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Program
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Report/Assignment Title The Hilti Group implements the ne...
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1. Project Selection and Portfolio Management .............................................................
6. Managing and Leading Change ..............................................................................................
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advanced project 5000 words copy 1.docx

  1. 1. Program Module name Schedule Term Student Reference Number (SRN) Report/Assignment Title The Hilti Group implements the new cloud-based software Salesforce Date of Submission (Please attach the confirmation of any extension received) Declaration of Original Work: I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is my original work, researched, undertaken, completed and submitted in accordance with the requirements of BPP School of Business and Technology. The word count, excluding contents table, bibliography and appendices, is ___ words. Student Reference Number: Date: By submitting this coursework you agree to all rules and regulations of BPP regarding assessment s and awards for programmes. Please note, submission is your declaration you are fit to sit. BPP University reserves the right to use all submitted work for educational purposes and may request that work be published for a wider audience. BPP School of Business and Technology
  2. 2. Table of Contents 1. Project Selection and Portfolio Management .......................................................................... 4 1.1 Strategic direction ................................................................................................................. 4 1.2 Expectation and justification................................................................................................. 4 1.3 Screening module.................................................................................................................. 5 1.3.1 Screening process: AHP method ....................................................................................... 5 1.4 Recommendation .................................................................................................................. 7 2. The Organizational Context..................................................................................................... 7 2.1 TOWS Analysis .................................................................................................................... 8 2.2 Recommendation of best organizational structure.............................................................. 10 2.2.1 Network structure......................................................................................................... 10 3. Project Governance............................................................................................................... 11 3.1 Comparison......................................................................................................................... 12 3.2 Recommendations of the best approach ............................................................................. 14 4. Leadership............................................................................................................................. 15 4.1 Role and Importance........................................................................................................... 16 4.2 Recommendation for Project Leader .................................................................................. 17 5. Advanced Planning and Scheduling ..................................................................................... 18 5.1 Comparison between Waterfall Model and PRINCE2....................................................... 19 5.2 Selection and Justification .................................................................................................. 21
  3. 3. 6. Managing and Leading Change ............................................................................................ 21 6.1 Advice for change management.......................................................................................... 21 6.2 Application of Lewin’s model ............................................................................................ 21 7. Conclusion ............................................................................................................................ 23
  4. 4. 1. Project Selection and Portfolio Management 1.1 Strategic direction Hilti Group's website provided an explication of the company strategy as well as the operating model under consideration. According to Badewi (2021), the firm is committed to building a brighter future for its loyal clients. The business acknowledges the significance of producing long- term value while showcasing actual market leadership and distinctiveness. The firm's management team is focused on retaining market leadership while concentrating on market shares and preserving distinctiveness in the construction industry based on direct selling addition to the company's present portfolio (Badewi, 2021). The company's orientation is mostly centered on a business strategy in which the corporation participates in direct communication with clients and provides them with services, and where two-thirds of the existing team members interact directly with consumers globally (Canterino et al., 2020). As a result, the present pandemic would have caused stress on the company's commercial possibilities, which needs to be relieved by establishing an effective strategic strategy and sustaining consumer expectations. 1.2 Expectation and justification The structure of the firm's business has a large impact on the projected project that can be implemented in the Hilti Group. According to Andrei et al. (2019), the perception regarded by a firm when following the planned project is fully reliant on the company's strength when it is feasible to generate a higher value in the marketplace. Hilti Group may be interested in the following projects (Cavin, 2012).  The firm may concentrate on an expansion strategy where it will be feasible to benefit from prospects in the emerging markets and acquire solid market dominance. Hilti Group can assure that it may participate in visible activities that will lead it to lucrative commercial
  5. 5. ventures.  Furthermore, Hilti Group may concentrate on the creation of corporate design in which the company can use the highest level of security when dealing with client data. This initiative would allow the organization to focus on its technological competence and participate in projects utilizing its technical background. Similarly to working with Salesforce, the entire IT staff of the organization must be taught how to use the software and its capabilities and to acquire real-time information, it must continue to investigate (Schell, 2019). This study can help the firm in two ways (Charvat, 2022). The first approach is to make a training choice that will instill vital skills in IT staff and marketing executives, allowing them to better use the information and address client concerns (Keow Ngang, 2021). The second benefit is that it may assist construction organizations to acquire a clear concept about the sorts of mechanical equipment they need to increase their efficiency. Hilti can also invest in the development of new products. Chin, Spowage, and Yap (2020) discovered that technology businesses, like Bosch, ought to be market-focused. To produce cutting-edge innovations that are exactly what consumers want, executives must drive research in such a manner that, with the appropriate information from customers, they can engage their work and resources in developing items that assist the customers (Chin, Spowage, and Yap, 2020). This sort of endeavor will also need study. 1.3 Screening module 1.3.1 Screening process: AHP method There are now three main areas of concentration for the company:  Increased sales of its products  Improved construction industry productivity
  6. 6.  Higher firm profits  More R&D and training for IT staff and other divisions The company has decided to use the Salesforce platform because of these reasons, hoping to increase sales and foster closer relationships between the business and its clients (Hilti Group, 2022). The present strategic viewpoint of a corporation may be accomplished by focusing on this screening module whilst employing a resource-based strategy. The Analytical hierarchy technique may be used to assess the present company's idea for developing a cloud-based CRM. The AHP technique divides the problem into three sections (Crawford, 2018). The first section is about the problem that needs to be solved, and the second section is about the alternative solutions that are accessible to solve the issue. The third and most significant aspect of the AHP method is the requirements used to evaluate alternative solutions. Hilti Group will get the chance to undertake a regressive assessment of the company idea and develop steps while taking into account the project's detailed components (Gigliotti et al., 2018). The AHP training methodology would aid in learning about just the project's viability and contribution towards the firm's value growth. With this model in hand, the company can quickly pinpoint its areas of weakness and the resources that could make or break the project. The company will be able to take the essential measures to guarantee the project's timely and economical conclusion (Vito and Sethi, 2020). As a bonus, if this step is in line with the overall strategy, it will always yield benefits for future growth (Gill, 2017). There are safeguards built into the AHP approach. Because of these safeguards, you may be sure to arrive at answers that make sense when weighing the criteria. There are safeguards built into the AHP approach. This system of checks and balances guarantees that Hilti will arrive at solutions that are internally consistent by weighing each criterion equally. Because of this, AHP
  7. 7. has become one of the most popular methods in the field of management science (Hussain et al., 2018). 1.4 Recommendations The following suggestions were discovered during the examination of the anticipated projects for the Hilti Group. According to Islam, Furuoka, and Idris (2020), project portfolio metrics are one of the most significant suggestions for good project portfolio management. Hilti Group would be able to assess the efficacy of installing a cloud-based customer relation administration system in place of the present SAP. The usage of budget portfolio indicators would aid in assessing the sustainability of the project while confirming it in terms of cost and timeliness (Islam, Furuoka, and Idris, 2020). Cost “Project viability” “Brand value” “Sustainability” “Project capabilities” “Business objectives” “Innovation and exploration” “Organizational objectives” “Value creation” “Strategic goals” Time The following suggestion is to make use of the company's organizational strengths and saleable assets. The technique would aid in analyzing the present resources accessible in the organization and experimenting with the project's accomplishment. According to Liu et al. (2019), the creation of ideas relating to organizational competence aids in the preparation of the plan while ensuring a constant focus on the available funds and designing the overall business plan appropriately (Jovanovic and Beric, 2018). 2. The Organizational Context The part that follows elaborates on the strategic aims and aspirations of the chosen firm, the Hilti
  8. 8. group. The company is concentrating on changing from its current SAP to cloud-based technology for communicating with clients. The firm is committed to continuing value development, with an emphasis on both durability and quality. It is critical to examine how the organization may leverage its strengths to capitalize on opportunities while mitigating risks and weaknesses. That's why the TOWS matrix must be utilized in this scenario (Lee et al., 2017). 2.1 TOWS Analysis External factors Internal factors Opportunities With its financial resources, the corporation may engage intellectually in attracting individuals that can assist in both effective leadership and flawless creativity (Hilti Group, 2022). With modern technology, it can know the actual market requirements and so offer greater client pleasure (Raelin, 2021). Threats Because of a shortage of resources, the firm is struggling to stay competitive in a market dominated by Bosch and Makita. “Inadequate diversity is stifling creativity, which is desperately needed in our industry” (Hilti Group, 2022). There is a substantial risk of talent drain as a result of limited management and leadership options. Strengths “The firm already has a global presence (Hilti Group, 2022). The company is engaged in increasing efficiency in the construction sector Strengths/opportunities Because the firm is worldwide, “it has access to a large pool of people that can contribute significantly to organizational growth and innovation. With modern technology, it may focus on greater data collection and administration, allowing them to provide products that are exactly what the building Strengths/threats The organization must “improve its competitiveness and efficiency in utilizing both existing and new assets, among both financial and material factors” (Raelin, 2021). This is the reason the organization must prioritize diversity in all departments.
  9. 9. and focuses on ongoing innovation and sustainability”. The firm is always researching new concepts. Along with product innovation and sustainability, the organization places equal emphasis on personnel and worker protection. industries demand” (By, 2021). This will result in both cost savings and increased operating excellence. Weaknesses Hilti lacks effective management and leading capabilities (Hilti Group, 2022). Family members hold the majority of higher posts and shares. There is a scarcity of technical assets to sustain continued technological advancement. a lack of resource use and a lack of inventiveness The current firm Weaknesses/Opportunities “The company by focusing on improving the retention of talents and by increasing diversity can foster technological innovation and change management well. By collecting more data from the customers and investing in better data management, it can aid itself by having sound knowledge of the market which can help in product innovation” (Hilti Group, 2022). Weaknesses/threats The firm lacks appropriate competitiveness, which may cause it to lose its current market footing. A key challenge to the corporation is a lack of technical innovation.
  10. 10. team lacks general competence and knowledge of creativity and project management (Hilti Group, 2022). 2.2 Recommendation for best organizational structure 2.2.1 Network structure Given the current state of affairs, a network structure is the most optimal organizational setup that might help the company boost its competitiveness by bringing in new people and other necessary resources (Islam et al., 2021). This opens up opportunities for Hilti to collaborate with other businesses to produce goods and services, or to outsource labor to boost output. At this time, either option is viable for the company. Canterino et al. argue that partnerships should be understood as strategic exchanges between organizations (2021). Hilti may thus partner with building firms to acquire first-hand knowledge of their specific needs; this will lead to an increase in output (Canterino, 2021). Again, outsourcing talent has the potential to increase team diversity, which in turn can spark more innovation. The IT department shouldn't be the only one involved in talent acquisition; the marketing and program management teams should also be involved. Multiple prominent technological firms use this framework, including NVIDIA, CISCO, and Juniper (Gigliotti et al., 2019). Leaders and specialists who are up-to-date on both technology and project management best practices may be outsourced, to the organization's great advantage. Here are some positive outcomes that can result from using this structure • With a sharper focus, the business can acquire the precise essential abilities and form
  11. 11. partnerships to develop technologically innovative goods. • This can lead to improved operational effectiveness and enhanced financial resource management (Gigliotti et al., 2019). • It provides flexibility, allowing the organization to take action as the circumstance dictates. • However, there are several disadvantages that the organization should be aware of- • Because the organization already has a considerable worldwide reach, regulating issues might get complicated with networking. That is why it is critical to work directly with clients to understand their particular requirements and analyze them in the context of current market demand. As a result, a decision must be made. Profitability may be jeopardized. Because the corporation will be outsourcing, there may be a considerable investment; also, recruiting training professionals from outside might be time- consuming (Karp and Helg, 2019). However, it must be recognized that this needs to be done with long-term prospects in mind and that it will not be constant, but rather dependent on the scenario. Once the firm realizes the importance of diversity, the skills are more likely to be maintained. The collaborations here meant gathering ideas from clients, but customers would not be involved in the creative process. As a result, this is more accurately described as a direct partnership (Liebowitz and Megbolugbe, 2018). 3. Project Governance The project governance is an essential element where Hilti Group may reflect on their various project governance that will aid in executing their choice to shift from SAP to sales force software while preserving good CRM. Lindberg, (2021) highlighted that project governance is a crucial component since it aids in finalizing the decisions that will be governed during the project's development and reaching a successful conclusion. There are primarily two project governance
  12. 12. methods that might be regarded as the most successful. The following section compares P3M3 and stage gate project governance, outlining the advantages and disadvantages of each project governance style (Jovanovic and Beric, 2018). 3.1 Comparison P3M3 Stage-Gate P3M3 is the very first project governance structure chosen (Portfolio, Program, and Project Management). This approach, according to Mansaray, (2019), provides a detailed path for enhancing performance and efficiency. It identifies the major process areas that can assist in more efficiently managing activities and creating values (Raelin). The stage gate approach was chosen as the second project management method because it focuses on improved risk administration, resource management, cooperation, adaptability, and job performance (Martinsuo and Hoverfält, 2018). Every essential stakeholder must be represented. Advantages This approach, according to Parsells, (2013), provides a detailed path for enhancing performance and efficiency. It shows the major process areas that can aid in task management and value creation. Organizations can examine all understand The steps Perspectives throughout all It has the potential to save the from being steamrollered by developers pursuing an unattainable ideal. For effective design and commercialization, phase gates can provide a repeatable
  13. 13. three models - portfolio, programs, and project management - as well as also evaluate just one (or few) of them, whether throughout all three models or just one and otherwise two of them. This might help you acquire a better grasp of an organization's overall efficacy in areas like risk administration and resource administration. system. Having a consistent set of papers that must be completed and submitted at each step allows you to compare the complete report, progress, and perspective of each project at important moments. It will keep you focused on meeting milestones and adhering to an independent evaluation and iteration process. disadvantages P3M3 does not distinguish between project administration and project success. Procedures are not all consistently effective in boosting the probability of project success, and procedures have varying effects on efficiency (project management success). When the P3M3 process summaries are compared to the P3M3 stated benefits (p4), it is clear that performance management, corporate governance, rewards management, and This will assess the new CRM's strengths and flaws. For example, it features excellent customization capabilities for improved data administration, but it is quite expensive and requires high-quality expertise to maintain the system functioning (Aldulaimi and Abdeldayem, 2019). As a result, the disadvantages must
  14. 14. stakeholder approach is more essential procedures since they have the greatest influence on project success. Program management is a young and developing discipline, and there is little agreement on the characteristics that define process improvement maturity. P3M3 adheres to MSPTM and views project administration as a means of adapting to change and serving as a tool for strategic planning. be handled. Phase gates are frequently not effectively enforced in some firms. Evidence can be overlooked or overruled to justify continuing with a senior manager's or a star developer's favorite project. The phase gates require concrete, quantifiable, and agreed-upon goals for each subsequent stage to be activated; otherwise, they could become issues of who can yell the loudest. 3.2 Recommendations of the best approach When these two strategies are evaluated, Mansaray (2019) concludes that stage gate may be effectively implemented on Salesforce with Cloud Coach. Cloud Coach seems to be the instrument that the team must utilize to manage the phases. Furthermore, Stage Gate will enable the use of additional elements like workflow procedures, Gantt charts, approval systems, and so on, which will speed up the improvement process. However, as Potnuru, Sharma, and Sahoo, (2021) pointed out, this is overly restrictive and constantly necessitates a rethink of the prior phases to go forward. By contrast, P3M3 considers not only time and money but also quality, customer satisfaction,
  15. 15. return on investment, and employee morale. Because of its emphasis on lean implementation, Cloud Coach can be used in stages without compromising on accuracy or customer satisfaction, even if the client has very specific requirements for the project's progress. Moreover, it has all the benefits of the stage-gate process (Potnuru, Sharma, and Sahoo, 2021). One of the objectives of the organization is to provide training for new skills. Therefore, P3M3 has a much greater impact on the company's long-term goals. As the company now lacks effective leadership that prioritizes continuous adjustments toward improvement and invention, it needs to outsource to lean management that can implement the P3M3 strategy. Moreover, the organization lacks the skills and experience necessary to integrate six sigma with the P3M3 approach, and the lean management isn't flexible enough to provide effective results from lean. Below, a quick analysis will be run to show how he may convince Hilti's upper management and workforce to adopt lean management. 4. Leadership The project's progress and execution are both dependent on the leadership. According to Qamar and Hall, (2018), it is one of the crucial components where professionals should apply their soft skills and identify the requirement of the project whilst adding new levels to the project. The proposed project again for Hilti Group necessitates suitable leadership skills so that the many professionals working together may engage in the project while maintaining overall quality (Qamar and Hall, 2018). The project would need additional divisions such as administration work in addition to the technological aspect, as well as a training and development staff to guide existing employees in using the cloud-based CRM software. According to Derakhshan, Turner, and Mancini (2019), the program manager is accountable for completing specific duties that will keep the entire team motivated and follow the created plan after talking with the customer.
  16. 16. 4.1 Role and Importance Roles Importance Create team goals Managers must determine the project's overarching purpose and rally their teams around it. It's vital because it will guide the team as they carry out the task at hand and help them appreciate the value of their contributions. Prepare the schedule for the team Having a certain amount of time to complete a job is why developing a schedule as a team is so important. A lack of an effective steam schedule, as stated by Teoh, Zain, and Lee (2020), will increase problems, making it more difficult for the project manager to monitor the job's progress and offer timely updates to the client. Prepare a list of expectations and communicate it The expected outcomes are emphasized in the description of the expectations. It seems like this conversation may be used to establish transfer and assess whether or not team members understand the project's overarching goal and feel their contributions are valued. Extend emotional support Guo et al. (2017) argue that leaders are responsible specialists, charged with maintaining their social abilities while offering necessary or proper help to team members. It's crucial because it helps team members feel at ease with one another and provide the backing they need, both of which affect the end product. Maintain the regular communication Maintaining open lines of communication between the program team and the people who have a vested interest in the project's success is essential. Establishing a system of regular, efficient communication is
  17. 17. crucial for keeping workers interested and informed about the challenges they may face. Give regular feedback For a leader to keep a regular evaluation of the performance of individual team members, feedback is an essential monitoring method. It's crucial because it allows potentially harmful aspects of the project to be voiced. It also helps to showcase employees' abilities while applauding their hard work. Recognize and resolve internal conflicts Recognizing and resolving internal disagreements is crucial because they can cause delays in carrying out the project as planned. If team members had a secure environment in which to work, they would be better able to achieve the deadline if internal issues were resolved. 4.2 Recommendation for Project Leader The review of the team leaders' rules aids in comprehending the project champion's obligations. The project champion should consider the following advice to keep the project on track and match the activities with the needs of the Hilti Group.  The project champion is a specialized professional who has the authority to rethink some activities in the overall plan as needed. The customer and the quality checkers, who are in charge of reviewing the overall performance of the research, must confer with the project champion.  The project champion vendor oversees the project's progress by keeping a close eye on the elements that might cause it to go over budget.  Zhai et al, (2020) emphasized the need of maintaining good project tracking to minimize
  18. 18. any disruptions that could result in project quality degradation. Because the Hilti Group is proposing improvements to the CRM process, any disruption in quality will disrupt customer interaction. 5. Advanced Planning and Scheduling This section of the research focuses on discussing and comparing project management approaches. It has been discovered that there are numerous project management approaches given for multiple sorts of project management operations. The scenario of picking a suitable approach is mostly generated by analyzing project characteristics and circumstances (Ram, 2021). Two distinct techniques were explored and contrasted in terms of benefits and downsides in this case study. Waterfall and PRINCE2 project management approaches are used. To begin, the backdrop of both techniques is essential to demonstrate how the competition might be structured more effectively. According to Mousaei and Javdani (2018), PRINCE2 methodology is defined as a project in a contained way in which a process-based project is addressed. This technique includes several sets of methods, rules, and elements that assist the entire project in improving its different phases. There are several ways to construct the project's structure also with help of the approach, as well as the outcome-oriented emphasis of this methodology aids in controlling the overall project result. Shaw, (2015) suggested that the waterfall technique primarily reflects project processing, as it is a time-tested and common paradigm for project processing. It has several phases that are constructed in a linear systematic fashion, and there are no overlapping stages within the approach. Because a single phase must be completed properly before proceeding to the next, the outcome of the previous phase may be regarded as the key input for contemplating the next stage of the model. It also includes certain advantages and disadvantages that are provided for comparing both models inside the project (Shaw, 2015).
  19. 19. 5.1 Comparison between Waterfall Model and PRINCE2 Waterfall Model PRINCE2 Benefits The advantages of the waterfall methodology in program management begin with the complicated pattern of the approach, which may be effectively utilized by project executives and directors. According to Khoza and Marnewick (2020), the waterfall model involves its stages in the set and acceptable deliverables that also include an adequate reviewing procedure. The management strategy is established more easily with the aid of this technique, in which the process and results of the specific project are suitably reported inside the model. It also reduces the likelihood of problems developing during the project and within the time frame. The merits of PRINCE2 methods are associated with their versatility, which is why many development managers use this model in a wide variety of projects. It was also noted that the specific approach has had no negative influence and that the executives have not encountered any difficulties when implementing this methodology. The specific project methodology enables the project manager to retain high responsibility within the context of the project procedure, as well as to improve communication inside the project management plan. According to Jaziri, El Mahout, and Boussaffa (2018), notwithstanding alternative methods and techniques, PRINCE2 focuses on the output-based procedure, which is primarily concerned with the actions of the various stages. The outcome has formed within the model as a result of
  20. 20. constant development and improvement of the viable technique. shortcomings The waterfall methodology's shortcomings are mostly related to its complexity, which was designed primarily for the process's object-oriented architecture. This model has significant uncertainty and a wide variety of dangers. According to Thesing, Feldmann, and Burchardt (2021), the full product outcome cannot be produced until the last step of this model is completed, and each stage must be reviewed and quantified, which is too onerous for a project manager. While this technique is being studied on a broad scale, it cannot be managed via the requisite alterations inside each step (Ram, 2021). The key disadvantages of the prince2 approach are mostly associated with the huge quantity of papers that must be followed throughout the whole project. As a result, it might be regarded as a disadvantage because it adds complexity to many scenarios. According to Murillo Gomez and Jiménez (2018), the procedure for updating the report is complicated, and project managers encounter issues with the approach; as a result, project management must ignore the papers or attempt to bypass the methodology. Furthermore, it takes a long time to complete, which is another disadvantage of the procedure.
  21. 21. 5.2 Selection and Justification Concerning the project of modernizing the Hilti group's IT environment, the general manager has correctly assessed the project's genuine requirements. Furthermore, because there is a restricted opportunity to change the requirements, the waterfall technique was chosen for the optimum project outcome. It has been discovered that the entire operation is built on a linear sequential approach in which one phase must be finished properly before moving on to the next. In this aspect, iteration aids in modifying the immediate earlier face, allowing managers to better manage risks. The phases of the process included a feedback option for the previous step. It was also noticed that client engagement cannot simplify the entire procedure; hence, Hilti Group must use a variety of people to complete the full project effectively (Saini, Arif, and Kulonda, 2018). 6. Managing and Leading Change 6.1 Advice for change management Ansari (2019) claimed that, in addition to leadership, change management is a crucial component in preserving project excellence. The Hilti Group is among the firms in charge of implementing specific modifications in its existing business process and meeting client expectations. As a result, some modifications on various levels must be handled to preserve the overall performance of the project and limit the negative influence of the project's risks. The creation of efficient organizational change would help the project team in implementing rapid changes depending on project requirements (Shaw, 2015). 6.2 Application of Lewin’s model Lewin's change model is employed for this purpose since it considers how an individual responds to transformation. Furthermore, it stresses the difficulties posed by resistance, which could stifle progress (Hussain et al., 2018). What's more, if the lean manager uses these methods to convince
  22. 22. top brass and aid in lean program management, the results might be pretty positive. Unfreeze - at this point, the leader should brief the team about the necessity of the shift and how everyone can best adapt to it. He needs to eliminate rigid structures and promote open communication and cooperation among team members (Hughes, 2018). It's important, for instance, that he initiate communication with upper management and help them see how much damage the delay in Hitli's transfer has already done to the company. High-level management's awareness of the problem is necessary before they can motivate intermediate and lower-level management to push for systemic reform (Turner, 2019). Change- Here's where things need to start shifting, and it's important to take baby steps before leaping into a larger transformation. In this case, the lean director's lean techniques can be used to show how upgrading to Salesforce can help with the transformation. He will be able to show how the team is leveraging Salesforce technologies to improve information management and communication (Hussain et al., 2018). To succeed at this juncture, organizations must ensure that their lines of communication are always open, their leaders are inspiring their teams, and they have the resources they need to empower their employees (Vito and Sethi, 2020). Refreeze- Once the firm sees positive results from lean implementation, which it will if it adheres to all of the criteria outlined and examined in this study, the change will be sustainable (Gigliotti et al., 2019). In response to shifts in consumer demand, the company will become more malleable and flexible. Profitability, originality, and production will all improve as a result (Wells, 2018). Therefore, it is clear that the leader would be able to execute lean project management methodically and efficiently with the help of Lewin's model. The team and its leaders can learn from each other's experiences as they adjust to the new circumstances. It will help with lean management's hallmarks of continuous learning and deliberate revision. In the case of Bosch, for
  23. 23. instance, rapid innovation has been made possible by the company's adept handling of change within a suitable framework (Gigliotti et al., 2019). 7. Conclusion Although Hilti is an international manufacturer of earthmoving equipment, the company lacks the necessary experience, resources, and, perhaps most importantly, openness to change. Many businesses can profit greatly from lean production because it helps them transform and keep better customer cooperation and communication (Wissema, 2018). The report contains only information pertinent to lean management, which is ideal under the given conditions. Hilti should invest in people who will make significant contributions to the company's development and creativity. They ought to be malleable enough to accommodate different perspectives within the same organization. Hilti stands to gain a great deal from lean management if it can put into practice all of the ideas offered and discussed (Wissema, 2018). 8. Reference: Badewi, A. (2021). When frameworks empower their agents, the effect of organizational project management frameworks on the performance of project managers and benefits managers in delivering transformation projects successfully. International Journal of Project Management. doi:10.1016/j.ijproman.2021.10.005.
  24. 24. Call for Papers:Journal of Change Management. (2012). Journal of Change Management, 12(2), pp.247–248. doi:10.1080/14697017.2012.693679. Canterino, F., Cirella, S., Piccoli, B. and Shani, A.B. (Rami) (2020). Leadership and change mobilization: The mediating role of distributed leadership. Journal of Business Research, 108, pp.42–51. doi:10.1016/j.jbusres.2019.09.052. Charvat, J. (2022). Project Management Methodologies: Selecting, Implementing, and Supporting Methodologies and Processes for Projects. [online] Google Books. John Wiley & Sons. Available at: https://books.google.com/books?hl=en&lr=&id=Pd5AnH3ZA1AC&oi=fnd&pg=PR9&dq=proje ct+management+methodologies&ots=Q9CQPmFmHF&sig=POC6zRaZfUBJtlwCkK- ZhhBDPQ4 [Accessed 17 Aug. 2022]. Chin, C., Spowage, A. and Yap, E. (2020). Project Management Methodologies: A Comparative Analysis. Journal for the Advancement of Performance Information and Value, [online] 4(1), pp.106–106. doi:10.37265/japiv.v4i1.102. Cotterman, H., Forsberg, K. and Mooz, H. (2018). Visualizing Project Management: Models and Frameworks for Mastering Complex Systems. [online] Google Books. John Wiley & Sons. Available at: https://books.google.com/books?hl=en&lr=&id=caRn0nHDrL0C&oi=fnd&pg=PR5&dq=project +management+frameworks&ots=7WOrevUhks&sig=X7uBmmbu992e6yRcd-Ia6RzhQPs [Accessed 17 Aug. 2022].
  25. 25. Crawford, L. (2018). Developing Organizational Project Management Capability: Theory and Practice. Project Management Journal, 37(3), pp.74–86. doi:10.1177/875697280603700308. Gigliotti, R., Vardaman, J., Marshall, D.R. and Gonzalez, K. (2018). The Role of Perceived Organizational Support in Individual Change Readiness. Journal of Change Management, 19(2), pp.86–100. doi:10.1080/14697017.2018.1459784. Gill, R. (2017). Change management--or change leadership? Journal of Change Management, 3(4), pp.307–318. doi:10.1080/714023845. Hussain, S.T., Lei, S., Akram, T., Haider, M.J., Hussain, S.H. and Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, [online] 3(3), pp.123–127. doi:10.1016/j.jik.2016.07.002. Islam, M.N., Furuoka, F. and Idris, A. (2020). Mapping the relationship between transformational leadership, trust in leadership and employee championing behavior during organizational change. Asia Pacific Management Review, [online] 26(2). doi:10.1016/j.apmrv.2020.09.002. Jovanovic, P. and Beric, I. (2018). Analysis of the Available Project Management Methodologies. Management:Journal of Sustainable Business and Management Solutions in Emerging Economies, [online] 23(3), p.1. doi:10.7595/management.fon.2018.0027. Karp, T. and Helg, T.I.T. (2008). From Change Management to Change Leadership: Embracing Chaotic Change in Public Service Organizations. Journal of Change Management, 8(1), pp.85– 96. doi:10.1080/14697010801937648.
  26. 26. Liebowitz, J. and Megbolugbe, I. (2018). A set of frameworks to aid the project manager in conceptualizing and implementing knowledge management initiatives. International Journal of Project Management, 21(3), pp.189–198. doi:10.1016/s0263-7863(02)00093-5. Lindberg, D. (2013). Change Management Tools for Systemic Results. Change Management: An International Journal, 12(3), pp.1–6. doi:10.18848/2327-798x/cgp/v12i03/50736. Mansaray, H.E. (2019). The Role of Leadership Style in Organisational Change Management: A Literature Review. Journal of Human Resource Management, [online] 7(1), p.18. doi:10.11648/j.jhrm.20190701.13. Martinsuo, M. and Hoverfält, P. (2018). Change program management: Toward a capability for managing value-oriented, integrated multi-project change in its context. International Journal of Project Management, 36(1), pp.134–146. doi:10.1016/j.ijproman.2017.04.018. Onyeneke, G.B. and Abe, T. (2021). The effect of change leadership on employee attitudinal support for planned organizational change. Journal of Organizational Change Management, ahead-of-print(ahead-of-print). doi:10.1108/jocm-08-2020-0244. Parsells, R. (2013). Change and Learning in the Workplace. Change Management: An International Journal, 12(1), pp.61–71. doi:10.18848/2327-798x/cgp/v12i01/50785. Potnuru, R.K.G., Sharma, R. and Sahoo, C.K. (2021). Employee Voice, Employee Involvement, and Organizational Change Readiness: Mediating Role of Commitment-to-Change and Moderating Role of Transformational Leadership. Business Perspectives and Research, p.227853372110439. doi:10.1177/22785337211043962.
  27. 27. Qamar, A. and Hall, M. (2018). Can Lean and Agile organisations within the UK automotive supply chain be distinguished based upon contextual factors? Supply Chain Management: An International Journal, 23(3), pp.239–254. doi:10.1108/scm-05-2017-0185. Ram, J. (2021). Is It the Time for ‘Change Management’ to Change?. European Project Management Journal, 11(2), pp.47–49. doi:10.18485/epmj.2021.11.2.5. Saini, M., Arif, M. and Kulonda, D.J. (2018). Critical factors for transferring and sharing tacit knowledge within lean and agile construction processes. Construction Innovation, 18(1), pp.64– 89. doi:10.1108/ci-06-2016-0036. Shafiq, M. and Soratana, K. (2020). Lean readiness assessment model – a tool for Humanitarian Organizations’ social and economic sustainability. Journal of Humanitarian Logistics and Supply Chain Management, 10(2), pp.77–99. doi:10.1108/jhlscm-01-2019-0002. Shaw, D. (2015). Managing dualities in organizational change projects. Journal of Change Management, 16(3), pp.201–222. doi:10.1080/14697017.2015.1118142. Turner, J.R. (2019). Towards a theory of project management: The nature of the project governance and project management. International Journal of Project Management, 24(2), pp.93–95. doi:10.1016/j.ijproman.2005.11.008. Vito, R. and Sethi, B. (2020). Managing change: role of leadership and diversity management. Journal of Organizational Change Management, ahead-of-print(ahead-of-print). doi:10.1108/jocm-04-2019-0116.
  28. 28. Wells, H. (2018). How Effective Are Project Management Methodologies? An Explorative Evaluation of Their Benefits in Practice. Project Management Journal, [online] 43(6), pp.43–58. doi:10.1002/pmj.21302. Wissema, J. (2000). Fear of change? A myth! Journal of Change Management, 1(1), pp.74–90. doi:10.1080/714042454. Wooding, S. (2013). A Psychodynamic Approach to Change Resistance. Change Management: An International Journal, 12(1), pp.17–22. doi:10.18848/2327-798x/cgp/v12i01/50769. APPENDIX-Self assessment Task Self-evaluation Project Selection and Portfolio Management Given that I have identified the Hilti Company's strategy and highlighted two or three potential projects for the company to
  29. 29. undertake, I believe that I have done well on this assignment. For efficient portfolio management, I have also presented a project matrix and recommended one screening model. Organizational Context I consider myself to have done exceptionally well on this work because I have addressed the necessity of TOWS and made connections to the overall business strategy of the company. In addition, I have suggested a hybrid structural model that might be implemented to boost the project's chances of success. Project Governance I consider myself to have done well on this homework because I have compared and contrasted two different project management governance frameworks (the Stage-Gate model and P3M3) and proposed the most appropriate framework for the project. I have also suggested a project board, an institution charged with defining and overseeing the project's governance framework. Leadership In this assignment, I believe I have done well
  30. 30. since I have addressed the functions of a project manager and a project champion and assessed how they can aid in the completion of the project in the scenario I have chosen. Advanced Planning and Scheduling I consider myself to have done quite well on this homework because I have compared and contrasted two project management governance frameworks (Agile and PRINCE2) and suggested the most appropriate framework for the project. Managing and Leading Change I consider myself to have performed above average on this assignment because I have provided a detailed discussion of how the company can effectively manage using Lewin's 3-step change process and given specific recommendations for how the employees affected by the change can be involved and engaged in the change management process.

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