Workbook
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Step
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Process
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Culture and activities
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Tools and techniques
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4.1
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Induct new members
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With some emerging direction in potential solutions, additional
skills will be required to take the options to a greater level
of development. This may also require a different balance within
the clusters already covered.
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Partners and cluster partners:
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Every time new people join an Integrated Project Team (IPT),
they should undergo a properly structured and consistent induction,
focused on the agreed values and behaviours and designed to:
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enable individuals and teams to understand what makes
an effective collaborative team
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explore ways for teams from different companies, disciplines
and backgrounds to come together and work as one team
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stimulate enthusiasm for the IPT and the benefits of collaborative
thinking and working
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develop the potential for an atmosphere of trust, openness
and no blame
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achieve integration in as short a time-frame as possible,
with minimal or no reduction in individual or team performance
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ensure core values are applied equally to all partners
in a cluster.
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4.2
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Reconfirm goals and objectives
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After the expanded team has been agreed, it is necessary to
reaffirm the goals and objectives. Are the needs that were identified
still being met? Are the budget and the programme still correct?
Will the specified timeframe allow the project needs to be delivered?
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Any developments in goals and objectives
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4.3
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Brief the team on the strategic solutions
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All members of the team need to fully understand the background
and thinking behind the strategic solutions being considered so
that they are able effectively to contribute to the project
as it moves forward. |
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4.4
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Redefine roles and responsibilities
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Roles identified at the start of the project need not be fixed
for the duration. The project will inevitably change, requiring
individual roles to adapt. Individuals will develop, or new
people will join the project, bringing new and different skills.
Training additional project members will ensure that they quickly
become familiar with IPT principles.
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Roles and responsibilities of the project team – developed from
those in 3.5
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Reconfirm existing roles
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Develop any new roles.
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4.5
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Reconfirm procedures for resolving issues
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Ensure that everyone is aware of the processes for resolving
problems and issues before they arise.
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4.6
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Refine solutions
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The team will take the solutions to the next stage of development
to enable them to be reviewed in more detail. The project
programme must reflect the constraints that apply to all participants,
be collectively agreed and be realistic, while ensuring that
opportunities to reduce the length of the project are fully
explored. A collaborative project involves enthusiastic individuals
and a time-scale that is unnecessarily long will diminish
this enthusiasm just as much as one that is too short.
After the reforming process has been completed, it is necessary
for the new team to refine potential solutions to ensure they
meet the goals and objectives. This is the process of unlayering
the options, i.e. taking them to a more developed, but not fully
detailed, level of evaluation. This level will be different
for different elements of the project, but in general must ensure
that the interactions can be clearly defined and implications
understood. Team members should be able to take value decisions
on what should be included, what should be left out and what
needs to be changed, in order to meet the needs at the start
and as they change throughout the project. This includes any
contingency or risk elements, which should be clearly identified
for all to see.
The same principle applies to the programme, the standards
and the specifications. Everyone must understand the criteria,
why they are important and what their value is in terms of the
successful completion of the project.
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4.7
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Confirm funding
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The client/funders/stakeholders must be consulted to confirm
the investment parameters which are to be applied.
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4.8
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Test solutions against funding
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The potential solutions need to be tested in detail against
the prioritised value criteria. It is unlikely that all the
criteria can be met with the same likelihood of success. The
team will need to draw on all the available experience to properly
evaluate the most advantageous solution to recommend to the
client.
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Generate comparison of options.
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4.9
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Confirm solution
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The IPT should propose the preffered solution to the client who should formally agree
it to be adopted for the project.
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4.10
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Confirm team
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Once the solution to be progressed has been agreed the appropriate
team member necessary to continue to develop and deliver the
solution can be confirmed. Generally speaking the team should
comprise the same organisation and individuals who have been
involved since inception. Limited change may be required due
to different skills being necessary, but not because of any
desire to create a 'commercial' advantage.
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4.11
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Review and establish remuneration strategy and processes
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Align the financial interests of all partners (and in turn
cluster partners) with the Client's Objectives, by agreeing
where appropriate;
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reward formulae, to quantify the benefits to the Client
of different levels of achievement of each objective
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percentage shares, to predetermine for each partner (including
the client) their share of the reward eventually earned
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risk allocation
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payment procedures which minimise sequential transactions.
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Reward formulae (if appropriate), based on measured performance
against selected value criteria and their priorities, and shares
of partners (and sub- shares of cluster partners) allocation
of risk (if appropriate), e.g. by capping of recoverable costs.
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4.12
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Establish project insurances
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Insurances which cover the potential liabilities of one party
versus another are divisive and promote blame culture. Innovations
in insurance have therefore been under development and trial
for some time. All Risks Insurance and more recently Professional
Indemnity Insurance are being arranged on a project basis,
whereby the client, the consultants and the contractors are
all covered. Product liability insurance can also be arranged
for supply chains. A further innovation under discussion is
to replace all "liability insurances' with one single 'financial
loss insurance' – a development of interest to insurers if
the partners are themselves financially aligned to achievement
of the client's measurable objectives.
Such types of Project Insurance have to be tested on Demonstration
Projects using IPT's in order to establish their cost, coverage
and viability, and expert advice should always be taken. Endeavour
to secure insurances on a project basis wherever possible,
embracing:
- all IPT partners (including the client and cluster partners
- under collective cover (whether on a liability or financial
loss basis)
- on a no-individual-blame basis (with rights of subrogation
waived).
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Project insurances– e.g.:
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beneficiaries
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policy wordings
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limits/excesses
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4.13
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Establish IPT board, and confirm team including clusters for
project
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Establish the Integrated Project Team board membership including,
cluster strategies and representation.
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IPT board names
Project team including cluster leaders' names
See Chainlink
workbooks for different types of supply chain arrangements.
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