Driving Change
Through the DP
Programme
Alan Garmonsway
Change Director
S-Labs January 2015
The Change Challenge
Pirbright
Compton
?
The Change Programme
DP
Programme
Staff
Relocations
Transition
Programmes
Operation
One-Site
Decommissionings/
Closures
Herds
/Flocks
Pirbright
Future
Buildings
Underpinning Management – Sustainability, Compliance, Internal & External
Communications, Grant Income, Budgets, Skills, Leadership, Management, Culture
DP Driving Change to Realise Benefits
Practical
Completion
Issue of Occupation
License Phasing
Validation
Construction
Occupation
Operating
Licensing
SRO
Programme Leadership (PMO)
Construction
Val/Licensing SG
Occupation
(Operating (Users))
Project Leadership
Construction
Steering Group
Val/Licensing
Steering Group
Occupation
Steering Group
Process Team/
Science
Plowright Building Driving Change
2013
2014
Commissioning
Const
PC
E&M Familiarisation & Training
2015
Latent Defects (Snagging)
Testing
SS
Reactive & Planned Maintnce
Soft Landing Running
Soft Landing Planning
Validation
V/L
SOPs & CoPs Written and Finalised
Pre Licensing Planning and Direction
Licensing
User Bldng Familiarisation
Occupation User Groups and Planning
Occ
Sci Occ
Lab Clear Ups and Freezer De-clutter
KEY
DP
Comp/Biosec
E&M
Science
Change Mngt
Computing
Essential Post Handover Modifications
Support Occpn
Decant R A
Science Enabling Project – Equipment
Depts
Science Enabling Project – Freezer Catalogue
Compliance Enabling Project – Q-Pulse
E&M Enabling Project – Plan-On
Computing Enabling Project - E Lab Notebooks
Computing Enabling Project - Infrastructure
PC = Practical Completion
SS=Steady State
Key Change Challenges
• Changes in working practices
• Science
• Engineering
• Support
• Managing the cultural differences and interfaces between Science,
Operations and Programme Management
• High containment environment considerations:• Planning building spaces and usage
• Working practices and equipment sharing
• Wrapping and packaging requirements (much more complicated)
• Equipment and sample move logistics (much more complicated)
• Decision making (HSE/Defra/NATSCO approvals)
Changes in Working Practices
Science
• Strategic Science Opportunities
• Broader virus research & zoonotic diseases
• More collaborative approaches
• Physical layout
• Sharing of equipment and space
• One contained building
• Electronic Lab Notebooks
• Promoted more fundamental change process of digital working
• Impact on collaborative processes and planning science
• Rationalisation and centralisation
• Biological samples storage – Freezerworks
• Training, SoPs, recording core procedures – Q-Pulse
Changes in Working Practices
Engineering
• Organisational skills base change – new buildings/old buildings
• Evaluation of new equipment and processes
• New working procedures eg maintenance management
Laboratory Support
• Servicing a range of containment areas (cell culture, laundry,
cleaning, stores etc)
Science Support
• Approach to SAPO license definition
• Training & familiarisation
• Procedures governing biosecurity, health & safety etc
Organisation Culture
Role Culture
Task Culture
Person Culture
Power Culture
Harrison 1972, Handy 1999
Managing Culture
Organisation
• Understand the organisation (structure and politics)
• The key role of ‘the middle leaders’ (ownership)
• Collective responsibility
Communications
• Messages from the top
• Well defined communications channels
• Devising methodologies for consistent information
• Detail, regularity and context
• Selling a future vision
Political
• Managing expectations
• Identifying the key influencers – positive and negative
• Make the most of champions and enthusiasm
High Containment Challenges
Issue
Low Containment
High Containment
Packing Equipment
Minimal clean and
inspection.
Specialist packing requiring triple
sealed outer layers, transfer station
and specialist pallets to protect
wrapping and transport.
Packing Biological
Samples
Standard methodologies.
Sophisticated methodologies
approved by HSE/Defra.
Transporting
equipment/samples
Regular transportation
methods.
Routes and methods require
specialist risk assessment. NATSCO
requirements for security.
Moving logistics
Regular approaches
including phasing.
Specialist approaches to avoid
packaging damage. Phasing virtually
impossible – one time move.
People
Standard operatives under
instruction from scientists.
Highly trained operatives and
sophisticated project management.
Key science roles.
Summary
• ‘Operation One-Site’ covers a range of aspects, including new
buildings, interim buildings, working practice changes, broader
cultural changes, decommissionings, closures, relocations,
sustainability etc.
• We are effecting this at the same time as ‘business as usual’,
except ‘BAU’ involves fundamental changes in itself, such as
science expansion, internationalisation, increased collaborative
approaches (25% new staff in 2013, 20% in 2014).
• The Institute’s development programme offers excellent
opportunities to drive change through both strategic approach and
more specific working practices.
• This is a challenging period of concentrated change for staff, but it
also generates many opportunities along the way, both for the
Institute and also individual employees.