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How to be successful in a major change projects

20 goods practices to change the business

 
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    Présentation

    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!

    Sommaire

    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

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