Development of a three year transition strategy and plan
Description of Project
Our client is part of a consortium, which is in the process of developing one of the world’s largest oil & gas fields in the Caspian Sea. An essential goal of the consortium is to ensure that an adequate number of competent and capable national employees are available and trained for production start-up and operation. A consortium member was entrusted to operate and manage (on behalf of the consortium) a training centre and the associated technical training programmes to develop selected national employees into competent and reliable technicians and operators. The management and responsibility of the training centre and its underlying training programmes is being transitioned from this original member to our Client.
In Phase 1 Chaucer was invited to support the transition by developing a robust transition strategy and plan. The plan translates the strategy into clear work streams, activities, owners and timelines. The Client was early into the transition process but needed professional support to engage the other consortium members, develop the transition strategy, approach and obtain buy-in from all the key stakeholders, including senior management.
In Phase 2 Chaucer was invited to help support the first element of the plan which was for the implementation of the Client’s own bespoke Global Technical Competency Framework within the training centre, for adoption by all training centre ’graduates’.
Chaucer’s Scope
Phase 1:
- Development of a strategy to deliver the objectives of the training centre transition.
Support definition of the scope - Development of a high level road map to guide the stakeholders through the transition
- Identification of key stakeholders and development of a communications plan
- Design, population and maintenance of an Assessment & Planning Tool to establish
- Base line (‘As-Is’) – gather information and data and analyse the current training centre situation regarding people, processes, systems and assets
- Determine the future state of the training centre (‘To-Be’)
- Define the activities necessary to achieve the transition, including ownership and timelines
- Develop a risk profile of the Transition Plan and identify mitigating actions
- Authoring of a detailed Transition Plan and recommendations document
Phase 2:
- Develop and manage an integrated project management plan covering all workstreams, timings, resources, scheduling and actions’ owners
- Set up and manage project management tools: issues, risks, assumptions, interdependencies, interfaces, costs, document repository, etc.
- Develop and manage ‘fit-for-purpose’ workstream reporting to ensure clarity on progress, key issues & risks, and deliverables
- Ensure any mitigating actions required from ‘risk reviews’ are implemented.
Develop an approach, where required, for knowledge transfer to/from relevant consortium members - Communicate internally to ensure dissemination of best practice and lessons learned
Benefits
Chaucer’s professional and systematic approach in developing the strategy and plan has helped the client to; have a clear understanding of the transition; exposed the transition process to the wider organisation (as this was the first transition plan to be developed); and reduce the risk of impacting the overall development project timelines.
Chaucer’s ability to work with key stakeholders located across two continents and its sensitivity to local cultures and flexibility to adapt whilst maintaining focus on the key deliverables, has ensured that the transition plan has been well received by the key stakeholders and consortium members.
Chaucer was not only able to provide rigour through its planning process, but additional deliverables instrumental to the transition, such as a stakeholder and communications engagement plans and an assessment & planning tool. Our adaptability has enabled the Client to be the first department to document and understand their transition responsibilities.
In the second phase of the programme Chaucer made a significant contribution as ‘real change’ was introduced into the training centre. This was primarily achieved by developing clear and concise reporting tools and processes within the Client’s organisation to enable a systematic review of the under pinning reporting and tracking of the numerous detailed work packages which evolved. Chaucer was also able to offer significant coaching and mentoring to the Client’s staff that had not necessarily been exposed to large scale change management/transition exercises previously.
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