Imbibing Project Culture

It takes one woman nine months to have a baby.It cannot be done in one month by impregnating nine women

(although it is more fun trying )

PROJECT CHAOSnot enough time too few people

people not sure what they should be doing Too much to do

…

IATUL June 04

People drift into projects without

properly defining or planning them

then one third of the way through they begin to realise what it's really

all about and the panic starts.

.

Sometimes the end date is thrust

upon them arbitrarily sometimes project managers

voluntarily commit themselves to

dates, costs and deliverables without troubling to

define and plan the project properly,

which is lunacy .

CHALLENGE TO AVOID FOLLOWING SEVEN PHASES OF A PROJECT

You can con a sucker into committing to an impossible deadline,

but you cannot con him into meeting it.

Wild enthusiasm Disillusionment Confusion Panic Search for the guilty Punishment of the innocent Promotion of non-participants

Laws of Project ManagementCreativity is allowing yourself to make mistakes. Art is knowing which ones

to keep. No major project is ever installed on time, within budget, or with the same staff that started it. Yours will not be the first. Projects progress quickly until they become 90% complete, then they remain at 90% complete forever. When things are going well, something will go wrong. When things just cannot get any worse, they will. When things appear to be going better, you have overlooked something. No system is ever completely debugged. Attempts to debug a system inevitably introduce new bugs that are even harder to find. A carelessly planned project will take three times longer to complete than expectedA carefully planned project will take only twice as long. Project teams detest progress reporting because it vividly manifests their lack of progress.

Project Management…It is a way of bringing about predictable change. That is, at the beginning of a project we should be able to predict cost, end date,

deliverables and even something about the quality. .

Work Smart Not Hard !!!

INTRODUCTION:PROJECT MANAGEMENT CULTURE

HELP FUL USEFUL

It manages persistent change

It avoids chaosIt avoids wastageIt avoids high costIt avoids late delivery

• Planning of resources

Ongoing implementation

Disciplined Approach Framework to do

work

Why Project Management?

Alignment of projects to organizational mission, goals and objectives Alignment of projects to organizational mission, goals and objectives

PROJECT CULTURE

Resource Support

Regular Monitoring

Tracking Mile stone

Critical issues discussed

Implementation

A

D B

C

PROCESS OF PROJECT MANAGEMENT

Project Charter

• What , why, when , where, who

• Sub-tasks, and sub-sub-tasks

• MSP Charts and critical schedule

Direct CostsIndirect CostsOngoing costs

. PROJECT MGMT INVOLVES

WBSProject

ScheduleProject Budget

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STAGES OF PROJECT PLANNING

TeamPeople, equipment, location,

support, Sales, CRM

Non technical, status, shcd , budget

SWOT, Technology standard or new

Description

Analysis

Ultimate and its relationship with other project goal

Project Goals

TRACKING

ON TRACK Behind in what areas

Review High Level

ScheduleAhead in what

areas

M1 M2

M4 M3

SCHEDULED .

Identifying a plan deviation Taking corrective action

Identifying potential problem And avoiding it

PROS AND CONS OF ECONOMICS

PROJECT COST IN SMALL TARGETS

PROJECT COST IN LONG TERM PROJECTS

PROJECT COST IN NEW AREA

LOOK AT THE WAY A FAST CAR ZOOMS ……………

How a family car moves without any rush and speed

RACING CAR FAMILY CAR

KPL

Track adjustment

Saving

KPL

Track

adjustment

Saving

A product

B product

C product

•

DIFFERENCE IN TWO CAR MOVEMENTS

Racing Car moved at Speed but there is no issue of Bothering in KPL/ Mileage/ Wear and tear issuesSteady Car moved with KPL and ensuring there is no wear and losses

Increased VC in TA DA Lodging

Dedicated tools for customer

Settling /replacing Untrained

Rework on Quality issue

Documentation takes time

Guest House

Laptop and Net expenses

Visits Mobile expenses

Specialized Tools and Safety Kit

Training and Best Coordinator

Increased Cost

WHAT HAPPENES IN NEW AREAFOR NEW BUSINESS :

We are a Racing Car running to meet customer expectation and cannot be tied down with profits in first two /three months

Sustaining Team

STATUS QUO……………After investment .It transpires that our company system manager now wants to replace all the existing systemsSales want to get whole business in one go.Operation opportunity is to manage the project.

Having overcome my first reaction - to run like heck – I take a look and you realize that, at the extremes, the project

could be done in two ways TAKE IT AS A SINGLE LONG TERM PROJECTS ……….THE BIG BANG APPROACH TAKE IT AS RELEASES……………OF PROJECT ONE BY ONE………….

BIG BANG APPROACH IN GOING FOR ONE SHOT OF ALL LONG TERM PROJECTS

1 More focus from senior

management

2 Only one implementation,

one disruption to the business

4 Plenty of time to do it properly

1 More visible because it's big

2 Everything being done only

once so lower cost

3 Nice clean switch

from old to new

Add Your Text

Why all will favour one shot approach

3 No temporary bridges from old

to new 4 If it's going wrong, plenty of time to get

out before the end

Why small releases of Projects in systematic way taking on one Proj with Proper PM /Team/ funding ……………..what we get?

Easier to handle change

Learning from experience

Greater flexibility for senior mgmt

Less spent on project control

Better team motivation

Why small releases of Projects…………..

Lower cost overall

Earlier benefits realization

Fewer people leave during a release project than during the big bang project

Less waste on never-used functionality

Less business risk: evolution not revolution

WHICH OPTION TO CHOOSESmall release in phased manner or

All projects at same time In practice it depends upon so many factors that you can't say one option or the other will always be the better.

We all drift into the big bang approach without too much thought (or even awareness) of the releases alternative and on the unconscious assumption that it must surely be cheaper to do everything just once.

There are plenty of horror stories out there of large projects that started out together in big bang, went nowhere, then restarted with a release approach.

If nothing else, be alert to the danger that a big bang approach can imply. Then, if after careful consideration you conclude big bang really is better, fair enough. At least you'll be going in with your eyes open.

In summary, the release approach will probably cost less, deliver benefits earlier and be more likely to succeed. The release approach will give the business a better return on investment.

To be a good project manager for you all I have to learn how to say the most important word in the GM / project manager's vocabulary: "No". Politely but firmly: "No". ……………….IF THERE IS ANY INDICATION OF LOSSES…………….

The most valuable and least used WORD in a project manager's vocabulary is "NO". The most valuable and least used PHRASE in a project manager's vocabulary is "I don't know

MANAGING PROJECTSPLANNING AND MONITORING

122

33

55

Right man for the Right

Job

Avoid and cross hurdles

Decision Making Structure

Communication Plan

Navigating Organizational Politics

Real Time Info

To avoid delays

Team Development

Decision Making

While everyone may not agree with all decisions, it’s important that

team members agree to support the decisions

While everyone may not agree with all decisions, it’s important that

team members agree to support the decisions

Communicate decisionsLog/track decisions

Clarify who makes what decisions

Establish structure for rapid decision making

Avoid consensus abuseConsensus may be desired, but is not requiredLack of consensus does not mean no decision

Projects force decisions by leaders

Delayed Decision Making

End Result Operation Sales System Fin/HR

Red TAPISM All giving independent decision

Unified Operation

PM is a mindset, a discipline, that can help your organization increase effectiveness and put order to chaos

Navigating the Politics of Change: Project methodology is really about managing change

overarching issues of

Organization

pressing issues of the

hour

help others satisfy their

needs

pressing issues of tomorrow

M1 M2

M4 M3

Change in current practicesDeveloping new practicesGetting people to change their

behaviorsHow they do their workHow they work togetherHow they get the work of

the project doneAvoidance of paving the

cowpaths

.

prevent us coming in within the budget we are thinking to

committing to

cause us to fail to meet any dates we are thinking of committing to

Things that might

Measure - realise what risks you face, assess their probability and impact. Minimise - identify what could be done to remove or reduce risks and do it. Mention - speak to the sponsor, don't keep risks secret. Monitor - keep risks under review, monitor and reduce them go along. Modify - share your experience, update your company's risk checklists.

.

RISK ANALYSIS IN PROJECTIf you don't attack the risks, the risks will attack you

cause us to fail to meet any other commitments we are thinking of making

Timely Documentation Reduces Money Blocked

WIP With Increased Documentation hides problems

Keep doing Documentation to Reduces WIP gap

WIP hides problems

Lowering WIP Reduces Many Visible Problem

Reducing WIP makesproblem very visibleSTOP

Try and Break Even with Timely WIP

Remove problem, runWith less WIP

KEEP WIP CHECKED

Reduce WIP again to findnew problems

NAVIGATING THE COMPLEXITIES AND

DYNAMICS OF CHANGEUnless you are prepared to give up something valuable you will never be able to truly change at all, because you'll be forever in the control of things you can't give up."

NOTHING IS PERMANENT IN THIS WORLD BUT

“change”All is connected ... no one thing can

change by itself."

— Paul Hawken"Natural Capitalism, Yoga Journal October

1994

CHANGE IS VERY ESSENTIAL PART OF LIFE FOR ALL !!!!!

"Whosoever desires constant success must change his conduct with

the times."

— Niccolo Machiavell

WHY CHANGE? Bad news does not improve with age and should be acted upon immediately.

TRACK RECORD OF FAILURE OF ORGANIZATION

No plan ever survived contact with the enemy.

9 OUT OF 10 ERP initiatives

Are deemed failure

ERPERP

75 % Achieved no results but

Increased attrition

HRHR

75 % OF TQMInitiatives Achieved no results

TQM in OpsTQM in Ops

WHY FAILURE HAPPENED"Culture does not change because we desire to change it. Culture changes when the organization

is transformed; the culture reflects the realities of people working together every day."The Key to Cultural Transformation, Leader to Leader (Spring 1999)

The initiatives failed to change/modify Underlying thought pattern Outlook Behavior Thinking PerspectiveIt all permits to remain intact Old decision making habits Old activity pattern

OLD WAY OF CHANGE

= =

New tool set to Support day to day

operations

New tool set to Support day to day

operations

A sprinkling of Communication

and a drab of training

A sprinkling of Communication

and a drab of training

Implementing a change

Implementing a change

People make a plan work, a plan alone seldom makes people work (Confucius).

CHANGE FOR AN EFFECT

If you want to make God laugh have a definite plan.

Modified / new

polices

Significant changeProactive readiness

Implementing a change

Modified / New

technologies

Modified / New

OrganizationPeople/role

Modified / New

Processes/practices

Man is so obsessed with his need for success that project disasters are

usually just filed away.

No change

Pay for Same

uncoordinated working

Total cost of Doing business

increases

Moral suffers loses confidence

in leadership

Same high resourceutilization

Factors leading to change.

Nature of workForce.

Economic factors

technology

competition"Every generation needs a new revolution."

SEVEN DYNAMICS OF CHANGE

People will feel awkward, ill-at-ease and self-conscious.

People initially focus on what they have to give up.

People will feel alone even if everyone else is going through the same change .

People under pressure do not think faster.

People can handle only so much change.

People are at different levels of readiness for change.

People will be concerned that they don't have enough resources.

If you take the pressure off, people will revert to their old behaviour.

Change is the law of life and those who look only to the past or present are certain to miss the future."

Why is

Change difficult to manage

WHY RESISTANCE TO CHANGE"Everything is in a process of change, nothing endures; we do not seek permanence."

fear of unknown fear of failure

fear of success

no interest to start from 0

do something different

44

Common quotes during change management

Change is good. You go first.

it ís not my jobI haven't got timethe boss doesn't careanywayI am keeping my head downthis timeif its such a good idea, why didn't we do this the last timemanagement changed its mind? Iìit will all change again next monthwhen the MD makes his mind up,I might do somethingnobody told me about it

Sources to resistance to change.

Individual resistance

Organizational resistance

The more you complain, the longer God makes you live.

Habit-comfortzone

security

Economic factor-Pay-productivity-Tie up-inability.

Undisclosed. Reasons

Selective informationProcessing.

Fear of the unknown

INDIVIDUAL

RESISTANCE

"Faced with the choice between changing one's mind

and proving that there is no need to do so, almost everyone gets busy on the proof."

— John Kenneth Galbraith

organizational

resistance

Structural &process

inertiaLimitedfocus

for change.

Group Inertia-unions

ThreatTo

Expertise.

ThreatTo

Established powerRelations

ThreatTo

Established resource

Allocation

"If you want to make enemies, try to change something."

"Ten years ago, Peter Senge introduced the idea of the 'learning organization' Now he says that for

big companies to change, we need to stop thinking like mechanics and to start acting like gardeners

Tactics to overcome resistance to change

Education and communication of logic.

Participation & involvement of all in the implementation of change.

Facilitation & support.

Negotiation & agreement

Manipulation & co-optation : when other methods fail.

Explicit & implicit coercion-termination, loss of pay,Loss of pay raise.

Change Management

Change Management is:

• A PROCESS

Used to manage system, Process and Organizational change

• A COMPETENCY

Applied by managers to help employee through transition

• A STRATEGIC CAPABILITY

To increase the capacity to change

Set of tools for managing people side of change

Impact of Change Management

Speed of Adoption

How quickly the change is adopted in the organization

Utilization Rate

The ultimate utilization of new Processes and tools

Proficiency

The Performance of employees in the new environment

Change Management Process

Change management has 2

components

Organizational Change

Management

Individual Change management

LEWIN’S 3 STEP CHANGE PROCESSMost of our assumptions have outlived their uselessness."— Marshall McLuh

UNFREEZE MOVE REFREEZE.

CHANGE THEEXISTING SITUATION.Make the reasons for changeObvious to the individual/orgz.

SHIFT TOA DIFFERENTBEHAVIOUR.Adaptation of New values, behaviors& attitudes.

REVISED BEHAVIOUR

BECOMES THE NORM.New behavioral pattern is Now the new norm.

"Neither a wise man nor a brave man lies down on the tracks of history to wait for the train of the future to run over him."— Dwight D. Eisenhower

"As the births of living creatures are at first ill-shapen, so are all innovations, which are the births of time."

Individual Change ManagementProcess of managing change at individual level

This change model is referred to as ADKAR which includes 5 elements

that serve as building blocks for successAwareness Of need for change

Desire To engage and participate in the change

Knowledge On how to change

Ability To implement the change

Reinforcement To sustain the change

How it adds up to Internalization

to survive organizations must train their managers &work force to cope with new demands, new problems and new challenges change can be either a) planned or b)routine. planned change reflects• change in goals & operating philosophy to improve the

ability of the organization to adapt to the changes in the environment.• Involves new policy implementation to change

employee behavior.

Organization also change!!!!

You can build a reputation on what you're going to do.

Never underestimate the ability of senior management to buy a bad idea and fail to buy a good idea.

Powerful GM Operations/ project managers don't solve problems, they get rid of them.

Rearrange the parts by organizing sustainability

transition teams.This shake up is important

because planner and decision maker surround

Themselves with old trustedAnd feel threatened by change

Rearrange the parts by organizing sustainability

transition teams.This shake up is important

because planner and decision maker surround

Themselves with old trustedAnd feel threatened by change

Meetings are events in which minutes are kept and hours are lost.

If you can interpret project status data in several different ways, only the most

painful interpretation will be correct.

A verbal contract isn't worth the paper it's written on.

Quantitative project management is for predicting cost and schedule overruns well in advance.

If it happens once it's ignorance, if it happens twice it's neglect, if it happens three times it's policy.

Warning: dates in the calendar are closer than you think

If you do a good job and work hard, you may get a job with a better company someday

CONCLUSION

IATUL June 04

!

Thank you