Transcript Z92.3 - Canadian West Coast Chapter PMI

BC Hydro
Project Management
Community of Practice (PM CoP)
Al Geissler, P. Eng., PMP
PMI CWCC
March 16, 2011
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Introduction
 Background
 1986 - Created PM CoP
 1980’s - Impact of the 1981 recession
 Mid 1980’s -Restructuring and a new focus
 2001 - Upgrade of the electrical system
 2004 - Revitalization of various CoP’s
 2007 – added resource support to PM CoP
 2009 – increased the PM CoP mandate
 2010 - OPM3 formal recognition of PM CoP
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What is a Community of Practice? (CoP)
• An organization that is formed to improve an
individual’s ability, and their respective
organizations ability, to deliver specific products.
• Used to Identify common issues of importance
and to discuss potential solutions
• Most Project Managers have started a Project
Management CoP and did not realize it
BC Hydro’s PM CoP Purpose and Objectives
 …encourage our staff to identify, share and implement
best and innovative practices for the purpose of
enhancing our overall ability to deliver specific products
that are linked to BC Hydro’s vision and objectives.
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How do we accomplish this purpose?
By:
 Identifying common issues of importance and
discussing potential solutions
 Sharing long term plans for the discipline
 Providing collegial support for each other
 Encouraging a mentoring culture and providing
support
 Raising the profile of project management
 Seeking ways to increase the value of the
practice to the company
Three key ingredients to succeed
• First, practitioners must see a need for a PM CoP
and see the value that it creates
• Secondly, a senior level sponsor is needed who
shares the overall vision
• Thirdly, the organization needs an enthusiastic
person who is willing to lead and organize the
effort
In summary
• Our Project Management Community of Practice
is an effective communications and collaboration
tool that improves an individuals ability and the
organizations ability to deliver Quality products
within scope, on time and on budget.
Words of Caution
• Keep “Community” as the focus
• The Community must have a sense of ownership
• The Community must not be seen as “one
person”
• Willing volunteers are very important and process
burden or micro management destroys
volunteers
BC Hydro’s Vision:
Powering BC with clean, reliable energy for
generations
• Project Managers and their respective teams
must keep BC Hydro’s Vision and associated
objectives in mind during all aspects of Project
Management particularly in “long term planning”
• Our PM CoP is a perfect venue to share
experiences and knowledge in this regard.
BC Hydro Objectives
Safely keep the lights on – reliably meet the electricity needs
of our customers through integrated planning, technology
and safely operating, maintaining and advancing our
system.
Mind our Footprint – Create a sustainable energy future in
BC by carefully managing our impacts on the environment
and fostering an energy conservation and efficiency
culture.
Succeed through Relationships – Gain support for our work
by building trusted relationships with customers,
suppliers, First Nations and the communities we serve.
Objectives
Foster Economic Development - Foster economic
development opportunities across BC through our
projects, practices and advancement of the clean energy
sector.
Maintain Competitive Rates – Deliver value for British
Columbia and maintain competitive rates by efficiently
and responsibly managing our business.
Engage a Safe & Empowered Team – Empower a team that
is innovative, prepared for the future and committed to
safety.
Combined
 Our vision and these objectives form the
barometer of the work we all undertake every
day as Project Managers
 Our PM CoP helps Project Manager’s maintain
the links to the barometer
Business Drivers
Demand on resources
Increased Workload
Business Drivers – vision
and objectives
Retirements – loss of
knowledge; Lack of training;
New people
Influences
Quality &
Consistency
Employee
Productivity
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Who is the “Community”?
98% Internal
membership
Champions
& Resources
Internal and external
-Generation
-Transmission
-Distribution
Canadian Electrical Utilities
Project Management
Networking Group
Potential members
throughout BC Hydro
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Methods used
• Lunch and Learn sessions
• Develop and deliver courses and workshops
• Showcase engineering, project management and
technology
• Keep communications activity regular and current
• Provide opportunities to network and establish
exceptional working relationships.
• Project Management Boot Camps
• Orientation for new or ‘transferred in’ employees
• Mentorship Program
Specific examples – to name just a few
PMP certification training
 Stakeholder engagement
 Working effectively with Aboriginal People
 Effective Business Case Writing
 Risk Management
 Structured Decision Making
 Facility tours
 PM Boot Camps
 Mentorship Program
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PM Boot Camps – two objectives
 Get new employees up to speed on our Project &
Service Delivery Practices quickly
 Build or enhance an individuals network of key
contacts.
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Boot Camp session design
 Session design evolved and now follows:
 3 half day sessions during the first week
 2 tours of BC Hydro facilities within the Lower
Mainland during the second week
 5 half day sessions during the third week
 Follow-up sessions are scheduled for each
participant to expand and present on topics
covered during Boot Camp. (Brown Bag lunches)
 7 sessions to date
 20 people in each session
Mentoring
 Mentorship is provided to all who wish to have a
mentor assigned within those involved in the
delivery of Capital Projects.
 PM’s, Technologists, Work Package Leaders,
others
 Mentorship is coordinated through the PM CoP
lead
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Project Management Advisor
 Works as a highly valued general coach and
mentor
 Independently reviews Project Plans and other
related project documentation
 Develops and delivers some key training
Professional Development (PDU’s)
 Designed to provide up to 20 PDU’s per year.
 PMP’s deliver their own presentations
 We met with local CWCC representatives to
ensure our activity met PDU requirements
 BC Hydro and CWCC representatives met with
APEGBC to ensure alignment with their CPD
 Created a PDU quick reference card to:
 Assist on-line registration of PDU’s
 Help recruit volunteers to present at PM CoP
sessions
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Future
 2012: We plan to:
 Expand community participation through live
meetings
 Provide easier access to
 Collaborative tools
 Easier access to project information
 Easier access to lessons learned
 Enhance our mentorship program
Summary
 Many BC Hydro employees have come to realize
the immense value of sharing and learning from
the experience of others.
 Getting Project Managers and other project team
members to share their experiences is no longer
a big issue.
 We can all read “lessons learned” in project
completion reports, but nothing trumps the
learning from hearing and discussing issues in
an open forum with the person who was directly
involved.
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Questions?
Thank you for your interest
in this topic.
Any further questions,
please contact me at:
[email protected]
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