GENERAL MANAGEMENT VS PROJECT MANAGEMENT WHAT’S THE FOCUS OF RESTRUCTURING REENGINEERING...
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Transcript of GENERAL MANAGEMENT VS PROJECT MANAGEMENT WHAT’S THE FOCUS OF RESTRUCTURING REENGINEERING...
GENERAL MANAGEMENTVS
PROJECT MANAGEMENT
WHAT’S THE FOCUS OF
• RESTRUCTURING
• REENGINEERING
• REINVENTING
• REORGANISATION
• GLOBALISATION
WHAT’S THE FOCUS OF
• DOWNSIZING
• RIGHTSIZING
• OUTSOURCING
• FLATTING THE
ORGANISATION
FOCUS IS ON• CLIENT ORIENTATION
• EMPLOYEE EMPOWERMENT
• QUALITY IMPROVEMENT
• VALUE DRIVEN
MANAGEMENT
• KNOWLEDGE DRIVEN
ARE THESE THINGS HAPPENING?
Co.’s becoming smaller Co.’s employing lesser
employees Hierarchical organisations
becoming cross functional
team organisations Vertical division of work
replaced by horizontal slicing Work requires increased
learning, higher order thinking
& constant improvement
WHY ALL THESE?
SURVIVAL IN CHANGING TIME
AND
COMPETITIVE PRESSURES
AS COMPETITION MOUNTS
COMPANIES BREAK-UP
CHANGE ACCEPTED AS A WAY OF LIFE
CROSS FUNCTIONAL TEAMS EMERGE
CONTINUOUS IMPROVEMENT INITIATED
THEREFORE,
WE MUST COMMIT
OURSELVES TO
CHANGE AND WE
NEED THE TOOLS
CHANGE IS,
UNCOMFORTABLE
BUT INEVITABLE
& ESSENTIAL
TO MANAGE CHANGE
“WHAT DO YOU NEED, IN ORDER TO MOVE ON, WITHOUT
JUDGEMENT AND WITHOUT BLAME?”
CHANGES MUST BE IMPLEMENTED EFFECTIVELY
HOW DO YOU DO IT
BY MBP -
MANAGEMENT BY PROJECTS
CAN WE ADOPT MBP AND BE SUCCESSFUL?
5 QUESTIONS FOR YOU….
1. IS DOING THE RIGHT THING
PROJECT MANAGEMENT?
2. ARE PROJECTS DONE ROUTINELY?
3. IS EVERYBODY A PROJECT MANAGER?
4. IS THE PROJECT MANAGER FULLY RESPONSIBLE FOR THE PROJECT?
5. ALL PROJECTS START WITH DEFINED PARAMETERS?
WE NEED A PARADIGM SHIFT
PM STARTED IN 50’S
ONLY IN LAST 15-20 YRS
PEOPLE ARE LOOKING
AT MBP AS AN
ALTERNATIVE TO
FUNCTIONAL MANAGEMENT
IN ORGANISATIONS
GERAI’S PROPOSED ABOUT 15 YEARS AGO THAT:
“Use project management and projects to bring about change in organisation---- leading to a new project-oriented company, which
manages by project.”
“Can project managers profess this concept with a compelling
commitment?”
HANDY SAYS,
Managers become stewards
e.g. Honda: flexible,
strategy oriented
Company uses
project teams
KANTER SAYS,
1. Company work force contractual fringe Flexible labour force
2. Company work force will run the project
3. Organisation will go flat
- Junior
- Qualified
- Senior
- Partner
- Shifting teams
- Work in teams
- Partner and others are team
members
The authors who mirror and shape corporate and academic management thinking these days
• Peter F. Drucker
Managing in Turbulent times (1980)• Tom J. Peters
Thriving on chaos (1987)
Liberation Management (1992)
Reinventing Work (1999)• P.Vaill
New ideas for a world of
chaotic change (1989)• C.Handy
The age of unreason (1989)• R.Reich
The work of nations (1991)
THE FIRM WHETHER IT HAS 2 OR 22,222 EMPLOYEES HAS AN INVARIANT
COMMON DENOMINATOR;
THE PROJECT – WITH BEGINNINGS AND ENDS AND CLIENTS AND
DELIVERABLES – ARE WHAT FIRMS DO, PERIOD
REINVENTING WORK
TOM J. PETERS (1999)
MANAGEMENT REQUIRES:
• Team Working
• Cross functional
perspective
• Process orientation
• Logical progress
•Strong leadership
GENERAL MANAGEMENT VS
PROJECT MANAGEMENT
FUNCTIONALMANAGEMENT
PROJECTMANAGEMENT
QUESTION IS
WHICH IS THE NORM OF THE DAY?
PM
GM
OR GM
PM
MANAGERS & LEADERS FOR PROJECT MANAGEMENT
GOOD THINKERS SHOULD ALSO KNOW HOW TO
IMPLEMENT WELL
GOOD LEADERS SHOULD BE ALSO GOOD MANAGERS
CAN ALL THESE CHANGES BE IMPLEMENTED EFFECTIVELY BY
MBP?
HOW DO U DO IT?
BY MBP –
MANAGEMENT BY PROJECTS
CAN WE ADOPT MBP AND BE SUCCESSFUL?
MBP MEANS
MANAGING ALL WORKS IN A COMPANY AS PROJECTS
MBP IS USED IN
MULTI PROJECT
ENVIRONMENT
WELL
TQM VS MBP
TQM IS DOING
RIGHT THINGS
MBP IS DOING
THINGS RIGHT
WHAT IS TOTAL QUALITY
MANAGEMENT (TQM)?
TQM IS A SYSTEMATIC GROUPWIDE INITIATIVE IN WHICH ACTIVITIES ARE
DIRECTED TOWARDS ACHIEVING CONTINUOUS IMPROVEMENTS TO MEET AND EXCEED CUSTOMERS’
REQUIREMENTS
EXTERNAL BENEFITS
• CUSTOMER SATISFACTION
• COMPETITIVE ADVANTAGE
• INCREASED MARKET
SHARE
• IMPROVED CORPORATE
IMAGE
WHAT’S MBP
GETTING THINGS DONE
MBP IN MALAYSIA
MALAYSIAN PRIVATISATION OR CORPORATISATION POLICY – IS A FORM OF DEREGULATION
e.g.
IPP’S vs TENAGA
NASIONAL
TQM LEADS INTO MBP WITH 5 PHASES
INITIATION,
PLANNING,
EXECUTION,
CONTROL AND
CLOSE OUT
TQM AND MBP ARE LINKED
TQM NEEDS HELP FROM MBP
TQM ADOPTED
ORGANISATION IS ALWAYS IN LEARNING MODE
HOW ORGANISATION SHOULD BE STRUCTURED?
FLEXIBLE AND DYNAMIC ORGANISATION BUILT AROUND
WORK TO BE DONE WILL SURVIVE
THEY WILL EXPAND COMPARED TO FUNCTIONAL ORGANISATIONS
TQM AS A PHILOSOPHY
HOW IT COMBINES WITH BUSINESS PLANNING &
IMPLEMENTATION
(MBP)
(Chart 1)
INTEGRATING TQM AND MBP WITH COMPANY PLANNING PROCESSES
STRATEGIC PLANNING
ALL-COMPANY EMPLOYEES
(CONTINUOUS IMPROVEMENT TEAMS) QUALITY ASSURANCE QUALITY CONTROL MANAGEMENT OF EACH PROJECT
LONG TERM TASKS & ASSIGNMENTS IMPROVEMENTS IMPROVEMENTS COMPANY OPERATING PROJECTS & NEEDS VISION NEEDS ADJUSTMENTS ADJUSTMENTS SHORT-TERM IMPROVEMENTS OPERATING STRATEGIC PLAN OPERATING PLAN NEEDS (BY PRIORITIES) (BY PRIORITIES)
RESOURCE NEEDS RESOURCE AVAILABILITY
& AVAILABILITY & COMMITMENT FINANCIAL & OTHER
RESOURCE
PROJECT HISTORICAL DATA
OPERATING PLANNING
TOTAL QUALITY MANAGEMENT
(TQM)
HIST. DATA EST. STANDARDS EXPERTISE
MANAGEMENT BY PROJECTS
(MBP)
PROJECT PLANNING
PHASE
PROJECT EXEC/CONT
PHASE
PROJECT CLOSE OUT
PHASE
PROJECT INITIATION
PHASE
MBP
TQM
MBO
FAILURE 1
PC & E
EXPERIENCE WESTERN US UTILITY CO.
FAILURE 2
THOSE WHO DO NOT UNDERSTAND THESE SUFFERED – MANY
E.G.’S RECENT ONE IS IBM
Steps for Implementing MBP
Executive Briefing
Basic Seminar
Basic and Specialized Seminars
Situation Survey Adaptation Professional
To company Certification Needs International
Symposia Start-up Workshops Implementation Support
Diagnosis MBP
Program Design
Project Terms
Selected Managers and Professionals
Professionals
Managers
Directors
MBP SUPPORTS? Flat organisation Goals driven organisation Interchangeable leadership
(because cross functional) Communication Self-directed teams Empowerment of employees Accountability
Organization Seen as a Portfolio of Projects
Strategic
Objective
Goals Project 1 Project 2
Project 3
Area A
Area B
Area C
Upper Management
Project 1A
Project 1A
Project 1A
Project 1A Project 1B
Project 1B
Project 1B
Project 1B
Project 1C
Project 1C
Project 1C
Project 1C
WHAT MUST WE DO TO PROMOTE THIS CONCEPT?
Enhance image of PM to attract
functional managers Convince the gurus that PM is the
key to future business success Develop tools and methods to
support new direction Adapt the current tools to
new direction Highlight the fact that change
management required project
management to manage
SOME DRAWBACKS
1. Personal adaptation
2. Looser, less structured organisation
3. Task of developing competent project personnel
4. Overall integration of Projects
NEW PROJECT MANAGERShould have;• Full understanding of goals• Full understanding of staff needs• A good head for details• A strong commitment• Ability to manage problems• Good negotiation skills• Focus on results and profitability• Cost consciousness• Business skills• Political savvy• High tolerance for ambiguity
- David Frame, PMI, 2000
WHAT’S THE ROLE OF NEW PROJECT MANAGER?
Project managers must contribute to
continuos survival of organisation Not tied to development nature of
projects Tied to strategies and direction of
organisation Involved in business redesign projects
and organisational change projects They must transform organisation May be drawn from ranks of
- traditional project managers and
- current business managers They must become “transformers”, not
mere “implementors”
WHO SHOULD DO IT?
ORGANISATION MUST ADVOCATE THIS –
BE CHAMPION TO LINK TQM WITH MBP
PROJECT MANAGEMENT VS GENERAL MANAGEMENT
GENERAL MANAGEMENT PROJECT MANAGEMENT• FUNCTIONAL
•DO THE RIGHT THING
• ROUTINE
•REPEAT
• LACKADAISICAL
• RESOURCE DRIVEN
• STRUGGLING FOR
SOLUTION
• PROJECTISED
• DO IT RIGHT
• DEFINITE
• DONE ONLY ONCE
• URGENT
• RESULTS DRIVEN
• THE SOLUTION BUT
IGNORED
THANK YOU
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