Post Task execution Debriefs, After Action Reviews & SWOT Analysis

1. Post Task execution Debriefs, After Action Reviews & SWOT Analysis Presenter’s Name and Title Location and Date

2. Post Task DebriefsPutting the pieces together Click to change title • Recently our clients are spending more and more effort on encouraging • post task execution debriefs. • We, in Equilibria, should be familiar with the various tools that are most • commonly used. • There are several levels of capturing lessons learned and as a minimum we • should be able to coach: • Post task debriefs(Typically Rig Supervisor led) • After Action reviews (Typically Operator led – not addressed in these slides) • S.W.O.T. analysis(Either Rig Supervisor or Operator, for now, EQ led) • Each of the above require a certain amount of brainstorming Coach’s Name:Your name here

3. So let's have a look at the rules of brainstorming …

4. Brainstorming Brainstorming requires open communication and an environment where people can offer ideas without fear of reproach or ridicule.

5. Ground Rules for Brainstorming(assuming you had a large group split into sub-groups) Click to change title • Within a group, select a team leader to facilitate, scribe & • report out (plus participate in idea generation) • All ideas are valid no matter how wild, capture them all, do • not dispute them, can always build on them • Go around in a circle to each team member, take turns, • and offer an idea which is captured on a flip chart. • Number the ideas (1, 2, 3 etc) as you go. • If no idea on your turn, simply say “pass”, do not hold up • the group other than if asked to clarify the idea for proper • capture • Do this for ….. Minutes (you decide how many minutes) Coach’s Name:Your name here

6. How to Prioritize • Multiply the number of ideas generated by the team by • 2/3 (Two Thirds) • Each Team Member can vote for 2/3 of the ideas by • putting a ¨1¨ next to each idea they believe should be a • lesson learned for action • Only one vote per idea • These are the things you believe should be discussed in future • job plans • Count the number of votes for each idea and write that • number next to the idea • Identify your top 15 ideas in order of priority from 1 to 15 • Do this in …. minutes (you decide how many minutes)

7. Reporting out the Results • ….. Minutes Per Team • Spokes person for each team report out the top 15 • ideas for each team in order of priority • Total Exercise Time ….. Minutes

8. Post Task Execution Debrief It is encouraged that after a task is complete, prior to going to the next task, there is some appropriate time factored in for a debrief and lessons learned discussion. The lessons learned and action items stemming from the discussion can be captured and fed into the next JSA, when a similar task is performed. Nothing complicated required

9. Post Task Execution Debrief What went well? What did not go well?

10. Post Task Execution Debrief Action items – what can we do differently, next time?

11. SWOT Analysis

12. What is a SWOT Analysis? • The S.W.O.T. analysis is an extremely useful tool for understanding, discussion, and decision-making for all sorts of situations in business and organizations • S.W.O.T. is an acronym for Strengths, Weaknesses, Opportunities, Threats • Anyone can conduct a S.W.O.T. analysis with their team!

13. What is a SWOT Analysis? • The S.W.O.T. analysis harnesses the power of the group to identify operational and safety issues that may not be evident to any one individual • Greater awareness, action plans, and recommendations for improvement are the natural consequences of a S.W.O.T. analysis

14. How to conduct a SWOT Analysis? • Steps: • Clearly identify the topic to be discussed so that all members of the group understand the purpose of the exercise. Take the time to clarify the topic. Write the topic where all can see. • Once the topic is decided on, use the group to brainstorm the Key Success Factors (KSF’s) for the topic (answer the question “What do we have to do really well in order to be successful with the topic?”). • Write the KSF’s on a flipchart and post it where all can see.

15. Examples of SWOT Analysis of rig crews regarding job planning • Things we do well. • e • What are the strengths of my SKILLS regarding the Job Planning Process? Things we don’t do well. What are the weaknesses of my / our skills regarding the Job Planning Process? Things we can do better. What are the improvement opportunities in my SKILLS regarding the Job Planning Process? e.g. People, Process, HES Impediment to success. What are the obstacles to my SKILLS regarding the Job Planning Process?

16. Examples of SWOT Analysis of rig crews regarding job planning • 4. Begin with Strengths: brainstorm those activities that we are good at and enable us to achieve the topic with success. Compare with KSF’s. Write strengths on a flipchart and post the results.

17. Examples of SWOT Analysis of rig crews regarding job planning • 5. Consider Weaknesses: What are those activities that we are not good at, and that take away from our ability to successfully achieve the topic at hand. Write on flipchart.

18. Examples of SWOT Analysis of rig crews regarding job planning • 6. Consider Opportunities: What are those things that might be done – those that are not done now – that could improve our probability of success?

19. Examples of SWOT Analysis of rig crews regarding job planning • 7. Consider Threats: What are those factors – possibly out • of our control – that lessen our ability to achieve success?

20. How to conduct a SWOT Analysis? • 8. Ensure the brainstorming results for each of Key Success Factors, Strengths, Weaknesses, Opportunities, and Threats is visible to the group. • 9. In general, we want to move forward by doing the following: • Strengths (maintain, build and leverage) • Weaknesses (remedy or exit) • Opportunities (prioritize and optimize) • Threats (counter)

21. Considerations for using a SWOT Analysis • Be realistic about the strengths and weaknesses of your organization when conducting a S.W.O.T. analysis • S.W.O.T. analysis should distinguish between where your organization is today (Strengths, Weaknesses), and where it could be in the future (Opportunities, Threats) • S.W.O.T. should always be specific. Avoid grey areas • Keep your S.W.O.T. short and simple. Avoid complexity and over-analysis • S.W.O.T. is subjective. So use S.W.O.T. as a guide and not as a prescription

22. SWOT Analysis HELPFUL to achieving the Objective HARMFUL to achieving the Objective S W Internal origin (Attributes of the organization) Strengths Weaknesses O T External origin (Attributes of the environment) Opportunities Threats

23. SWOT Analysis: Real Example • STRENGTHS • Eager to do a good job • Eager to learn • Willing to use the Tenets • Generically identify hazards • Trying to do a job plan • WEAKNESSES • Not highly skilled in planning • Near miss reporting • Specific identification of hazards • Risk assessment • Communication • Participation • Not following plans precisely – MOC • Self induced pressure • Tenets not understood • Plans not written or understood • OPPORTUNITIES • Setting up for the plan • Visualizing the specific hazards • Hazard hunting skills • Hazard mitigations • Stop Work Authority plan • Understanding the threshold of when an at-risk behavior is a near miss • Understanding how to confirm all Tenets are honored by the plan • De-briefing & lessons recycle • Planning coaches / Job monitors • Workforce leadership skills (E-Colors) • THREATS • Not wanting to write a new plan / or update • Line of fire & escape • Inspection quality • Not wanting to stop the job when something changes

24. SWOT Analysis

25. How to conduct a SWOT Analysis? • Steps Cont’d: • Begin developing Action Plan(s) or making recommendations. Ask the following: • How can we Use and Capitalize on each Strength? • How can we Improve each Weakness? • How can we Exploit and Benefit from each Opportunity? • How can we Mitigate each Threat? • Who will be responsible for implementation?

26. Use the S.W.O.T analysis as a basis for building an ACTION PLAN, bridging the gap from Good to Great.