Lean Construction Ireland Annual Book of Cases 2021 69 l f s s 2 The following is a summary of the overall impact from this initiative: 1. A more collaborative team: cross discipline and cross organisational collaboration resulting in less duplication of work, identifying the best athlete for the task,which increased productivity. 2. Improved measurement of performance data, enabling more focused and precise management of the project.This was achieved by creating the collaborative teams that were able to put project first ahead of their own organisation and share a common agreed set of project data on the same platform that enabled precise shared measurement on progress using Schedule Performance Index (SPI),Cost Performance Index (CPI) and EarnedValue Management (EVM). 3. A shared vision on what the teamwas aiming for, in terms of final delivery and the stages to get there, the quality standard required and the shared schedule and budgets. 4. Team accountability for the results through full understanding and knowledge of the project metrics produced on a daily basis. 5. Achievement of business unit key milestones. 6. Improvement in relation to cost and budget 7. Increased productivity. Figure 5: Language Ration Improvement (Positive:Negative) Figure 4: Overall Higher PerformanceTeamQuestionnaire Score Behaviours by their very nature are hard to measure and monitor, without expending a vast amount of money, yet it is ultimately behaviours that drive performance.The High-PerformanceTeam Model offers a cost-effective way to translate behaviours into data by gathering the teams perception on the team’s performance against a tried and tested set of foundations, which identifies areas that need to be improved. The following are some of the key lessons learned from this initiative: Lesson 1: Have a solid set of data (baseline) on the current team performance/behaviours upon which to build your improvement plan.As the team is involved in creating that baseline, it becomes a true change programme, where they are fully involved in creating their own destiny. Lesson 2: Genuinely involve the team.The HPT programme needs the full support of the senior leadership team, from survey completion to implementing the action plans.Without this committed, engaged and patient leadership support, the programme falters as behavioural improvements take time, unlike task improvements that seem instant. Lesson 3: Include the behavioural measurement in your project metrics and align them to enable you to track and monitor how changing behaviours affect the other metrics of SPI, CPI & EVM. Lesson 4: Link the behavioural performance to the task performance and manage both actively.By objectively and accurately measuring the team’s perception, we are able to address their specific concerns against the High-PerformanceTeam model.This enables us to develop the areas of underperformance quickly and effectively, which builds the team confidence, belief and ultimately performance. Successful implementation of this model has enabled the value to be seen in other parts of our organisation. Since the implementation of the case identified above, the model has been used in 5 business units withinArdmac,moving all units to a level of higher performance. Summary and Lessons Learned Case 16
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