PM587 Week 4 Discussion

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Week 4: Project Linkages - Discussion

Change Management (graded)

You have just been hired to manage a new project that will involve not only the installation of a new company-widecomputer system, but also the implementation of new processes. As project manager, you must create a projectplan and a change management plan. Where do you begin? What should be your first task and why?

Who should be part of the planning process? What problems could arise due to the changes? How will you measurethe success of the change management plan?

Responses

Response Author Date/Time

Needs to be Part of the Planning

Process Professor Orr 5/25/2013 2:44:54 PM

Who should be part of the planning process? Why?

Regards,

Susan

RE: Needs to be Part of the

Planning Process Sydney Williams 5/26/2013 11:21:21 PM

Modified:5/27/2013 1:26 AM

In my humble opinion tw o important members of the planning process are management and the stakeholders. The

reason management should be a part of the planning process is because management should have a vision and

a strategic plan on w here the organization is headed. If the project, portfolio, or program does not coincide w ith

these goals, the project is essentially a w aste. The stakeholders w ho has an interest in the project also should be

involved in the planning process because the deliverable w ill overall effect them as w ell. If the project is to develop

a certain softw are that w ill increase my company's effectiveness and eff iciency, shouldn't the people w ho w ill use

the softw are be involved because they w ill continue to do the day to day operations after the softw are development

project is complete.

RE: Needs to be

Part of the

Planning ProcessIsaac Oyan 5/28/2013 8:28:48 AM

Sydney I agreed with your opinion, however, I think at a level in planning process

we need external/outside facilitators who has adequate knowledge/experience about

the project at hand, we may have enough expertize in the company but the outside

facilitator helps to let the in-house person knows what is really operating outside in

terms of the risks and legal and permits with necessary requirements for such

projects. At times, the outside facilitators brings in new and fresh ideas to the board

on the new ways of doing things. Both Management and Stakeholders must see theoutside facilitators as the umpire who are fully involved in this business and with

wealth of knowledge and experience.



The possibility of these 3 people working together on the drawing at the planning

stage will eventually helps in no small measure to have a successful project.


Planning Process Catherine Nderitu 5/28/2013 7:28:52 PM

I believe the sponsors, management, project team and any other stakeholders benefiting from the outcome of the

project should be involved in the planning process. If you are using any external expertise, then they should also be

involved. This is because planning is vital to success of the project, and you need all the necessary information from

the respective parties to define the scope of the project and develop a project management plan.


Planning Process Dwayne Grant 5/28/2013 9:32:01 PM

The project manager and his project team should be part of the planning process, and this shouldinclude all the subject matter experts and independent contract that will be used on a particularproject. It is all worth mentioning that the stakeholders will be part of the process, and this isbecause they will have an investment in the product deliverables.


Planning Process Mary Hart 5/29/2013 7:27:41 PM

Stakeholders and Senior (upper) managers should be involved in the planning of change that theproject produces as there must be senior-level support, communication, superior team members,and teamwork based on truthfulness; project cannot succeed without executive support both inwords and actions; change has to be planned. Senior management must know the message theywant to convey and who is to receive that message.

It is also essential for those affected by the change to be involved in the change planning order tounderstand why the changes are taking place, the value of the changes, and how the changes willbenefit them. Change can be facilitated through newsletters, meetings, e-mails, focus groups,formal training, and town hall meetings. It is essential that all involved have a thoroughunderstanding of the change that is about to take place.

It is important to have the right people doing the right job.Ref: Lecture.


Planning Process Emre Karakus 5/29/2013 7:28:03 PM

Project planning defines the project activities and end products that w ill be performed and describes how the

activities w ill be accomplished. The purpose of project planning is to define each major task, estimate the time and

resources required, and provide a framew ork for management review and control. The project planning activities

and goals include defining the specif ic w ork to be performed and goals that define and bind the project. With this

information, the roles listed below must involve project planning phase.

project managers

analysts,

stakeholders

project engineers

project accountants




Planning Process Derek Amberson 5/29/2013 8:27:29 PM

The planning process for the project should consist of the program manager, project manager, change manager, and

financial manager. If it is possible, then a user should be involved. Now the user is not alw ays capable of being

present, so every effort should be made to understand w hat impact the change w ill have on them. Will there be

training involved or w ill there be issues w ith implementations if the system is complicated? These questions can be

quickly answ ered by the end user if they are part of the discussion. I w as part of a discussion that purposed a

change to the navigation system of our aircraft. The change w as dramatic but because I had been an end user then,

I w as able to bring up some key points that the engineers and the program manager w ho w ere very smart but did not

know how the change w ould impact operations. They also w ere operating off outdated draw ings and I w as able to

point out that their ideas for component placement w ould not w ork because there w as already something there.


Planning Process Joseph Miller 6/1/2013 10:25:30 AM

Project Stakeholders:

PM - via stakeholders input establish project scope, guide the PRM process, begin Gantt Chart according to

scope (predecessors, milestones, critical path, etc), identify and initiate cost controls/mgmt

CEO or Upper Mgmt Rep - w ill ensure scope aligns w / corporate strategy

CFO or Acct'g Rep - w ill ensure f inancials align w / corporate strategy

IT Officer - w ill ensure scope is obtainable and begin risk analysis

IT Rep - assist IT Officer and assign action items to FMs

Manger from Each District - w ill ensure each district is aw are of scope and assign action items to FMs

Possible Problems Due to Changes Professor Orr 5/27/2013 12:45:39 PM

What problems could arise due to the changes?

Regards,

Susan

RE: Possible Problems Due to

Changes Sydney Williams 5/27/2013 11:58:29 PM

Some of the problems that could result in due to changes in the planning process are:

1. The amount of time needed to finish or meet the deliverable date.

2. What w ill be the financial impact as a result of these changes? Will the project be over budget

due to the change or does the change have some financial benefit.

3. Does the change stay w ithin the scope of the project. If the changes are too much then this

could have an effect on the scope of the project.

4. The change could negatively impact our stakeholders. This must be given extreme consideration w hen

implementing changes.

The f irst three highlighted are the constraints in any project, and should be looked at any process. Process changes

should be planned to reduce their risks and also the possible benefits of change.




Changes Dw ayne Grant 5/29/2013 7:32:49 PM

There are a lot of problems that can arise, but a project manager will compound their problems bynot being prepared for change. Part of this process is a change management plan, but a changemanagement plan is not a magic bullet that can prepare a project manager for everything. Internalchanges can be made by the project manager can be controlled, and a good example is changingone contractor for another contractor. An external change can be disastrous without a changemanagement document. We all know that to change the scope of a change managementdocument is a recipe for disaster. All changes that effect the schedule, budget and scope of aproject must have a change management document.


Changes Huyen Bui 5/30/2013 5:30:07 PM

The possible problems that could arise due to the changes can be the answ ers of:

1. Does the change affect to the triple constraint: time, cost, and scope of the project? If yes, w hich element, and

how does it affect?

2. How can w e implement the change into the progressing project?

3. What is the risk w ill the stake holders have if the change happen?

The problems should not only be limited but it should be referred back to the risk analysis from the planing stage for a

more precise solution.


Changes Desmond Callow ay 5/31/2013 11:39:07 PM

One of the major problems that can arise from changes in an organization or project w ould be acceptance of the

change measure. The acceptance of the measure of change being proposed should be accepted by a reasonable

percentile before the change itself w ould be effective. The level of change of course w ould differ from instance to

instance, but the letter of change is insurmountable. The directives should be addressed w ith all impacted by the

change and there may be some instances w here the change measure itself w ould not be feasible for the

organization. In these cases there should be documentation show ing that there have been changes to the

deliverables to better align w ith the needs and environment of all stakeholders. This should also be a very concise

measure, w hereas the issues are outlined and w eighted as to the potential risk to be expected w ith the project. The

acceptance of the change w ould also stem from the confidence the employees or stakeholders have in the

leadership of the organization to effectively manage the process and ensure a reasonable transition. This w ould

entail polling and "tow n hall" style meetings w here the issues are discussed, documented, and an action plan

formulated to address the issues.

RE: Possible Problems Due

to Changes Derek Amberson 6/1/2013 12:17:48 PM

There are all sorts of issues w ith changes. One is the change itself. If the change is not managed properly then it

can create problems for the project or cause the project to fail. If the change is not approved properly then it can

cause delays in the project or it can cause the project to go over budget. If the company is careful than the change

can be managed and be given its due process. When this happens then the change does not run the risk of

damaging the reputation of the company.


to Changes Emre Karakus 6/1/2013 9:59:25 PM

Consistency is one of the main problem in changes, it is required test routines after changes. Consistency must be

tracked carefully w ith the project and previous changes. Historian application helps to keep it right path. Qualif ied and



experienced project managers are also important for completing changes w hich is required. We can say,

consistency, documentation and experienced employees are key elements for managing projects. Involve those

impacted by change in any decisions early in the process. This minimizes the issues that potentially block successful

change from occurring. Keep an open mind and allow for dissenting opinions as you formulate your plan. Listen to

suggestions and w elcome all ideas. Avoid the temptation to remain in the current state because it is easier. Focus on

the positive aspects of the change and encourage creative w ays to overcoming impediments. Using these change

management strategies helps you overcome issues as they arise.


to Changes Joseph Miller 6/2/2013 7:43:08 PM

The problems that can occur due to changes are endless, it is how w e manage the change that is important in

mitigating project detriment.

With this said; problems can be as follows:

Predecessors compromised

Project milestones are not met

Critical path disturbed

Over budget

Exhausted resources

Stakeholder fatigue and at times sabotage

Extended completion time

Complete failure

Measuring Success of the Change

Management Plan Professor Orr 5/28/2013 11:33:36 AM

How w ill you measure success of the change management plan?

Regards,

Susan

RE: Measuring Success of the

Change Management Plan Sydney Williams 5/28/2013 10:12:21 PM

Modified:5/28/2013 10:12 PM

First of all you must establish and set a baseline for the objectives of the change managementplan by using a change management tool. Change Measurement Tool is the means by whichinformation and data will be collected from stakeholders and subsequently used to measurechange progress. There are multiple means by which progress may be measured – surveys,structured interviews, focus groups – which are usually developed by the change team but insome cases tools and services can be purchased from vendors. If those objectives are met orsurpassed by the measurement of the baseline, then the change management plan would besuccessful. http://www.changemethod.com/meaningful-change-measurement/#change_measurement

RE: Measuring Success of

the Change Management

PlanJennifer Gherardini 5/29/2013 11:41:44 AM

http://www.changemethod.com/meaningful-change-measurement/#change_measurement



I think, like all other measures of success, it depends on the stakeholder. Main stakeholders w ould be the PM, project

team, sponsor/customer, and the senior leaders w hose support w ould be needed for the plan. There are some

staples though, such as learning from past projects and experience as w ell as making sure the change management

plan includes proper approval and responsibility standards. The company more than likely has standard operating

procedures for change management plans, but hopefully leaves some place for adjustments that may be needed. I

think that basically if the stakeholders are happy w ith it and w hen it's implemented nobody is surprised by anything

then it w ould be a success.

Morris, P. & Pinto, J. (2007). The wiley guide to project program & portfolio management. Hoboken, New Jersey: John Wiley & Sons, Inc.



PlanDesmond Calloway 6/1/2013 10:52:20 PM

The measurement of the success of the change endeavor can easily be managed or measured by using a change

matrix. This w ould take the deliverables of the project and categorize them based on their importance, impact, and

feasibility as it relates to the adoption of the measure. Then priority can be granted to using this qualitative and

quantitative information. Without relying on speculation, the PMs and engage the stakeholder and employees of the

change areas and see the environmental impact for the w ork being performed. The likelihood of the measures being

adopted in a respectable manner are a part of the change matrix and can then be used to decide on the direction to

be taken. Now w ith the information provided there, the PMs can the re-evaluate the measures based on the

progress that is being made and gauge the level of success attained thus far. But this is only part of the picture.

The cost for the change measure should also be examined. The TCPI can be used to see the overall likelihood of

completing the project on schedule and w ithin the budget allow ed. With this information, reallocation or provisioning

of resources and funds can be made to account for any overages or short falls.



PlanEmre Karakus 6/2/2013 11:53:50 AM

To successfully implement your plans, regardless of w hether it is an organisational change, a change of

procedures, a new technology roll out etc. managing the change is required because of the complex structure of the

plan.The most important thing is to manage the people side of your change. Without the people accepting your plans

you are doomed to fail.Installation of your new organisation, procedures, technology is relatively simple.

Implementation is the diff icult part must get the people on-board otherw ise your business case RoIe is left in tatters

on the f loor and you have not delivered. You're f ired.FACT: 28% of corporate system investments are abandoned

before completion. Of those installed, 80% are not used in the intended w ay or not used at all six months after

installation.

Measuring change management right isn't rocket science. If you think about w hat you are doing, if you have a good

idea of w hat a successful outcome looks like, and if you have the energy and passion to make it happen then you'll

be on to a sure f ire w inner.

There are f ive steps to successful change management and I'll be covering each one in this lens.

Define w hat your change is

Prepare for the change at a local level

Reinforce behaviours that support the change

Communication

The steps are based on theory that any change management practitioner w ill be able to explain. I've added in a little

bit of my ow n real w orld experience too, so rest assured that w hat you read here is proven and does w ork. Follow

some, or all, of my advice and you'll be a lot closer to success on your next major programme.


the Change Management Derek Amberson 6/2/2013 8:25:41 PM



Plan

I w ould measure the success or failure of a change management plan on how effective it is. By this I mean w hen the

change is implemented, does it follow the procedure and is the change a success. If this can be addressed w ith

positive results then the change is not only positive but the plan is also effective. The change plan needs to be

tangible and those that are part of it need to be able to follow the change, start to f inish. If this can be done it w orks,

if not, it cant.

Minimizing Conflict in an Organization Professor Orr 5/29/2013 1:19:10 PM

What can be done to minimize conflict in an organization?

Regards,

Susan

RE: Minimizing Conflict in an

Organization Catherine Nderitu 5/30/2013 1:59:33 PM

One effective w ay w ould be to have open communication in an organization. Management should remove the

structural barriers that create distance betw een management and w orkers by; Sharing their plans and strategies

w ith employees and, interacting w ith employees frequently in a face-to-face manner.

Employee meetings, w hich include complaint sessions, brainstorming, and discussion forums is an ideal w ay.

Employees w ill feel more engaged, valued and respected by management; hence there w ill be support and cohesion

w ithin the organization.

RE: Minimizing

Conflict in an

OrganizationIsaac Oyan 5/30/2013 4:53:41 PM

Catherine, I agreed w ith your opinion on Communication as a w ay of minimizing conflict in an organization,

how ever, every organization supposed to have a framew ork/method of dealing w ith individual

differences that may show up in the w ork places, it is clear that human being is dynamic in nature, and

since people came from different background, there may be reason (s) w hy misunderstanding occur in

the w ork place, therefore, I believe that confrontation method of resolving dispute/conflict is more better

than w alk-aw ay or avoidance method. Confrontation does not mean that those involve has to f ight but

they need to know w hat causes the problem and both f ind a w ay of resolving the issue instead of

avoiding each other.

Every team member must try to see that individual interest does not jeopardize the team interest. Members

must accommodate each other in order to allow peace to reign and every team member must be treated

w ith dignity and respect, irrespective of nationality, social status, educational and professional

attainment. If there is a rule and method of resolving conflict in w ork places, then conflict could be

minimized.

RE:

Minimizing

Conflict in

an

Organization

Kelser Mcmiller 6/1/2013 8:05:27 PM

How ever Isaac conflict is not only because of people not getting along w ith each other.

Conflict can come up due to scheduling changes in a project or changes in policy

requirements. I have dealt w ith this type of conflict at w ork. There w as a new policy change

on the execution of documents in the w orkplace. While this policy comes from the Executive



team, it does cause conflict w ith processes in our department already in place. The only w ay

to solve this conflict is to just avoid the conflict altogether and make the new policy w ork

w ithin our old processes. Sometimes conflict does not involve conflict betw een individuals.


Organization Huyen Bui 5/30/2013 5:14:38 PM

One of the class that i took w as the Managing Organizational Change, and w hat I've learnt w as conflict mainly

comes from poor change management. Whether it is simple as procedure change, culture change (during the

acquisition) or other organizational changes, if it doesn't have a proper plan to launch the change, it w ill the resist

among the employees.There're several methods that w e can use depend on the scale and type of business.

One of them is the six-box model, the basic one. How ever, any model or method w ill be invalid w ithout

communication. Therefore, choosing a proper type of communication channel w ill help minimizing the conflict.

Marvin Weisbord proposed one of the earliest diagnostic models, one that he describes as the result of “my efforts

to combine bits of data, theories, research, and hunches into a w orking tool that anyone can use.”5 His model is

based on six variables (see Figure 5.1):

1. Purposes: What business are w e in?

2. Structure: How do w e divide up the w ork?

3. Rew ards: Do all tasks have incentives?

4. Helpful mechanisms: Have w e adequate coordinating technologies?

5. Relationships: How do w e manage conflict among people? With technologies?

6. Leadership: Does someone keep the boxes in balance? (Ian Palmer 123)

Ian Palmer. Managing Organizational Change, 2nd Edition. McGraw -Hill Learning Solutions, 2008.

<vbk:0077587448#outline(5.3.1)>.


Organization Desmond Calloway 6/2/2013 9:44:24 PM

Conflict can be avoided if there is adequate communication betw een all parties involved. Documenting the

deliverables of a particular aspect of a project w ould allow for there to be a greater understanding of w hat is to

happen and for w hat purpose. The miscommunication could also occur if there is a misunderstaning of deliverables

due to changes that can occur during the course of a project. Proper change management w ould document the

needed changes and amend the scope of w ork so that there is not misalignment of tasks. If there is is still conflict

detected, a mediator may need to be employed to handle the concerns as they arise. The mediator w ould be a

neutral party that w ould be able to f ind understanding of the concerns and try to w ork tow ard the common

understanding. This is performed in the best interest of the stakeholders. The mitigation of these concerns w ould

allow the project team to w ork seamlessly together to complete the tasks at hand and provide a more positive

solution to the project.


Organization Emre Karakus 6/2/2013 9:50:35 PM

Documentation is one of the important method for minimizing conflicts in organization. The other w ay to minimize

conflicts if organization charts and managing business process. these processes must be carefully managed by a

team w hich has connection in all levels of organization.

Open Up Communication,Create Consequences and Listening are responsibilities for the process management teams

w hich has a key role reducing and minimizing conflicts. Organization charts and rotation and promotions must be

carefully and dynamically handled.



Managing Conflict w ith Another Person Professor Orr 5/31/2013 2:31:06 PM

How do you manage conflict w ith another person?

Regards,

Susan

RE: Managing Conflict w ith

Another Person Catherine Nderitu 5/31/2013 4:18:09 PM

Conflict is normal and inevitable w henever people interact together. From experience and also according to a course

i took in my undergrad (emotional intelligence), the best w ay to manage conflict w ith another person is f irst to

manage and control your emotions. While in a disagreement there are strong emotions involved and listening to the

other person's point of view is hard. By staying calm then you can handle the situation better as opposed to acting

irrational and yelling.

This is also highlighted in the lecture. "Manage yourself. If you and/or another person are getting upset, then manage

yourself to stay calm".


Another Person Mary Hart 5/31/2013 11:46:48 PM

Modified:5/31/2013 11:58 PM

How do you manage conflict w ith another person?

How do

you

manage

conflict

w ith

another

person?

When managing conflict w ith another person I usually have to identify the context of the conflict (personal, w ork or

study related), from there I identify the role to play (Mom, w ife, cow orker, leader, employer, employee, etc), then I

w ould analyzes and select w hat I consider the best response to manage the conflict.

RE: Managing

Conflict w ith Another

PersonHuyen Bui 6/2/2013 8:15:46 PM

I think that in such situation that conflict happens, the best way to resolve are:

1. Note the things that you do not like about yourself.

2. Practice self management.

3. Become socially aware.

4.Speak in private.

5. When someone is upset with you give them time to vent.



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Another PersonDw ayne Grant

6/1/2013 7:20:11 AM

All of my fellow students communication treads seem to have the same common thread, and thatis communication. However, I would like to add one additional piece and that is documentation,and this is a practice that is good when working with people in general. People sometimes getwhat is called selective amnesia when it comes to tasks and deadlines. Emails are a way ofmake sure the task are understood and the deadlines are relayed. So, in summarycommunication and documentation supplement each other, and is way to cut down on conflictwith another person.

RE: Managing

Conflict w ith Another

PersonJennifer Gherardini 6/1/2013 3:33:05 PM

I couldn't agree more Dw ayne. You can be an adult about it and follow all of the recommended steps, but

depending on w ho you have the conflict w ith and w hat kind of person they are, documentation can really

help out in managing the conflict. Of course you have to w orry about that person being childish about it

and then you may have other kinds of problems w ith them, but jobs aren't for making friends. If you're

lucky the other person w ill respect that you w ere prepared and not afraid to pull out the proof, w hich

could lead to opportunities or a better w orking relationship w ith them.


Another Person Emre Karakus 6/2/2013 9:53:10 PM

Employees can become frustrated at their stagnant job functions or lack of a career path, or they may feel that

management is unable to point the company in the right direction. There are w ays to reduce conflict in the w orkplace

that every company should employ to help reduce potential problems. You may also see methods below , managing

conlicts

Create Consequences

Listening

Choose Your Battles

Open Up Communication

Lessons Learned in Week 4 Professor Orr 6/1/2013 9:36:27 AM

Hi Everyone,

What are your most important Lessons Learned in Week 4?

Regards,

Susan

RE: Lessons Learned in

Week 4 Mary Hart 6/1/2013 10:15:24 PM

Lessons Learned in Week 4

I.-Change management.



Due to innovation of products present in an organization, the organization may rely on projectteams composed of cross-functional groups to create, move to market, and implement change inan effective time frame as possible. Hence change management is a crucial function of a ProjectManager.

II Conflict management.

Change or fear of the unknown is often the cause of conflict. The problem arises when conflict is

poorly managed. I many cases, conflict in the workplace just seems to be a fact of life.The fact

that conflict exists, however, is not necessarily a bad thing: As long as it is resolved effectively, it

can lead to personal and professional growth. In many cases, effective conflict resolution can

make the difference between positive and negative outcomes.


Week 4 Jennifer Gherardini 6/2/2013 5:00:38 PM

I concentrated extra on the project evaluation and selection section of chapter 3 because that w as my main area for

the draft this w eek. How ever, I feel I got the most needed understanding from understanding linkages. The f irst time

w e had this chapter I didn't fully grasp the concept, but I hadn't realized that I didn't. It reminds me of w hen my last

job made us learn a basic summary of other off ice's jobs so w e could understand more w here are products came

from and w ent. Also the how and w hy of it. It really does make a difference w hen you understand the linkages.

RE: Lessons

Learned in Week 4 Isaac Oyan 6/2/2013 5:39:33 PM

Change Management:

The only thing that is permanent in life is change, and change is inevitable, therefore it

is a usual phenomenon that the plan would reach a stage that needs to accommodate

some changes no matter how little they are. The lesson in this week is that, if the

project would be successful, the change management plan must be ready, in case

there is any reason to effect changes in the project plan/schedule

Conflict Management:

The success of any project depends on the conflict management plan that is on

ground which stipulate how the misunderstand/dispute/conflict on the project could

be resolved without hindering the progress of the project, conflict may come as a

result of the inadequate resources/materials/labor/funds/personal attributes. The

major way by which conflict thrive is lack of communication/lack of clarity in

communication, most times the team members forget about the organizationalstructure and the span of control, as this create a lots of friction within the

organization. If the conflict is to be minimized, then every team members

must present an adequate/accurate report to the management which will serves as a

basis on which crucial decision has to be made upon. In view of this every

organization must put in place a conflict management plan, which will deal with

situation whenever the needs arises.

This is another lesson I learned in this week 4.




Week 4 Emre Karakus 6/2/2013 9:55:59 PM

Presentation techniques and effective slight and presenting are main things that I have learned. It w as very helpful

for me to introduce ideas w ith key w ords. Conflict management and Resource utilization techniques are handled

w ell. I have also learned how companies are selected as a project subject.

PM587 Week 4 Discussion

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