KeySource Group - GSA MOBIS - Kaiser-Hill Project
Sample Project A:
Site Closure • Workforce Transition • Planning Assessment
KeySource Project Synopsis: Assist Prime Contractor to the U.S. Department of Energy. Our contract included support of site closure and the transition of 4,000 site workers and more than 200 subcontractors at a site with an annual budget of $650M.
Dollar Amount of Contract: $1,475,000
Project Duration: 32 months
| Site Closure, Workforce Transition, and Planning Assessment | |
|---|---|
| SIN 874-1: Consulting Services |  |
| SIN 874-2: Facilitation Services | |
| SIN 874-3: Survey Services | |
| SIN 874-7: Program Integration and Project Management | |
Project Description
The KeySource Group was retained in September 2001 by the DOE Prime Contractor for support across five primary mission areas, with a focus on the fourth, Workforce Transition:- Safe Shutdown of Operations
- Asset Disposition
- Environmental Stewardship
- Workforce Transition
- Public Involvement
Throughout the 32-month project, KeySource provided products and services in each of the following areas:
- Consultation (874-1)
- Facilitation (874-2)
- Survey (874-3)
- Program Integration and Project Management (874-7)
Accounting and Operational Controls
The KeySource Group’s organization and the technical skills of our staff made our company ideally suited to successfully accomplish the project. The contract was conducted under our project management system: PRIME © (Project Resource Integrated Management Expertise), with a KeySource Project Manager supported by a team of subject matter experts tailored to enhance efficiency and provide value-added service. This projectized approach begins with a clear definition of customer success, prioritization of objectives, delineation of schedule and budget constraints and proven accounting and operational controls. PRIME’s Cost-Schedule Control System includes integrated project scheduling to define critical milestones, measure internal performance and assure quality.
Technical Skills
With a solid Project Management foundation in PRIME, we were able to bring to bear two highly effective change management tools which ensured that we delivered the requisite technical skills to our client: our Strategic Planning process and KeySource WorkForceTransition (WFT) Program Management. (874-7) Following extensive consultation and surveying of the critical path issues at hand, these two Program Management tools formed the pillars of the overarching Program Management Plan we developed. (874-1)
KeySource Strategic Planning (INSPIRE©) – A process we designed to integrate all critical strategic aspects of business and organizational planning – both strategic and tactical. (874-1) The Integrated Strategic Planning Review & Enterprise process integrates operational, organizational, financial, and other critical business issues into an implementation plan complete with performance measurements and critical milestone scheduling. KeySource developed an integrated baseline schedule (Microsoft Project) and performance measures to track progress against the implementation plan developed during the integrated strategic planning process. (874-7)
KeySource WorkForce Transition (WFT) Program Management – KeySource WFT is an integrated program management approach to workforce change management that is tailored to the circumstances confronting the client organization: whether the merger of multiple organizations, the implementation of significant changes, or the consolidation and downsizing of organizations to meet agency business objectives. The client requested and KeySource provided experienced project managers to oversee WFT implementation. (874-7) In addition to the detailed strategic plan, (WFT) Program Management included a comprehensive communications plan, an implementation schedule, and online and multi-media tools. (874-1)
| Consulting Services SIN 874-1 | Site Closure, Transition Planning and Assessment Project | |
|---|---|---|
| Strategic, Business and Action Planning | |
Develop Strategic Management Plan for work force transition of 4,000 workers, plan included actionable items and sub-objectives. |
| Systems Alignment | |
Aligned staff departments including Human resource and Legal, and six Operational Departments in support of WFT. |
| Cycle Time Analysis | |
Analyzed existing cycle times of worker transition, engineered improved transition cycle time. |
| High Performance Work | |
Advised on high performance work issues including integrated safety and operational management of nuclear material, and conduct of operations. |
| Leadership Systems | |
Assessed leadership system and provided leadership development, succession planning and executive recruiting. |
| Performance Measures and Indications | |
Developed, monitored and scored 16 level-one Performance Measures. |
| Process and Productivity Improvements | |
Studied existing approach and engineered an enhanced transition process through Development of Career Transition Center complemented by and On-line Career Transition Assistance program available to users 24 hours a day / 365 days a year. |
| Organizational Assessments | |
Conducted Assessments for optimum organization structure, size and configuration, alignment, communication, chain of accountability, and requisite skill and credentials fit of leadership. |
| Program Audits, and Evaluations | |
Completed Evaluations of On-line Career Transition Assistance (OCTA) program. |
Since Workforce Transition of scale required was not a core competency of the client, KeySource brought the best examples and lessons-learned in WFT from both commercial and federal sites. We also identified and retained subject matter experts and facilitated their involvement in the design, review and implementation of the project’s initiatives. This facilitation included problem solving, brainstorming and optioneering and required our logistical meeting support and active facilitation in more than 27 on-site and off-site sessions. (874-2)
As the Workforce Transition planning was being refined, KeySource continued to prepare our client for execution by sharpening their organizational effectiveness, Key elements of that initiative included: 360 degree Leadership Assessments; which provided benchmarking and then evaluated managerial, leadership and technical skills against those benchmarks throughout the first three tiers of site management; executive coaching to strengthen skills, and integrated communications planning for site operations, employee groups, human resources, legal and messaging for more than 12 diverse stakeholder groups. (874-1) (874-2)
In accepting the mission of site closure, our client assumed the mantle of responsibility for fair and compassionate treatment of site workers and expanded the narrow scope of previous site-closures to include the support, encouragement and facilitation of worker transition to other jobs and venues. The prime contractor had the essential duties of overseeing both people and tasks, and central to our strategic guidance was the belief that scope-based tasks cannot be achieved without proper care and governance of the people at the site. As such, the governing principles of our Program Management Plans were Fairness, Communication, Preparation for Transition, Support & Encouragement, and Resources & Training to Aid Workers in Meeting Their Transition Objectives. To ensure that employee issues were understood, we developed and conducted site surveys before, during and after key initiatives were implemented. (874-3)
Central to adhering to these principles was the development operation of a Career Transition Center (CTC) which was complemented by an On-line Career Transition Assistance (OCTA) program available to users 24 hours a day / 365 days a year. Both proved to be highly effective training programs.
Quality Assurance and Performance Measurements
- Number of employees using CTC services
- Number of employees using OCTA
- Percentage of successful transition outcomes
- Utilization rates for the Entrepreneurial Resource and Tuition Reimbursement Programs
- Number of outside employers and agencies utilizing the OCTA
- Number of outside employers and agencies utilizing the OCTA
The effective management of workforce transition reduced program risk in many components of the site closure mission. Consistent with the initiatives outlined in the DOE’s Top-to-Bottom Review, we supported the development of a preliminary risk assessment for the workforce transition management plan. (874-3) The plans and initiatives we helped develop, implement and measure, reduced risk and improved performance under the site closure contract. While risk management processes which embody the principles of Integrated Safety Management were widely used within DOE for other elements of project and program risks; this project was the first to apply these to workforce transition management programs. (874-1)
