ADKAR Model of Change Management

An appropriate and popular method to follow the three steps of change considering the change management principles is given by the ADKAR Model

A– Awareness of the need for change

Make all level of staff aware why the upcoming change is needed. Change implemented to improve business operations, stay ahead of your competition, and/or increase the bottom line, is not only wise, but also necessary for success.

D – Desire to support and participate in the change

It is imperative that management encourage the desire of their employees to support and actively participate in the forthcoming change, regardless of the immediate appeal or flash of the new procedures or processes.

K – Knowledge of how to manage

Management must provide the training and education to its staff of the methods of changing to the new procedures, software, or organization. High levels of awareness and desire will often be useless without the necessary knowledge of how to change to accomplish the goals desired.

A – Ability to implement the change

Along with the knowledge of how to affect successful change, everyone involved needs to be given the specific training and information to achieve success in implementing the details of the change to be made.

 

R – Reinforcement to sustain a change  

 

Reinforce the new “habits” of the staff typically improves the success of the changes made

CHANGE MANAGEMENT

 

A simple definition of change management stands for a structure approach to change individuals, teams and organizations from a current stage to a desire future stage.


This subject has been studied for several years (example: 1951, Lewin) to help to increase  organizational effectiveness having as a result several management literature. Nowadays is extensively recognized that an essential and crucial challenging responsibility of an organizational leadership exists: to identify the need of change (Hayes, 2007)

 

“An early model of change developed by Kurt Lewin (1951) described change as a threestage process. The first stage he called "unfreezing". It involved overcoming inertia and dismantling the existing "mindset". Defence mechanisms have to be bypassed. In the second stage the change occurs. This is typically a period of confusion and transition. We are aware that the old ways are being challenged but we do not have a clear picture to replace them with yet. The third and final stage he called "freezing" (often called "refreezing" by others). The new mindset is crystallizing and one's comfort level is returning to previous levels.” (Hayes, 2007)

 

Hayes (2007) differs between two dimensions and four quadrants of change:

 

“In the first dimension incremental change is associated with those periods when the industry is in equilibrium and the focus for change is ‘doing things better’ through a process of continuous tinkering, adaption and modification. Transformational change occurs during periods of disequilibrium. It involves a break with the past, a step function change rather than an extrapolation of past patterns of change and development. It is based on new relationships and dynamics within the industry that may undermine core competencies, things differently rather than doing things better. It might even mean doing different things.

 

In the second dimension it is sometimes relatively easy to anticipate the need for change. For example, companies competing in markets where margins are being squeezed can anticipate the need to secure greater efficiencies or generate new income streams. There are, however, occasions when organisations are confronted with changes that are very difficult to anticipate – for example, the effects of the 9/11 events in New York City. Some organisations are much better in anticipating the need for change than others. They are proactive. They search out potential threats and opportunities and anticipat changes that they could initiate to gain competitive advantage. Other organisations are much more Reactive and act only when there is a clear and pressing need to respond.”

Whether the need is for incremental or transformational change, the earlier the need is recognised, the bigger the opportunity is for managers to decide how to manage it, having more reachable options. Combining the two dimensions of change discussed so far, Nadler et al. provides a useful typology of organisational change.

BUILDING INFORMATION MODELING (BIM)

DEFINITION

A digital representation of the physical and functional characteristics of a facility. As such, it serves as a shared knowledge resource for information about a facility forming a reliable basis for decisions during its life cycle from inception onward.”

Ref : National Institute of Standards and Technology, UK - 2004)

10 BIM BENEFITS

1. Better outcomes through Collaboration
2. Enhanced performance
3. Optimised solutions
4. Greater predictability
5. Faster project delivery
6. Reduced safety risk
7. Fits first time
8. Reduced waste
9. Whole life asset management
10. Continual improvement

Speech by former CEO of Coca-Cola (Bryan Dyson)

Imagine life as a game in which you are juggling some five balls in the air. They are Work, Family, Health, Friends and Spirit and you're keeping all of these in the air.

You will soon understand that work is a rubber ball. If you drop it, it will bounce back. But the other four Balls - Family, Health, Friends and Spirit are made of glass. If you drop one of these; they will be irrevocably scuffed. marked, nicked, damaged or even shattered. They will never be the same. You must understand that and strive for it."

Work efficiently during office hours and leave on time. Give the required time to your family, friends & have proper rest

Value has a value only if its value is valued

JOB MIX FORMULA PROCESS (PREMIX)

Upon receiving an approved mix design, the Resident Engineer shall forward it to the contractor and request the contractor propose a job-mix formula(JMF). The contractor will submit his proposed JMF to the Resident Engineer for review and approval. After reviewing the proposed JMF and making any necessary corrections, the Resident Engineer will establish the approved JMF and send it to the contractor. The Resident Engineer will also send copies the approved JMF to the SO and SO representative. When distributing the approved JMF, it is helpful to attach a copy of the approved mix design.

The first JMF should be JMF No.1. Sebsequent JMS's must be issued if there is a change in any item shown. Additional JMF's will be numbered with the next subsequent number (i.e, 2, 3, 4, 5,..). When a JMF has been distributed with typos and/or error, the corrected JMF will be a revised JMF. The JMF number will not change. However, a letter "R" will be added to the number (i.e, 1R, 2R, 3R,..). After JMF No. 1, any required changes and/or revision should be in bold for easy identification.

Contoh 1 : The Resident Engineer completed and distributed JMF No. 1 based on the approved mix design. However, recent test results indicate he needs to adjust the combined percent passing target and job-mix range for two sieves. The Resident Engineer will change the combined percent passing targets on the two sieves and adjust the job-mix range accordingly.
This job-mix will be JMF No.2

Contoh 2 : The Resident Engineer completed and distributed JMF No. 1 based on the approved mix design and later notices that it has the incorrect bitumen ratio. The Resident Engineer will revise the JMF to reflect the correct bitumen ratio and redistribute the JMF as JMF No 1R

Note : Every contract will have its own set of JMF No's. for each approved mix design