OC3 STRATEGIC CONVERSATION FEB 2009

Results of a Strategic Conversation

Conducted by

- UDC TPQ OC3 Staff

17/18 February 2009

Scope

• Defining the Game

• Identifying the Players

• Defining the Rules of the Game

• Identification of Key Uncertainties/Risks

• Developing the Game Board

• Develop the SWOT

• Develop Key Strategic Issues

• Make decisions and decide on measurable outcomes

Defining the Game

Scope/Boundaries/Guidelines

– What is the product or service delivered? A 24/7, 365 single point of contact for

the delivery of contracted support services to the inhabitants (multi-national in

nature). This to be done through a state of the art technology system that

registers incidents/events, assists in making decisions, and activates the

requisite support services in order to provide the necessary remedies.

– Where do we fit into the product chain? OC3 is the trigger to get asset

management/FM to provide the necessary services on offer. It serves as a first

point of central contact and coordination, and needs to interact with all relevant

stakeholders – line and staff.

– What is the geographical range within which we “play”? Primary output is TPQ-

wide focused – about 4 x 1 km (Area of Influence). In order to do this, stakeholder

liaison must be focused as far as the greater Doha area (Area of Interest).

Immediate Area of Operations is the OC3 centre within the FM building.

– The boundaries of operational scope need to be established – overlaps,

interfaces, gaps.

– Consider the development of a code of conduct/ethics.

Defining the Game (cont’d)

Compare the above with

– Our culture

• Our culture needs to dovetail with the greater UDC culture.

• We need to be adaptable and flexible to accommodate the cosmopolitan

nature of the island.

• Rapid decision-making is key.

• We must be high-tech oriented – staying abreast with latest

trends/benchmarking.

• We need good team-players with the ability to also work on their own.

• People must take ownership for decisions made – be accountable.

• We want to be the employer of choice in this type of industry.

– Core competencies – process driven; client orientated; strong leadership;

analytical; excellent communications skills.

– Organisational structure – The OC3 must be the nerve centre of the TPQ

organisation (esprit de corps point); need to highlite the importance of the OC3

within the general structure; it is however a WIP – developments over the next

year will significantly influence the eventual composition.

– Location (for future operations) – centrally on the island. Time will determine

whether this is optimal. Must decide on location of DRC as well. Eventual OC3

layout must be finalised – present design may not be optimal – will be able to

finally decide by end 2009/beginning 2010.

The Player’s Circle –

Current Position of Players/Stakeholders

Neutral

For Against

Asset management

Owners associations

Retailers associations

Owners

Retailers

Kharaama

Civil defence

Coast Guard

Police

Security contractor(s)

ISF

Traffic dept

Defence force

Cisco

Telecoms (project)

IT

Qtel/Vodaphone

Soft services

Sales & Marketing

Qatarcool

Ronautica

HSE

Harbour master

Maintenance

HR

Exco

E&C

MEP

Siemens

Operations

Admin

DAR

BM?

FM?

Move to Move to

What are the Rules of the Game?

Descriptive rules (basic, legislation etc) Normative rules (corp governance etc)

Aspirational rules (to win)

• Must operate within OC3 rules and procedures

• Must operate within UDC rules

• Adhere to basic labour legislation

• Ensure proper induction and training curricula

• Maximum optimisation of system

• 99.9% client satisfaction

• 99.9% service availability

• Negative feedback rate below industry standard

• Always integrate and employ lessons learned

• Formally ensure that CI programme is maintained

• Maintain scenario development and training – CPX

(Command Post Exercise) simulations

• Must operate within UDC rules & policies

• Follow correct chain of command and protocols

Key Uncertainties

The potential impact of new technologies.

Whether the total solution package is going to be delivered (vis-à-

vis URS).

Whether the foreseen OC3 outlay is optimal.

Whether the IOC3 is going to operate effectively with presently

foreseen personnel complement.

Whether the GIS DB is going to be acquired (essential).

Whether the August 2009 timeline is going to be met for IOC3.

Exactly what the commitment is of key stakeholders.

The relationship with Administration.

Boundaries between various functions and OC3 staff.

Siemens support contract – carrying on after August (essential).

Communications line service provider – who, when.

Tetra system utilisation and capability.

Operation of the interim call centre from Admin – by whom, from

when.

Who will be future security service provider and when will they be

contracted.

Tenant occupancy timelines.

Transport and equipment for deployed security staff – who

purchases and what equipment.

OC3 budget – size and when.

Scenarios

-

Structured Thinking About

The Future

Why Do We Want to Think about

the Future in a Structured Fashion?

to illuminate potential problems, and bring

future problems into focus

to exploring alternatives in the face of uncertainty

to share understanding and concerns

to uncover assumptions and rigorously test them

to help identify choices and make decisions

What is a Scenario?

Scenarios are descriptive narratives of plausible

alternative projections of a specific part of the future.

They are methodologically researched and

developed in sets of 2, 3, 4 or more to study how an

organisation, or one of its decisions, would fare in

each future in the set.

Scenarios are projections of a possible future – they

are not forecasts of what will happen in the future.

The Scenario Approach

Core/Grand Strategy

Cone of Uncertainty

Contingency Scenario

Strategic navigation according

to thresholds and tripwires

(this we still need to do)

All possible

futures

All plausible

futures

The Scenario Construction

Process

Brainstorm Relevant

Developments in this

Area

Develop the Key

Question(s)

Choose the

Key Drivers Choose the Triggers

Develop the Scenario

Logics & Scenarios

Determine

Decision Implications

1

2

3 4

5

6

The Scenario Construction

Process (1)

1. BRAINSTORM RELEVANT DEVELOPMENTS

• WHAT IS GOING ON IN THIS ENVIRONMENT?

• LIST ALL ACTIVITIES – RELEVANT OR NOT.

• TRY TO THINK AS WIDE AS POSSIBLE.

• No communications between different UDC departments – makes life

difficult.

• TPQ work is behind schedule.

• TPQ will be an elite infrastructure for region.

• Lack of clearly defined boundaries between players.

• Lack of decision-making information for OC3.

• Unknown how OC3 fits into total business.

• SIIS integration levels unknown.

• Personnel recruitment taking long.

• Call centre activation – unclear when, how, who.

Relevant Developments

• Challenging and exciting work environment.

• New culture to be learned.

• Part of a world-class/first project.

• Good management support.

• Qatar economy is booming contrary to rest of the region.

• Labour exploitaton at low levels.

• Lack of skilled lower level personnel.

• Rapid construction infrastructure development in Doha.

• OC3 building is an unknown – completion date etc.

• Hand-over and migration to fully operational department is unclear.

• One access road onto TPQ is a risk.

• Single cooling plant is high risk.

• Unknown what long term backup planning is.

Relevant Developments (cont’d)

The Scenario Construction Process

(2)

DEVELOP THE KEY QUESTION

• WHAT IS IT THAT WE WANT TO FOCUS ON/PROVIDE ANSWERS TO?

• IT MUST BE A QUESTION THAT HAS NO IMMEDIATE APPARENT ANSWER.

• What is the nature of the operational service environment of the OC3 going to

be like by 2012? This in terms of:

• Security. (Will the current planned security infrastructure and processes

be adequate?)

• HSE (Will the HSE capabilities be able to cope with the specific

challenges and demands of that time, considering that the

infrastructure will be more mature?)

• Call Centre (Will the technology and other capabilities be aligned with the

requirements of the era and in line with latest trends?)

• The specific challenges for Management to effectively and efficiently

provide the requisite service levels – skills, training and other

resources.

Key Question


(3)

AGREE ON KEY DRIVERS

• IDENTIFY THE MAIN FACTORS INFLUENCING THIS ENVIRONMENT

• KEEP THEM HIGH

• MAP THEM

• WHICH ARE PUSHING YOU?

• WHICH CAN YOU PULL?

• WHICH ARE KEY?

• PRIORITISE THEM

Drivers (prioritised)

• Command and control technology developments (8)

• Personnel capability levels (2)

• Customer expectations (1)

• Unique facility layout (9)

• TPQ serving as a drawcard for visitors over and above residents (4)

• Serve as part of the marketing strategy (10)

• Managing unique smart systems as a differentiating factor . (7)

• Unique cultural diversity – internal and external. (6)

• Unique client/stakeholder groups and expectations. (3)

• Relationships with government security forces. (5)

• Generalist/specialist trade-off. (11)


(4)

CHOOSE TRIGGERS

• WHAT COULD HAPPEN TO SHIFT THE DRIVERS –

ACCIDENTS/TECHNOLOGY ETC

• ARE THERE SIMILAR TRIGGERS?

• ARE THERE CONSEQUENTIAL TRIGGERS?

• CAN WE BUILD UP GROUPS/CLUSTERS?

• AGREE WHAT COULD HAVE BIG/SMALL IMPACT

• USE BLUE SKY APPROACH!!!

• High personnel turnover

• Local economic downturn in line with rest of world

• Terrorist attack

• Power not connected

• Cooling plant breakdown

• Waste management breakdown

• Aircraft into tower

• Earthquake

• Tsunami

• Crime – serious increase

• Assassination

• Mafia move in

Triggers

• Expansion of island

• Massive car accident

• Building collapse

• Boat capsize

• Explosion on causeway

• Drug trafficking increase

• Relationship breakdown with locals

• TPQ sales not in line with projections

• Visitor numbers decline

• DRS not ready when required

• Serious shrinkage

• Serious spills

Triggers (cont’d)

• Serious contamination

• Serious fire(s)

• Epidemic

• Water shortage

• Parking shortages

• Integration of C3 systems do not materialise

• Building integrity shortfalls

• Unusually high personnel turnover (OC3)

Triggers (cont’d)

The OC3 Scenario Game Board

Stalemate

Sunset

Overkill

Win-win

OC3 Capability to Deliver Service

Low High

High

Re

qu

ire

me

nts

fo

r S

erv

ice

De

live

ry

End 2009 End 2010

End 2011

End 2012

Characteristics of the “Sunset”

Scenario • Customer expectations are high but the OC3 has not managed to up its service

delivery capability to the extent required.

• The system integration did not materialise as planned, or is not fully

commissioned.

• There is high personnel turnover.

• TPQ and UDC staff and management are disillusioned with OC3 performance.

• Most events into the OC3 are not resolved, or take very long to be resolved.

• There is poor interaction between OC3 personnel and contractors and other

stakeholders.

• Frequent system breakdowns.

• HOW DID WE GET HERE? POOR PLANNING, POOR INTEGRATION, POOR

SYSTEM SUPPORT, POOR LEADERSHIP, POOR TRAINING, POOR

COMMUNICATIONS.

Characteristics of the “Stalemate”

Scenario

• This is the status quo.

• Although the capability to develop will have improved compared to the

present situation (beginning 2009), it is far from optimal.

• Due to project lags the demand for services are also still not what it

should be.

• The OC3 may be too dependant on service delivery from other

departments, and/or dependent on buy-in from other departments.

• Low occupation and sales rates may also contribute to the low demand.

• Demand for service is increasing incrementally.

• HOW DID WE GET HERE? BASICALLY A CONTINUATION OF THE

PRESENT, BUT IMPLEMENTATION WAS TOO SLOW; INTEGRATION TOO

SLOW, AND PERSONNEL INTAKE TOO SLOW.

Characteristics of the “Overkill”

Scenario

The TPQ project ito building, sales etc has fallen far behind projections,

Although the development of the OC3 has progressed, and may have been

Completed to a large extent. In this case the resource application on the OC3

May be seen as wasteful, considering the levels of requirements for service delivery,

Sp specific “marketing” sttrategy has to be developed to counter this.

• The TPQ project ito building, sales etc has fallen far behind projections.

• The development of the OC3 has progressed, and may have been

completed to a large extent. The resource application on the OC3 may be

seen as wasteful, considering the levels of requirements for service

delivery.

• This may also be the result of a natural or other disaster that has convinced

people to vacate the premises, and/or not to invest.

• The OC3 sits with redundant capabilities – redeployment of staff and/or

laying off may be required.

• Events coming into the OC3 are few and far between on a daily basis.

• Technical and security dispatchers have little work to do.

• HOW DID WE GET HERE? PROJECT LAGGING BEHIND, AND/OR

PERCEPTIONS BY PUBLIC OF UNSAFE/NOT PLEASANT ENVIRONMENT.

OC3 MANAGEMENT DID NOT KEEP TRACK WITH THIS.

Characteristics of the “Win-Win”

Scenario

Customer expectations are high but the OC3 has not managed to up its service delivery

capability to the extent required. The system integration did not materialise as planned;

not fully commissioned. High personnel turnover.

• OC3 service delivery matches the demand and expectations of clients and

other stakeholders.

• The organisation is seen as best of breed, and plays an integral role in

marketing the TPQ.

• Events are handled professionally, and there are minimal negative

comebacks.

• To some extent the OC3 plays a role in guiding TPQ new design and systems

development.

• OC3 called upon with new project initiation elsewhere in the world.

• All personnel are systems and process knowledgeable, courteous, outgoing,

flexible and extremely well spoken.

• HOW DID WE GET HERE? BY DEVELOPING AND IMPLEMENTING WORLD-

CLASS STRATEGIES, PLANS AND PROCESSES; BEING TRUE TO OUR

WORD AND ALWAYS HONEST AND UPFRONT.

SWOT Analysis

Strengths

Management buy-in

Technology, albeit not operational yet (also see weaknesses)

Ability to implement present technology

Starting from scratch – can set the course

Good systems integrator – must still deliver though

Weaknesses

Internal politics

Lack of proper inter-departmental communications

Project behind schedule

Boundaries not clear

Staff not acquired

Lack of infrastructure

Only bits of technology available

SWOT Analysis (cont’d)

Opportunities

To set the course/benchmark

To positively influence other departments not yet convinced

To render world-class service

Using the IOC3 to “experiment” for OC3

Can influence the acquisition of new technologies

Can develop necessary processes, CONOPs, policies

Threats

Inter-departmental politics

Global economic meltdown

Building and infrastructure not ready in time

Not allowed enough time and resources to implement

Not having the total technological solution

Cannot acquire correct operational staff

Lack of proper post-implementation system support

If we move into Overkill scenario, or remain too long in

Stalemate

Strategic Issues

Strategic issues are the bridge to the strategic profile of the future

Strategic Options/Issues

How to ensure that the system integration is done according to plan

and other needs that may develop.

How to acquire, maintain, develop and optimally utilise quality

personnel.

How to ensure that all relevant stakeholders are involved so as to

enable OC3 service delivery according to the Win-Win scenario.

How to ensure optimal client satisfaction as foreseen in the SIIS

model.

How to develop, maintain and act upon the correct management

information to ensure optimal functioning of the OC3.

How to ensure the security of TPQ – assets, personnel, visitors, and

residents.

How to ensure a healthy, safe and environmentally friendly TPQ

experience for all.

Tactics

Strategic Issue 1

-

How to ensure that the system integration is done according to plan and

other needs that may develop

What

(Strategic Business Goals)

Who When Output

Investigate the role and

importance of a GIS DB and

related functionality, and motivate

if required.

IVV 25/02 Report

Initiate Qtel contact for Call

Centre number.

NN 18/02 Feedback to IVV

Develop call centre CONOPS,

processes, SOPs for:

• Admin setup

• IOC3

• OC3

NN

25/02

25/03

30/11

CONOPS documents,

including processes &

SOPs

Update systems integration

project plan, in conjunction with

ERP & Siemens.

IVV 15/03 New Project Plan

Collect data for IMS and FMS.

• Event data

• Resource data

• AO

• Address data

JP

AR

NN

IVV

02/03

02/03

02/03

02/03

Excel sheets

Strategic Issue 2

-

How to ensure that all relevant stakeholders are involved so as to enable

OC3 service delivery according to Win-Win scenario

What


Who When Output

Undertake stakeholder analysis

with associated stakeholder

matrix.

JP, AR, NN 15/03 Report

Develop a stakeholder commu-

nications strategy, including

names, positions, importance to

OC3, message to be convey, time

scales, and medium.

IVV 30/03 Strategy document

Develop a marketing approach

based upon characteristics of the

Win-Win scenario.

• Flesh out characteristics of Win-

Win

• Incorporate into communication

strategy

• Define returns

NN 15/05 Marketing document,

with at least the

following covered –

Price, Place,

Promotion,

Performance

Strategic Issue 3

-

How to acquire, maintain, develop and optimally utilise correct

personnel

What


Who When Output

Develop a long term personnel

recruitment plan.

AR 30/09 Strategy paper

Develop personnel induction,

training and continuous

improvement plan, to include

career planning.

AR

JP

NN

Provisional – 30/04

Final – 30/10

Monograph

Develop a personnel esprit de

corps strategy.

IVV 30/08 Strategy paper

Revisit and finalise JDs and

PMPs.

IVV 15/12 Revised documents on

system

Strategic Issue 4

-

How to ensure optimal client satisfaction as foreseen in the

SIIS model

What


Who When Output

Develop client-specific service

charters, aligned with the

communications strategy, and

stakeholder matrix.

AR

JP

NN

30/08 Service charters

Integrate service charter into call

centre and other CONOPS,

processes and procedures.

NN 30/09 Call Centre CONOPS

Develop client satisfaction

measurement instrument.

JP 30/10 Instrument

Develop quality management

system.

IVV 30/07 ISO/Six Sigma System

Strategic Issue 5

-

How to develop, maintain and act upon the correct management

information to ensure optimal functioning of the OC3

What


Who When Output

Develop MI requirement

standards, based on best

practises and Siemens model.

IVV Provisional – 30/05

Final – 15/10

URS

Develop formats for reporting. JP

AR

NN

IT Dept

30/06 Format templates per

functional area

Develop system capabilities to

conform to requirements.

IT Dept 30/09 Developed capability

Develop continuous training

capability.

IVV

JP

AR

NN

30/12 Continuous training

schedule

Strategic Issue 6

-

How to ensure the security of TPQ – assets, personnel, visitors and

residents

What


Who When Output

Develop a security plan for TPQ. JP 30/03

30/11

TPQ Interim Draft

Security Plan

Reviewed Plan

Develop processes, CONOPS,

procedures for personnel –

internal and external, including

crime scene management plan.

JP 30/05 Security CONOPS with

associated

subsections

Align with communications

strategy.

JP 15/06 Security

Communications plan

Develop specific strategy to

ensure that the IMS and SMS is

implemented as foreseen.

JP

AR

15/04 Signed off IMS

requirements

Signed off SMS

requirements

Strategic Issue 7

-

How to ensure a healthy, safe and environmentally friendly

TPQ experience for all

What


Who When Output

Develop HSE management

system – procedures, instructions,

CONOPS.

AR 30/05 HSE CONOPS with

relevant subsections

Train personnel on plan. AR 30/07 Trained personnel

Implement specific action

programme to make TPQ safe.

AR 30/04 Action programme

completed

OC3 Strategic Profile – Business Concept

Our Strategy is to provide clients and other important stakeholders with

incident activation services. We will differentiate ourselves by our unique

decision-making capabilities and systems, and by our ability to align our

services to diverse and varied client needs.

Our Focus will be client driven. We will provide the following services:

Incident Management, Security Management, and Facility Management –

all of these in a seamless and transparent fashion to our clients. We will

succeed in this by being especially proficient in the areas of product

development, service delivery, client research and stakeholder influence.

Our intent is to ensure that our clients’ needs are resolved in the shortest

possible time, through collaboration with our partners and service

providers, in line with world best practises in this industry.

OC3 STRATEGIC CONVERSATION FEB 2009

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Transcript of OC3 STRATEGIC CONVERSATION FEB 2009