9th Prohoc Stakeholder Magazine Winter 2018/19 prohoc.fi
RENEWING OUR STANDARDS
DOING IT RIGHT WHEN NO ONE IS LOOKING
WOIMA – W2E POWER GENERATION
Transforming a huge problem into valuable asset
9th
Contents
14 4 10
2
16 4
Renewal of the Prohoc QMS
16
Time = money
8
In portrait: Pekka Mustonen
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Mindfulness – have you been there?
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WOIMA: Case Nairobi
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Customized project services
14
Inside WOIMA: Tapani Korhonen
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Facts for future
Scope is a stakeholder magazine giving insight to the daily business and development of Prohoc Oy and its personnel. PUBLISHER: Prohoc Oy EDITOR-IN-CHIEF: Matti Manner ART DIRECTOR: Jonne-Pekka Stenroos/Staart COVER PHOTO: Mikko Lehtimäki PRINTED BY: Brand ID Oy, Pori, Finland. Papers and inks used are eco-friendly and produced responsibly.
KEYNOTE
ENABLING THE BEST VERSION of Prohocians I recently had the pleasure of witnessing two very
in place you will enable both the energy and the
impressive keynotes by successful athletes on
resources for what matters the most.
bringing the best version of yourself and achieving your goals. Learning the ideas and tools for
Our Empowering Projects strategy is about empow-
self-management from an Olympian gives a lot of
ering our people to shine in the world of projects.
food for thought. When looking at the most import-
As part of this we defined eNPS (employee net
ant ingredients of a successful sports career, its
promoter score) as our most important KPI for the
hard not to consider how well all these fit together
company. We have a quarterly survey on this and
with what we are pursuing here at Prohoc with our
we are now in the level of 50s, which is already an
Empowering Projects strategy.
excellent result. Our target is to hit the 70s by 2020.
Knowing what one should do is not really finding the
The Scope magazine is here again to present what
holy grail here, its how we enable an environment
we have on our plate when we are closing yet
with best support to have the strength to really
another year in the project business and moreover,
do what needs to be done. To achieve remarkable
our stand on starting another one. Among other
goals, one needs to set those SMART objectives, de-
things You will learn about our new QMS systems
fine what the requirements are for those objectives
and us being a proud owner of a new ISO45001
and what needs to be done to achieve them. That’s
certification.
the trivial part. The hard part is to figure out how we enable the energy and resources to really have the strength do what needs to be done. My two key findings, which I copy with pride are #1 one should quit rushing things all at the same time and #2 enable enough sleep! With these two simple pieces
Matti Manner CEO
We believe that enabling us prohocians to become the best versions of ourselves, is what makes us the best project partner for our valued customers. Now enjoy your read and sleep well as you deserve to have the best yourself at your service!
Sport enthusiast, yachtsman and all-around business engineer Matti is the chief executive officer of Prohoc. After traveling around the globe trying to find world class suppliers he is now navigating Prohoc to become one. • TWITTER: @MattiManner
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DOING IT RIGHT WHEN NO ONE IS LOOKING
RENEWAL OF THE PROHOC QMS
MIKKO LEHTIMÄKI
4
Henry Ford, the “Father of manufacturing”, was one of the pioneers of standardisation. After 100 years, standardisation is still in fashion. The British Assessment Bureau (BAB) estimates that there are more than 1.6 million ISO 9001 certificates issued in 178 countries. Good news for all of us, who work in the project business where customer requirements and changes flow in large supply chain networks. Standards and standardisation empower our business and help people to deliver high quality service.
tudies conducted by International Organisation for Standardisation (ISO) and BAB show that companies who comply with ISO 9001 have been able to enjoy the benefits of standardisation. Main gains are improved customer satisfaction (50%), improved internal processes and efficiency (72%) and qualified or won new business (62%). Companies who have added environmental and occupational health and safety management systems to their standard portfolio enjoy other benefits too: mitigated risk of service and process delays, engaged employees, reduced waste and improved environmental performance.
SHORT INTRO TO THE KEY STANDARDS
ISO 9001 is usually the one that comes to mind when standards are mentioned. ISO 9001 is an international standard for Quality Management Systems (QMS). Simply put QMS means a way of doing things to achieve the intended results. QMS typically consists of policies, processes (what and how we do things), people, resources, flow of information, metrics and working instructions. The key areas of ISO 9001 are: • Recognise and meet the customer and other stakeholders’ requirements. • Plan and manage the way of working. This is about processes, communication and control; and linking together the information streams of your company. • Engage and deploy the QMS to all levels of organisation. • Identify risks and opportunities, plan actions and mitigate. • Continuously improve the way of making business and develop the QMS. ISO 9001 is often seen as a manufacturing company standard, but it can be applied to all industries from manufacturing to service companies – and even public organisations too. ISO 14001 is about the hot topic, environment. This is a standard that specifies requirements and a framework for an Environmental Management System (EMS). It is used to “manage environmental aspects, fulfil compliance obligations, and address risks and opportunities” (iso.org). The key elements of ISO14001 are: • Develop an environmental policy that depicts your commitments. • Find how your company interacts with the environment and what are the environmental impacts and compliance requirements. CONTINUES ≥
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RENEWAL OF THE PROHOC QMS
Prohoc Quality Management System 1
2
3
4
5
6
MANAGE COMPANY
IDENTIFY NEED & DESIGN SERVICE
MANAGE TALENTS
SELL & MANAGE ACCOUNTS
DELIVER SERVICE
SUPPORT
Define and communicate strategy
Research market
Plan profile
Identify prospects
Deliver expert service
Collect & process ideas
Recruit talent
Manage customer feedback
Create preliminary sales plan
Deliver ProID service
Set & communicate goals Review strategy
Design service Promote brand and services
Onboard talent Retain & develop talent
Assess & manage opportunities, risks and performance
Connect Create sales plan
Deliver technical product service Deliver print and compiling service
Manage suppliers Manage employee reporting and payroll
Propose Negotiate
FROM PREVIOUS PAGE
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• Establish your environmental targets and program. Monitor and measure the actions of your program. • Find and minimize risks and harmful effects on the environment caused by your activities. Continuously improve your environmental performance and make use of opportunities. ISO 14001 is – like ISO 9001 – a generic standard and can be applied to all type of scopes and businesses. The current version is ISO14001:2015. ISO 45001 is a standard for an Occupational Health and Safety (OH&S) management system. It enables an organisation to proactively improve its OH&S performance in preventing injury and ill-health. The key elements of OH&S are similar to ISO 9001 and ISO 14001: • Understand the organization and its context and define the scope of OHS management system. • Understand the needs and expectations of employees and other interested parties. • Define the company OHS policy, objectives and measures. • Identify risks and opportunities and create an OHS program to make use of opportunities and to mitigate risks. • Continuously improve employee wellbeing and utilize OHS expertise of occupational health care experts and partners. ISO 45001:2018 is a new standard. Many companies have previously built their OHS management systems on OHSAS 18001:2007, which is now being replaced by ISO 45001.
INTEGRATION OF QMS AND STRATEGY
Prohoc has been an ISO 9001 certified company since 2003.
ISO 14001 and OHSAS 18001 have also been in place for years. When renewing our strategy last year, we realized that we had a lot of the elements of our new strategy in the standards. Deploying the new version of standards would be fully inline with our strategy deployment. It was easy and obvious decision to integrate strategy and three management systems (ISO 9001, ISO 14001 and OHSAS 18001) into one management system. That would serve our strategy and the needs of our employees. Integration is also a matter of efficiency. All management systems have common elements like recognizing customer, employee and other stakeholder needs and requirements and managing risks and opportunities. Prohoc got the best results by combining these. “We had a good foundation in our old management system. But we wanted the new QMS to be an integrated part of our everyday work, so we set our Planner full of QMS tasks in May 2018”, says Chief Operating Officer, Ilkka Palola, who handled the QMS integration work. “Our initial plan was to renew the QMS in two phases: first to renew QMS related to ISO 9001 and 14001 this year. And after polishing that out, replace OHSAS with ISO 45001 and integrate it into QMS in 2019. After some discussions with our auditing partner, we ended up in full integration project where all three management systems were put together. That was though and exiting. And fun too – thanks to the excellent and flexible team members.” Unlike many people think, ISO does not require management system to be a quality ‘manual’. The deployment of management system is up to organisation’s own choice; as long as the compliance requirements are fulfilled. Prohoc implemented QMS using O365 platform, which makes it easier to control e.g. records, access, revisions, metrics and working instructions.
"It was easy and obvious decision to integrate strategy and three management systems into one management system. That will serve our strategy and the needs of our employees. Integration is also a matter of efficiency."
CUSTOMER REQUIREMENTS
EARLY SUPPORT TEMPLATE
STRATEGY
WELLBEING SURVEY TEMPLATE
1
EXIT INTERVIEW TEMPLATE
Plan success profile
OFFBOARD CHECKLIST
COO
WORK AGREEMENT
4 Retain & develop talent SUPERIOR
ROLE DESCRIPTION
GOAL ASSESSMENT
PROJECT DETAILS TEMPLATE
PERFORMANCE REVIEW
WORK AGREEMENT TEMPLATE
CAREER PLAN
2 Rectruit talent
CANDIDATE REVIEW
RECRUIT MANAGER
NEW EMPLOYEE NOTIFICATION
TRIAL REVIEW
SUCCESSOR PLAN
WORK CERTIFICATES
EARLY SUPPORT REPORT
ONBOARD CHECKLIST
WELLBEING SURVEY RESULTS
EMPOLYEE RESPONSIBILITIES TEMPLATE
3
INITIAL CAREER PLAN
EXIT INTERVIEW NOTES
PERSONAL DETAILS TEMPLATE
Onboard talent
EMPLOYEE RESPONSIBILITES
OFFBOARD CHECKLIST
COORDINATOR
PERSONAL DETAILS
“It turned out to be a project of trial, error & learn. As a result, we have a decent QMS that serves our daily work. Naturally we have many opportunities for improvement too. And some minor non-conformities”, says Ilkka with a smile. MIKKO LEHTIMÄKI
"One example of key processes is Manage Talents, which is consisting of activities (or sub processes) like Recruit Talent, people like Recruiting manager, and information which is joining the activities together."
AN OVERVIEW OF PROHOC QMS
The scope of QMS can be all-in-type of approach where everything the company does – or is located – is included into QMS. Or scope can be only selected processes, in certain location. We selected the full scope of our services and processes. One example of key processes is Manage Talents, which is consisting of activities (or sub processes) like Recruit Talent, people like Recruiting manager, and information which is joining the activities together; e.g. information that is needed or created during activities (e.g. Customer requirements, Career plan). The standards do not define the syntax of process descriptions. We chose a function model which is straightforward and easy to implement. And we are using it in customer projects too. The downside of function model is that it does not define the timeline of activities. For that purpose, we renewed our annual clock so that each main process has now its own annual clock. One of our main purposes was to create a management system that is not a separate ‘quality manual’, but an integrated management system of our every-day work. “I’m quite happy where we are now. There are plenty of things we can do better like getting more feedback, automating actions and reporting, adding more intelligence to system etc. But that is what a quality management should be, finding your way, the points of improvement and doing things better”, concludes Ilkka.
Contact us for benchmarking. And if you have any feedback on quality, environmental and OH&S management topics, we like to hear more. Ilkka Palola CHIEF OPERATING OFFICER PROHOC OY
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PORTRAIT: Pekka
Mustonen
VERSATILE COMMUNICATOR Pekka is one of Prohoc’s most experienced Project Managers (PMP certified). He has vast experience from industrial projects, for example: Biomass Power Plants, LFO/HFO Heat Plants, Wood pellet heating plant, Steam plants, Chemical industry and Marine industry. Read what Pekka tells us about being a project manager and more. 8
FROM • I’m from Northern Savonia, Finland, where I grew up
and went to school. After the high school and army, I studied Electrical Engineering in Kuopio and graduated from Kuopio Polytechnic in 1995. FREE TIME • I enjoy both indoor and outdoor activities, like
reading books and exercising. My favourite outdoor hobby is to go out and work in our own forest, keeping both the forest and me in a good shape. It is also a great way to spend time in the nature with the whole family together. AT HOME • Our family consists of two teenage children (son
plant to local utility grid, and it has been generating green and sustainable energy ever since! JOINING TEAM PROHOC • I started to work for Prohoc in 2008
since there was a great project work opportunity in one of their customer’s business, building two biomass fired power plants to UK. CURRENT JOB • My current assignment at Prohoc is working as a Project Manager for Wärtsilä’s environmental projects in Marine business segment. INTERESTING • The most interesting (also challenging) aspect
of the job is the versatility of the work. There are always many tasks to accomplish. I also enjoy that during projects you get to meet and work with many different people, often from all over the world. PM’S TASKS • Project Manager is ultimately responsible for the
delivery of the project together with his/her team. PM needs to lead, communicate with stakeholders and execute proper project planning and supervising accordingly. PM’S TRAITS • Project Manager needs to have capabilities to
understand the big picture and simultaneously give attention to details. Good planning and executing skills are extremely important and good people skills are essential. You need to be able to work under pressure and be ready for many kind of situations and hiccups during the project. Core values, such as respecting people and being fair to all stakeholders, should come given for a person in this position. CHALLENGES • During project delivery there will be issues with
time, money, scope and people. The Project Manager should be ready to tackle all these issues arising during the project and support the Site Manager with all relevant matters when construction-phase is ongoing. SOLVING ISSUES • Project Manager should plan the project well
and be agile when issues arise and/or plan needs a revision, whether scope changes or any other challenge.
and daughter), me and my wife. STAKEHOLDERS • If Project Manager needs support, it’s recWORK • I grew up in a farm and learned to do plenty of different
jobs already at young age. My first summer job outside the farm was building roads and making measurements there. One summer during my high school years my father built a small hydro power plant alongside with our riverside mill (which is built by my grandfather 1938) and it inspired me to study electrical engineering. 1996 I connected the power
ommendable to discuss with Project Sponsor and with members of the project team. Also keeping the customer and key suppliers updated is crucial. COMMUNICATING • Well executed communications are vital
in project management, Project Manager needs to be able to communicate well with all stakeholders.
MIKKO LEHTIMÄKI
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"PROJECT MANAGER NEEDS TO HAVE CAPABILITIES TO UNDERSTAND THE BIG PICTURE AND SIMULTANEOUSLY GIVE ATTENTION TO DETAILS."
PEEK CREATIVE COLLECTIVE
10
SCOTT WOODHAM
KEVINSPIRED365
CASE STUDY: Nairobi, Kenya
WOIMA DECENTRALIZED W2E POWER GENERATION aste is typically available in abundance everywhere. Urbanization and economic growth are the main driving factors behind accelerated waste generation. Waste could act as a raw material for manufacturing industries or as fuel for power production. But, the challenge lies in the collection, transportation and sorting of the waste. This is one of the drivers why WOIMA has been developing the decentralized power generation model which is ideal fit for most cities of more than 500 000 habitats. CONTINUES ≼
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BACKGROUND
SUMMARY
The Kenya Vision 2030 states in its strategy that Kenya is to become a clean, secure and sustainable environment by the year 2030. To realize this, improvement of pollution and waste management are paramount.
Transportation The transportation savings between the centralized and decentralized
2018
$1,800,000
2030
$5,940,000
waste-to-energy solutions are directly attributable to the shorter routes: • less fuel consumption • less working hours • less vehicles
The objective of the case study was to
The annual savings amount to:
In 2030, the decentralized model requires 81 less trucks and 440 less personnel than the centralized one. To put it another way, the 4,000 tons per day in 2030 can be collected with the same resources it takes to transport all
• less maintenance
the waste to Dandora landfill in 2018.
Power Generation
The transmission savings are mainly
demonstrate, how a decentralized waste management and power generation solution could enable Nairobi to reach its strategic goal at minimal cost.
A centralized waste-to-energy power
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This is the driver behind why WOIMA did an
plant in Dandora capable of gener-
academic research and feasibility study for
ating 60 MW of electricity would face
city of Nairobi comparing the centralized
severe space issues in where to locate
and de-centralized W2E solutions. The
the plant itself, its transformer field
results were stunning.
and how to route the transmission lines through the heavily populated surroundings. The decentralized W2E plants could connect directly to the local
attributable to the lack of transmission losses in the decentralized model. The rest are the depreciation and O&M of the centralized power plant transformer and transmission lines. The annual savings amount add up to: 2018
$2,860,000
2030
$2,960,000
substations with no additional costs to the City and simultaneously improve the power availability in the sub-counties.
Carbon emissions Incinerating the organic waste matter prevents the anaerobic digestion process releasing methane, which is a greenhouse gas 25 times more potent than CO2. Based on daily waste deposition of 2,500 tons, the GHG saving in eqCO2 is over 4,000 tons, equalling 1,300,000 tons
THE TOTAL SAVINGS of the decentralized
waste management and power generation model compared to the centralized one are a combination of transportation savings and power transmission savings approximately add up to: 2018
$4,660,000
2030
$8,900,000
per annum. These savings are only valid for the five-year interval between the
Over the time period of 12 years in the
plant erection times.
study, the accumulated savings amount to $83,550,000 or 39% of the total cost. The above values assume an annual inflationary increase of 5% on all costs.
FROM PREVIOUS SPREAD
The modular wasteWOIMA® waste-to-energy power plant has the right characteristics to solve both the energy shortage and waste management challenges. It offers local communities’ electricity and thermal power for household use as well as for small and medium-size enterprise development. The modular nature of the plant ensures that exactly the right size plant will be built in each location. The size can be chosen based on easily available waste fuel quantities or local energy demands. Waste to fuel the plant is collected locally in an area of 100,000 to 500,000 people, the waste pre-sorting solution separates usable materials like glass and metals for recycling and the generated energy is fed directly to local grids. Thus, there is no need for excessive infrastructure investments.
"The results were stunning" The decentralized waste-to-energy model is not only a financially sound solution, but it also generates several other tangible and intangible benefits, such as • increased recycling to save virgin raw materials • higher waste collection rates at decreasing cost • more flexibility in the waste collection and transportation • significantly reduced water, land and air pollution attributable to waste • positive health implications with less vermin and rodents • visual benefits due to less waste deposits The small-size W2E facilities offer a chance for cost-efficient experimentation on whether waste incineration can be the right solution for the area / country. Due to their small footprint, modular structure and high level of pre-fabrication, they require less design and engineering, have faster permitting processes and will be up and running much faster than traditional plants.
Full case study: WOIMACORPORATION.COM
"WE SEEK SUPPLIERS THAT ARE DEDICATED TO THEIR WORK, WILLING TO WORK SMARTER AND STEP OUT OF THE "THIS IS HOW WE HAVE ALWAYS DONE IT" -BOX." ON NEXT PAGE ≥
PORTRAIT: Tapani
Korhonen
FOCUSING ON WHAT MATTERS Tapani Korhonen is the CTO of Woima Corporation. We interviewed Tapani to document his journey to Woima, enjoy.
MIKKO LEHTIMÄKI
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GROWING UP • When I was a little kid growing up in Sotkamo, my absolute favorite toys were LEGO's, and I wanted to be a Formula 1 mechanic when I grow up. Later I played Ice-hockey and fiddled with mopeds and carting cars. At the end of the junior high-school, I heard from one of my older pals that he was going to be an Airplane Mechanic in Rovaniemi. It struck me immediately and I managed to get in college to study avionics in Tampere. WORK AND SCHOOL • I was very eager to work since I was
10, I got the very first paycheck from manufacturing sauna accessories in a little woodcrafting-company when I was 14. When I was 16 years old I was responsible for all machinery maintenance in a company of about 35 people who made gardening and lawn moving services in town. I ended up working in Finnish Air Forces after the 1-year military service was over. I was mainly working on Hornet F/A-18 fighter planes in Kuopio. That period included very interesting and unusual things to work with like weapon systems, radars, ejection seats etc. In my free time I was building my first big 750cc motorcycle from scrap parts, with some self-made parts of carbon and glass fiber. After the period in the Air Forces I got into the Polytechnic to study Machine and Production Technics, specialized in Aircrafts. During my summer holidays I worked in Kalmar Industries (Cargotec), doing heavy maintenance for forklifts and container handling machines and in workshop doing installation and factory acceptance tests for Elematic's precast concrete machines in Toijala Works. ABROADS • During the last two years in school I wanted to
go abroad. I got an assignment in Malaysia for 5 months and then Brazil for 3 months. After I got back from Brazil, I made my final thesis for Sweco PIC in Tampere and then worked in a project of waste incineration plant for EKOKEM and in an engineering company called Enmac. Then I went back to Brazil for a gig at a company called Kongsberg Maritime in Rio de Janeiro. Kongsberg Maritime is Norwegian high-tech company that is specialized in Offshore vessel propulsion automation called Dynamic Positioning. At Kongsberg I was working with immense amount of different high tech equipment: Automation, Echo sounders, Sonars, Subsea transponders, High accuracy GPS, Radars, gyroscopes and other high accuracy sensors. Typical work days were around 12-16h per day. When the "downtime" (when production critical system
does not work as intended) of deep sea oil rig means a loss up to 30.000 USD/h or 720.000 USD day, you have to be very efficient solving the problems with little sleep, or you will be out of the job pretty quickly. Next came a company called OSM, it was managing one ship that was modified to be Floatel (Floating Hotel) from an old cruise ship. Floatel is providing extra sleeping places for while offshore is under heavy modification/overhaul period done at open sea. I worked as DP/Electrical Superintendent of this vessel for 6 months. BACK TO FINLAND AND JOINING WOIMA • I joined WOIMA in
March of 2017 and that was probably one of the easiest decisions of my life. Many things that I desired for my future just clicked. While I was living in Brazil I was thinking that Brazil was "The Promised Land" for recycling and waste incineration. On my free time I was working on some new Energy-as-a-Service concept and other modular IOT system for quite some time. When I saw the ad "WOIMA is looking for Technology McGyver", it got my immediate attention and I grabbed my phone to hear more. After hearing the rest of the concept, "it was love at first sight". The concept was the only way to make disruptive change to old technology and solve big global problems. On top of that it was very easy to see that the whole entrepreneur minded team shared the same dedication for work and vision of the future. THE JOB • I have only one purpose in WOIMA. Make the plant
work like a charm. Making that happen requires hundreds of people working together. We have much going on: multidimensional engineering, planning, concepting and many more challenges. CHALLENGES IN TECH • The waste incineration technology itself
has all the main issues solved. There are many plants all over the world running with same technology already, so we are not reinventing the wheel here. The biggest challenge is to make the conventional process industry suppliers to upgrade their vision to the 2020 decade. Think about it this way: It's just not very smart to make "taylor made pants" to 6 billion people. While you can make them tailored and provide work for many tailors, the salesprice of those pants would be so high that only 10% of the world population could afford to buy pants. It's much smarter to make pants in step sizes. Maybe they are not the exact and perfect fit for every person, but then also the rest 90% of the world can afford to have good quality pants, instead of not having pants at all.
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JAKAMO
TIME IS OUR NEW CURRENCY
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Tick tack tick tack… faster, faster, faster! Time has become our most important resource in everyday working life. How do you spend your hours? How does your team spend their time? Are all working routines, especially for white-collar workers, designed to create value for the customers? Or are some manual routines eating most of the valuable time which could be spent on adding value to the customer?
Jarl Matti Anttila CMO & CO-FOUNDER OF JAKAMO matti.anttila@thejakamo.com
"If manufacturing companies want to survive, they need to adopt new standards of time management."
y colleagues and I have been working in the heart of the manufacturing industry during the past ten years when the biggest changes ever have occurred in supply chain management. Nowadays, the value is created between the companies, not only inside the companies. These are the three most typical non-value-added routines in supply chain operations that practically all manufacturing companies are struggling with.
TIME CONSUMING CHALLENGES
Typing order confirmations to ERP manually. One of the most time-consuming and non-value adding procedures in purchasing process is order confirmation checking and manual typing into ERP. Purchasers should be able to concentrate on changes, not on the parameters that match already. Painful order change management. Manufacturing companies’ delivering projects need to be prepared for changes during the purchasing process. Managing the changes with email is painful because it’s impossible to get a holistic view of the situation with an email thread. That makes the process of changes time-consuming, frustrating and ineffective. Hassle with delivery control. On-time- delivery has become a major cornerstone of companies’ competitive advantage. That’s
why procurement teams spend lots of time on delivery control, monitoring it manually, and calling and sending emails to suppliers as reminders. Very time-consuming and not so motivating, is it? These manual routines are an everyday business for thousands and thousands of highly educated people working in the manufacturing industry. So, what makes this so strategic? If a manufacturing company has the capability to digitalize these simple procedures in their purchasing process, the productivity of their purchasing team will increase at least by 100 %, even more. Guaranteed and verified! For the KPIs, it means more throughput, improved punctuality, shorter lead-times and decreased cost of poor quality. Strategic, isn’t it? So, what should be done with the time that is available after the procedures have been digitalized? If you don’t need to make more purchase orders, then concentrate on supplier capability and relationship development. Why? Because it creates value for the end-customer. The clock rate is speeding up every day. If manufacturing companies want to survive, they need to adopt new standards of time management. Digital solutionsmake it possible. If you’re not able to eat digital solutions, time and clock rate will eat you.
JONNE-PEKKA STENROOS
WELLBEING
EMPTYING YOUR MIND WITH MINDFULNESS Work. That meeting. Did I switch off the coffee machine this morning? I must remember to call mom tonight, it’s her birthday. What do I really want in life? What should I cook for the family? Going to gym at six. Who am I? Must not forget to send that one email…
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o you ever feel like your head is a tv with all the channels on at the same time? Has your attention span become short? How are you supposed to concentrate on work or anything else? Feeling stressed? If this sounds familiar, you might benefit from mindfulness.
CONNECTING WITH YOURSELF, PHYSICALLY AND MENTALLY
Mindfulness is a form of meditation and its origin is in Buddhist meditation. Mindfulness means learning a more accepting way of thinking and being consciously present. It’s noticing and paying attention to what is going on in the moment, without passing judgment on it. Mindfulness can help you connect with your body and become conscious of how your mind works. Scientific research proves that mindfulness can reduce stress, improve emotional balance, increase self-awareness. It can also help with insomnia, anxiety and depression, and even coping more effectively with chronic pain. Among helping with many struggles, mindfulness is a key to a happier, more relaxed and more conscious life. Practicing mindfulness has shown to support physical health and boost the immune system. It has been used for example in working life and sports coaching since the 1970s. Mindfulness also works for kids and teenagers as it helps them to concentrate, calm down and learn. It is practiced by different kinds of exercises, most typically breathing exercises.
Did you know that meditation has been proved to actually change the brain? Several neuroscientific researches have shown changes in the brains of Buddhist monks, who have meditated for years. Their brain has shown an ability to change, optimise and reorganize in a way that previously wasn’t known to be possible.
There are mindfulness courses in community colleges, folk high schools and adult education centers – google your local and go for it! Or you can try starting with these apps on your mobile device:
Headspace "We are committed to ensuring Headspace can actually make an impact in our lives."
Calm "Enjoy 100+ guided meditations to help you manage anxiety, lower stress and sleep better."
Stop, Breathe & Think "5 minutes to peace — check in with how you’re feeling, and try short activities tuned to your emotions."
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Includes factors relating
Includes factors involved with the calendar driven
SC
aspects of the project, f.eg.
OPE
to typical engineering requirements
SCO
PE
SCHED
ULE
resource availability
20
SCH
EDU
LE
CO ST
CON
TEX
T
Includes factors describing the external influences
Includes factors involved
(requirements) that may
with understanding the
have an impact on project
requirements of sources
program and progress
for funding the project
FIN
C AN
ING
Includes factors involved with quantifying the scope of work in terms of €/$ and defining the cost
CO
ST
buffers / contingencies.
PROHOC PROJECT SERVICES
CUSTOMIZED TO THE NEEDS roject complexity is raising especially in large capital projects. Complex capital projects can be defined by a degree of disarray, evolving decision-making, non-linear processes, iterative planning and design, uncertainty, and irregularity. Dynamic interaction/reaction is common and results may play out in different ways. It is common that there may be uncertainty about objectives or uncertainty in how to implement PROHOC OY HAS MADE THE the objectives. STRATEGIC DECISION TO Many companies have experienced that utilising project manINVEST IN THE DEVELOPMENT agement processes helps improve the probability of project success. OF THE PROJECT BUSINESS The Triple Constraint (Schedule, RELATED SERVICES IN Scope and Cost) is implying that the Quality of the work is conADDITION TO CURRENT strained by the three dimensions. This 3-dimensional project manPROJECT AND SITE agement applies well to convenRESOURCING SERVICES. tional projects, while on complex capital projects, the uncertainty and dynamic interaction between the management activities of all project partners require that project management is expanded to a five-dimensional framework, elevating financing and context to the
same level as three traditional dimensions. The five-dimensional project management are Context, Technical, Financing, Cost and Schedule. Management of these five dimensions of complexity is essential for the project success. According to the IMEC study **) which is based on 60 case studies of large capital projects on four continents undertaken between 1980 - 2000, the project resilience and project success were heavily dependent on how strong sponsors were, how rich were the portfolios of the strategies and resources to draw on, and project's flexibility/ability to restructure in response of a crisis. Meanwhile *) Kumar V.S. has published a white paper where he announces that ineffective requirements management processes, or in most cases absence of such processes, has been identified as a leading cause of project failure. Specifically, scope creeps or the inability to control them is a common cause of project cost overrun or project delay. Requirements management is the process of managing changes to a project system’s requirements. Requirements evolve because of changes to a project system’s environment and as customers develop over the time a better understanding of their actual needs. As described in complex capital project environment earlier, the CONTINUES ≥
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interaction in a complex project is dynamic and there may be high uncertainty on how objectives will be achieved. In order to manage the dynamics involved to complexity, like uncertainty and requirements of stakeholders and regulators, a more rigorous project management methodologies and efforts are required. That requires companies in such business to ensure: • Adequacy and agility of project resourcing • Systematic management of project requirements and contracts • Development of organisation to five-dimensional project management approach Management of Prohoc has made the strategic decision to invest in the development of the project business related services in addition to current project and site resourcing services. Recent customer satisfaction survey results and continued messages from the clientele, are expressing interest in the field of project management services. Prohoc is reowned by it's agile and flexible project resourcing capabilities which is forming a good platform to build on services related to project management and project based business. While ProResourcing service is considered to provide required Skills and Competences to customers' project organisation, ProConsulting service will increase the scope of services, by not only offering Skills & Competences, but also Tools and Techniques, Project Management Methodogies, Project Information Management Systems and Responsibility of assignments, all customized to meet customer's needs. As part of the strategy implementation, Prohoc is establishing a network of senior professionals with experience from large and complex capital project business. Prohoc is also decisively mapping opportunities to create partnerships with skills and competencies service providers in order to ensure future agility of providing resources to current customers. We think globally and we act locally. We want to support customers in management of complex capital projects, therefore we invite you to a dialogue on how Prohoc could develop it's service portfolio for better serving customers through ProResourcing or ProConsulting.
*) (Kumar, V. S. (2006). Effective requirements management. Paper presented at PMI® Global Congress 2006—EMEA, Madrid, Spain. Newtown Square, PA: Project Management Institute).
Don’t hesitate to contact Prohoc management about any issue concerning your project delivery!
**) Miller, R. & Hobbs, J. B. (2000). A framework for managing large complex projects: the results of a study of 60 projects. Paper presented at PMI® Research Conference 2000: Project Management
Iiro Wesslin
Research at the Turn of the Millennium, Paris, France. Newtown
SALES DIRECTOR, NEW BUSINESS iiro.wesslin@prohoc.fi
Square, PA: Project Management Institute.
IMPORTANCE OF COMPETENCIES
2018
2030
NON-IMPORTANT IMPORTANT Technological know-how Critical thinking & problem solving COOPERATION & COMMUNICATIONS Creativeness & open-mindedness Information retrieval & applying Evaluating & Decision making Emotial intelligence & negotiation skills
THE GREAT PROJECT SURVEY
SUCCESSFUL PROJECT DELIVERY
2018
2030
NON-IMPORTANT IMPORTANT Cost Schedule Safety 23
Quality AGILITY
We surveyed 20 project professionals. They were asked what kind of skills, personality traits and competencies one needs in the world of projects in 2018 and 2030. Do the two time points make a difference? We also asked what is most important in making a successful project delivery in 2018 and 2030. Here’s what we got:
IMPORTANT CHARACTER/FEATURE
2018
2030
NON-IMPORTANT IMPORTANT Generalist INDIVIDUALIST Open-minded Rational Able to adapt Specialist Works well in groups Deliberate Intuitive "Knower"
WE BECOME WHAT WE VALUE We are on a mission to enable our people to shine in the world of projects. Our vision is to be the most trusted and wanted project partner by staying agile and to have the most empowered personnel to outperform the competition. JOIN THE RACE — PROHOC.FI
PROHOC OY Virtaviiva 8 F
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FI-65320
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FI-00610
Vaasa, Finland
Tampere, Finland
Helsinki, Finland
tel. +358 6 315 7700
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