Step 1 | Diagnosing the current challenge of gap of workforce skills |
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Objective | To investigate the current challenges of gap of workforce skills of ADFs in developing countries |
Activities | Studying the current status of gap of workforce skills of ADFs in developing countries |
Identifying the impact of this issue on the performance of ADFs |
Identifying, validating and classifying the challenges of gap of workforce skills of ADFs in developing countries |
Conducting an orientation meeting prior to the study to establish strategic issues (study location, team, budget, resources, etc.) |
Gaining decision makers and top management support to facilitate securing the needed resources, accepting and implementing the study decisions |
Defining performance management criteria |
Tools and techniques | Literature review |
Survey questionnaires |
Interviews |
Case studies |
Decision makers and senior management support |
Brainstorming and team consensus |
Involved personnel and needed resources | Decision makers |
Senior management |
Project managers |
Design and construction teams |
Different project stakeholders |
Training programmes |
Output | Identified, validated and classified the current challenges of gap of workforce skills of ADFs in developing countries |
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Step 2 | Identifying the good-to-great concept for implementation |
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Objective | To identify the good-to-great concept to be implemented for bridging the gap of workforce skills of ADFs in developing countries |
Activities | Identifying the role that each good-to-great concept can play towards bridging the gap of ADFs in developing countries |
Generating innovative ideas to facilitate the implementation of the identified concept |
Tools and techniques | Brainstorming and team consensus |
Good-to-great concept |
Leadership |
First who then what |
Confront the brutal facts, yet never lose faith |
The hedgehog concept |
A culture of discipline |
Technology accelerators |
The flywheel and the doom loop |
Involved personnel and needed resources | Decision makers |
Senior management |
Project managers |
Design and construction teams |
Different project stakeholders |
Training programmes |
Output | Identified the good-to-great concept for bridging the gap of workforce skills of ADFs in developing countries |
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Step 3 | Planning and implementing of the good-to-great concept |
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Objective | To plan and implement the identified good-to-great concept |
Activities | Developing implementation plans including time, cost, quality, human resources, communication channels, risk, health and safety, waste, etc. |
Securing decision makers and senior management support |
Establishing corrective actions to adopt in case the developed plans are not executed as planned |
Tools and techniques | Planning techniques and software |
Work authorization system to verify predecessor activities and permit the successor activity |
Performance management system |
Involved personnel and needed resources | Decision makers |
Senior management |
Project managers |
Design and construction teams |
Different project stakeholders |
Training programmes |
Output | Planning and implementation plans |
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Step 4 | Monitoring and evaluating the obtained results |
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Objective | To monitor and evaluate the results obtained from the planning and implementation step |
Activities | Measuring the results against the performance measures developed earlier |
Identifying and evaluating the causes of failure and issues that resulted in deviation from the original plans |
Tools and techniques | Change control procedures |
Financial control procedures |
Issue and defect management procedures defining issue and defect controls, issue and defect |
Identification and resolution and action item tracking |
Involved personnel and needed resources | Decision makers |
Senior management |
Project managers |
Design and construction teams |
Different project stakeholders |
Training programmes |
Output | Action plans and corrective actions to overcome the issues raised during the implementation of the good-to-great concept |
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Step 5 | Implementing corrective actions and closing out |
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Objective | To implement the corrective actions developed during the previous step and close out projects |
Activities | Implementing corrective actions |
Documenting learned lessons and sharing them with decision makers, design and construction teams and related project stakeholders |
Obtaining acceptance of senior management of ADFs to formally close the project or phase |
Performing team members’ assessment and releasing project resources |
Tools and techniques | Expert judgement |
Reporting |
Knowledge management |
Involved personnel and needed resources | Decision makers |
Senior management |
Project managers |
Design and construction teams |
Different project stakeholders |
Training programmes |
Output | Successfully bridging the gap of workforce skills of ADFs in developing countries |