| Step 1 | Diagnosing the current challenge of gap of workforce skills |
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| Objective | To investigate the current challenges of gap of workforce skills of ADFs in developing countries |
| Activities | Studying the current status of gap of workforce skills of ADFs in developing countries |
| Identifying the impact of this issue on the performance of ADFs |
| Identifying, validating and classifying the challenges of gap of workforce skills of ADFs in developing countries |
| Conducting an orientation meeting prior to the study to establish strategic issues (study location, team, budget, resources, etc.) |
| Gaining decision makers and top management support to facilitate securing the needed resources, accepting and implementing the study decisions |
| Defining performance management criteria |
| Tools and techniques | Literature review |
| Survey questionnaires |
| Interviews |
| Case studies |
| Decision makers and senior management support |
| Brainstorming and team consensus |
| Involved personnel and needed resources | Decision makers |
| Senior management |
| Project managers |
| Design and construction teams |
| Different project stakeholders |
| Training programmes |
| Output | Identified, validated and classified the current challenges of gap of workforce skills of ADFs in developing countries |
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| Step 2 | Identifying the good-to-great concept for implementation |
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| Objective | To identify the good-to-great concept to be implemented for bridging the gap of workforce skills of ADFs in developing countries |
| Activities | Identifying the role that each good-to-great concept can play towards bridging the gap of ADFs in developing countries |
| Generating innovative ideas to facilitate the implementation of the identified concept |
| Tools and techniques | Brainstorming and team consensus |
| Good-to-great concept |
| Leadership |
| First who then what |
| Confront the brutal facts, yet never lose faith |
| The hedgehog concept |
| A culture of discipline |
| Technology accelerators |
| The flywheel and the doom loop |
| Involved personnel and needed resources | Decision makers |
| Senior management |
| Project managers |
| Design and construction teams |
| Different project stakeholders |
| Training programmes |
| Output | Identified the good-to-great concept for bridging the gap of workforce skills of ADFs in developing countries |
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| Step 3 | Planning and implementing of the good-to-great concept |
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| Objective | To plan and implement the identified good-to-great concept |
| Activities | Developing implementation plans including time, cost, quality, human resources, communication channels, risk, health and safety, waste, etc. |
| Securing decision makers and senior management support |
| Establishing corrective actions to adopt in case the developed plans are not executed as planned |
| Tools and techniques | Planning techniques and software |
| Work authorization system to verify predecessor activities and permit the successor activity |
| Performance management system |
| Involved personnel and needed resources | Decision makers |
| Senior management |
| Project managers |
| Design and construction teams |
| Different project stakeholders |
| Training programmes |
| Output | Planning and implementation plans |
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| Step 4 | Monitoring and evaluating the obtained results |
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| Objective | To monitor and evaluate the results obtained from the planning and implementation step |
| Activities | Measuring the results against the performance measures developed earlier |
| Identifying and evaluating the causes of failure and issues that resulted in deviation from the original plans |
| Tools and techniques | Change control procedures |
| Financial control procedures |
| Issue and defect management procedures defining issue and defect controls, issue and defect |
| Identification and resolution and action item tracking |
| Involved personnel and needed resources | Decision makers |
| Senior management |
| Project managers |
| Design and construction teams |
| Different project stakeholders |
| Training programmes |
| Output | Action plans and corrective actions to overcome the issues raised during the implementation of the good-to-great concept |
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| Step 5 | Implementing corrective actions and closing out |
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| Objective | To implement the corrective actions developed during the previous step and close out projects |
| Activities | Implementing corrective actions |
| Documenting learned lessons and sharing them with decision makers, design and construction teams and related project stakeholders |
| Obtaining acceptance of senior management of ADFs to formally close the project or phase |
| Performing team members’ assessment and releasing project resources |
| Tools and techniques | Expert judgement |
| Reporting |
| Knowledge management |
| Involved personnel and needed resources | Decision makers |
| Senior management |
| Project managers |
| Design and construction teams |
| Different project stakeholders |
| Training programmes |
| Output | Successfully bridging the gap of workforce skills of ADFs in developing countries |
