GENERAL MANAGEMENT VS PROJECT MANAGEMENT

1. GENERAL MANAGEMENTVSPROJECT MANAGEMENT

2. WHAT’S THE FOCUS OF RESTRUCTURING REENGINEERING REINVENTING REORGANISATION GLOBALISATION

3. WHAT’S THE FOCUS OF DOWNSIZING RIGHTSIZING OUTSOURCING FLATTING THE ORGANISATION

4. FOCUS IS ON CLIENT ORIENTATION EMPLOYEE EMPOWERMENT QUALITY IMPROVEMENT VALUE DRIVEN MANAGEMENT KNOWLEDGE DRIVEN

5. 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

6. WHY ALL THESE? SURVIVAL IN CHANGING TIME AND COMPETITIVE PRESSURES

7. AS COMPETITION MOUNTS COMPANIES BREAK-UP CHANGE ACCEPTED AS A WAY OF LIFE CROSS FUNCTIONAL TEAMS EMERGE CONTINUOUS IMPROVEMENT INITIATED

8. THEREFORE, WE MUST COMMIT OURSELVES TO CHANGE AND WE NEED THE TOOLS

9. CHANGE IS, UNCOMFORTABLE BUT INEVITABLE & ESSENTIAL

10. TO MANAGE CHANGE “WHAT DO YOU NEED, IN ORDER TO MOVE ON, WITHOUT JUDGEMENT AND WITHOUT BLAME?”

11. CHANGES MUST BE IMPLEMENTED EFFECTIVELY HOW DO YOU DO IT BY MBP - MANAGEMENT BY PROJECTS CAN WE ADOPT MBP AND BE SUCCESSFUL?

12. 5 QUESTIONS FOR YOU…. IS DOING THE RIGHT THING PROJECT MANAGEMENT? ARE PROJECTS DONE ROUTINELY? IS EVERYBODY A PROJECT MANAGER? IS THE PROJECT MANAGER FULLY RESPONSIBLE FOR THE PROJECT? ALL PROJECTS START WITH DEFINED PARAMETERS?

13. 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

14. 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?”

15. HANDY SAYS, Managers become stewards e.g. Honda: flexible, strategy oriented Company uses project teams

16. KANTER SAYS, Company work force contractual fringe Flexible labour force Company work force will run the project Organisation will go flat - Junior - Qualified - Senior - Partner - Shifting teams - Work in teams - Partner and others are team members

17. 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)

18. 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)

19. MANAGEMENT REQUIRES: Team Working Cross functional perspective Process orientation Logical progress Strong leadership

20. GENERAL MANAGEMENT VS PROJECT MANAGEMENT FUNCTIONAL MANAGEMENT PROJECT MANAGEMENT

21. QUESTION IS WHICH IS THE NORM OF THE DAY? GM PM PM GM OR

22. MANAGERS & LEADERS FOR PROJECT MANAGEMENT GOOD THINKERS SHOULD ALSO KNOW HOW TO IMPLEMENT WELL GOOD LEADERS SHOULD BE ALSO GOOD MANAGERS

23. CAN ALL THESE CHANGES BE IMPLEMENTED EFFECTIVELY BY MBP?

24. MBP MEANS MANAGING ALL WORKS IN A COMPANY AS PROJECTS

25. MBP IS USED IN MULTI PROJECT ENVIRONMENT WELL

26. TQM VS MBP TQM IS DOING RIGHT THINGS MBP IS DOING THINGS RIGHT

27. 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

28. EXTERNAL BENEFITS CUSTOMER SATISFACTION COMPETITIVE ADVANTAGE INCREASED MARKET SHARE IMPROVED CORPORATE IMAGE

29. WHAT’S MBP GETTING THINGS DONE

30. MBP IN MALAYSIA MALAYSIAN PRIVATISATION OR CORPORATISATION POLICY – IS A FORM OF DEREGULATION e.g. IPP’S vs TENAGA NASIONAL

31. TQM LEADS INTO MBP WITH 5 PHASES INITIATION, PLANNING, EXECUTION, CONTROL AND CLOSE OUT

32. TQM AND MBP ARE LINKED TQM NEEDS HELP FROM MBP

33. TQM ADOPTED ORGANISATION IS ALWAYS IN LEARNING MODE

34. HOW ORGANISATION SHOULD BE STRUCTURED? FLEXIBLE AND DYNAMIC ORGANISATION BUILT AROUND WORK TO BE DONE WILL SURVIVE THEY WILL EXPAND COMPARED TO FUNCTIONAL ORGANISATIONS

35. TQM AS A PHILOSOPHY HOW IT COMBINES WITH BUSINESS PLANNING & IMPLEMENTATION (MBP) (Chart 1)

36. INTEGRATING TQM AND MBP WITH COMPANY PLANNING PROCESSES

37. FAILURE 1 PC & E EXPERIENCE WESTERN US UTILITY CO.

38. FAILURE 2 THOSE WHO DO NOT UNDERSTAND THESE SUFFERED – MANY E.G.’S RECENT ONE IS IBM

39. Steps for Implementing MBP

40. MBP SUPPORTS? Flat organisation Goals driven organisation Interchangeable leadership (because cross functional) Communication Self-directed teams Empowerment of employees Accountability

41. Organization Seen as a Portfolio of Projects

42. 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

43. SOME DRAWBACKS Personal adaptation Looser, less structured organisation Task of developing competent project personnel Overall integration of Projects

44. NEW PROJECT MANAGER Should 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

45. 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”

46. WHO SHOULD DO IT? ORGANISATION MUST ADVOCATE THIS – BE CHAMPION TO LINK TQM WITH MBP

47. PROJECT MANAGEMENT VS GENERAL MANAGEMENT

48. THANK YOU - THE END -