A Novel Way of Project Management to Ensure Engagement for Successful Digital Transformation.
- Diego Lamacchia (IDARE LLC) | Khairul Chowdhury (IDARE LLC) | Omar Sharif (IDARE LLC)
- Document ID
- Offshore Technology Conference
- Offshore Technology Conference, 4-7 May, Houston, Texas, USA
- Publication Date
- Document Type
- Conference Paper
- 2020. Offshore Technology Conference
- 6.1.5 Human Resources, Competence and Training, 7.3 Strategic Planning and Management, 7 Management and Information, 6.1 HSSE & Social Responsibility Management, 6 Health, Safety, Security, Environment and Social Responsibility, 7.3.3 Project Management
- digital work space, employee engagement, project management, agile, technology adoption
- 4 in the last 30 days
- 69 since 2007
- Show more detail
- View rights & permissions
The cultural step-change for a successful digital transformation in the Oil & Gas industry is a significant struggle. Under the pressure of executing projects with a lower budget and in time during this low oil price era, project management becomes a complex challenge. In addition, the endeavor in digital technology imposes a transition from traditional project execution to agile project execution which makes the transformation even more challenging. Thus, the objective of this paper is to present a novel way of project management called "Open Project Management" (OPM) using a digital platform that helps team members and employees to engage in the digital transformation process using social networking technology.
The Open Project Management (OPM) approach is planned and organized to bridge the traditional project management (TPM) processes (plan-execution-control/monitoring-closing cycle), and the agile project management (APM) processes (short sprint iterations of planning-analysis-design-test-acceptance cycle), by focusing on the basic project building blocks: project deliverables. In the OPM platform, all project members and management processes are directly connected thru the project deliverables (either working packages or sprints). The OPM is flexible enough to switch between the traditional, the agile, or a blended approach. The open approach is aimed to empower employees by offering leadership through a self-management and ease execution work by sharing and collaborating with other project team members and project managers.
To implement the OPM approach, a digital collaborative workspace platform is built to mimic familiar social media networks so that employees can perform their work within the system with minimal training. The OPM platform is comprised of 3 frameworks: i) project management, ii) project visualization and iii) project communications. These three digital frameworks combinedly allow every member to work in a collaborative way within the platform by integrating their work process and get quick feedback.
The novelty of the OPM approach lies in creating autonomy, increasing transparency and more importantly engagement without face-to-face interaction for all stakeholders of the project execution. The OPM platform is an intelligent digital eco-system (iDES) that works like the traditional social media platforms, which allows employees bringing what they use in their personal lifestyle into work without adopting a new system. The workspace offers to create their work-image into the workplace, enhancing their motivation towards work and empower them. Such a project management strategy and the tool for successful implementation are essential to provide a transitional phase for employees to trigger the cultural step change required to implement digital transformation objectives.
|File Size||853 KB||Number of Pages||12|
Chowdhury, K., & Lamacchia, D. (2019, November 11). Collaborative Workspace for Employee Engagement Leveraging Social Media Architecture. Society of Petroleum Engineers. 10.2118/197325-MS
Beck, R., & Harter, J. (2015, April 21). Managers account for 70% of variance in employee engagement. Gallup Business Journal. Retrieved from http://www.gallup.com/businessjourna1/182792/managers-account-variance-employee-http://www.gallup.com/businessjourna1/182792/managers-account-variance-employee-engagement.aspx
Harvey N., CTO at Kirona, Why employee engagement matters in digital transformation, 2018. https://www.itproportal.com/features/why-employee-engagement-matters-in-digital-transformation/
Granatino, R., Verkamp, J., & Parker, R. S. (2013). The use of secret shopping as a method of increasing engagement in the healthcare industry: A case study. International Journal of Healthcare Management, 6, 114-121. 10.1179/2047971913y.0000000039
Kompaso, S. M., & Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International Journal of Business and Management, 5, 89-98. 10.5539/ijbm.v5n12p89
The Standish Chaos Report 2018, The Standish Group. https://www.standishgroup.com/sampleresearchfiles/CHAOSReport2018-Final.pdf
Maxwell H. (2017), Employees Share What gives Them a Sense of Belonging at Work https://business.linkedin.com/talent-solutions/blog/company-culture/2017/employees-share-what-gives-them-a-sense-of-belonging-at-work
Riggins J. (2017). How Shell Oil is Taking DevOps and Agile to the Cutting Edge. https://thenewstack.io/shell-gives-new-meaning-devops-agile-scale/
Ernest & Young Report (2016). Spotlight on Oil and Gas Megaprojects. KPC Audit Conference. https://www.ey.com/gFen/industries/oil---gas/ey-spotlight-on-oil-and-gas-megaprojects#.XjmnUmhKhPY
Kashyap S. (2018) Traditional vs Agile Project Management Method: Which One is Right for Your Project? https://www.proofhub.com/articles/traditional-vs-agile-project-management
Measey & Radtac (2015) Agile Foundations: Principles, practices and Frameworks. https://www.bitpipe.com/fulfillment/1432641510566
McKinsey & Company (2017). The 5 Trademarks of Agile Organizations https://www.mckinsey.com/—/media/McKinsey/Business%20Functions/Organization/Our%20Insights/The%20five%20trademarks%20of%20agile%20organizations/The-five-trademarks-of-agile-organizations.ashx
Fenn J (2013) Ten Enterprise Networks to Improve Company Communication" https://mashable.com/2013/06/14/enterprise-social-networks/
Vijayan J. May 2019 Is the Agile Manifesto Dead? https://techbeacon.com/app-dev-testing/agile-manifesto-dead
Gregory P., Barroca, L., Sharp, H., Deshpande, A., & Taylor, K. (2015). The challenges that challenge: Engaging with agile practitioners’ concerns. Information and Software Technology, 77 (3), 92-104. 10.1016/j.infsof.2016.04.006.
Aston B., (2019) List of the 10 Best Agile Tools for Managing Projects https://thedigitalprojectmanager.com/agile-tools/
IPMA Best Practices (2019), 13th Annual State of Agile Report https://www.ipma.world/findings-of-the-13th-state-of-agile-report/
Baldoni J., Employee Engagement Does More than Boost Productivity, Harvard Business Review, 2013, https://hbr.org/2013/07/employee-engagement-does-more
Deloitte Report (2015) Social Media in the Workplace https://www2.deloitte.com/content/dam/Deloitte/xe/Documents/About-Deloitte/mepovdocuments/mepov18/like-it-or-not-here-I-ammepov18.pdf
The Global Digital 2019 report by Think Forward, https://wearesocial.com/global-digital-report-2019
Hoopert M, "Employees Share What Gives Them a Sense of Belonging at Work" https://business.linkedin.com/talent-solutions/blog/company-culture/2017/employees-share-what-gives-them-a-sense-of-belonging-at-work