As with many companies, the structure of the Rolls-Royce organisation and the associated roles and responsibilities need to evolve in line with the radical changes in business context and customer demands. The goal of this research is to analyse and develop solutions for the future organisational needs of the Rolls-Royce design process in order to ensure unit cost risks are minimised. This task will result in future recommendations for organisation and role changes and a proposed change programme plan to deliver these. This will be supported by an analytical rationale for the proposed changes, and where possible solutions and interventions.
- Develop and trial Capability Maturity Index (CMI) methodology with selected stakeholders/customer areas
- Complete development of people skills and competencies framework for adoption by the central product cost engineering team
- Develop and trial a Capability Maturity Index prototype tool with selected stakeholders/customer areas
- Conduct ‘best practice’ organisational literature review to support development of a central service model for PCE
- Complete and report on benchmarking programme centred on cost engineering people skills, training, role definition and organisation
This work package has employed various data collection techniques including observation, interviews, questionnaires and interactive workshops. Researchers have been working very closely with key stakeholders and end-users within the cost system throughout the project to create a “pull not push” mechanism for the change initiative being developed.
Professor Chris Clegg