WP2.0 is a means by which the planning of work can be improved. It is not a means by which the work itself is improved. It lends itself to the management of a number of resources the point being they are already very capable of the work, the opportunity lies with getting the work to flow and making that flow (and obstacles) very visible. If the obstacles are visible, ideally while they are potential obstacles, then they can be acted upon.
The high collaboration system was introduced to the utility about this time last year the project being an upgrade of a series of public swimming pools under their management. Uptake wasn’t instant or straightforward. Some people embraced it, some didn’t. It creates a great deal of transparency and ‘misses’ require an explanation. That made some people uncomfortable. The explanation is the first step in reducing the likelihood of occurrence of common obstacles. Some understandable push back was far outweighed by the benefits – meaningful objective, regular planned conversations (collaboration) and costs within project budget (just).
A big leap is now being taken to applying WP2.0 to a very complex project where effective flow of information is paramount (as opposed to the flow of tangible work). All departments of the utility will be involved, lots of information needing to go many places. It isn’t ‘business as usual’, it’s unusual business. Building on the success of WP2.0 in the pool project, the GM wants to adopt a different approach to what there otherwise might have been. The due date for the outcome is mid 2027 but if the many balls that need to be in the air start being managed now, the critical steps closer to the time will be best prepared for increasing the chances of the mid 2027 target being met efficiently and effectively. Visibility for both accountability and progress toward due dates and active addressing of obstacles that will appear is essential for the GM on his regular check ins.
Similarly and in parallel, WP2.0 is being applied to the planning of a funded road upgrade, the largest they’ve ever undertaken. The ‘funds’ have the potential to cause economic grief if the finished road isn’t delivered within budget on time. Similar smaller projects have historically been delivered at operational level (managed by area supervisors with occasional and random upwards feedback). The risk of this project requires a more structured approach with just the same benefits WP2.0 provides senior management – visibility for both accountability and progress toward due dates and active addressing of obstacles. The funding arrangement is such that lots of people will be watching!
The practising of WP2.0 at this utility is summed up by a commonly heard Einstein quote – ‘insanity is keeping doing things the same way and expecting different results’.