Strategies for Successful Project Execution – A Transformation in Project Delivery without Disruption

Cost overruns on lump sum turnkey projects have challenged Engineering, Procurement, and Construction (EPC) project implementations. Several causes can be attributed to this problem but common to all is that despite significant efforts spent in planning and estimating the job, most projects fail in the execution stage. A new approach to EPC projects execution and delivery combines better management of scope brought by the Advanced Work Packaging (AWP) procedure and efficiencies from the LEAN principles of an engaged workforce that was Toyota's success in manufacturing industry can be applied to construction industry. The implementation of this enhanced process supported by a digital tool, an end-to-end platform, can be extremely useful for projects in Petroleum Industry. Methods, Procedures, Process: The approach has been designed to tackle three crucial challenges of project execution: people (company culture), process inefficiencies and data handling. The sense of inclusion, empowerment of a worker and the clarity of scope of every activity to be performed have a profound impact on the performance of the worker. It is designed to involve all stakeholders (from the owner to the last member of the crew) giving them an opportunity to contribute to the project implementation. The proposed enhancement of the processes at every stage of the project (from engineering to completion) drastically reduces the traditional inefficiencies of EPC projects which are responsible for cost overruns, schedule delays and poor quality of work. Results, Observations, Conclusions: A plethora of digital tools used today in EPC industry create a large pool of data that can be leveraged to have an insight on the projects. However, all the data produced by different and disconnected tools are still used in silo and large data available creates complexity in analyzing and interpreting it. The AWP+LEAN approach brings transformation without disruption: an automated integration with existing systems used in the organization can be established in order to collect, give consistency and synchronize all the available information hassle-free. The novelty of the approach presented in the paper compared to the other practices is its non-disruptive nature. The idea is to combine in a consistent fashion, all the information collected during the project by different tools and orchestrate them to provide a deep insight and granular visibility to the project. This means that there are no switching costs for the EPC companies and less resistance from people in adopting the new processes, making the journey to improvement easy and smooth.

Transformation Management Office as a Vehicle to Accelerate Digital Transformation

ADNOC has identified digital technology as a key enabler of sustainable value creation as it delivers its 2030 smart growth strategy. The Transformation Management Office (TMO) has been established to accelerate delivery of ADNOC's digital transformation, actively manage its digital portfolio, build digital capabilities, lead the digital empowerment of local talent and institute a ‘new way to operate’. By doing so, it supports ADNOC's ambition to be a data-driven organization, adopting new ways of working, and delivering greater value, while adapting swiftly to competitive threats to its core business. ADNOC's digital transformation is changing the way the organization operates. The adoption of digital technologies, including big data, Artificial Intelligence and Machine Learning and robotics will optimize production, improve efficiency, reduce risk and de-risk multibillion dollar projects. To achieve this requires a change of company culture across the full value chain. The decision to establish the Transformation Management Office was a recognition that ADNOC must evolve to meet the realities of the new energy era by adopting advanced digital technologies to ensure we remain resilient and agile, by making the most of our resources, enhancing our performance, empowering our people and delivering greater value for our shareholders, Abu Dhabi and the UAE.

AN APPRAISAL OF VIRTUAL INTERNSHIP IN KENYA: EXPERIENCES AND PERCEPTIONS DURING COVID-19 PANDEMIC

Purpose: This paper sought to discuss the impact of COVID-19 on Virtual internship. It explores the interns experience and perceptionon virtual internship that was accelerated by the outbreak of COVID-19. Methodology: The study adopted a cross-sectional study on interns in different companies in Kenya. The study used both close-ended and open-ended online questionnaires to collect data from 161 interns about their experience and perception of switching to virtual internship. The data analyzed quantitatively and qualitatively. Results: Internship programs were interrupted by COVID-19 pandemic greatly. There was low number of interns in organizations, and management made changes on the scope and intake of interns. Among the changes made by organization was the shift from traditional internship to virtual internship. The virtual interns reported great satisfaction. They reported gaining by learning technical skills and soft skills for remote work. Unique contribution to theory, practice and policy: The findings of this study contribute and fill the gaps to the literature around virtual internship. The study recommends organizations to adopt policy that allow for virtual internship. The policy should, firstly, provide for orientation of interns. This will enable the interns to understand their scope of work and company culture. Secondly, the policy should clearly provide the most appropriate communication platforms e.g. zoom, WhatsApp, teams etc. Finally the policy should include a framework that will allow interns to attend departmental meetings. This will go a long way in exposing the interns to the company’s work culture and reduce isolation.

Addressing the legal issues of an innovative start-up company

<p>Before examining the substance of the law it is necessary to discuss the contrast between law and practice. It is important to keep in mind that the letter of the law is sometimes not what is done in practice. This realisation is often referred to as the “law and society perspective.” Advocates of this perspective treat legal doctrine as more than just a closed system because they recognise that there are other external influences at play. Beyond the law, people are also influenced by other factors such as social roles, morals, religion and culture. For example, university researchers have an external incentive mechanism outside of IP law. Such researchers frequently prefer to publish their results and discoveries in academic journals rather than file for patents. A patent cannot be granted where there has been a publication. However the researchers are motivated by other incentives such as access to research funds and the attainment of professorship. The Law and Society perspective highlights the fact that the formal processes, which are provided for by the law are at times substituted by informal customs and understandings. An information technology (IT) firm that contributed to this paper by participating in an interview (Interviewee A), provided a good example of such an occurrence. Rather than use any of the formal IP modes of protection which are discussed in the following sections of this paper, ‘Interviewee A’ uses a very unorthodox strategy to protect their IP. They said: “we rely on employment contracts, code of conduct, and especially personal ethics and behaviour to protect our IP. We therefore have a company culture that encourages teamwork and cooperation”.</p>

Addressing the legal issues of an innovative start-up company

<p>Before examining the substance of the law it is necessary to discuss the contrast between law and practice. It is important to keep in mind that the letter of the law is sometimes not what is done in practice. This realisation is often referred to as the “law and society perspective.” Advocates of this perspective treat legal doctrine as more than just a closed system because they recognise that there are other external influences at play. Beyond the law, people are also influenced by other factors such as social roles, morals, religion and culture. For example, university researchers have an external incentive mechanism outside of IP law. Such researchers frequently prefer to publish their results and discoveries in academic journals rather than file for patents. A patent cannot be granted where there has been a publication. However the researchers are motivated by other incentives such as access to research funds and the attainment of professorship. The Law and Society perspective highlights the fact that the formal processes, which are provided for by the law are at times substituted by informal customs and understandings. An information technology (IT) firm that contributed to this paper by participating in an interview (Interviewee A), provided a good example of such an occurrence. Rather than use any of the formal IP modes of protection which are discussed in the following sections of this paper, ‘Interviewee A’ uses a very unorthodox strategy to protect their IP. They said: “we rely on employment contracts, code of conduct, and especially personal ethics and behaviour to protect our IP. We therefore have a company culture that encourages teamwork and cooperation”.</p>

BULANIK TOPSIS VE BULANIK VIKOR YÖNTEMLERİYLE BİR ENERJİ ŞİRKETİNDE KURUMSAL HAFIZANIN OLUŞTURULMASI

According to today's strategy of gaining competitive advantage; it is possible for a corporation to be effective and efficient whether it aims to make the same work better, faster, more efficient and cheaper than other corporations. In today's information age, change and competition in business are experienced rapidly; "organizational memory", where the collective feelings/experiences of corporations are stored, is the basis of the memory in the Corporation and it is invisible, whereas it is formed by the experiences and experiences that have penetrated into whole corporation, has a major/important place. Organizational memory includes all kinds of data/information, methods and capabilities that the corporations’ experience in the past and associate with its current decisions when necessary. In the study, 45 number of experts working in the energy sector (Decision-Makers: DM) were interviewed to determine the criteria, sub-criteria and weights used in facilitating knowledge and formation of organizational memory in companies, and as a result of the interviews, the criteria and sub-criteria of the study are formed. The criteria and sub-criteria (11 number of main criteria /41 number of sub-criteria) are evaluated. In the study, fuzzy multi-objective mathematical model (FMOM: by using Fuzzy AHP (Analytical Hierarchy Process), Fuzzy TOPSIS and Fuzzy VIKOR methods) are used to develop/evaluate/calculate the formation of organizational memory in companies working in energy sector. By the help of the mathematical model, formation of organizational memory in 12 number of energy companies have been evaluated/calculated by using Fuzzy TOPSIS and Fuzzy VIKOR methods and most suitable company is selected. In the study, the criteria were weighted by using Fuzzy AHP method, and among the criteria the most important evaluation dimension/main-criteria is "Storage Criteria" which has the highest importance weight value, therefore it was the most important criterion. The most important factor in storing organizational memory is the place where it is stored and should be improved by time. In energy companies; organizational memory/info may be stored in many places. These places are: business plan, work schedules/flow diagrams/programs, procedures, rules and guidelines, standards, policies, documents showing the work flow, performance criteria, case studies, business designs, archives (physical archive repositories and electronic archives), information about products and services, current situation evaluations/reports, employees' experiences, company culture, transformations within the company ... etc.

Influence of Working From Home During the COVID-19 Crisis and HR Practitioner Response

The pandemic has changed the way people work, and more and more people are choosing to work from home (WFH). Unlike traditional work patterns, this approach has limitations and has had a significant impact on both organizations and individuals. It also brings many challenges to the work of HR practitioners. HR practitioners, as key players in strategic human resource management, need to take advantage of management innovations under the crisis to improve employees’ work flexibility and effectively address the impact of working from home. This study aims to address the need for employee skill improvement, psychological stress relief, work-family balance, and company culture reinforcement from an HRM perspective because of the impact of WFH work patterns during the COVID-19 crisis.