© 2009 International Institute for Learning, Inc.© 2008 International Institute for Learning, Inc. International Project Management Day Standardizing Project

© 2009 International Institute for Learning, Inc.© 2008 International Institute for Learning, Inc.

International Project Management Day

Standardizing Project Management for maximum value in a Global Economy

David R. de Laire

Chief Technical Officer,

EOLFI (A VEOLIA COMPANY)

© 2009 International Institute for Learning, Inc.

Content


I. COMPANY FACTS

II. INDUSTRY OUTLOOK

III. TECHNICAL SERVICES

IV. PREVIOUS ORGANIZATION STRUCTURE

V. RE-ALIGNED ORGANIZATION STRUCTURE

VI. FUNCTIONAL AREAS WITH PM JOB FUNCTIONS

VII. DEVELOPED ACTION PLAN

VIII. PRESENT ACTION PLAN

IX. IMPLEMENTATION

X. CREATE COMPANY-WIDE BUY-IN AND PARTICIPATION

XI. NEXT STEPS AND EXPANSION


Industry Outlook

• Wind industry boom that started in 2005 was met with a shortage of qualified workforce.

• 2007 was the high point and people were hired to be PMs with little or no experience in management or supervision skills.

• Due to this rapid growth, developers and turbine manufacturers were forced to develop and build projects on the fly.

• Project Managers are trained on company-specific PM practices.



• PM function was to realize projects with these basic things in mind: Timely completion and collecting revenues at the end of projects

• The global economic slow-down has provided the opportunity to re-think and re-work their approach to realizing projects

• Skills gained from building projects on the fly include creativity, flexibility, and thinking “outside the box”

• Keenness on creative solutions


Industry Outlook

© 2009 International Institute for Learning, Inc.© 2008 International Institute for Learning, Inc.

• Established in 2004

• 174 MW (15 Wind Farms) in operations

• 319 MW in construction

• Co-developed 12 MW of rooftop solar energy (largest in the world)

• 4th largest operator in France

• 5,490 MW assets under development, including 2,271 MW ready to be built by 2013 in wind

Company Facts

EOLFI is the wind and solar subsidiary of Veolia Environment Group worldwide.


• Over 300 MW of solar projects identified worldwide

• 120 MW under development, including 60MW ready to be built by 2011 in France

• 220 M€ of assets under management in 8 funds

• 115 people, in France, Greece, Poland, and the USA

• Responsible for over 100,000 tons of CO2 reductions annually

• Acquired by Veolia in 2007


Company Facts


Project Management Focus

PROJECT MANAGEMENT SERVICES:

• Focus more on the PM methodologies and the new team-based project management structure

• Focus on standardizing the realization of projects for both wind and solar



PM Leadership and Responsibility

• First point of contact in the community regarding their respective project

• Being available to address opposition from the community about their project

• Meeting with mayors and county officials to acquire building permits

• Appearing at town meetings with city councils to explain the benefits of clean energy (relieving fears)

• Balancing the community concerns with the need for clean and self-sustaining clean energy

• Always go back to suppliers to get a better price in order to reduce capital expenditures



PM Activities towards Sustainability

• Negotiating land leases for turbine location, right-of-ways, and easements

• Include compensation expenditures in the capital budget for local communities

• Work with the community to utilize access roads that minimize community inconveniences



PM Operational Profile in Wind and Solar EnergyPer Locations

• FRANCE, HEADQUARTERS

• Wind Development – Project Managers

• Solar Development (Global) – Project Managers

• Construction (Global) – Project Managers

• POLAND DEVELOPMENT


• GREECE


• Construction – Project Managers

• USA




PM End-Product


Previous Organizational Structure

• Fast-paced growing rate• Loosely organized departments• Strong usage of consultants and subcontractors to realize

projects• Aggressively acquiring of ready-to-build assets• Focused on “bulking up”• Less focus on process, more on results



Re-Aligned Structure


• Growth-pace normalized

• Restructured into effective functional competencies

• Launched a continual improvement process

• Focus on methodical and process-oriented ways of operating for long-term success

• Focus on employee development (PM point of view)

• Developed an action plan


Action Plan

• Focus on Technical Services department• Redefine team’s position description to facilitate standardized PM

career path based on PMI requirements• Develop the training component and requirements to meet career

path• Get HR Department to review and synchronize with company

requirements• Get company leadership to review and approve plan before

implementation• Present and explain plan to PM team



Implementation

• Explain status and the requirements for career advancement in the new PM plan:

1. Project experience2. PM training3. PM certification

• All PMs complete the basic PM course (France and Greece) • Advanced PMs completed PM fundamentals course (France and

Greece)• Senior PMs take CAPM course to prepare for certification testing• Implement PM tools: software, weekly updates analysis, project

reviews and reporting for wind and solar projects.



Company-wide Buy-in

• Create company-wide buy-in and participationo Host a team-based project management workshopo Invite members of all functional departments

• Formulate plan based on results of workshop• Get senior managers to commit and honor the plan• Implement team-based PM structure



Next Steps and Expansion Ideas


• Expand into other branches of the company in other countries• Include other groups such as portfolio management and international project development in the concept• Send trained PMs to other countries with projects to implement

PM standards• Implement PM training for Director-level in portfolio management, construction PM, business development PM, and project development.

Documents

© 2009 International Institute for Learning, Inc.© 2008 International Institute for Learning, Inc. International Project Management Day Standardizing Project