Kicking Against the Goads
Managing Safety in a Multi-Cultural Environment
Stephen Pestell MSc C.Eng MIET / Safety and Compliance Manager
26 June 2014/ SCSC/ Successful Safety Management
One mission, one team, one direction
Agenda
•
•
•
•
•
•
•
•
•
Introduction
Systems Development & Safety Process
Kicking against the Goads
Safety Management Challenges
The 6 “C”s
A Soft Systems Approach – CATWOE
Safety Culture
Stakeholders
Summary
2
One mission, one team, one direction
Airbus Defence and Space: A unique international leader
Being strong together – 3 turn into 1
One Parent Company
Three Brands
Multiple Business Segments
March 2014
One Company
One Brand
Four Business Segments
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One mission, one team, one direction
Airbus Defence and Space: 4 Business Lines
Space Systems
• Ariane 5, Automated Transfer
Vehicle, Eurostar E3000,
Pléiades, Gaia, Skynet,
oberservation satellites
(Spot, TanDEM-X, TerraSAR-X),
MetOp, Swarm, M51,
International Space Station ISS,
interplanetary probes (Herschel,
Mars Express, Solar Orbiter),
Lunar Lander
Military Aircraft
• A400M, A330 MRTT, CN235,
C212, Orlik
• Eurofighter, Tornado
• Barracuda, Atlante, Harfang,
Euro Hawk, Future European
Male, Tracker, Tanan, Survey
Copter
Communication,
Intelligence
& Security (CIS)
• Surveillance and Security
Solutions, Secure
Communications Solutions,
Cyber Security, Coastal
Surveillance Systems, NATO
SATCOM Post-2000, Wireless
Intranet Solutions in Theatre,
Farmstar Expert, Tetra Systems
Electronics
• Radars and Identification Friend
or Foe (IFF) Systems, Electronic
Warfare, Mission Avionics,
Space Platform Electronics,
Space Payload Electronics
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Systems Development Process
SRR
Stakeholder Requirements Definition
CDR
PDR
DRB
FDR
Design
Customer Acceptance
Validation
Maintenance
Transition
Requirements Analysis
Verification
Architectural Design
Integration
Implementation
SAR
(DRAFT 1)
SAR
(DRAFT n)
SAR
Issue 1
System/Sub-System
Business
Process
Safety
Plan
Hazard
Log
Safety and Compliance Analysis Process
Products
EN60950 Assessment
Standards
Environmental Assessment
EN60950
Reports
Regulatory
Compliance
Evidence
DoCs
EMC Assessment
EMC Cntrl Plan
EMC Test Plan
EMC Test
Reports
WEEE
RoHS
REACH
Regulatory Compliance
Assessments
5
SAR
Issue 2
SAR
Issue…n
Safety Management Process
March 2014
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One mission, one team, one direction
PRINCE 2/PMI
Process perspectives
Project Management
SRR
Stakeholder Requirements Definition
PDR
CDR
FDR
Design
DRB
Customer Acceptance
Validation
Maintenance
Transition
Requirements Analysis
Verification
Architectural Design
Integration
Implementation
BS EN 15288
(Systems Engineering)
IEEE/EIA 12207
(Software Engineering
EN 61508
E/E/PE
Systems Safety
Engineering
7
Weak Correlation
at
Implementation
It’s not in
accordance
with our
process
One mission, one team, one direction
Goads
I need it by
then…
Customer
Its people like
you who prevent
me from doing
my job
JFDI
We’ve
already
delivered it
I need it by
then…
Project
Management
I’m not accepting
this, …you need to
do x
We have a
CDR/FDR next
week can you
provide a safety
case
Quality
Assurance
I know it’s noncompliant but it’s
the only part we
can use.
It’s ok, we’ve just
read across from
project x
We’ve costed you
in for x hrs is that
ok.
Engineering
We can apply
the military
exemption
Bid Management
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I’ve not costed for
that…
One mission, one team, one direction
Challenges
•
Organisational Complexity – How stable is the organisation into which the safety programme
fits;
•
Technical Complexity – How complex is the project or system that is being
examined;
•
Constraints – What regulatory, organisational, budget and schedule constraints have been
placed on the programme;
•
Measures of compliance – To what degree are established codes of practice followed.
•
Measures of competence – To what degree do the staff have the necessary competence to address
the project or system under examination and to perform the associated activities expected of them.
•
Culture – to what degree does the existing culture within the business support the resolution of
identified issues, or support the project delivery, as well as identification/control of project risks.
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One mission, one team, one direction
High Level Characteristics of Programmes
(©Arthur D Little’s 6 Cs)
1. Codes: the codes or processes that an organisation follows to control activities,
including internal and external standards and company procedures;
2. Compliance: the degree to which these codes are followed;
3. Competence: the degree to which staff have the necessary competence to address
the project or system under examination and to perform the associated activities that
are expected of them;
4. Complexity: how complex is the project or system that is being examined as well as
the organisation of the company and the activities;
5. Change: ability of the organisation to manage any necessary change associated
with the project or system under examination (or of the organisation itself)
6. Culture: degree to which the existing culture supports resolution of identified issues,
or supports project delivery, as well as identification / control of risks.
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Typical Interactions of 6Cs
Codes
Culture
Culture drives compliance
Strong link required
Compliance
Competence improves
compliance
Change
Competence
Complexity
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Impact of Resolving
Cost & Benefit of understanding each “C”
Difficulty of Resolving
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One mission, one team, one direction
EU New
Approach
Directives
Codes & Compliance
Statutory Instruments
Implemented through
Prescribes
Industry Standards
Implements
Customer
Supplier
POSMS
ECSS-Q-ST-40C
Def Stan 00-56
ADS.E.0772
JSP 430
Customer
Business
Processes
Business
Processes
Influences
UK Health & Safety at Work Act
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Organisational Complexity
Parent Company
Customer Community
Projects
Project
Management
Project
Platform
Authority
Capability
Manager
Management
Engineering
Engineering
Equipment
Authority
Projects
Quality & Safety
Supplier Community
Procurement
Supplier 1
Commercial
SubSuppliers
Sub-Contracts
Supplier2
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High Level Champion
Suggested Organisation
Programme
Office
Project
Control
BU Director
Quality Director
Project
Manager
Quality Manager
Engineering
Manager
Safety Assurance
Manager
Project
Governance
SDA
Sub-Contract
Mgt
Segment
Engineering
Lead
TLS
Terminal
Lead
Software
Engineering
ILS
Projects
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Safety
Engineers
One mission, one team, one direction
Soft Systems - CATWOE Analysis
Customers
Beneficiaries or Victims of the system
•
•
•
•
Who is on the receiving end?
What problem do they have now?
How will they react to what you are proposing?
Who are the winners and losers?
Actors
Agents who carry out or cause to be carried
out the main activity of the system
•
•
•
Who are the actors who will 'do the doing', carrying out your
solution?
What is the impact on them?
How might they react?
Transformation
The means by which defined inputs are
transformed into defined outputs
•
•
•
•
What is the process for transforming inputs into outputs?
What are the inputs? Where do they come from?
What are the outputs? Where do they go to?
What are all the steps in between?
Weltanschauung
An outlook, framework or image which makes
the particular “Root Definition” meaningful.
•
•
•
What is the bigger picture into which the situation fits?
What is the real problem you are working on?
What is the wider impact of any solution?
Owners
Those with prime concern for the system and
who have the power to cause the system to
exist.
•
Who is the real owner or owners of the process or situation you
are changing?
Can they help you or stop you?
What would cause them to get in your way?
What would lead them to help you?
Features of the systems environment and/or
wider systems which it has to take as “given”
•
Environmental
Constraints
•
•
•
•
•
© Peter Checkland – Systems Thinking, Systems Practice.
16
What are the broader constraints that act on the situation and
your ideas?
What are the ethical limits, the laws, financial constraints,
limited resources? regulations, and so on?
How might these constrain your solution? How can you get
around them?
I’ve delegated
all that safety
stuff
One mission, one team, one direction
A Rich Picture
Directors
not
engaged
Safety manager
How can I
achieve this
programme
OTOCOQ
Not enough
time or
money
Were not pulling
together
Difficult to
achieve
Requirements
We need to be
singing from the
same hymn sheet
Conflict
Codes
Requirements
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One mission, one team, one direction
Safety Culture
Culture:
“an integrated system of learned behaviour patterns which are
characteristic of the members of a society and which are not a result
of biological inheritance”
E.Adamson Hoebel (1906-1993)
Safety Culture:
“when all stakeholder’s “World Views” are aligned in respect of the
requirement for and the satisfaction of safety for the programme being
undertaken.”
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One mission, one team, one direction
Aligned Views
Project
Management
Customer
Quality
Assurance
Engineering
Bid Management
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One mission, one team, one direction
Achieving a common view
1. At the business level:
• Safety enshrined within the business at the highest level with a directorial level
champion
• Compliance training for all staff appropriate for their role (Directors, PMs, EMs,
Engineers, Procurement, ILS, ARM, TLS etc…)
2. At the project level:
• Implement a formal Safety Management System
• Well structured Safety Management Plan signed off at IPT level.
• Integrated Project Teams/Safety Working Groups
• Regular Communication/Meetings
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High
Medium
Low
Level of Influence
Traditional stakeholder Mapping
Name
Name
Name
Name
Name
Name
Name
Name
Opposed to change Indifferent or uncertain Supporters of change
Support for change
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The Stakeholders mapping :
an essential tool to cope with Antagonism...
Passive : they do the minimum
Hostile : they will give in only when confronted
by a stronger power ; they can decide to stop
the confrontation (- 4)
Opponent : they are driven by
the satisfaction of their own interest
Committed : they support the cause
Committed
Undecided : they are ready to get involved if
they get something in return
devoted
+1
interested
+3
minimalist
+2
co-operative +4
Synergy
Torn apart
Constructive
Passive
Hostile
-1
disinterested
-3
indifferent
-2
reluctant
Constructive : they support the project,
and may offer positive criticism
Antagonism
Torn apart : they have equal amounts
of love and hate...
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hostile
-4
Stakeholders management:
The Allies strategy
Once stakeholders are identified,
then elaborate a strategy for each category
Allies management Strategy
• Spend 2/3 of your time with your "Allies" :
− Praise their efforts, accept them for what
they are, support them, spend time with
them…
and in return, be demanding !
− Surround the Passives and the Undecided,
motivate them by offering them a joint
stream
to work on, compromise on issues of lesser
importance…
− Propose / suggest (at any moment) to the
Passives to rally to a project, thus
increasing their synergy
Committed
devoted
+1
interested
+3
minimalist
+2
co-operative +4
Synergy
Torn apart
Constructive
Passive
• Use your Allies to convince, ignore or exclude
your opponents :
− With 1/3 of your time (maximum), contain
the attempts of the Opponents and Hostiles
to rally the Undecided and the Passives to
their side, by making counter-offers.
− If necessary, neutralise the Opponents…
Hostile
-1
disinterested
-3
indifferent
-2
reluctant
hostile
-4
Antagonism
Any positioning is only meaningful :
 at a given date
 on a given subject / topic
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Change Management in one slide
Perceived
Pain
Make the
transition easier
(especially the early steps)
Make the
present less
comfortable
Make the
future more
visible
Perceived
Comfort
Present
Transition
Unfreeze
Move
Based on Kurt Lewin
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Changed future
Refreeze
Communication is a simple and efficient way
to enhance commitment
Not to communicate is ...
Whether you want it or not...
Risks ...
•
•
•
•
Your project communicates…
(by itself) through :
Opponents
Project team members
Rumours
...
Your project
has already
an image…
Lack of understanding
Fear
To accept
NOT TO CONTROL
• What is said,
• What is felt
• What is understood,...
To say nothing
is
to communicate !...
Suspicions
Discouragement
Disappointment
Road Block
Depreciation
...
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Communication will build upon all potential medias to create
a sense of urgency around the project's objectives and agenda…
Work Groups / Work Shops
Steering Committee
presentations,
...
Involve
Floor survey
(Decode rumours)
Luncheon happening
Take
into account
People's
perceptions
Establish
a Dialogue
Open door day
Inform
Info
Board
Communication Enquiry
Suggestion Box
Newsletter
Info Mails
Institutional
events
These elements will be implemented, depending on the time frame
of the Project. Some are more time consuming then others…
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One mission, one team, one direction
Summary
1. Safety management has a number of challenges
2. Organisation, Communications and Codes are key
3. 6 Cs; Codes, Competence Compliance, Complexity, Change and Culture.
4. Cultural Issues
5. Stakeholders & Change Management and Importance of Communication
One mission, one team, one direction
The End
March 2014
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