Mine Management 3

Kotter's books

"leading Change" (1995) and follow-up "The Heart of Change" (2002) describe a helpful model for understanding and managing change

Complex changes

Use CPM Involve and inform people

You have been appointed Mine Manager of a new mine. You have the freedom to organize the mine to achieve the goals assigned by corporate head quarters. Each section will be reporting progress to you on a regular basis. a) what is your vision and mission for your new mine b) describe and diagram how would organize the mine c) how often should you receive reports and more importantly what should they report to you? (What you want monitored)

a) Mission: We are a responsible mining corporation that discovers and processes energy resources for the use of society b) Our vision is to be a highly respected, world-class natural resource company committed to safety and delivering excellence to our communities, investors, employees, and stakeholders. B) CEO > Mine Manager > Maintenance, Operations, Engineering, Exploration, Projects > Automation, etc C) I would like to have a morning start-up meeting with to touch base with everyone and a weekly progress report from each group. I would like a gantt chart to ensure everyone is one track.

2 ways the CPM for a project can be shortened

1) Fast Track pro- no increase costs con- raises risk and may hurt quality 2) Crash - adding resources to shorten duration pro-more/better resource con-costly and hurts quality

What are the 8 steps & explain

1. Increase urgency (inspire people to move, make objectives real and relevant) 2. Build the guiding team (get the right people in place with the right emotional commitment, and the right mix of skills and levels.) 3. Get the vision right (get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency) 4. Communicate for buy in (Involve as many people as possible) 5. Empower Action (Remove obstacles, enable constructive feedback and lots of support from leaders) 6. Create short term wins (Set aims that are easy to achieve) 7. Don't let up (foster and encourage determination and persistence - ongoing change) 8. Make change stick (reinforce the value of successful change via recruitment, promotion, new change leaders.

5 stages of directing and controlling a project

1. Project conception & initiation 2. Project definition & planning 3. Project launch or execution 4. Project performance & control 5. Project close

How to manage change:

Address resistance from both end Create thoughtful planning (clear expectations) Ask- why do we want to do this and what will be achieved

The critical path method identifies what tasks are dependent upon each other and cumulatively determines the total time a project will take. Can the duration of the project be shortened? Explain your answer.

CPM is the shortest available route to complete a task; however, some activities may be shortened by assigning more resources, but there is a limit.

Negative change

Dont hide behind memos and middle managers Consult with people & strengthen relationships Respect and humanity

'8 steps to successful change'

Each stage acknowledges a key principle identified by Kotter relating to people's response and approach to change, in which people see, feel and then change.

Why is change challenging?

Fear of unknown Unpredictable Resistance to change

Affirmation action

Focuses on specific groups because of historical discrimination such as people of color and women.

John P Kotter

Harvard business school professor and leading thinker and author on organizational change management

What is the most important factor when managing change?

People fear change

4 P's of Project Management

Plan Process People Power

Project Management

Practice of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria at the specified time.

How to mitigate changes from failing

Set up a rewards system Put the person who is the most vocal about the change (in a negative way) on the team leading the change.

Why do changes take place?

Technology, environmental, personnel, location

Project management success criteria

There is a tendency to confuse the project success with project management success.

Quick changes

Is it a real urgency and why, will delay the timeline cause more harm than good? Have consultation and involvement with all parties.

Platinum Rule

Treat others as they want to be treated

CPM contains

-all activities required to complete the project -time each activity will take -dependencies between activities -logical end points such as milestones

Why do changes fail?

70% of all changes fail generally due to resistance from the people.

What is a project?

A project has defined deliverables and objectives, it is a task outside of your typical day to day actvities. A project is constrained by a schedule/budget/resources in which requires planning and generally cooperation outside of the group.

Change management principles

Involve people within the system, understand where the organization currently stands, ask where, when and why. Plan towards success and communicate, involve, enable, and facilitate.

Managing diversity

planning and implementing organizational systems and practices to management people in a way that maximizes the potential of the total diverse community