project

1. Introduction

2. The emergence and the framework: the origin of the project and its objectives

3. Planning: some fundamental principles

4. Management

5. The deployment: the history of the project, individual stories

6. Setting up

7. Sustainability: know how to complete a project

Chapter 3. The 20 good practices of the OEEI Project

Good Practice 1. Define “who does what”

Apply the principle of subsidiary (controlled)

Good Practice 2. Show the results

Define a clear and constant vision (visual management)

Good Practice 3. The project above the structures

Give a face and a presence to the national project

Good Practice 4. Manage by the facts

Good Practice 5. Forget the old practices

Deligitimise the old practices and references

Good Practice 6. Speak a common language

Develop standard methods and processes

Good Practice 7. Prevention is better than cure

Think about and organise the sharing of information as early as possible

Good Practice 8. Maps to find the way

To resort to objective and readable tools for evaluation

Good Practice 9. « I am going to do, I am doing, I did »

Continuously measure the progress of cultural change

Good Practice 10. Share uncertainty to remain united

Create a climate of trust by sharing experience

Good Practice 11. Generate different points of view

Cross-check and consult the peers

Good Practice 12. Major project, “design-me a sheep”

Diversify communication tools and encourage creativity

Good Practice 13. The strategy of small steps

Encourage the “small victories”

Good Practice 14. Have active communities

Creating « Social » networks, guarantees of solidarity

Good Practice 15. « Science without conscience is but the ruin of the soul »

Think about and conduct technical and cultural changes simultaneously

Good Practice 16. Small steps for people, but a giant leap for the project!

Facilitate change through individual initiatives in all areas

Good Practice 17. “I am the owner!”

Encourage pride of ownership and participation

Good Practice 18. The importance of a change network

Designate “referents” who accompany and help

Good Practice 19. Rigorous monitoring of resources

Manage the budget

Good Practice 20. The closing of the project

Knowing how to close a major project

Conclusion. The need to learn to manage projects

Appendices

Appendix 1

1. Objective of the project

2. Nature of the expected work

3. Resources allocated

4. Progress

5. Sub-divisions

6. Nature of the changes, personnel concerned

Appendix 2

Glossary

Sujets

• Gestion de projets
• Gestion de projet
• Électricité de France
• Business
• Economics
• EDF
• Gestion et management
• Project Management

Informations

• Publié par: Editions Eyrolles
• Date de parution: 21 avril 2015
• Nombre de lectures: 1
• EAN13: 9782212272208
• Langue: English

Extrait

Successfully perform a large transformation project. The nuclear production department of EDF has launched a large transformation project of nuclear facilities maintenance, covering 19 production sites and all their staff: the OEEI project (Obtenir un état exemplaire des Installations - obtain an exemplary state of the installations).
This book summarizes this experience which has, in 5 years, worked to renovate and maintain the installations by involving all the technical and leading staff.
In detail, find inside the 20 good practices that have permitted to successfully carry out this project and, why not yours!

Thierry MESLIN is project director at the Nuclear Operation Division of EDF, after holding different positions in the construction of the first French pressurized water reactors and in the operation of the site “Saint-Laurent-Des-Eaux”. More recently, he conducted international projects of evaluation and support at the World Association of Nuclear Operators (WANO).

David AUTISSIER is a professor in management at the Gustave Eiffel IAE (Institut d’Administration des Entreprises – Business Administration Institute) of the Paris-Est Créteil University. He is Executive Director of ESSEC Chair of Change Management. Author of some twenty management books including situation intelligence, he intervenes in large groups as change and transformation projects expert.
EDF David Autissier and Thierry Meslin
How to be successful in major change projects: 20 good practices to change the business
The OEEI Project of the EDF Nuclear Fleet
Foreword by Dominique Minière and Philippe Sasseigne
Groupe Eyrolles 61 bd Saint-Germain 75240 Paris Cedex 05 www.editions-eyrolles.com
Translated from French by EDF. Original title: Réussir un grand projet de transformation 20 bonnes pratiques pour changer l’entreprise
© Groupe Eyrolles, 2015 ISBN: 978-2-212-56195-1
Contents

A CKNOWLEDGEMENTS
F OREWORD
C HAPTER 1. F ROM “PROJECT” TO “MAJOR PROJECT”
1. Change by the projects: methodological references
2. PMI or Prince2: Two standards of project management
2.1 PMI and the logic of subdivision
2.1.1. The WBS technique to subdivide a project
2.1.2. PERT and GANTT
2.2 Prince2: more governance and management
3. Management of major projects
C HAPTER 2. T HE OEEI P ROJECT
1. Introduction
1.1 Business and change
1.2 The example of the OEEI project
2. The emergence and the framework: the origin of the project and its objectives
2.1 The initial observation
2.2 The strategic objectives of the project
2.3 The framework phase: the boundaries of the project
3. Planning: some fundamental principles
4. Management
5. The deployment: the history of the project, individual stories
5.1 Taking account of diversity
5.2 The emergence of a network
5.3 The division of roles the national and local projects
6. Setting up
7. Sustainability: know how to complete a project
C HAPTER 3. T HE 20 GOOD PRACTICES OF THE OEEI P ROJECT
G OOD P RACTICE 1. Define “who does what”
Apply the principle of subsidiary (controlled)
The OEEI approach
The results
The lessons
G OOD P RACTICE 2. Show the results
Define a clear and constant vision (visual management)
The OEEI approach
The results
The lessons
G OOD P RACTICE 3. The project above the structures
Give a face and a presence to the national project
The OEEI approach
The results
The lessons
G OOD P RACTICE 4. Manage by the facts
The OEEI approach
The results
The lessons
G OOD P RACTICE 5. Forget the old practices
Deligitimise the old practices and references
The OEEI approach
The results
The lessons
G OOD P RACTICE 6. Speak a common language
Develop standard methods and processes
The OEEI approach
The results
The lessons
G OOD P RACTICE 7. Prevention is better than cure
Think about and organise the sharing of information as early as possible
The OEEI approach
The results
The learning
G OOD P RACTICE 8. Maps to find the way
To resort to objective and readable tools for evaluation
The OEEI approach
The results
The learning
G OOD P RACTICE 9. « I am going to do, I am doing, I did »
Continuously measure the progress of cultural change
The OEEI approach
The results
The learning
G OOD P RACTICE 10. Share uncertainty to remain united
Create a climate of trust by sharing experience
The OEEI approach
The results
The learning
G OOD P RACTICE 11. Generate different points of view
Cross-check and consult the peers
The OEEI approach
The results
The learning
G OOD P RACTICE 12. Major project, “design-me a sheep”
Diversify communication tools and encourage creativity
The OEEI approach
The results
The learning
G OOD P RACTICE 13. The strategy of small steps
Encourage the “small victories”
The OEEI approach
The results
The learning
G OOD P RACTICE 14. Have active communities
Creating « Social » networks, guarantees of solidarity
The OEEI approach
The results
The learning
G OOD P RACTICE 15. « Science without conscience is but the ruin of the soul »
Think about and conduct technical and cultural changes simultaneously
The OEEI approach
The results
The learning
G OOD P RACTICE 16. Small steps for people, but a giant leap for the project!
Facilitate change through individual initiatives in all areas
The OEEI approach
The results
The learning
G OOD P RACTICE 17. “I am the owner!”
Encourage pride of ownership and participation
The OEEI approach
The results
The learning
G OOD P RACTICE 18. The importance of a change network
Designate “referents” who accompany and help
The OEEI approach
The results
The learning
G OOD P RACTICE 19. Rigorous monitoring of resources
Manage the budget
The OEEI approach
The results
The learning
G OOD P RACTICE 20. The closing of the project
Knowing how to close a major project
The OEEI approach
The results
The learning
C ONCLUSION . T HE NEED TO LEARN TO MANAGE PROJECTS
A PPENDICES
A PPENDIX 1
1. Objective of the project
2. Nature of the expected work
3. Resources allocated
4. Progress
5. Sub-divisions
6. Nature of the changes, personnel concerned
A PPENDIX 2
G LOSSARY
Acknowledgements
The authors address their warmest thanks to the many people who have contributed to the OEEI Project.
They particularly thank: The Board of the EDF Nuclear Fleet, whose determination and unwavering support have been instrumental in the success of the project, The Inspector General for Nuclear Safety and Radioprotection, for his decisive action to launch the project, and his support thereafter, The national project team, fort their involvement, The strategic and operational managers, whose input was total et constant, All of the teams, the members of the engineering division of the EDF nuclear fleet, the buyers and the Real Estate Department representatives for their valuable efforts, The inspectors and the evaluator peers, as well as the WANO Paris Centre, for their informed advice, The JULHIET-DATISS coaching team.
Special thanks to Gordon Fergusson, from EDF Energy, for the translation.
Foreword
EDF operates the largest fleet of nuclear power stations in the world: 58 reactors, all with the same “pressurised water” technology divided into 3 levels of power strongly standardized on 19 sites.
In 2006, the Nuclear Production Division (EDF-DPN) had a medium term vision of objectives to achieve through the STEP 2010 Project, organised through about 10 major projects, all with ambitions of significant changes.
Among these projects, the OEEI Project « Obtain an Exemplary State of Installations », or a world class plant condition, occupies a special place, 5 years later. It is in effect, without doubt and without taking anything away from the other major projects, the one which is best known and most recognized by the 40000 people, either EDF staff or contractors, who work daily on our installations.
Known, because this project has moved solidly and progressively, at every point of each site, towards a return towards an “as-new” condition of installations. Also, on the ground, each has been witness, then contributor and also beneficiary of the improvement, often spectacular, of their working environment: equipment refurbished, without leaks, cleaned, areas repainted, clean, tidy, and labelling/signage and lighting totally renovated…
Known, because many were implicated in the project, becoming owners of zones, or an area and assuming the responsibility for maintaining the zone in question in a very good condition, as well as all of the equipment found therein.
Recognised, because the results are visible on the 19 sites, are evaluated regularly against a common referential, very rigorous and using international best practices. Before OEEI, each of our power stations found themselves addressing lots of recommendations from international inspections, such as OSART carried out by the IAEA or Peer Reviews by WANO. That time has now gone and we no longer have to be ashamed of the comparison with other operators – on the contrary!
By mid-2011, 6 Sites have already achieved the international level of “Good”, and the 13 others are on track to achieve this level between the end of 2011 and the end of 2012.
All of the participants of the project at the national and local levels, all EDF staff and all contractors can be proud of this collective success and of the path accomplished. Many were incredulous, sceptical. All are now impressed by the result, even if there remains a lot to do and even if the sustainability of results still requires lots of perseverance, involvement and energy.
We can only applaud and congratulate all the players, whether in the shade or in the light, for their involvement and for this remarkable result.
Several complementary factors explain the success of the OEEI Project: The definition of a legitimate objective, clear and shared,