MI-GSO | PCUBED was engaged by Icon Water Limited, an Australian Capital Territory water and sewerage services company, to plan, manage & implement the roll out of cutting edge gas detection technology. Our team developed an integrated roll out strategy across various stakeholder groups, ensuring collaboration while also satisfying essential regulatory requirements.
Icon Water, owns and manages the water and sewage services for the Australian Capital Territory. Their remit is to provide clean and safe drinking water to their constituents. In addition they collect, treat and dispose of waste water for the region. In delivering these essential services, the client maintains a network of dams, water treatment plants, reservoirs, pumping stations, and over 6600 kilometers of pipe.
A natural byproduct of the waste treatment process is the production of different toxic and flammable gases. The release of foreign chemicals down drains has seen a rise in recent years. In order to ensure the safety and protection of their employees, facilities and the environment the client launched a program to roll out enhanced gas detection.
Prior to our engagement with our client, the team was facing a few challenges. There was insufficient amount of stakeholder engagement and collaboration required in order to successfully define an integrated roll out strategy covering the 200+ stakeholders. In addition the were significant legal, security and regulatory requirements that needed to be clarified in order to roll out the program.
Upon engagement with Icon Water, our team rapidly mobilized and utilized our bespoke Program Delivery Methodology Toolkit to quickly assess and define the appropriate Program Delivery Framework required to support this strategic initiative. The team then set out to enable the delivery of the program focusing on three key areas: Stakeholder Analysis, Governance and Requirements.
Stakeholder Analysis is both a part of our Change Management methodology as well as our Program Delivery Framework. There are 4 key steps in managing Stakeholders as depicted by the diagram on the left below. The first step is the identification and analysis of the impacted stakeholder groups to better understand how to support them through their change journey. Two key artifacts used include a Stakeholder Log and a Stakeholder Map.
The Stakeholder Log is used to identify each of the stakeholders, along with their current sentiment towards the program. It is using this tool that you are also able to plan future stakeholder engagement and communication actions required to reduce any resistance relating to the change program. The Stakeholder Map is also used to plan future stakeholder actions. You will map out for each stakeholder their level of influence and interest within the organization. Those with high levels of Power and Interest may make for great Change Agents within the network.
Additional Reading: To learn more about change agents and other Change Management tools check out our Change Management Guide.
Following this exercise the team identified and nominated representatives from each stakeholder group to bring on board the team.
With the identification of impacted stakeholder groups, the next key area of focus for the framework for Program Delivery was on the establishment of a streamlined Program Governance Plan. The key concept here is on Less is More. The goal was to simplify and articulate a clear governance structure that provided for adequate steering for the resolution of any issues and risks.
Clear roles and responsibilities were then assigned to each of the major stakeholders. The below image is just an example. RACI stands for – Responsibility, Accountable, Consulted and Informed. These charts have a tendency to get cumbersome so remember your mantra – Less is More.
With the responsibilities and roles understood, the team brought all stakeholders together to accurately capture business drivers, risks and issues from each of the groups. This provided a common ground from which the team could start to move forward. At the outcome of the workshop the team assigned actions for follow up to the newly minted responsible parties.
The final component of the delivery framework was the elicitation of detailed requirements. Now that each of the stakeholder groups had a better understanding of each others concerns, there was less resistance to begin the process of hashing out the legal, security and regulatory requirements for the program. Upon completion of this activity the team was ready to move forward with procurement and roll out of the new technology.
As a result of the implementation of a Program Delivery Framework, the MI-GSO | PCUBED and client team improved stakeholder engagement, completed the requirements gathering and improved overall project discipline.
Through the implementation of robust Change Management practices and training, MI-GSO | PCUBED increased involvement, transparency and buy-in for the change initiative, successfully setting up and delivering the full roll out within 6 months of engagement. This thereby increased Icon Water Limited’s safety capability through the introduction of enhanced gas detection technology.
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