Introducing the INPACT Assessment Process and Project Complexity model
1. Slidecast 1: Introducing the INPACT Assessment Process and the Project Complexity model The Change Equation Or how to avoid a failed change project! Peter Duschinsky Managing Director, The Imaginist Company
2. 70% of change projects do not deliver the expected benefits Is yours one of them? What would it be worth if you could avoid that happening? AND improve your project’s return on investment by 10%?
Let’s look at what went wrong to case the entire system to collapse within hours on that first day: Things went wrong almost immediately. The first baggage shift, starting at 4.30am, was delayed by a lack of staff spaces in a specially-designated car park. Baggage handlers arrived late at the terminal's staff security checkpoint after being forced to park elsewhere. By this point, the first flight from Hong Kong was arriving and BA was already playing catch-up. Only one of the airport's employee security checkpoints was operating and at one point 60 people were queuing to get through. The bottleneck, BAA's responsibility, was exacerbated by airport and airline staff who arrived early in order to "rubberneck" and look around the new terminal. Once into the baggage sorting area, some staff were unable to log on to the computer system, which caused three flights to "cut and run" and fly off without bags - creating the first backlog of the day. Simultaneously BA baggage teams struggled immediately with an automated system that, via handheld devices, told them which flight to unload and which flight to put bags onto. According to staff, the devices told handlers to sort bags for flights that were already cancelled. This meant they turned up to load flights that were not there while, in other parts of the sorting area, bags piled up unattended. There were no managers on the ground to allocate work, which caused a communication breakdown between handlers and their supervisors in the BA control centre elsewhere in the terminal. By midday, 20 flights were cancelled as handlers frantically tried to reduce T5's inaugural baggage mountain. Throughout the day, two other overarching factors contributed to the delays. Some baggage teams were disorientated, despite months of training and were late turning up at loading areas. There was a shortage of special storage bins that all bags must be put in before going onto planes - a new requirement for T5. By 4pm, with too many bags, too few storage bins, an already clogged conveyor belt system and handling staff under severe pressure, all it took was a fresh wave of new luggage to choke the system to a standstill. The conveyor belt taking the bags ground to a halt as bags jammed the entire handling network. Minutes later BA suspended all baggage check-in. It was, according to one observer, "literally a case of the baggage computers saying 'No"'.