AAOM Handbook

as essential, and managers will be called to give an account of their effectiveness in performing this work practice. Note that the definition of “ to be accountable” is not that a role holder will be considered a success if an accountability is achieved, or a failure if an accountability is not achieved. “To be accountable“ means being called to give an accounting of the work undertaken to deliver the accountability. A judgment is then made whether the work undertaken was appropriate given the hurdles encountered. It is possible that the judgment could be positive even though the accountability was not completely delivered. The hurdles encountered by the role holder might have been much higher than expected, and even though all the appropriate actions were taken, the result could not be delivered. It is also possible that the judgment may be negative even though the accountability was completely delivered. If the role holder did not effectively deliver their expected contribution to the achievement of the accountability, but it was achieved through either the work of others or through fortuitous circumstances outside of the control of the role holder. The following are examples of a few business outcomes that those in operations and maintenance roles would be expected to deliver on. Thy are expressed in “results to resources” ratios and are indicators of how well the business is being managed:  Environment/Community/Safety o time interval between incidents, o severity of incidents.  Operational Effectiveness o units produced per time interval.  Operational Efficiency o process yield/recovery o unit cost.  Operational Sustainability/Integrity o process buffer/stockpiles, o asset predicted life to required life. The challenge then becomes: “What are the measurable accountabilities that must be delivered by each level of the managerial hierarchy in order to deliver on these business outcomes”? Levels of Work In defining levels of work we should avoid duplication of work between levels. In this document the work of different levels of the organisation and the boundaries between those levels, will be described in terms of the work required in the Business Process Framework. Boundaries between one level of the organisation and another will be tied to which role has the authority to make the changes required to deliver these outcomes. The following diagram employs a control chart to illustrate the results expected from the work that must be done by the managerial hierarchy. The language of BPF, and the Control Chart changes, are used to describe the shift from one level of complexity to the next. A shift to an increased level of