How to Get Ahead in Facilities Management
•Télécharger en tant que PPTX, PDF•
2 j'aime•157 vues
The document discusses skills needed for the future of work. It divides the skills into three categories: assimilation skills which include cognitive load management, computational thinking, and novel adaptive thinking. Integration skills involve sense-making, transdisciplinarity, and design mindset. Collaboration skills are social intelligence, new media literacy, virtual collaboration, and cross-cultural competency. The document emphasizes that developing these skills in oneself and one's team is important for the future of work as jobs change and more tasks become automated.
Recommandé
Contenu connexe
Similaire à How to Get Ahead in Facilities Management
Similaire à How to Get Ahead in Facilities Management (20)
Plus de Andrew Mason
Plus de Andrew Mason (6)
Dernier
Dernier (16)
How to Get Ahead in Facilities Management
- 1. How to Get Ahead in FM workplacefundi.com
- 2. FM – Non Core v Core • Porters Model emphasised outsourcing non-core • FM is seen (and promoted) as ‘non-core’. • FM is target for cost-cutting • The non-core narrative keeps FM ‘in its place’ & away from leadership and strategy • BIFM change Workplace Management • Move to a strategic value added partner • Emphasise FM’s impact on business performance • So we need new skills and new language workplacefundi.com
- 3. The Future of Work • Fourth Industrial Revolution • 47% of jobs will disappear • 65% future careers don't exist yet. • Task-oriented skills will become obsolete • Higher-order thinking skills are future proof • Automation will do the repetitive tasks workplacefundi.com
- 4. 1 Assimilation 2 Integration 3 Collaboration Institute for the Future at University of Phoenix, USA workplacefundi.com
- 5. Assimilation Skills Assimilation the process of how we interact with and absorb the increasingly complex information we receive from the outside world 1. Cognitive Load Management 2. Computational Thinking 3. Novel and Adaptive Thinking workplacefundi.com
- 6. 1. Cognitive Load Management • Worldwide Productivity crisis in offices • Stoddart Report – Workplace could add £20 billion to the economy • Traditional productivity techniques don’t work anymore • Cognitive Load Management is what we used to call time-management • Deep and uninterrupted work is difficult • New strategies required • Built-in flexibility needed workplacefundi.com The ability to discriminate and filter information for importance, and to understand how to maximise cognitive functioning using a variety of tools and techniques.
- 7. 2. Computational Thinking • More than just being good with numbers • Understand the limits of data • Decipher what the data is pointing to • Sophisticated predictive analytics • Biases in both formulating and extracting datasets workplacefundi.com The ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning.
- 8. 3. Novel and Adaptive Thinking • More than just innovation • Need to be adaptive • Independence • Judgement • Decision-making •Developmental Sabotage •SOP’s v Guidelines workplacefundi.com Proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based.
- 9. Integration Skills Integration the coordination and application of information we receive, in our interface with the outside world 1. Sense-Making, 2. Transdisciplinarity 3. Design Mindset workplacefundi.com
- 10. 4. Sense-making • Connections, patterns meaning and significance. • Thinking is the most unused but essential leadership skill. • Socratic questioning • Apply outside in thinking • look for deeper meaning and significance in your products, services, and activities? workplacefundi.com The ability to determine the deeper meaning or significance of what is being expressed
- 11. 5. Transdisciplinarity • The ability to understand and communicate concepts outside of your everyday skill set • The ability to transfer skills • To be able to communicate at all levels • To balance competing priorities • applied expertise v broad expertise across multiple areas workplacefundi.com Literacy in, and ability to understand concepts across multiple disciplines.
- 12. 6. Design Mindset • The Ability to design desired outcomes from new processes • Design mindset v process mindset. • Improve delivery processes for transformative outcomes. • Confidence in dealing with unfamiliar, non-standard situations? workplacefundi.com The ability to represent and develop tasks and work processes for desired outcomes
- 13. Collaboration Skills Collaboration the process of how we relate and interact with other people 1. Social Intelligence 2. New Media Literacy 3. Virtual Collaboration 4. Cross-Cultural Competency workplacefundi.com
- 14. 7. Social Intelligence • Taking a human and empathetic approach to business • Knowing professional as well as personal goals, • Identity: • Transparency: • Talent: • Pride: • Meaning: • Support: • Social intelligence recognise these needs and work diligently to assist • FM’s in day to day contact with the Clients. workplacefundi.com The ability to represent and develop tasks and work processes for desired outcomes
- 15. 8. New Media Literacy • Myriad of modern communication platforms • Challenge assumptions • Leverage expertise and media for persuasive communication • Huge value for FM to utilise new media for communication workplacefundi.com The ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication.
- 16. 9. Cross-Cultural Competency • More need to interact with others from different cultures in the same workplace • A diverse workplace significantly outperform their counterparts • Three levels of how a society approaches cultural diversity. • Tolerate • Integrate • Embrace •Reverse Mentoring workplacefundi.com The ability to operate effectively in different cultural settings.
- 17. 10. Virtual Collaboration • Virtual teams have less personal rapport and social interaction • An essential skill for the future workforce • Skill involves the principles of virtual collaboration • Show your face • Let go perfection • Let go of control • Work to a plan • Set ground rules • Think global workplacefundi.com The ability to work productively, drive engagement and demonstrate presence as a member of a virtual team.
- 18. 1 Assimilation Cognitive Load Management 1.Computational Thinking 2.Novel and Adaptive Thinking 2 Integration Sense-Making 1.Transdisciplinarity 2.Design Mindset 3 Collaboration Social Intelligence 1.New Media Literacy 2.Virtual Collaboration 3.Cross-Culturalworkplacefundi.com
- 19. 6 Levels of Engagement We need to be developing these future skills in our self and our teams. 1. Expose: They happen to bump into X from time to time, but not by design. 2. Enroll: I make a deliberate effort to involve them with X. 3. Embed: They actively do X as part of their regular work (In other words, it’s part of day-to-day operations). 4. Embrace: X is an integral part of our product/service (In other words, it’s part of what we deliver). 5. Evolve: We’re constantly working to integrate X more into our team and organisation. 6. Extend: We look beyond just X to the future of X.
Notes de l'éditeur
- Who is in the room? Demand Side Supply Side Facilities contractors HVAC electrical etc Facilities Managers Andrew Mason -Director of Tsebo Facilities Solutions One of the largest FM Providers in Africa But Today I am here as Workplacefundi so a disclaimer --- These are my thoughts and do not necessarily reflect the views of my employer I have been dealing with existing buildings in terms of the management of their condition since Becoming a chartered Building Surveyor in 1986 (30+ years) As with many of us I fell into FM in the 1990’s However The FM industry like all industries has changed since this time
- Porters Value Chain Model in the 1980’s fir the first time promoted outsourcing non-core activities And outsourcing was really the birth of the FM industry in places like the UK and USA FM is seen and promoted by us as ‘non-core’. But this may well have done the industry a disservice Clients want non-core services to be reduced, de-risked optimised and efficient. So FM is target for cost-cutting Lower margins, commoditisation and a Race to the bottom approach The non-core narrative has kept FM ‘in its place in the basement as the loos and Lightbulb Brigade And away from leadership and strategy Recent changes at the BIFM to Institute of Workplace and Facilities Management We saw from many of yesterdays presentations the FM industry is moving to focussing on the Workplace The industry leaders are finally making an attempt to Move FM from Cost optimisation and commoditised supplier to a strategic value added partner Attempt to move FM up the value chain to focus on enabling work and workplace (core) rather than manage assets (non-core) To do this FM need to emphasise impact on business performance through Outcome based contracts as opposed to Output based contracts which is where we are currently So we need new skills and new language So in Future FM is going to move away from the traditional technical discipline to a strategic management discipline
- By 2020, the Fourth Industrial Revolution will have brought us advanced robotics, autonomous transport, artificial intelligence and machine learning These will transform the way we live, and the way we work. Just Look up “Humans need not apply” on You tube if you don’t believe me In the 20th century…….. We set FM Strategy- Objectives- goals – tasks – hire skills That’s no longer the case. Our world is changing so fast that neither goals nor roles are clear and well defined or even potentially relevant According to Oxford University-47% of Jobs Will Disappear in the next 25 Years, 5 years from now 35% of the skills that are considered important in today’s workforce will have changed. Millennials will typically have multiple careers (not even just multiple jobs) over their working life. Many Jobs that don’t even exist today will become commonplace. World Economic Forum - 65% of children today will end up in careers that don't even exist yet. So the skills you need to be an FM in the future aren’t the same as the skills you have now, We don’t know what is to come in the future and nothing is certain BUT What is certain is that Future FM’s will need to align their skillset to keep pace. It’s impossible to know exactly what skills we will need in the future, but we can be reasonably confident they won’t be technical, task-oriented skills because those skills will become obsolete through automation and artificial intelligence.
- This presentation is based on work done by Institute for the Future (Based at the University of Phoenix in the USA) These 10 future skills can be grouped into three main categories. Assimilation: The first 3 future skills are all about how we interact with and absorb the ever increasing and complex information we receive from the outside world. Integration: The next 3 future skills are all about how we use and apply the information we receive with the outside world. Collaboration: The final 4 future skills are about the relationships and the interactions we have with other people
- Assimilation Skills the process of how we interact with and absorb the increasingly complex information we receive from the outside world ## Cognitive Load Management Computational Thinking Novel and Adaptive Thinking
- 1. Cognitive Load Management-The ability to discriminate and filter information for importance, and to understand how to maximise cognitive functioning using a variety of tools and techniques. ## Yesterday Jacques Swart led us through some of the tech that is with us today but he raised an important question “what tech and how much tech is enough tech?” bombarded with information and demands on our time – Despite vast improvements in IT infrastructure and computer processing There is a world wide productivity crisis in the workplace Leesman Index 1 in 2 people says their workplace does not allow them to work productively Stoddart Report issues by the BIFM estimated the UK workplace could add £20 billion to the economy Deep and uninterrupted work is impossible Distracted by our environment--- constant interruptions---social media---- our deep seated need to be available to others Traditional productivity techniques like time management simply don’t work anymore. We need Cognitive Load Management to include concepts such as goal setting, stress management, work-life balance and information overload. FM APPLICATION IoT ---data will increase exponentially Martin Smith -8000 data points in 1 Discovery Place Use of social Media and comms from remote sites will grow “The 24/7---Always on” mentality of FM and the service we bring to our clients from their facilities means that our FM teams do not generally have the luxury of an ideal agile working environment Or the ability to ‘work from home’ So we need to formulate new strategies for productivity and performance from our FM teams. Organise the team to work in short uninterrupted bursts rather than looking for hours of solitude behind closed doors Short term 90-day projects rather than twelve-month performance goals Allow time for personal projects The use of collaboration software will help accommodate team members with flexible working hours and find ways to align personal and professional goals.
- 2. Computational Thinking -The ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning. ## It should be given in this day and age that as an FM and a Leader you have these basic skills: Basic numeracy –interpreting graphs and charts-analysing spreadsheets, not just reading them, understanding statistics But Computational thinking is more than just being good with numbers. It is increasingly more important not just to understand, but to be able to manipulate, analyse and interpret numbers and data. Need to understand the limits of the data and how to make connections and assessments with incomplete or inaccurate data formulate a picture that provides an accurate assessment of the situation. Even if you are in the fortunate position of having other people to crunch the numbers for you, you need to be able to tell them what to do and able to understand whether they have executed this properly or not. You need not only to know the right questions but be skilled at computational thinking. FM APPLICATION Computational thinking is using those skills like an FM detective to Understand the data from the increasing use of sensors in the workplace In the future this will mean pre-emptive action before failure has occurred There will be little physical evidence of failure so need decipher what the data is pointing to. as well as knowing the right questions to ask to we will need to be aware of and understand the limits of the data and the biases that are involved in both formulating and extracting datasets as well as where the information comes from. the use of sophisticated predictive analytics necessary to translate data into effective action
- 3. Novel and Adaptive Thinking - Proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based. ## Whilst our clients are crying out for innovation this skill set is more than just innovation. Innovation is important but it is also important to be adaptive. The adaptive element has three components Independence: Being able to think for yourself when faced with new and unfamiliar situations that have no SOP Judgement: As a leader, you’re faced with ever increasing degrees complexity in decision-making. Judgement is about the ability to exercise good judgement when there is no clear answer. Decision-making: decision-making is not necessarily about making quick decisions, it is about exercising judgement and being decisive but without being impulsive. FM APPLICATION Historic input based specs have caused rigid processes and SOP’s SOP’s require compliance as opposed to guidelines which allow flexibility The modern FM requires flexibility on outcome based contracts as opposed to output based contracts Innovation in a service environment requires flexibility to act differently as well as collaboration (come to later) Services and their business models need to be adaptive to different environments and clients FM Models High Tech – machine and fixed asset rich environment -Rigid engineered process process High Vis – where brand and public image important - Semi flexible but strict HSE requirements High Touch – where Hi CX environment required – needs agile and adaptive guidelines
- Integration Skills the coordination and application of information we receive, in our interface with the outside world ## Sense-Making, Transdisciplinarity Design Mindset
- 4. Sense-making-The ability to determine the deeper meaning or significance of what is being expressed ## In cognitive load management, we highlighted the future skills required to avoid being overwhelmed by information bombarding us from multiple sources. Under the weight of information it is easy to make quick and superficial judgements, In Sense-making we need to absorb this information and sift through it to find connections, patterns, meaning and significance. Sensemaking is about delving deeper and further to find answers and solutions that are not readily apparent Thinking and taking the time to think is perhaps the most unused but essential leadership skill. To look at things and make sense of them, we need to understand the bigger picture and make connections to understand their significance. We can do this by applying Socratic type questioning to information by asking questions like Why is this so? What is this an example of? When will this occur again? How does this relate to other seemingly separate and unconnected information? Where can I predict this will happen again? FM APPLICATION Aiden Choles said yesterday that the FM’s job is to make sense of the ideal environment for the workplace Graham du Bruyn spoke about influence being the perceiving of patterns We need to look for deeper meaning and significance in the data we receive every day We need to understand how minor changes in output can influence our clients outcomes We need to communicate and persuade our clients of how this is significant to our their business We need to move from Excel based spreadsheets to analytical Reporting Use and analysis of Trends are required to forecast the future Extrapolating and interpolating data that is missing Use our FM experience to detect the issues at play and to Draw conclusions despite the ramifications of imperfect & incomplete information
- 5. Transdisciplinarity-Literacy in, and ability to understand concepts across multiple disciplines. ## Historically most people learn one skill in one discipline and then develop a deep knowledge in that skill over many years as part of their traditional career path. As FM’s we may have learnt technical skills in our early career and now find ourselves in management but our core expertise is confined to a single discipline. As we know the world has changed jobs and sometimes entire industries are disappearing due to automation. New jobs, roles and industries are being created every day and increasing competition for available jobs is a constant reality Transdisciplinarity is the ability to think and work effectively across different disciplines. It is the ability to transfer skills and To be able to communicate across all levels and disciplines and to understand and communicate concepts outside of your everyday skill set. In doing so we’ll have to balance competing priorities of applied expertise in one area and broad expertise across multiple areas FM APPLICATION This is absolutely essential for a Facilities Manager it is at the core of what we do every day Juggling balls without dropping them Jack of all trades v Master of one We need to communicate with all disciplines in a language they can understand We need to move effortlessly between Communicating with an HVAC technician one minute to discussing marginal costing with a CFO the next and then To explaining hygiene SLA’s to a cleaner To presenting the business case for a Workplace Transformation project to the CEO
- 6. Design Mindset - The ability to represent and develop tasks and work processes for desired outcomes ## Most of the skills we have discussed so far refer to manipulating information. But we need to create effective and efficient processes for managing this information. It is important to differentiate a design mindset from a process mindset. When we refer to design mindset we are not talking about designing physical objects. It is the ability to look at the data and design desired outcomes from new processes, systems, procedures or guidelines Design mindset emphasises the skill not just to follow a process but to assess an existing process or designing a new process to ensure a better, more efficient or more effective outcome. In an FM CONTEXT Design mindset and new and adaptive thinking are particularly important when looking to improve delivery processes for transformative outcomes. FM requires us to have the ability to perform well in new and unfamiliar situations, But too often we just cut an paste a process from one context to another without fully understanding the ramifications the difference with a design mindset is that we Need to foresee a more desirable outcome and Then design a process to get there more efficiently We then need to adapt effectively to the new situation to transform the operations.
- Collaboration Skills and very simply it is the process of how we relate and interact with other people ## Social Intelligence New Media Literacy Virtual Collaboration Cross-Cultural Competency
- 7. Social Intelligence - The ability to represent and develop tasks and work processes for desired outcomes ## Some may refer to Social Intelligence as “people skills” but this would do this important skill set an injustice. Social Intelligence describes a skill that goes much deeper than just teamwork, because it’s about dealing with individuals as individuals, not just as members of a team slotted in to do a particular job. It describes a person who is able to take a human and empathetic approach to business The 2013 Harvard Business Review article “Creating the Best Workplace on Earth” published a list of the top six things employees want now: Identity: “Let me be myself” --“I am an individual with my own values and goals” Transparency: “Tell me what’s really going on”-- “communicate effectively and engage me” Talent: “Discover and magnify my strengths” --“I am here to help you but I need your help to develop as well ” Pride: “Make me proud I work here” –”I want the social recognition of working for a great company” Meaning: “Make my work meaningful” – “I want to work for something greater than myself or the company” Support: “Provide me a workplace where I can do my best and Don’t hinder me with stupid rules” FM APPLICATION Good Leaders know everybody’s professional and personal goals, and actively work at helping them achieve these goals themselves their team members and their clients Do you know everybody’s professional and personal goals, and actively work at helping them achieve these goals? Do you know something about their background, family, and personal life (at an appropriate level)? Do you know what motivates them (for example: money, challenging work, family, relationships, religion)? FM Leaders with social intelligence recognise these needs and work diligently to assist.
- 8. New Media Literacy - The ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication. ## Unsurprisingly this skill is about the use of modern communication platforms in the form of social media etc. This is Probably the easiest of the ten future skills to understand and accept as we are exposed to this every day But it is easy to take the power of these influential platforms for granted and not see the professional benefits Not just now but to see the future and the possibilities of how these can be used and evolved to solve business related issues It would also be true to say that there are many assumptions around who would be good at social media. Young people for instance spring immediately to mind, but this may be a mistake, A big part of this future skill is being able to leverage this expertise and media for persuasive communication, This may be beyond the capabilities of the younger members of your team due to inexperience. This emphasises the importance of the influence, persuasion and communication skills and not just using the technology for its own sake. FM APPLICATION With the often distributed nature of our workforce working on client premises, The need to react quickly and get instant feedback There is huge value for FM to utilise new media for communication and technical objectives But those of us of a certain age would do well to swallow some pride and accept some reverse mentoring from our younger colleagues on the subject.
- 9. Cross-Cultural Competency - The ability to operate effectively in different cultural settings. ## Our world is getting “smaller”---with more and more situations where people interact with others from different cultures in the same workplace, freelancers and virtual team members, on social media, with customers, when travelling, in blended families, in the media, and so on. Research concludes a diverse workplace will significantly outperform their counterparts on all fronts, especially financially. Obviously, in an ideal world, everybody is “enlightened”, and embraces diversity. But this isn’t an ideal world, so you might have to work hard to work this way. To understand this in the workplace, consider an analogy of how a society approaches cultural diversity. Broadly, there are three levels, from least to most diverse: Tolerate: You accept it, but expect conformity. The attitude is “We’ll tolerate your differences, but won’t make any concessions to you. You’re welcome to join in, but you have to play by our rules.” Integrate: This is the “melting pot” society, which supports equal opportunity by absorbing differences. The attitude is “You’re different, so we’ll help you change to fit in. Now everybody’s equal again.” Embrace: This is the truly multicultural society, which welcomes differences. The attitude is “You’re different, and we can all be better because of those differences.” In South Africa with our history we have long way to go but we have Ubuntu which is becoming the byword globally for the Embracing of cultural diversity. FM APPLICATION In---- FM our teams spend their whole working time on clients site and so often assume the culture of the client ----problem? Service culture can mean different things to different cultures- getting them to agree on delivery can be an issue Complaints can be hard to deal with across cultural boundaries Outsourcing is about transformation so Cultural change is often required when transferring FM employees as part of a S197
- 10. Virtual Collaboration - The ability to work productively, drive engagement and demonstrate presence as a member of a virtual team. ## Technology brings our world and our work closer, but it also requires a different way of communicating and collaborating All I have to do is ask those of you in the room how different it feels on a Telecon? As we all know non-verbal clues such as body language and interpersonal interactions. can make up 90% of the message So….Virtual teams even those on Video – have less personal rapport and social interaction, so they don’t bond and build trust in the same way as in-person teams. Informal conversations round the coffee machine don’t happen in a virtual team. It can be more difficult to train, coach, or mentor virtual team members. All of these reasons are magnified when the collaboration involves people outside the team – for example, customers, suppliers, or the media FM APPLICATION As FM’s we will need to simultaneously communicate with People from different countries – with different cultures, different languages, different standards of living, and different attitudes, and we all need to work together. the need for virtual collaboration will increase so it’s an essential skill for us FM’s . Here are some tips Use the Cloud, Skype and collaboration tools such as Nozbe and Slack - the easier it is for virtual team members to collaborate the better Show your face: It can be difficult working with someone you don’t know and might never meet, so lose your shyness and place a photo on you on your email and skype profiles. Preferably NOT one of you and you pet goat and a toga party! Take 5 minutes at the beginning of the meeting to break the ice allow team members to be human and share their personality. Allow them to share their funny, quirky and personal side ( NO!.....Not the goat!) as well as their professional skills. Let go of perfection: Aim for “80% right, 100% complete”. Don’t try to control everybody, and don’t try to control every aspect of the process or the outcome, loosen the reins and be more flexible to accommodate different people. Work to a plan: Be clear about milestones, deliverables and deadlines,. With a clear plan, each person knows their roles, responsibilities and the results they are expected to deliver. Set the ground rules: Set clear rules and parameters for executing the plan so everyone understands how the collaborative effort will work. Think global: When collaborating with international team members, take into account their different locales – things like time zones, language, spelling, currency and customs.
- These are important future leadership skills for the Facilities Manager and you may well have these already. But As leaders, we are often guilty of not developing these skills sufficiently in our team. In fact, we often (unintentionally perhaps) sabotage their development by discouraging team members from acquiring these skills. As an example have you ever been guilty of Delegating a task then micromanaging to ensure that it gets done the way that you want it to Delegating a task but taking it back when mistakes are made Delegating only the clearly defined tasks Asking for feedback and information but always making the decision yourself Asking for a decision but the overriding it with your own decision When you consider any skill (lets call it X) in your team, you can classify it at one of six levels of engagement: Think of this as a hierarchy, from low to high engagement (with higher levels being more engaged and hence better) Expose: Expose your team to X from time to time. Enroll: Enroll them in the skill Embed: Embed thi into the day to day working and operations Embrace: Embrace the skill as part of your every day delivery Evolve: Evolve the skill and integrate this in to other aspects of your operations Extend: Extend this skill and look at how you can develop this in other applications through innovation or the use of technology So whilst you should measure yourself against this list you need to understand the level of your team and upskill them accordingly
- Yesterday Aiden Choles said that AI is flattening the the competitive advantage As automation threatens the technical and task-oriented skills that have traditionally underpinned our profession and as FM becomes a more and more strategic discipline we need to future proof our skills with those that machines will find it hard to automate The industry is moving to becoming a strategic value added partner to our clients so… We need to move FM up the value chain to focus on enabling work and workplace (core) rather than manage assets (non-core) To do this FM need to emphasise its impact on business performance through Outcome based contracts rather than focussing on the seemingly unconnected nature of asset output or availability Facility Managers generally have the breadth of knowledge and experience to fulfil a unifying role in the workplace, However; assuming a leadership role also creates challenges for the FM profession. If FM is to assume a workplace leadership role We need new and future proof skills and We need to be better at speaking the language of business. We have an opportunity to be proactive and lead by example by demonstrating our value through action, However a potential risk for the FM profession is that if we don’t assume the workplace leadership role someone else will, thereby relegating FM to the role of building manager, divorced from the core business and strategic influence So we nee to take action and TAKE ACTION NOW Is all too easy to defer this to when we have time, even if we have the full intention of doing so Taking action is a necessity and it’s always good to remind yourself that habit will always trump discipline. So with that in mind look for ways to turn the skills into habits, Please feel free to look me up on the website where I have a free e book on the subject along with assessment questions and action plans.