Professional Performance
in Engineering
Russell Scott
Member PPIR Project Steering Committee
Deputy President, IChemE
Director, Uhde Shedden Australia
Who is Uhde Shedden?
Uhde Shedden
Multidiscipline Engineering Contractor
Serving the process industries
From concept development to project delivery
Employing ~ 300 staff in Melbourne and Brisbane
Part of a major global contracting company
Key Targets
Create high-performing teams
Achieve excellent project outcomes
Achieve high customer satisfaction
Drive accountability for performance to the individual
level
Why Does the Industry Need PPIR?
“Everyone did his job perfectly but the project was a failure”
“We knew it was going to be a disaster from the start”
“It doesn’t make sense but that lawyers made us do it that way”
“Don’t blame me, the client told me to make the change”
“It’s not my fault we’re running late; you’ll just have to wait”
Performance :
“How does the professional
engineer approach, arrange
and
undertake a new task
The eight elements of
to
ensure
delivery of the
The
PPIR Performance
Protocol
final agreed
outcome”
Plain language summary as
used within Uhde Shedden
PPIR Element
Plain Language Summary
Relevant Parties and
Other Stakeholders
Do you clearly understand the relationship with the people who depend on you, and those you
depend on, and their expectations?
The Engineering Task
Have you discussed and agreed with the person you are working for the objectives and extent
of the task you are doing?
Competence to Act
Have you checked that you have the skills, tools and resources required to do the job?
Statutory
Requirements and
Public Interest
Have you identified and responded to relevant statutory requirements and public interest
issues?
Risk Assessment and
Management
Are you effectively identifying and managing risks which may prevent the proper performance
of the job?
Engineering
Innovation
Are you considering innovative ways of doing your job better?
Engineering Task
Management
Are you applying the appropriate task management processes?
Contractual
Framework
Are you considering implications of the contract under which the work is being done?
Summary of typical issues in
complex project delivery
Project Handover
Poor handover of scope
and contractual basis from
Sales to Project Manager
Tight Budget
influenced by client’s need
to get project sanction
Design Basis
not clear from the start
Contract
Variation claims poorly
managed
Scope Changes
through project; not fully
assessed
Impact on Schedule
Communication
of scope changes not
fully considered
Client dealing directly
with Contractors; Project
Manager not informed
How the PPIR
Protocol
addresses issues
in project delivery
Project Handover
Relevant Parties
and Other
Poor handover of scope
and contractual basis from Stakeholders
Sales to Project Manager
Tight Budget
influenced by client’s need
to get project sanction
Design Basis
not clear from the start
Contract
Variation claims poorly
managed
The Engineering
Task
Contractual
Framework
Scope Changes
through project; not fully
assessed
Communication
Impact on Schedule
Engineering Task
Management
of scope changes not
fully considered
Risk Assessment
and Management
Client dealing directly
with Contractors; Project
Manager not informed
Adoption of PPIR – Success Factors
• Identification of benefits to the Company and its employees
• Commitment of senior management
• Regular communication to the total organisation
• Integration into company procedures
• Training for supervisors and other staff
• Launch – with visible management support
• Embedding into Company behaviour
Introduction of PPIR to the Company
Key Stakeholder Briefing
Supervisor
Training
Session Briefing
Company
Intranet
Publicity
Senior
Management
How Uhde Shedden
Introduced PPIR within
its organisation
Incorporating PPIR in the Business Processes
Embedding Professional Performance in the Company
Position Description /
Performance Assessment
Incorporation into Procedures
Training