Title: Project and Change Management
1Project and Change Management
- Human resource management
2Project within the organisation
- Projects usually part of organisation larger that
the project - Project will be influence by the organisation
- Project can be influenced by the organisational
structure, culture, and the maturity of the
organisation with respect to project management
systems
3Understanding Organizations
Structural frame Focuses on roles and
responsibilities, coordination and control.
Organization charts help define this frame.
Human resources frame Focuses on providing
harmony between needs of the organization and
needs of people.
Political frame Assumes organizations are
coalitions composed of varied individuals and
interest groups. Conflict and power are key
issues.
Symbolic frame Focuses on symbols and meanings
related to events. Culture is important.
4Organizational Structures
- Functional
- Engineering, Marketing, Design, etc
- Staff grouped by speciality
- Project
- Project A, Project B
- Income from projects
- Matrix
- Functional and Project based
- Program Mgmt. Model
- Shorter cycles, need for rapid development process
5Functional Organization
- Cons
- Walls can lack customer orientation
- Silos create longer decisions cycles
- Conflicts across functional areas
- Project leaders have little power
- Pros
- Clear definition of authority
- Eliminates duplication
- Encourages specialization
- Clear career paths
6Project Organization
- Pros
- Unity of command
- Effective inter-project communication
- Cons
- Duplication of facilities
- Career path
- Examples defense avionics, construction
7Matrix Organization
- Pros
- Project integration across functional lines
- Efficient use of resources
- Retains functional teams
- Cons
- Two bosses for personnel
- Complexity
- Resource priority conflicts
8Matrix Forms
- Weak, Strong, Balanced
- Degree of relative power
- Weak functional-centric
- Strong project-centric
9Organizational Structure Influences on Projects
PMBOK Guide, 2000, p. 19
10Success criteria for projects- hard criteria
(what)
- Technical Tangible Quantitative
- Deadlines
- Performance Spec.
- Specific Quality Standards
- Cost Requirements
- Resource Constraints
11Success criteria for projects-soft criteria (how)
- People Intangible Qualitative
- Commitment
- Cooperative attitude
- Positive image
- Total Project focus
- Risk Assessed
- Ethical conduct
12Organisational planning understand the
organisational framework in which the project
will function
- Determine how much latitude is allowed in
organising the project - Define the role of the project manager which can
range from a more passive coordinating to a more
assertive commanding approach - Understand the constraints placed on the project
by management and other key stakeholder
organisations - Understand the pertinent human resource policies,
procedures and guidelines - Assess the availability, timing, skills and
capabilities of the people to be assigned to the
project
13Determine project organisational structure
- Assess the various project organisation
alternatives - Identify the approach that would best meet the
needs of the project - Evaluate the organisation constraints and
limitations - Determine the optimal structure within the
constraints and limitations - Discuss the recommendation with the project
sponsor and decide
14Define roles and responsibilities
- Determine the most appropriate people on the team
to be responsible for all WBS deliverables and
key activities on the activities list - Work with each team member to understand what is
involved with each assignment - Balance the workload equally among team members
- Confirm each team members commitment to fulfil
their responsibilities - Create a responsibility assignment matrix to
summarise everyones assignments - Identify any deliverables or activities that are
not assigned and ensure they are accepted by the
appropriate team members - Identify key staffing risks due to lack of needed
skills or staffing levels
15Develop Staffing Plan
- Review project staffing requirement
- Review the WBS, network diagram and activity
duration estimates being used to develop the
project schedule - Identify the start and completion dates for the
different people or skill sets - Enter these preliminary assignments into the
project scheduling tool if one is being used or
map them on a calendar - Review the preliminary assignments with the team,
activity owners and other key stakeholders - Obtain commitments and make adjustments as
required to develop a realistic staffing
management plan
16Create project organisation chart
- Identify the reporting relationships of everyone
directly involved in the project - List the people by function or project phase in a
hierarchical manner that clearly shows lines of
authority - Publish the chart and send it to all key
stakeholders
17Document Supporting Detail
- Document alternative organisational approaches
this should a description of each structure, the
reason for its exclusion and the person
responsible for making the decision - Create job descriptions although this is not
mandatory it is a good idea to create written
descriptions for each position - Identify and describe training needs activities
that will be needed to provide the necessary
training must be incorporated into the project
plan
18Staff Acquisition - Identify
- Related work history and performance
- Special knowledge and expertise
- Previous attendance record
- Current workload
- Cost and permits to work overtime
- Interest in the project
19Staff identificationinvolves
- Compare the staffing requirements to the resource
pool - Identify those individuals with the closest match
to the requirements for the various project
assignments - Identify back up selections in case of any of the
first selections becoming unavailable - Identify gaps in the staffing plan where suitable
internal candidates are unavailable
20Negotiate Staffing Commitments
- Develop positive relations with the various
project managers - Be assertive about staffing the project with the
best people, but be willing to compromise - Identify alternative internal staff selection
- Determine the feasibility and costs involved with
hiring from the outside if the reqquired people
cannot be made available - Seek to negotiate a fair deal in which both
parties can achieve their objective - Consult with the project sponsor in cases where a
reasonable agreement cannot be worked out - Confirm all negotiated staff commitments in
writing
21Identify and recruit new team members
- Obtain authorisation to hire externally
including the recruitment related costs - Work closely with a recruiter who has experience
hiring people with the required qualification - Develop and implement a recruitment strategy
- Ensure qualified candidates are interviewed by
key team members and project stakeholders - Select the candidate who will work best with the
other team members and who has the most suitable
qualifications
22Identify and Obtain Needed Outside Resources
- Obtain authorisation to contract with external
employment agencies, including the needed budget - Identify qualified employment agencies
- Solicit proposals from qualified employment
agencies - Select the most appropriate employment agencies
- Negotiate a contract with the employment agency
for the timely delivery of specific services or
deliverables
23Publish team directory
- Obtain needed information form all team members
and other project stakeholders - Identify who needs to receive the team directory
- Determine the most appropriate means for
distributing the team directory, ranging from a
memo or a printed publication, to an e-mail
notification or a link on a project-related
website
24Team development team building
- Organise an off-site team building meeting to
kick the project off - Involve all team members in putting together the
project schedule and plan - Clarify roles, responsibilities and expectations
- Agree on a set of ground rules to govern team
behaviour and interactions, including common
methods for managing meetings, solving problems,
making decisions, resolving conflict and
escalating issues resolution - Engage in group activities that enable to get to
know each other better and develop mutual respect
and trust -
25Set up reward system
- Identify key milestones in the project schedule
that will serve as appropriate times to recognise
and reward individuals and team accomplishments - Identify informal forms of recognition and
rewards that are in the project managers
authority to provide - Identify formal forms of recognition and rewards
that would be appropriate but require high level
approval - Seek approval for the projects recognition and
reward system from the project sponsor and
functional management - Administer recognition and rewards in an
equitable, non-biased manner based upon
individual and team accomplishment of important
project milestones
26Location
- Assess the physical proximity of team members and
determine whether co-location could significantly
improve team communications - Determine if the potential benefits of
co-locating team members would out-weigh the
costs - Where co-location is not possible, organise a
project war-room for displaying and discussing
project information - Provide the team with an easy to use electronic
mail system to expedite communication and the
exchange of project documents
27Training
- Identify the skills required for successful team
performance - Assess team skills individually and collectively
- Schedule technical and non-technical training
needed by most members of the team - Work with individuals who have specific learning
needs to attend appropriate classes - Encourage team members to share their knowledge
to help each other learn
28Coach
- Observe team member performance and identify
areas for possible improvement - Be available to team members to talk about their
questions, concerns and problems - Ask team members if they would like help or
assistance - Coach team members as needed to improve their
performance
29The winning project team
- Define purpose (Are we all committed to the same
purpose?) - Agree team roles (How will we contribute to
fulfilling our purpose?) - Clarify team rules and responsibilities (How will
we manage our relationships?) - Integrate all team members? (How will we work
together as a team?) - Manage team performance
- Evaluate team performance
30Dream team
- There is a common and inspiring vision to which
everyone is committed - Individual roles and goals are clear
- People feel safe to say what they think and feel
- People express themselves clearly without
ambiguity - Everyones opinion is valued and respected
- People get and give appreciation and praise
Instead of criticism people give helpful advice - People say what they like about ideas and develop
them rather than dismiss them
31Dream team continued
- Successes are celebrated and everyone enjoys
being good at what they do - People are open minded and welcome change and
innovation - The team is supportive and everyone is encouraged
to take the initiative and lead - Conflict is handled up front
- Things move briskly clear decisions are made and
communicated its exciting
32Nightmare team
- There is no sense of purpose goals are not always
agreed - People are cautious and hold back. Things are not
said. Faces are enigmatic. - Its not much fun the atmosphere is heavy. Humour
is at the expense of others - People overly self-critical and have no feeling
of ownership even of their own jobs - New ideas are rejected. The status quo maintains.
The general posture is no - There are rivalries competition is unhealthy and
stems from internal politics
33Nightmare team continues
- A minority has a lot to say the majority says
little some say nothing at all. - People dont listen to each other
- Decisions take along time and most are imposed
without any real consultation - There is a high degree of frustration and
complaints are expressed outside meetings - People hate going to work
34Projects Managers Responsibility to the team
- Leadership
- Team building
- Team Motivation
- Team Decision Making
- Team Reward system
- Conflict Management
- Organisational Politics
- Communicating with group
35Project Managers Responsibilities to Individual
Members
- Communicating with Individuals
- Motivating
- Counselling
- Negotiating
- Delegating
- Problem Resolution
- Personal rewards
- Personal Recognition
- Power/ Influence
36Skills required in the management of people
- Avoiding conflicts in advance
- Motivation for the Right Candidates
- Tracking Peoples satisfaction
- Accessing Peoples Delivery in Terms of Benefits
brought to the Project
37Leadership some definitions
- The first job of a leader is to define a vision
for the organization.... Leadership is the
capacity to translate vision into reality. - Leadership occurs when one person induces others
to work toward some predetermined objectives. - The superior leader gets things done with very
little motion. He imparts instruction not through
many words but through a few deeds. He keeps
informed about everything but interferes hardly
at all. He is a catalyst, and though things would
not get done well if he were not there, when they
succeed he takes no credit. And because he takes
no credit, credit never leaves him. - My definition of a leader . . . is a man who can
persuade people to do what they don't want to do,
or do what they're too lazy to do, and like it. - A leader is bestWhen people barely know that he
exists,Not so good when people obey and acclaim
him,Worst when they despise him.Fail to honor
people,They fail to honor you.But of a good
leader, who talks little,When his work is done,
his aim fulfilled,They will all say 'We did
this ourselves.'
38Leadership composed of
- The person leading
- The people being lead
- The situation
39Leadership Types
- Hereditary e.g. Family business, Royalty
- Qualities positive qualities developed over
years - Situational good in some situations
- Functional (Doing things consistently well)
40Project Leadership
- Achieve the task
- Build the team
- Develop the individual
41Effective Leadership Influenced by
- Superiors expectations and behavior
- Task Requirements
- Peers expectations and behavior
- Subordinates characteristics, expectations and
behavior - Organisational climate and policies
- Personality, past experience and expectations
42Team Development
- Forming
- Little contact
- No goals
- Few Standards
- Poor Communication
- Storming
- Conflict
- Informal Leaders
- Open discussion
- Options explored
- Feelings Expressed
- Norming
- Better methods
- More confidence
- Welcome ideas
- Social Contact
- Conflict Handled
- Leadership Agreed
- Open Discussion
43Team Development 2
- Performing
- Flexibility
- Situational Leadership
- Broader vision
- Basics Challenged
- Better Methods
- More Confidence
- Welcome ideas
- Social Contact
- Conflict Handled
- Leadership Agreed
- Open Discussion
- Options Explored
- Feelings Expressed
44Leadership Styles
- Autocratic culture. Hierarchical decision making.
Good for early stage of team (Forming) - Charismatic. Manager sells decisions by personal
influence (Storming/Norming) - Democratic consulting with team but decision
finally made by manager (Norming/Performing) - Empowering (Performing)
45Stakeholder commitment audit
- N No commitment (Not interested if project
succeeds or not) - L Let it happen (Will not interfere but will
not actively intervene) - Help it happen (Will support if involved or asked
to help) - Make it happen (Will actively driver the project)
46Leadership motivating the individual stakeholder
- N wake them up
- L motivate/vision
- H directive leadership
- M Give them their head
47Leadership based on trust
- Leaders do what they say and say what they mean
- They admit when their wrong
- They enlist the opinions and ideas of others in
decisions that impact them - In this way they earn the trust of the people
with whom they work - To a be good leader one has to find, build, earn
and grant trust to others - Trust is earned through commitment
- Trust is lost through inconsistent behavior
48Types of power
- Granted power
- Most obvious form comes down through the
hierarchy - Implied in job titles or other symbols of
authority - Comes to someone through someone in a higher
position of power - Usually gives someone clear authority to make a
decision - Often does not influence behavior
49Types of power
- Earned power
- Distributed organically
- Dependent on subjective factors such as ability
or reputation - Often relative and situation specific
- May often influence behavior more than granted
power
50Types of power
- Reward - the ability to grant people pay, bonuses
etc. - Coercion having control over penalties and the
ability to threaten punitive action - Knowledge Having expertise in a subject area,
or having specific information that is relevant
to a situation - Referent Who you know and how you know them
- Influence Capacity to be influential is a
capacity of communication skill, confidence,
emotional awareness, and talents of observation
51Motivational Theory
- Maslow
- Hertzberg
- Theory X and Theory Y
52Maslows hierarchy of needs
53Maslow
- Self actualisation (need to grow, to be
fulfilled) - Esteem (Self respect, achievement)
- Social needs (Affection, belonging, human
contact) - Security (Safety, order, freedom)
- Physiological (Air, food, water, sex)
54Herzbergs Theory
- Hygiene factors pay, attitude, working
conditions - What it takes to maintain minimal health of the
organisation - Poor hygiene factors may destroy motivation buy
by improving hygiene factors under normal
circumstances we are not likely to increase
motivations - Motivators Positive motivation results from an
opportunity to achieve and experience
self-actualisation. The worker should have a
sense of personal growth and responsibility
55McGregors Theory X and Theory Y
- Theory X (Management theory prior to world war s)
- The traditional approach to the management of
workers. Managers organise the elements of the
productive enterprise- money, material,
equipment, people in the interest of economic
ends. Workers are seen as inherently
self-centered, lazy, lacking ambition. A top-down
view of how people should be managed
56McGregors Theory X and Theory Y
- Theory Y
- People are not by nature resistant to
organisational needs. They are willing and able
to accept responsibility and are concerned with
self-growth and self-fulfillment. Managers should
try to create an environment where workers can
achieve their own goals best by directing their
own efforts towards organisational objectives
57Project management and organisational change
- Managing organisational change can often be one
of the difficult tasks in a project - Projects often require that people and their
behaviour change - Managing organisational change is a complex issue
that involves motivational theory, leadership,
psychology, understanding organisational culture
within the framework of the project and
communication and training - It the heart of managing the change is providing
mechanisms to minimise and overcome resitance to
change
58The successful development and implementation of
a project management methodology requires
- Identification of the most common reasons for
change in project management - Identification of the ways to overcome resistance
to change - Application of the principles of change
management to ensure that the desired project
managment environment will be created and
sustained
59Resistance to change will occur unless
- People believe that change is possible
- People believe that they will somehow benefit
from the change
60Mechanisms to overcome change include
- Explaining the reasons for the change and
soliciting feedback - Explaining the desired outcome and rationale
- Championing the change process
- Empowering the appropriate individuals to
institutionalise the change - Investing in the necessary training to support
the changes
61Individual resistance to change can stem from
- Potential changes in work habits
- Potential changes in social groups
- Embedded fears
- Potential changes in the wage and salary
administration program - Potential changes in work processes
62Resistance work habits
- Cause of Resistance
- New guidelines/ processes
- Need to share power
- Creation of a fragmented work environment
- Need to give up established work patterns
- Change in comfort zone
- Ways to overcome
- Dictate mandatory conformance from above
- Create new comfort zones at an acceptable pace
- Identify tangible/intangible benefits
63Resistance social groups
- Cause of Resistance
- Unknown new relationships
- Multiple bosses
- Multiple temporary assignments
- Severing of established ties
- Ways to overcome
- Maintain existing relationships
- Avoid culture shock
- Find an acceptable pace for change
64Resistance embedded fears
- Cause of resistance
- Fear of failure
- Fear of termination
- Fear of added workload
- Fear or dislike of uncertainty/unknowns
- Fear of embarrassment
- Fear of a we/they organisation
- Ways to overcome
- Educate workforce on benefits of change to the
individual/corporation - Show willingness to admit/accept mistakes
- Show willingness to pitch in
- Transform unknowns in opportunities
- Share information
65Resistance salary and wage administration
- Causes of resistance
- Shifts in authority and power
- Lack of recognition after the changes
- Unknown rewards and punishments
- Improper evaluation of personal performance
- Multiple bosses
- Ways to Overcome
- Link incentives to change
- Identify future advancement opportunities/ career
path
66Organisational change on knowledge management
projects
- For knowledge to induce change, it must be acted
upon. - If we accept that people are integral to the
knowledge management process we must also
recognize that there will be confusion and
consternation about any process an organization
introduces to manage knowledge - This is not because people will dislike the
concept of knowledge management, rather because
people will resist change in all of the various
forms it takes - ntroducing a knowledge management program without
paying attention to the prevailing attitudes,
beliefs, and practices, is recipe for failure,
even when everyone fully appreciates the benefits
of such a program
67Change management factors that should be
considered on knowledge management projects
- Leadership and role models If the organizational
leaders support the knowledge management program,
it has a much greater chance of success. - Success stories By sharing success stories,
buy-in occurs more easily. - Consequences and incentives If knowledge
management makes life easier and people have
incentives to engage in the knowledge management
processes, they are more likely to welcome the
change. - Value proposition Specific and defendable
propositions as to how knowledge management will
add lasting value to all parts of the
organization should be prepared. The greater the
specificity, the more likely buy-in will occur. - Level of participation Engage those who will use
the knowledge management system to be a part of
the design.
68Change management factors that should be
considered on knowledge management projects
- People must understand that though a knowledge
management program may initially require a lot of
effort, it will ultimately save them time and
effort. - Understand that the concerns of people may be
legitimate and may come from previous experience
where similar initiatives have failed. Engage
these people to the extent possible. - A knowledge management system will be far more
likely to succeed if it is perceived as being not
only a high priority, but also as having a high
likelihood of success. - Over coming fear of technology There are still
many people who fear new technology. New
technology used in the knowledge management
system should be deployed long before people have
to start using it. People need time to learn and
adapt to the new technology.
69Change management factors that should be
considered on knowledge management projects
- Allow for some time to let the concept of
knowledge management to sink-in. Avoid
introducing a new knowledge management system
without warning. Communicate early and often and
consider offering one-on-one demonstrations. - One of the most vital element of managing the
change associated with implementing any knowledge
management program is the training program.
Focusing on the user experience and providing
ample real-life scenarios will increase the
effectiveness of the training. - Ongoing support Change management often begins
and ends with the roll-out. This should not
happen Ongoing support should be provided so that
people feel as though they have ready-resource
when it comes to training, technical support, or
other knowledge management related topics.
70Conflict on projects
- Conflict is "a situation of competition in which
the parties are aware of the incompatibility of
potential future positions and in which each
party wishes to occupy a position which is
incompatible with the wishes of the other." - Conflict can be constructive and healthy for an
organisation. It can aid in developing
individuals and improving the organisation by
building on the individual assets of its members.
71Types of conflict on projects
- Manpower resources
- Equipment and facilities
- Capital expenditures
- Costs
- Technical opinions and trade offs
- Priorities
- Administrative procedures
- Scheduling
- Responsibilities
- Personality clashes
72Approaches to managing project conflict
- Confronting
- Comprising
- Smoothing
- Forcing
- Avoiding
73Confronting
- Confronting is also described as problem solving,
integrating, collaborating or win-win style. - It involves the conflicting parties meeting
face-to-face and collaborating to reach an
agreement that satifies the concerns of both
parties - This style involves open and direct communication
which should lead the way to solving the problem.
74Confronting should be used when
- Both parties need to win.
- You want to decrease cost.
- You want create a common power base.
- Skills are complementary.
- Time is sufficent.
- Trust is present.
- Learning is the ultimate goal.
75Comprising
- Compromising is also described as a "give and
take" style - Conflicting parties bargain to reach a mutually
acceptable solution. - Both parties give up something in order to reach
a decision and leave with some degree of
satisfaction.
76Comprising should be used when
- Both parties need to win.
- You are in a deadlock.
- Time is not sufficient.
- You want to maintain the relationship among the
involved parties. - You will get nothing if you do not compromise.
- Stakes are moderate.
77Conflict Management -Smoothing
- Smoothing is also referred to as accommodating or
obliging style. - In this approach, the areas of agreement are
emphasized and the areas of disagreement are
downplayed. - Conflicts are not always resolved in the
smoothing mode. A party may sacrifice it's own
concerns or goals in order to satisfy the
concerns or goals of the other party.
78Smoothing should be used when
- Goal to be reached is overarching.
- You want to create obligation for a trade-off at
a later time. - Stakes are low.
- Liability is limited.
- Any solution is adequate.
- You want to be harmonious and create good will.
- You would lose anyway.
- You want to gain time.
79Conflict Management -Forcing
- Forcing is also known as competing, controlling,
or dominating style. - Forcing occurs when one party goes all out to win
it's position while ignoring the needs and
concerns of the other party. - As the intensity of a conflict increases, the
tendency for a forced conflict is more likely. - This results in a win-lose situation where one
party wins at the expense of the other party
80Forcing should be used when
- A "do or die" situation is present.
- Stakes are high.
- Important principles are at stake.
- Relationship among parties is not important.
- A quick decision must be made.
81Conflict Management -Avoiding
- Avoiding is also described as withdrawal style.
- This approach is viewed as postponing an issue
for later or withdrawing from the situation
altogether. - It is regarded as a temporary solution because
the problem and conflict continue to reoccur over
and over again.
82Avoiding should be used when
- You can not win.
- Stakes are low.
- Stakes are high, but you are not prepared.
- You want to gain time.
- You want to maintain neutrality or reputation.
- You think problem will go away.
- You win by delaying.