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Support implementation of new Organisational Design Protocol

Industry: Mining

Type of Engagement: project

Timeframe: 06/14 – 12/14

Value Range: <250k

Description of Engagement

A service was requested by Copper Major Projects HR to support ODP (Organisational Design Protocol) implementation, by GLD.001.05.

Service scope was to assess Business Impact Analysis, both for function and role changes in terms of scope, deliverables, responsibilities, integration and projects organisational structure

A review of Major Projects development process, by GLD.031, was lately included as part of the service, to establish functional accountabilities for all the project development and execution stages and investment reviews.

Type of Deliverable

Local Change Impact Assessment (LCIA), our main deliverable was to hold all the required functional workshops to identify gaps and issues for the deployment of ODP for Major Projects, both from an organizational and personnel perspective and functionally, in terms of accountability changes. This workshops and the subsequent reports and analysis were the major milestone for functional Heads to sign off on proposed changes and deploy the new structure, once the issues were managed.

Key Position Types deliverables analysis, based on ODP design and current roles and responsibilities, a matrix that allowed to clearly establish functional scope, and its distribution among functional KPTs, from Head of functions to Specialists, ensuring a proper understanding of the different KPTs involvement in producing functional deliverables.

Functional Integration analysis, based on ODP definition, an assessment on the cross-functional requirements for the development of projects, and the distribution of accountabilities among roles to achieve a proper integration was developed.

Major Projects development RACI matrix to establish clear functional accountabilities to cover for GLD.031 requirements was another key deliverable of the engagement, where a number of workshops involving key stakeholders and functional Heads were conducted, and a thorough analysis of all accountabilities for each GLD.031 deliverable and stage was documented.

Specific functional analysis, throughout the process of assessing impacts of ODP implementation, design gaps and inconsistencies were detected, and some of the level 2 processes in place needed to be reviewed in order to establish accountabilities for critical project phases such as commissioning and handover to operations. Quality function was also part of this review, where ODP definitions didn’t suit business needs and needed to be re-engineered so that proper quality structures could be deployed into projects. Benchmarks and industry analysis were developed to sustain new design proposal.

Project structures analysis, all ongoing projects structure were assessed in terms of the ODP definitions, workshops were held to properly communicate accountability changes to employees, and an active process of enabling deployment of the ODP functions, roles and responsibilities was supported by this analysis.

Stakeholders management, all Major Projects employees were involved in the process of deploying ODP into the ongoing projects, no matter what stage, and our role had a lot to do with providing a proper response to unease and questions from stakeholders, being able to respond to technical queries, as well as doubts in terms of new accountabilities being assigned, and all the impacts that came through with the proposed changes, providing actions and solutions when conflicts aroused.

Approach Taken

ODP Understanding: First activity of the project had to do with getting a deep understanding of the principles and definitions of GLD.001.05, and the KPT Catalogue. Background on the corporate definition was a must to conduct analysis against current project structures and roles.

Asset Mapping: The process of defining the ODP compliant structure for the projects had to be reviewed under the light of the discoveries from our preliminary study. We were part of the asset mapping exercise and this was a key input for further analysis.

Local Change Impact Assessment: preparation, scheduling, and conducting these workshops was the most time consuming task of the project, as all Major Projects functions and sub-functions had to be involved, as well as a big part of five hundred employees impacted by the changes. Reports on declared issues, monitoring of their resolutions and gaining stakeholders sign off for upcoming changes was the continuation work for this phase. Business impact analysis and issue logs were delivered as part of this work package.

Functional Analysis: several analysis were developed to cope with grey areas of the design, and for better understanding and communication of specific functional accountabilities, functional integration, and distribution between roles and KPTs for the whole organization

Major Project development RACI: At the same time that analysis were taking place and LCIAs happening for all functions, another piece of work was required, to understand cross-accountability from an ODP perspective on how GLD.031 for project development and execution would be conducted, and what detailed level of accountabilities in each of the deliverables would be defined for each sub function. Workshops were held and a detailed RACI matrix for project development was delivered and signed off by the end of this activity.

Juan Alzola

Juan Alzola