Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
3. $$
• Realities of change
• PMBOK 4.0
• People, Process,
Technology
1. The Project Challenge
2. Scope, Plan, Manage, and Measure
3. Change Business Case
4
4. $$
The Project Challenge
• Resistance and inadequate sponsorship are
common reasons that projects fail to deliver
desired results
• Leaders underestimate how hard it is to drive
people from a known comfort zone – no matter
how desirable the future seems
• Whether the starting point is a crisis or an
opportunity, the challenge remains that a
project changes the way employees, customers,
and investors perceive, experience, or cope
with the project change
• Even if the future reality is clear and
compelling and better than today, the project
also has to be framed as necessary or even
inevitable
• Realities of change
• PMBOK 4.0
• People, Process,
Technology
5
5. $$
The Project Challenge
• Project Management identifies requirements
to address various needs, concerns, and
expectations of the stakeholders as the
project is planned and carried out.
• Project management balances organization
and project constraints included, but not
limited to: scope, quality, schedule, budget,
resources, and risk.
• The latest version of Project Management
Institute’s PMBOK 4.0 indexes the following
words:
§ project 6,030 times,
§ process 1,845,
§ change 760,
§ results 234, and
§ people 49 times -- a people to process
ratio of 1:123?
• Realities of change
• PMBOK 4.0 – The Project
Management Book of Knowledge, "
The Project Management Institute
• People, Process,
Technology
6
6. $$
The Project Challenge - People rely on frameworks to make sense of
their world"
• Change disrupts patterns and transition
presents confusion, both create desire to revert
to what is known
• Scope presents a map and the compass
bearings for change. To manage change, you
first need to manage scope.
• A project may make all the business sense in
the world, but people are emotional and
emotions impact decision-making
• Projects present interpretation along 3
spectrums:
1. personal case vs. business case
2. emotional vs. rational
3. qualitative vs. quantitative
• It takes people to deliver a project, execute a
process, manage change, and deliver results, a
dramatic shift from a 1:178 people to process
ratio
• Realities of change
• PMBOK 4.0
• People, Process,
Technology
7
7. $$
The Project Challenge – Organizations should only choose projects that deliver to their
executive strategy
% of Firms
36%
41%
43%
44%
44%
46%
54%
65%
72%
82%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
IT Perspective not Integrated
Silos/No Horizontal Process View
No Organizational Change Plan
Scope Expansion / Uncertainty
Business Case not Compelling
Inadequate Sponsorship
Unrealistic Expectations
Poor Project Management
Resistance by Employees
Project Team Lacked Skills
Source: Deloitte CIO Survey
Survey asked
for top reasons,
results are
greater than
100%,
Projects fail at an alarming rate
• 74% of all projects fail, come in
over budget or run past the
original deadline
• 90% of major IT project initiatives
fail to be completed on time and
on budget
• A survey by KPMG, an
international consulting firm,
finds globally that 56% of IT
projects fail is underestimating
the scale of the problem
• Certus, the UK IT director forum,
believes that the failure rate of IT
projects is closer to 90%.
8
8. $$
1. The Project Challenge
2. Scope, Plan, Manage, and"
Measure
Scope needs to be carefully defined and !
managed as different people have different!
needs, it is crucial to understand the impact!
a project may have and to understand!
the voice of the customer at all levels
3. Change Business Case
• Projects should all be evaluated with the
same criteria capital expenditures are
planned and with the same comparison:
• Net present value
• Discounted cash flow
• Internal rate of return, etc..
• Projects in the planning phase that
present quantitative data and clear goals
decrease the perception that they are pet
projects driven by personality, not
business
• The project should be measured against
initial baselines goals for trend analysis
and gap analysis
• Create dialogue around a project
supported by a business case rationale
with quantitative support, not a project
that is a personality driven with
emotional or qualitative criteria
Scope, Plan, Manage, and Measure – Project transparency relies on
clear, communicated goals and clear expectations"
9
9. $$
The following tools identify,
assess, quantify, and qualify
project scope:
• Organizational Process Assets
• Enterprise Environment Factors
• Change Readiness
• Impact Analysis
• Stakeholder Analysis
• Communication Plan
• Risk Register
1. The Project Challenge
2. Scope, Plan, Manage,
and Measure
3. Change Business Case
Scope, Plan, Manage, and Measure – Defining and managing scope
throughout the project is a project’s key success factor
10
10. $$
Scope, plan, manage, and measure - The proper assessment of organization culture
and project stakeholders will provide the most accurate project scope
1. Look at past project key
success factors
2. Identify pitfalls
3. Find power brokers
4. Look for tools already
accepted and leverage
their familiarity
5. Acknowledge
organization
accomplishment
• Organizational Process
Assets (Knowledge
Management)
• Enterprise Environment
Factors (Culture)
• Change Readiness
• Impact Analysis
• Stakeholder Assessment
• Communications
• Risk Register
11
11. $$
There is a natural productivity dip as you, the team, and the organization manage their
role and the uncertainty of change. "
"
12
I can t act any
more with all this
uncertainty
Time
! What s this?
! Our company is
taking a big step
This is not
something I want
to be a part of
I ll do what is
necessary to survive
I think I can figure
out how to live with
it
! It is the right
thing to do
! We will
succeed
Early
awareness
Denial and
uncertainty
Paralysis
Departure
Withdrawal
Adaptation
Commitment
Productivity
Baseline
Organization
Momentum
! To what extent will it affect
me?
! How can I get all this done?
! Does this make sense?
Fear and
resistance
! Same job, less
money!
! I don t trust those
guys!
! Maybe, I should learn more about it
! The train is leaving, I better get on
! It s difficult, but we can do it
Testing and
acceptance
RESISTANCE
DENIAL
EXPLORATION
COMMITMENT
12. $$
Change is managed transition, it is important to manage the project and operations at or
above the productivity baseline - competence will bring confidence
Factors that will sabotage productivity
1. Low level of collaboration / difficulties in
meeting objectives
§ Limited buy-in and support
§ Lack of employee motivation
§ Increasing resistance to transformation and change
§ Lack of alignment across key stakeholders and
business leaders
§ Potential conflicts due to lingering non-addressed
issues and differences
2. Operational obstacles and delays
§ Lack of alignment of business and critical support
functions
§ Difficulties and misunderstandings in
communication due to unclear objectives, varying
expectations and competing business priorities
§ Eroding trust and loss of good people
§ Loss of productivity
3. Loss of leadership credibility
§ Lack of accountability or empowerment with the
teams
§ Early results not sustained
§ Difficulties on implementing the transformation
initiatives
13
I can t act any
more with all this
uncertainty
Time
! What s this?
! Our company is
taking a big step
This is not
something I want
to be a part of
I ll do what is
necessary to survive
I think I can figure
out how to live with
it
! It is the right
thing to do
! We will
succeed
Early
awareness
Denial and
uncertainty
Paralysis
Departure
Withdrawal
Adaptation
Commitment
Productivity
Baseline
Organization
Momentum
! To what extent will it affect
me?
! How can I get all this done?
! Does this make sense?
Fear and
resistance
! Same job, less
money!
! I don t trust those
guys!
! Maybe, I should learn more about it
! The train is leaving, I better get on
! It s difficult, but we can do it
Testing and
acceptance
RESISTANCE
DENIAL
EXPLORATION
COMMITMENT
13. $$
An organization’s culture and leadership style review provides and a look at tradition
areas of concern, to avoid, or success factors, to replicate."
"
The Competing Values
Framework:
1. Identifies 4 types of
organizational culture:
• Ad Hoc,
• Clan,
• Hierarchy, and
• Market
2. Evaluates organizations by
values of leadership,
effectiveness, organizational
theory, and Total Quality
Management programs
3. Categorizes organizations by
degree of:
• Internal focus and
integration
• Flexibility and discretion
• External Focus and
differentiation
• Stability and control
14
14. $$
Sample Competing Values Plotted
CEO / Executive
Team!
Founder /
Executive Team!
CFO / Executive
Team!
Director of
Marketing!
15
15. $$
1. The Project Challenge
2. Scope, Plan, Manage,
and Measure
3. Change Business Case
Scope, Plan, Manage, and Measure – Defining and managing scope
throughout the project is a project’s key success factor
16
• Organizational Process
Assets
• Enterprise Environment
Factors
• Change Readiness
• Impact Analysis
• Stakeholder Analysis
• Communication Plan
• Risk Register
16. $$
Plan, manage, and measure
1. Look at past project key
success factors
2. Identify pitfalls
3. Find power brokers
4. Look for tools already
accepted and leverage
their familiarity
5. Acknowledge
organization
accomplishment
• Organizational Process
Assets
• Enterprise Environment
Factors
• Change Readiness
• Impact Analysis
• Stakeholder Assessment
• Communications
• Risk Register
17
17. $$
1. Assess the level of readiness
2. Measure the gap between the
current level of readiness and
the needed level for each
stakeholder group
3. Prioritize where intervention
is required
4. Identify key issues for each
stakeholder group
5. Begin to develop tactical
recommendations to bridge
gap in readiness levels and
address key issues
• Organizational Process
Assets
• Enterprise Environment
Factors
• Change Readiness
• Impact Analysis
• Stakeholder Assessment
• Communications
• Risk Register
Plan, manage, and measure
18
18. $$
Change readiness survey sample (1 of 2)
Strongly
Agree
Agree
Neither
Agree nor
Disagree
Disagree
Strongly
Disagree
1. I understand why [insert company name] will
implement [any example: technology, etc…].
2. I believe that [INSERT COMPANY NAME] must
implement [any example: technology, etc...].
3. The goals of the [any example: technology, etc...]
program have been clearly communicated to me.
4. I have communicated the goals of the [any example:
technology, etc...] program to my team or colleagues.
5. I believe that the long-term benefits of [any example:
technology, etc...] outweigh any short-term
disruption to standard operating procedures.
6. I believe [INSERT COMPANY NAME] senior
management effectively communicate the vision for
[INSERT COMPANY NAME]
7. I believe [INSERT COMPANY NAME] senior
management effectively communicate the vision for
[INSERT COMPANY NAME]
8. I believe that the [any example: technology, etc...] is
a necessary component to achieve the [INSERT
COMPANY NAME] vision.
9. I believe we have the people and process currently in
place to achieve the vision of the organization.
19
19. $$
Change readiness survey sample (2 of 2)
Current Culture
Authoritarian Self-governed Participatory Team-Oriented Democratic
Preferred Culture
1.
Dominant
Management
Philosophy
Authoritarian Self-governed Participatory Team-Oriented Democratic
Current Culture
Common Consistent Differentiated Divergent Disparate
Preferred Culture
2.
Degree Processes are
Standardized
Common Consistent Differentiated Divergent Disparate
Current Culture
Individual Only Mostly
Individual
Individual
and Team
Mostly Team Team Only
Preferred Culture
3.
Reward Behaviors
Individual Only Mostly
Individual
Individual
and Team
Mostly Team Team Only
Current Culture
Up or Out
Adaptive
Performance Standard
Performance
Subjective
Performance
Job for Life
Preferred Culture
4.
Career Progression
Up or Out
Adaptive
Performance Standard
Performance
Subjective
Performance
Job for Life
Current Culture
Base
Compensation
Base + Reward Balanced High Incentive All Incentive
Preferred Culture
5.
Method for Reward
and Incentive
Base
Compensation
Base + Reward Balanced High Incentive All Incentive
20
21. $$
Scope, plan, manage, and measure
1. Investigate the impact to
internal and external
stakeholders
2. Identify stakeholders
3. Improve communication
• Organizational Process
Assets
• Enterprise Environment
Factors
• Change Readiness
• Impact Analysis
• Stakeholder Assessment
• Communications
• Risk Register
22
22. $$
Understand
Sponsor Goals &
Expectations
Understand
Strategic Context
& Intent
Assess Internal Context
- Stakeholders &
Technology
Categorize
Areas Of
Impact
Identify Impact
Issues
Prioritize
Impacts
Develop Impact
Strategy
Implement
Focus Groups - Interviews and conversations with key personnel - Drawing on past experiences and
knowledge - Project team discussions
The departments affected are identified (i.e., HR, Communications, CIS etc.). - Employee positions
affected are then ascertained. - Following, classification of the impact issue is by business area
Frequency (i.e. how often) - Criticality (extent to which the impact threatens project success) -
Complexity - Time Involved - Number of Business Areas Impacted - Position Impacted - Difficulty of
Implementation
After prioritizing the impacts, highest priorities are addressed first. The focus is to address and
minimize negative results of change and typically done during team meetings to ensure that the strategy
will incorporate a diverse perspective. Those issues with high degrees of impact are addressed first and
given more time, energy and focus.
After impact strategy development, the strategy is reviewed with the project sponsor. Findings should be
factored into the project scope and project constraints.
Impact strategy development
Source: Deloitte Consulting
23
23. $$
Introduction of templates and legend to review templates
Template name and full view
Template section drilldown
Template "
Section enlarged
24
24. $$
Impact analysis sample template 1
• All managers and leaders are message champions
• Communicate consistently across and within
stakeholder groups
• Tailor communication to the interests of each
audience
• Use proven delivery methods that have been
successful in the past, while taking advantage of
innovative new processes
• Involve stakeholders in program decision making
• Actively solicit, listen and respond to customer
feedback
Communication Principles
• Increase awareness of how the program helps the
organization meet its mission challenges today and
will help in the future
• Prepare users for changes
• Educate stakeholders about the method of
delivering capabilities
• Involve stakeholders in planning for changes in
people, process and technology; get their feedback
on the process; and gain
• their buy-in
• Inform external oversight bodies and gain their
support
• Share the project’s progress and celebrate its
successes
Communication Objectives
25
28. $$
1. Identify potential
advocates and critics of the
change
2. Eliminate resistance to
change
3. Create a team atmosphere
4. Establish a level of trust
5. Create a sense of
ownership for participants
involved in the change
6. Raise the level of
communication
effectiveness
• Organizational Process
Assets
• Enterprise Environment
Factors
• Change Readiness
• Impact Analysis
• Stakeholder Assessment
• Communications
• Risk Register
Plan, manage, and measure
29
29. $$
Stakeholder assessment sample 1 of 3
Name or Group Role
Motivation, Drivers, Expectations of
Exchange
When does this stakeholder
need to be involved in the
change effort?
Stakeholder Management
Activities
Who Delivers When due Status
- 0 + ++
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
- 0 + ++
4 3 6 3
Stakeholder Analysis
Predisposition
Disposition sum
• All managers and leaders are message champions
• Communicate consistently across and within
stakeholder groups
• Tailor communication to the interests of each
audience
• Use proven delivery methods that have been
successful in the past, while taking advantage of
innovative new processes
• Involve stakeholders in program decision making
• Actively solicit, listen and respond to customer
feedback
Communication Principles
• Increase awareness of how the program helps the
organization meet its mission challenges today and
will help in the future
• Prepare users for changes
• Educate stakeholders about the method of
delivering capabilities
• Involve stakeholders in planning for changes in
people, process and technology; get their feedback
on the process; and gain
• their buy-in
• Inform external oversight bodies and gain their
support
• Share the project’s progress and celebrate its
successes
Communication Objectives
30
30. $$
Stakeholder assessment sample 2 of 3
Name or Group Role
Motivation, Drivers, Expectations of
Exchange
When does this stakeholder
need to be involved in the
change effort?
- 0 + ++
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
- 0 + ++
4 3 6 3
Stakeholder Analysis
Predisposition
Disposition sum
Use this to make
your sponsors
and your team
aware of the
Plot these
individually on
a 4 X 4 matrix
(see slide 24)
31
31. $$
Stakeholder assessment sample 3 of 3
Motivation, Drivers, Expectations of
Exchange
When does this stakeholder
need to be involved in the
change effort?
Stakeholder Management
Activities
Who Delivers When due Status
Stakeholder Analysis
32
33. $$
1. Without good information, people
make it up
2. Lack of information breeds
uncertainty…and anxiety
3. Anxiety interferes with focus and
productivity
4. People work harder for
organizations they feel a part of
5. Communication stimulates new
ways of thinking
6. Communication is about ensuring
the right messages are conveyed to
the right stakeholders through the
right mechanisms in real time.
• Organizational Process
Assets
• Enterprise Environment
Factors
• Change Readiness
• Impact Analysis
• Stakeholder Assessment
• Communications
• Risk Register
Plan, manage, and measure
34
34. $$
Communication will increase business’ understanding, ownership and
acceptance of the change
• What is the
transformation
about?
• Why is there a
need for it?
• What major
changes will
occur?
• How will my
organization be
different?
• What does it
mean to end
users?
• What is the
timeline for
significant
events?
• How will the
changes impact
me and job?
• What are my new
roles and
responsibilities?
• How can I
influence the
changes?
• What new
functionalities will
be provided?
• How will the
current processes
change?
• How will the
progress be
measured and
reported?
• Where do I go to
find more
information?
• How does the
change/process/
technology work?
• How will the
changes help me?
• What are my new
responsibilities?
• What support
will I have after
training?
• Who are the
primary points of
contact
• Who can answer
my questions?
• How will the
changes be
implemented?
• Who can I call if I
have problems?
• When will the
changes be
implemented?
• How are the
customers
adapting
throughout the
transition
process?
• What
communications
channels are
working/not
working?
• What kind of
concerns do the
customers have?
• What are the
lessons learned?
Awareness
Understanding/
Involvement
Training/
Acceptance
Implementation/
Transition
Follow up
35
35. $$
Communications plan sample 1
Messaging
Project Team Workstream
Name of
Communication
Event
Audience
Category
Audience
Description
Delivery
Channel
Project
Phase
Frequency Target Date(s)
Communication Objectives
(Commitment Curve)
Key Messages Content Developer
Content Reviewer
& Approver
Key
Communicators
Additional
Notes
Status Status Notes
Location of
Communication
Documents
General Information Timing Communication Roles Communication Status
• All managers and leaders are message champions
• Communicate consistently across and within
stakeholder groups
• Tailor communication to the interests of each
audience
• Use proven delivery methods that have been
successful in the past, while taking advantage of
innovative new processes
• Involve stakeholders in program decision making
• Actively solicit, listen and respond to customer
feedback
Communication Principles
• Increase awareness of how the program helps the
organization meet its mission challenges today and
will help in the future
• Prepare users for changes
• Educate stakeholders about the method of
delivering capabilities
• Involve stakeholders in planning for changes in
people, process and technology; get their feedback
on the process; and gain
• their buy-in
• Inform external oversight bodies and gain their
support
• Share the project’s progress and celebrate its
successes
Communication Objectives
36
36. $$
Communications plan sample 1 of 4
Project Team Workstream
Name of
Communication
Event
Audience
Category
Audience
Description
D
C
General Information
37
38. $$
s
Key Messages Content Developer
Content Reviewer
& Approver
Key
Communicators
Addit
No
Communication Roles
Communications plan sample 3 of 4
39
40. $$
Communications plan sample 2"
Frequency Activity Purpose Prepare Participate or Review
Weekly Conduct Project Team (DT) Meeting Planning session for DT MT MT, DT
Weekly
Develop meeting minutes Verify/develop project/archive old news,
new news, and actions
Communication Lead ---
Weekly
Develop Advisory Team (AT) talking points Provide relevant project activity summary
and information requests for AT members
to discuss with Sponsors
Communication Lead MT
Weekly
Update project plan Update project plan with work performed
and any changes to tasks
Communication Lead MT
1st and 3rd
Tuesdays of every
month (TBD)
Conduct AT Meeting
Update AT on project progress, obtain
input, identify and resolve issues
Communication Lead, MT AT, MT, DT
Bi-weekly Develop Client Status Report
Update Project Leadership on project
progress and identify issues/risks
Communication Lead MT
Bi-weekly Deliver Client Status Report --- --- MT
Weekly
Conduct Client Status Meeting (Project
Leadership)
Update Project Leadership on project
progress, obtain input, identify and resolve
issues
MT Project Leadership, MT
Weekly Collect AT information and follow-on actions
Based on AT input, coordinate
suggestions or communications
Communications Lead Communications Lead
Bi-weekly
Collect client feedback, information, follow-
on actions
Output of bi-weekly client meeting Communications Lead Communications Lead
Bi-weekly
Develop project team next-step (for following
week) action reports
From bi-weekly client meeting update
or modify based on client meeting
MT MT, Communications Lead
Weekly
Develop project team next-step (for following
week) action reports
Create team action reports MT MT, Communications Lead
Weekly
Collect status progress reports from team leads Collect information from team leads to
harmonize project modifications and
develop team communication
Communications Lead Communications Lead
Weekly
Update client status report Boutelle calls Gaddy to give project update Communications Lead Communications Lead to
provide talking points;
Sponsor, AT
Weekly
AT and Sponsor touch point Goldstein calls Ford to give project update Communications Lead Communications Lead to
provide talking points; AT
Weekly
Project Leadership touch point Richardson catches up with Argodale and
Bonta
Communications Lead Communications Lead to
provide talking points; AT
lead calls Sponsor
Weekly
Debrief/document client feedback or action steps
from client meeting
Verify/develop project/archive old news,
new news, and actions
Communications Lead MT, Communications Lead
Weekly
Follow-on actions from client meeting Verify/develop project/archive old news,
new news, and actions
Communications Lead MT, Communications Lead
Weekly
Develop meeting agenda Coordinate communication from the week
and develop Monday's agenda
Communications Lead MT, Communications Lead
MONTHLY
2nd Tuesday of
each month - April
11, May 9, June 13,
July 11 (TBD)
Executive Briefing Summary briefings for Sponsors and Project
Leadership to present status and gather
feedback
MT, Communications Lead Sponsors, Project Leadership,
MT
GROUPS
Advisory Team (AT)
Management Team
Project Team (DT)
Sponsors
Project Leadership
MONDAY
WEDNESDAY
THURSDAY
FRIDAY
TUESDAY
Project Management Team Communications
41
41. $$
Plan, manage, and measure
1. Decide how you will identify
and manage risk
2. Determine ratings, escalation,
and resolution
3. Identify risk stakeholder
impact
4. Understand probability
5. Do not use this as a checklist
• Organizational Process
Assets
• Enterprise Environment
Factors
• Change Readiness
• Impact Analysis
• Stakeholder Assessment
• Communications
• Risk Register
42
42. $$
Risk register
Functional
Group
Risk Category Risk ID System ID Risk Event Potential Impact Occurrence Probability Impact Rating Risk Response Strategy Description
This is the functional
team name, i.e., R&D,
Accounting &
Controlling, Sales and
Marketing.
Operational - risk is directly related to
the project or program’s scope and
schedule
Technical - risk impacts the deal /
contract
Other - all inclusive. Not covered by
the above.
User defined
number.
User defined number.
May or may not be
used.
A discrete occurrence that may
affect the project for better or
worse. Risk is thought to have
negative impact. Briefly describe
what the risk looks like.
Brief statement describing
what would happen if the
risk event triggered.
What would the adverse
effect(s) look like?
High - It is probably going to happen.
Medium - There is a 50 / 50 chance of it happening.
Low - Little to no likelihood it will happen.
Your assessment of the event’s adverse effects
(i.e., scope, schedule, budget, etc.) if the risk
event triggers.
Three choices:
High - Severe project effect(s).
Medium - Moderate project effect(s).
Low - Limited project effect.
There are four risk response
options:
Avoid
Transfer
Mitigate
Accept
Describe what your plan is in the event the
risk triggers. What are you going to do in
relationship to your risk response (i.e.,
avoid, transfer, mitigate, or accept).
MSC Operational MSC-1 Customs issues (import/export) Shipping delays Low High Mitigate
Prepare and validate customs documents prior
to Day 1
MSC Technical MSC-2 Not able to issue POs
No direct materials for
production
Low Low Mitigate Manual work-around
MSC Operational MSC-3 Incorrect customer payments
Payments to Client X instead of
Acquirer X
High Medium Avoid / Transfer
IT working on a solution. Accounting working
on a reconciliation process
MSC Operational MSC-4
Cannot clear all in-transits before
Day 1
Inventory in-transit on Day 1 High Medium Transfer Accounting responsibility
MSC Operational MSC-5 Do not complete PI before 12/30
Inventory adjustments posted
in next fiscal year
Medium Low Accept
Accounting will make necessary reconciliation
entries
MSC Technical MSC-6 Not able to ship product No shipping Low High Mitigate System testing
MSC Operational MSC-7
Failed labor negotiations at
Location D St.
No union agreement for
employees at Location D
Medium High Mitigate
Employees work w/o a contract or under
Client X contract via TSA
MSC Operational MSC-8
Disruptions to "steady state"
product flows
Backorders, late deliveries, etc. High Medium Mitigate
Build inventory before Day 1. Stage shipments
before Jan 2
MSC Technical MSC-9 EFD formatting or printing issues
Not able to ship, export, or
import
Low Medium - could prevent shipping Mitigate Testing EFD's before Day 1
MSC Technical MSC-10
Systems not ready for data
transfers before Day 1
Delays in transferring orders
and other data
Medium Medium -shipping/receiving delays Mitigate Prioritize order conversions if delays
MSC Operational / Technical MSC-11
Last minute changes to country
closing dates
Incorrect shipping settings Medium Medium Accept Be ready to react to any changes
Risk Assessment
• All managers and leaders are message champions
• Communicate consistently across and within
stakeholder groups
• Tailor communication to the interests of each
audience
• Use proven delivery methods that have been
successful in the past, while taking advantage of
innovative new processes
• Involve stakeholders in program decision making
• Actively solicit, listen and respond to customer
feedback
Communication Principles
• Increase awareness of how the program helps the
organization meet its mission challenges today and
will help in the future
• Prepare users for changes
• Educate stakeholders about the method of
delivering capabilities
• Involve stakeholders in planning for changes in
people, process and technology; get their feedback
on the process; and gain
• their buy-in
• Inform external oversight bodies and gain their
support
• Share the project’s progress and celebrate its
successes
Communication Objectives
43
43. $$
Functional
Group
Risk Category Risk ID System ID Risk Event Po
This is the functional
team name, i.e., R&D,
Accounting &
Controlling, Sales and
Marketing.
Operational - risk is directly related to
the project or program’s scope and
schedule
Technical - risk impacts the deal /
contract
Other - all inclusive. Not covered by
the above.
User defined
number.
User defined number.
May or may not be
used.
A discrete occurrence that may
affect the project for better or
worse. Risk is thought to have
negative impact. Briefly describe
what the risk looks like.
Brief
wha
ri
Wh
e
MSC Operational MSC-1 Customs issues (import/export) Shippi
MSC Technical MSC-2 Not able to issue POs
No dir
produ
MSC Operational MSC-3 Incorrect customer payments
Payme
Acqui
MSC Operational MSC-4
Cannot clear all in-transits before
Day 1
Invent
MSC Operational MSC-5 Do not complete PI before 12/30
Invent
in nex
MSC Technical MSC-6 Not able to ship product No shi
MSC Operational MSC-7
Failed labor negotiations at
Location D St.
No un
emplo
MSC Operational MSC-8
Disruptions to "steady state"
product flows
Backor
Risk register 1 of 3
44
44. $$
System ID Risk Event Potential Impact Occurrence Probability Impact Rating
ser defined number.
May or may not be
used.
A discrete occurrence that may
affect the project for better or
worse. Risk is thought to have
negative impact. Briefly describe
what the risk looks like.
Brief statement describing
what would happen if the
risk event triggered.
What would the adverse
effect(s) look like?
High - It is probably going to happen.
Medium - There is a 50 / 50 chance of it happening.
Low - Little to no likelihood it will happen.
Your assessment of the event’s adv
(i.e., scope, schedule, budget, etc.)
event triggers.
Three choices:
High - Severe project effect(
Medium - Moderate project eff
Low - Limited project effec
Customs issues (import/export) Shipping delays Low High
Not able to issue POs
No direct materials for
production
Low Low
Incorrect customer payments
Payments to Client X instead of
Acquirer X
High Medium
Cannot clear all in-transits before
Day 1
Inventory in-transit on Day 1 High Medium
Do not complete PI before 12/30
Inventory adjustments posted
in next fiscal year
Medium Low
Not able to ship product No shipping Low High
Failed labor negotiations at
Location D St.
No union agreement for
employees at Location D
Medium High
Disruptions to "steady state"
product flows
Backorders, late deliveries, etc. High Medium
Not able to ship, export, or
Risk Assessment
Risk register 2 of 3
45
45. $$
Probability Impact Rating Risk Response Strategy Description
y going to happen.
0 chance of it happening.
hood it will happen.
Your assessment of the event’s adverse effects
(i.e., scope, schedule, budget, etc.) if the risk
event triggers.
Three choices:
High - Severe project effect(s).
Medium - Moderate project effect(s).
Low - Limited project effect.
There are four risk response
options:
Avoid
Transfer
Mitigate
Accept
Describe what your plan is in the event the
risk triggers. What are you going to do in
relationship to your risk response (i.e.,
avoid, transfer, mitigate, or accept).
High Mitigate
Prepare and validate customs documents prior
to Day 1
Low Mitigate Manual work-around
Medium Avoid / Transfer
IT working on a solution. Accounting working
on a reconciliation process
Medium Transfer Accounting responsibility
Low Accept
Accounting will make necessary reconciliation
entries
High Mitigate System testing
High Mitigate
Employees work w/o a contract or under
Client X contract via TSA
Medium Mitigate
Build inventory before Day 1. Stage shipments
before Jan 2
Medium - could prevent shipping Mitigate Testing EFD's before Day 1
Risk register 3 of 3
46
46. $$
1
Scope, Plan, Manage, and Measure
New Scope
• Stakeholder Assessment
• Communications
• Risk Register
New Scope
• Change Readiness
• Impact Analysis
New Scope
• Organizational Process Assets
• Enterprise Environment Factors
Scope
47
47. $$
• Business case
• Bait and switch
• Triple constraint
• Formulas
• Project Human
Resource
Management
48
1. The Project Challenge
2. Scope, Plan, Manage, and Measure
3. Change Business Case
48. $$
Change Business Case
1. The planning process
2. Estimating resources
3. Developing the budget
• Business Case
• Bait and Switch
• Triple Constraint
• Formulas
• Project Human Resource"
Management
49
49. $$
Change Business Case
a) WBS
b) Activity sequence
c) Network diagram
d) Resource requirements
e) Time and cost estimates
f) Critical path dependencies
g) Schedule development
h) Budget development
• Business Case
1. The planning process
2. Estimating resources
3. Developing the budget
• Bait and Switch
• Triple Constraint
• Formulas
• Project Human Resource"
Management
50
50. $$
Change Business Case
• When the planned resources
are no longer available
• When the planned resources
are removed
• Business Case
• Bait and Switch
• Triple Constraint
• Formulas
• Project Human Resource"
Management
51
51. $$
Change Business Case
• Business Case
• Bait and Switch
• Triple Constraint
• Formulas
• Project Human Resource"
Management
Triple
Constraint
Cost
Customer
Satisfaction
52
52. $$
Change Business Case
1. Impact on project costs
2. Impact on project duration
• Business Case
• Bait and Switch
• Triple Constraint
• Formulas
• Project Human Resource"
Management
53
53. $$
Change Business Case
1. Impact on project costs
Cost = (effort hours/staff
productivity) * staff rate
2. Impact on project duration
Duration = (effort hours/staff
production)/staff availability
• Business Case
• Bait and Switch
• Triple Constraint
• Formulas
• Project Human Resource"
Management
54
54. $$
• Business Case
• Bait and Switch
• Triple Constraint
• Formulas
1. Impact on project costs!
Cost = !
(effort hours/staff productivity)!
* staff rate
2. Impact on project duration"
Duration = !
(effort hours/staff productivity)!
/staff availability
• Project Human Resource"
Management
Change Business Case - exercise
As the project manager you rely on the work breakdown
structure that was built by each subject matter expert to
build your activity sequence, network diagram, resource
requirements, time and cost estimates, critical path
dependencies, schedule, and budget.
You have just been told the resource who built the estimate
for the work breakdown structure is not available for the
project. A replacement has been identified and will join the
project.
You note that the replacement has a lower hourly rate than
the original, however, the replacement has less experience
(estimated at 40% less experience) and is only available 50%
of the time.
Using the details below and the formulas to the left, how
can you quantify the impact the replacement will have on
the project cost and the project duration?
Original
resource:
Substitute
resource
Staff production or
productivity
1 .6 (.4 less effective
than original)
Staff rate $350 $170
Effort 40 (fulltime) 50%
55
55. $$
Project Human Resource
Management
• Motivation
• Roles and responsibilities
• Team dynamics
• Milestones
56
• Business Case
• Bait and Switch
• Triple Constraint
• Formulas
• Project Human Resource"
Management
Project Human Resource Management
56. $$
Project Human Resource Management
How does individual
motivation affect estimated
performance
• Business Case
• Bait and Switch
• Triple Constraint
• Formulas
• Project Human Resource"
Management
• Motivation
• Roles and
responsibilities
• Team dynamics
• Milestones
Triple
Constraint!
Cost!
Scope!
Time! Customer
Satisfaction!
Quality!
Risk!
57
57. $$
If you rely on people you need to rely on motivation
Motivation
1. Intrinsic
2. External
Satisfaction
1. Achievement
2. Recognition
3. Work itself
4. Responsibility
5. Advancement
6. Growth
Triple
Constraint!
Cost!
Scope!
Time!
Customer
Satisfaction!
Quality!
Risk!
58
58. $$
If you rely on people you need to rely on motivation
Source: http://www.flickr.com/photos/creativetallis/3457121970/
Motivation
1. Intrinsic
2. External
Satisfaction
1. Achievement
2. Recognition
3. Work itself
4. Responsibility
5. Advancement
6. Growth
59
59. $$
If you rely on people you need to rely on motivation
Source: http://maaw.info/ArticleSummaries/ArtSumHerzberg6803.htm
Factors that lead to extreme dissatisfaction Factors that led to extreme satisfaction
60
60. $$
If you rely on people you need to rely on motivation
Triple
Constraint!
Cost!
Scope!
Time!
Customer
Satisfaction!
Quality!
Risk!
61
61. $$
Project human resource management
1. Outline top skills and goals
needed in the role
a) Top 3 skills expected
b) Top 3 skills to develop
2. Establish a rating criteria
and inputs used for the
rating
3. Share assessment criteria
with sponsor, prime, sub-
prime for mutual
evaluation
62
• Business Case
• Bait and Switch
• Triple Constraint
• Formulas
• Project Human Resource"
Management
• Motivation
• Roles and
responsibilities
• Team dynamics
• Milestones
62. $$
Project human resource management
1. At the kickoff let the team
build the rules of
engagement
a) Communication expectations
b) Risk identification
c) Meeting protocol
d) Knowledge management
2. Skills register
3. Project team"
(sub-contractor) HR rating
4. Social media
63
• Business Case
• Bait and Switch
• Triple Constraint
• Formulas
• Project Human Resource"
Management
• Motivation
• Roles and
responsibilities
• Team dynamics
• Milestones
63. $$
Project human resource management
1. Identify milestones
2. Identify key
accomplishments along the
project lifecycle
3. Align milestones to human
resource ratings
4. Identify and communicate
new risk
5. Identify achievements and
recognition
6. Archive
7. Pause
64
• Business Case
• Bait and Switch
• Triple Constraint
• Formulas
• Project Human Resource"
Management
• Motivation
• Roles and
responsibilities
• Team dynamics
• Milestones
64. $$
Why business initiatives fail: people
1. The Project Challenge
2. Scope, Plan, Manage, and Measure
3. Change Business Case
65
% of Firms
36%
41%
43%
44%
44%
46%
54%
65%
72%
82%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
IT Perspective not Integrated
Silos/No Horizontal Process View
No Organizational Change Plan
Scope Expansion / Uncertainty
Business Case not Compelling
Inadequate Sponsorship
Unrealistic Expectations
Poor Project Management
Resistance by Employees
Project Team Lacked Skills
Source: Deloitte CIO Survey % of Firms
36%
41%
43%
44%
44%
46%
54%
65%
72%
82%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
IT Perspective not Integrated
Silos/No Horizontal Process View
No Organizational Change Plan
Scope Expansion / Uncertainty
Business Case not Compelling
Inadequate Sponsorship
Unrealistic Expectations
Poor Project Management
Resistance by Employees
Project Team Lacked Skills
Source: Deloitte CIO Survey
• Organizational Process
Assets!
• Enterprise
Environment Factors!
• Change Readiness!
• Impact Analysis!
• Stakeholder Analysis!
• Communication Plan!
• Risk Register!
65. • Thoughts?
• Questions?
• Contact:
www.TobyElwin.com
1. The Project Challenge
2. Scope, Plan, Manage, and Measure
3. Change Business Case
Project Scope Series
66
Notas do Editor
Presentation of data collection within the scope, plan, manage, and measure
http://www.newhorizonsgso.com/pmp.htmlSource: Project Management Institute (PMI)74% of all projects fail, come in over budget or run past the original deadline90% of major IT project initiatives fail to be completed on time and on budgetA survey by KPMG, an international consulting firm, finds that globally 56% of IT projects fail is underestimating the scale of the problem. (file attached)Certus, the UK IT director forum, believes that the failure rate is closer to 90%.
The Project Challenge - Leaders overestimate how successful they are creating a business case for project urgency
The Project Challenge - Leaders overestimate how successful they are creating a business case for project urgencyCommunicate (s)(tion): 33849/Human resources: 155Objectives: 146Leadership: 31Technology: 23 Motivation: 9
Scope, Plan, Manage, and Measure – Project transparency relies on clear, communicated goals and an expectation
An organizations culture describes the part of its internal environment that incorporatesA set of assumptions, beliefs, and valuesShared by members of organizationUsed to guide their functioningWhy study organizational culture?Alignment will support organizational strategyDescribe acceptable ways to deal with changeMaking staffing decisionsSet performance criteriaSelect leadership stylesThere is both formal and informal cultureMission statements, leaders, myths and stories, rituals and ceremonies, physical arrangementThe organizational, divisional, departmental, and work team cultures can varyStakeholder interviewsSponsor interviewsProject Management OfficeKnowledge managementGAO ReportsCompeting Values Framework
Change is managed transition, competence will bring confidence Low level of collaboration / difficulties in meeting objectivesLimited buy-in and supportLack of employee motivation Increasing resistance to transformation and changeLack of alignment across key stakeholders and business leadersPotential conflicts due to lingering non-addressed issues and differencesOperational obstacles and delaysLack of alignment of business and critical support functionsDifficulties and misunderstandings in communication due to unclear objectives, varying expectations and competing business prioritiesEroding trust and loss of good people Loss of productivity Loss of leadership credibility Lack of accountability or empowerment with the teamsEarly results not sustainedDifficulties on implementing the transformation initiatives
With over twenty of years of research there are a number of assessments that have been created based on the Competing Values Framework. The Culture and Management Competency assessments have well over 100,000 data points and have been used with thousands of organizations going through culture change. A group assessment allows you to make comparisons between team members and across levels, departments, and business units. You will also be provided with a detailed assessment review, the Assessment Diagnostic Report, with the further option of receiving the Executive Summary and Recommendations, as well as senior management’s handbook on implementing these recommendations, the Individual Leadership Guidelines.Map and find disconnect, like most you can baseline, you talk about what should be continued, what should be startedAlternatively – upper right to lower right: create, collaborate, control (internal processes), competeCameron and Quinn identified four types of organizational cultureThe Clan CultureThe Adhocrary CultureThe Market CultureThe Hierarchy CultureEvaluates organizations by values ofLeadership, effectiveness, organizational theory, and Total Quality Management programsCategorizes organizations by degree ofInternal focus and integrationFlexibility and discretionExternal Focus and differentiationStability and controlMap and find disconnect, like most you can baseline, you talk about what should be continued, what should be startedCompeting Value Framework. It is a very useful model in interpreting awide variety of organisational phenomena. The authors have chosen this model for studyingorganisational culture because the Competing Value Framework is also the foundation of theOrganizational Culture Assessment Instrument (Cameron and Quinn, 2006). The last one is avery agile instrument to analyse the organisational culture in the case study research.Quinn
The OCAI questionnaire is made up of 6 items; each of these has 4 alternatives. Each itemanalyses one of the following aspects: dominant characteristics, organisational leadership,management of employees, organisational glue, strategic emphases, and criteria of success. The4 alternatives describe the characteristic behaviour of every type of organisational culture forevery item. The score is expressed dividing 100 point among the 4 alternatives. The alternativemost similar to the organisation is given the higher number of points for each item. This is theipsative rating scale.The Measurement Skill Assessment Instrument (MSAI) of Whetten and Cameron (2005) isthe instrument used for the analysis of competencies for managing diversity. The original MSAIhas been modified appropriately for the research about diversity. MSAI is linked with OCAI. Infact, it identifies 3 clusters of competencies, for a total of 12 clusters, for each type oforganisational culture (figure 3). The original objective of MSAI was to verify if the currentcompetencies of management were useful to shape the current organisational culture to the idealone.These competencies are very general, so they can be valid also to implement the integrationvalues. This is the reason for which, in the theoretical model, the competencies proposed by18Whetten and Cameron have been grouped into the seven individual areas in which developcompetencies for managing diversity, proposed by Cox and Beale (1997). Collett and Mora(1996) have shown in a study with about 40.000 executives in more than 8.500 enterprises thatthe instrument matches the Competing Value Framework.
An organizations culture describes the part of its internal environment that incorporatesA set of assumptions, beliefs, and valuesShared by members of organizationUsed to guide their functioningWhy study organizational culture?Alignment will support organizational strategyDescribe acceptable ways to deal with changeMaking staffing decisionsSet performance criteriaSelect leadership stylesThere is both formal and informal cultureMission statements, leaders, myths and stories, rituals and ceremonies, physical arrangementThe organizational, divisional, departmental, and work team cultures can varyStakeholder interviewsSponsor interviewsProject Management OfficeKnowledge managementGAO ReportsCompeting Values Framework
An organizations culture describes the part of its internal environment that incorporatesA set of assumptions, beliefs, and valuesShared by members of organizationUsed to guide their functioningWhy study organizational culture?Alignment will support organizational strategyDescribe acceptable ways to deal with changeMaking staffing decisionsSet performance criteriaSelect leadership stylesThere is both formal and informal cultureMission statements, leaders, myths and stories, rituals and ceremonies, physical arrangementThe organizational, divisional, departmental, and work team cultures can vary
The OCM team will measure the readiness of the organization (and the readiness of targeted demographics within the organization) at several points through the lifecycle of the project. We will do this through survey tools, interviews, effectiveness measurements and unsolicited feedback.The major tasks in the Change Readiness :Change Readiness Assessment: The OCM team will work with key executives as well as the corporate communications group to determine the correct dimensions to assess for Centex Homes. Then we will develop, deploy, evaluate and communicate the results to the appropriate personnel. We will issue this assessment at different times of the project for different stakeholder groups in order to measure the organization’s tolerance and readiness to change as well as measure the effectiveness of our change efforts over the lifecycle of the project.
Organizational Impact Assessment: This assessment is conducted once the baseline blueprint is completed. It gauges risk in terms of direct impacts to the organization around the processes in-scope. It allows the OCM team to proactively address high risk populations much earlier in the project in order to mitigate risks during go-live. These can take the form of extra training down to one-on-one meetings to explain critical processes and gather feedback from the target community.The OCM team will measure the readiness of the organization (and the readiness of targeted demographics within the organization) at several points through the lifecycle of the project. We will do this through survey tools, interviews, effectiveness measurements and unsolicited feedback.
View, different ways people look at information and process, as well baseline and create performance measures
SurveysBaselineAreas of concernFeedbackParticipation/Involvement
It is critical that we know who all of the affected stakeholders are and what they can contribute to (or what they may adversely affect) the project. We identify these groups and individuals who have a stake in our success (and failure) and make sure that we understand the key concerns and motivations of these audiences in order to mitigate any risks and champion our successes in the field.Stakeholder management ensures that the necessary support for change exists. Stakeholder Management will identify individuals or groups affected by and capable of influencing the change process. This assessment of stakeholders and stakeholder issues will identify the range of interests that need consideration in planning and managing the change for each work stream, as each work stream has their unique set of stakeholders and influences, in a way that generates the greatest support through awareness, communication, and feedback.The stakeholder analysis and subsequent plan will identify and address the various concerns, issues, beliefs, and expectations that stakeholders may express. Stakeholders must move from awareness to commitment to the change for the efforts to succeed. Stakeholder management is crucial to:Identify potential advocates and critics of the change.Eliminate resistance to change.Create a team atmosphere. Establish a level of trust.Create a sense of ownership for participants involved in the change.Raise the level of communication effectiveness.For highly influential individuals we need to clearly understandWhat does this individual stand to gain and lose?What is the quality of our relationship with this individual?How does this individual process information? Make decisions?Relationship owners and weekly action planning
For all stakeholder groups we need to clearly understandImpactsBenefitsConcerns/issuesPotential reactions (to current/planned project activity)Accountability and actionsThe steps involved in Stakeholder Planning & Execution are:Identify all key stakeholders and conduct interviews (as required)Conduct analysisDevelop plan to manage stakeholdersImplement initial set of actions
For all stakeholder groups we need to clearly understandImpactsBenefitsConcerns/issuesPotential reactions (to current/planned project activity)Accountability and actionsThe steps involved in Stakeholder Planning & Execution are:Identify all key stakeholders and conduct interviews (as required)Conduct analysisDevelop plan to manage stakeholdersImplement initial set of actions
For all stakeholder groups we need to clearly understandImpactsBenefitsConcerns/issuesPotential reactions (to current/planned project activity)Accountability and actionsThe steps involved in Stakeholder Planning & Execution are:Identify all key stakeholders and conduct interviews (as required)Conduct analysisDevelop plan to manage stakeholdersImplement initial set of actions
Map, view, discuss, and manage performance expectations
There are many reasons why communication is important for the change effort, a few of these include:People need information to make change happen.Without good information, people make it up.Lack of information breeds uncertainty…and anxiety.Anxiety interferes with focus and productivity.People assume their managers “know”.Information-sharing gives people a sense of belonging.People work harder for organizations they feel a part of.Communication stimulates new ways of thinking.Honest, timely communication enhances credibility.With good communication, people will rely on the company (vs. the grapevine or the press) for accurate, up-to-date information.
Where is the schedule, budget, and resources built from?Who built the work packages?
Where is the schedule, budget, and resources built from?Who built the work packages?Estimating should be done by the person who will do the workWBSActivity sequenceNetwork diagramResource requirementsTime and cost estimatesCritical path dependenciesSchedule developmentBudget developmentIt all hinges on a) the WBS
What is bait and switch?Who is available when the project starts – ever get promised a resource and then not have them available? Or has to reduce their commitment from fulltime to part time?Can you control when the client, the prime, or the sub-contractor replaces one of your team?Or when the planned resources leaveThe power of EVM
What happens when you replace a person who scoped the WBS and has 15 years experience, with someone who has 5?
Here is where your job as a business partner mattersEven if there is no change from the sponsors with your information, the impact should be noted on the risk register and make sure it is duly noted in the closing and project management artifacts
The rate of the SME projected on the WBS isThe rate of the replacement isThe effort hours of the SME to produce the work packageThe effort hours of the replacement
The rate of the SME projected on the WBS isThe rate of the replacement isThe effort hours of the SME to produce the work packageThe effort hours of the replacement
Now we move into managing the most important resource variability once the project is underway: the peopleYour job is the conductor – convey the vision, own the direction, honor the skills and abilities you need and don’t have, inspire, cultivate, communicate, and take responsibility
Individuals have motivations, it is unlikely a team will ever share the same motivation
MOTIVATION: Something that energizes, direct, and sustains behaviors. The following are traits of human nature: To be curious To be active To initiate thought and behaviorTo make meaning from experienceTo be effective at what we valueINTRINSIC MOTIVATION: Internal desires to perform a particular task, people do Certain activities because it gives them pleasure, develops a particular skill, or It’s morally the right thing to do. Intrinsic motivation occurs when the learning activity and the learning environment elicit motivation in the student.We do not motivate students but rather create, through our teaching, opportunities that can evoke motivation in students.The following help to create intrinsic motivation:When the goals and rewards of the learning are meaningful to the learnerWhen the learning is important to the studentWhen the learning assists the learner in obtaining valued accomplishmentsWhen the learning assists the learners in integrating themselves with the world, with others, and promotes self-awarenessEXTRINSIC MOTIVATION: Factors external to the individual and unrelated to the Task they are performing. Examples include money, good grades, and other Rewards. · Intrinsically motivated students are bound to do much better in classroom activities, because they are willing and eager to learn new material. Their learning experience is more meaningful, and they go deeper into the subject to fully understand it. On the other hand, extrinsically motivated students may have to be bribed to perform the same tasks. · How can we motivate students intrinsically?
A theorists by the name of Abraham Maslow, has concluded that before we can be intrinsically motivated we must first satisfy some more basic human needs. According to Maslow there are five basic levels of human needs. 1. Physiological needs. We are motivated to satisfy needs that ensure our physical survival. Needs in this group include food, water, air, shelter, clothing and sex. Most people have satisfied their physiological needs allowing them to concentrate on higher level needs. For some though, physiological needs are dominant and are the biggest needs in their lives. 2. Safety needs. Once physiological needs are met one can concentrate on bringing safety and security to our lives. Safety and security needs include, order, stability, routine, familiarity, control over one’s life and environment, certainty and health. 3. Social needs or love and belonging needs. These needs include love, affection, belonging and acceptance. People look for these needs in relationships with other people and are motivated for these needs by the love from their families. 4. Esteem needs. All people have a need for stable, firmly based, usually high evaluation of themselves for self-respect or self-esteem and for the esteem of others. These needs may therefore be classified into two subsidiary sets. These are, first, the desire for strength, achievement, adequacy, mastery of competence, confidence, independence and freedom. Second, we have what we call the desire for reputation or prestige (defining it as respect from other people), status, fame, glory, dominance, importance, recognition, dignity or appreciation. 5. Need for self-actualization. This level of hierarchy is concentrated on an individual being able to reach their full potential a human being. Once someone has satisfied the first four levels of needs then they have the ability to concentrate on functioning to their highest potential. But even if all these needs are satisfied, we may often still expect that a new discontent and restlessness will soon develop, unless the individual is doing what they are fitted for. Musicians must play music, artists must paint if they are to be at peace with themselves. What humans can be, they must be. They must be true to their own nature.
The Motivation to WorkHerzberg reasoned that because the factors causing satisfaction are different from those causing dissatisfaction, the two feelings cannot simply be treated as opposites of one another. The opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction.Achievement without recognitionRecognition to last it has to be attached to achievementWhile at first glance this distinction between the two opposites may sound like a play on words, Herzberg argued that there are two distinct human needs portrayed. First, there are physiological needs that can be fulfilled by money, for example, to purchase food and shelter. Second, there is the psychological need to achieve and grow, and this need is fulfilled by activities that cause one to grow.
Point 1 and opportunity to develop or mentorPoint 2 Build this with both the team member and the rating official responsibleReminder that communication most effective point of is from your direct managerThe art of possibility – have each person and team write how they will succeed
Teams are expected to perform with little ramp up and at times little even without meeting Forming, storming, norming, performingPoint 2 – opportunity for mentoring or to learn build skills and cross-training and backupMake meetings about risk identification and knowledge management (build expectations that people are doing their jobs and their roles)
Why are milestones important?1. Sponsor milestones 2. For team, group, and individual level3. Use to communicate progress and provide feedback, coaching, and tangible adjustments (the risk portion), review progress towards art of possibilityCommunicate a highlight of progress for each team member – make it earnest and genuine, communicate verbally and follow up in with email (social media)Here it is, are you happy, sign off
Here it is, are you happy, sign offReview performance: skills shown, skills developedCommunicate a highlight of progress for each team member – make it earnest and genuine, communicate verbally and follow up in with email (social media)