building the professional of 2020: an approach to business change process integration (business...
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Building the Professional of 2020: AnBuilding the Professional of 2020: AnApproach to Business Change ProcessIntegration
Business Change Modelling
Integration
Business Change Modelling
Harris Apostolopoulos BEng(Hons), MSc, MBA, PhDcCity University London
29 May 2013
In Brief
Successful change can be influenced by a variety of factors,which can affect the result of change itself, as well as theobjectives of the project Change management is the strategic andobjectives of the project. Change management is the strategic andstructured approach for transitioning individuals, teams andorganizations from a current state to a desired future state.
Most project managers follow established project managementmethodologies in order to achieve success. However, somedegree of failure is evident in most projects worldwide. Oneimportant reason for this failure, is that projects often implementimportant reason for this failure, is that projects often implementchange, and in its turn change may introduce new risk parameters.
Agenda
Significance
Agenda
11
Project Management Overview22
Change Management Modelling
Change Management OverviewChange Management Overview
44
33
Risk Management OverviewRisk Management Overview55
Risk Management Tools and TechniquesRisk Management Tools and Techniques66
SummarySummary77
S fSignificance
• Market needs are constantly changing; market adaptation, strategic businessplanning, flexibility, speed, cultural adaptation are more than mandatory.
• Most of the contemporary project management methodologies primarily focus on• Most of the contemporary project management methodologies primarily focus on(within predefined scope) :
Time C t Cost Quality
• Project management methodologies do not take into serious consideration Businessj g gCultural Issues, Change Management and Adaptation.
• Too much emphasis on deliverables or outcomes (e.g. capabilities) which on theirown do not deliver specific benefits or even in the processes (the way things have toown do not deliver specific benefits, or even in the processes (the way things have tobe done).
OAgenda: Project Management Overview
Project jManagement
Risk Change ManagementManagement
Project Management
• The science of modern project management is not new, started to emerge in 1990s.
• What seems to have changed over the past decade are the ways of applying theoryinto practiceinto practice.
Consequence: The need to standardise and structure different ways of projectmanagement, in a detailed, documented and formal manner.
• Change management mostly observed and utilised as an integrated process withinproject management, is a rational process for exploring decision and behaviouralternatives in an attempt to realign the course of “derailed” deliverables due toalternatives in an attempt to realign the course of derailed deliverables due tochange and ensure project success.
• The two most established project management frameworks are PMI’s PMBOK andPRINCE2PRINCE2.
( )
PMBOK (5th diti ) i t f
Project Management (cont.)
• PMBOK (5th edition) consists of:
47 processes mapped in 5 distinct process groups split into 10 knowledge areas, isrecognised by the American National Standards Institute (ANSI) as an Americang y ( )National Standard (ANSI/PMI 99-001-2008).
• PRINCE2 (2009) consists of:
7 processes which are organized into 7 themes, developed by the Office of Government Commerce (OGC), in the United Kingdom.
• Both frameworks, introduce a degree of complexity and seem lacking an effective mechanism for accommodating change in relation to risk assessment.
Ch t d i k t ll d d t titi• Change management and risk assessment are usually regarded as separate entities; which should be generally implemented during the initial stages of a project.
Project Management Integration
• Project management can have strategic value when there is link between the level ofProject management can have strategic value, when there is link between the level of effectiveness and how efficiently a project is accomplished and when the project’s outcomes (product or services); can provide overall business value.
Ch t it lf i l t t i d t t d h t• Change management itself, is also a strategic and structured approach to transitioning individuals, teams, and organisations from a current state to a desired future state.
• Pitagorsky (2011) “Project managers, to be effective must be competent change managers”.
• Homes (2001) explained that project managers should establish a solid foundation for• Homes (2001) explained that project managers should establish a solid foundation for change and that today’s role of project manager focuses more on the project and the team.
• Effective projects are those which achieve a business change within a managed organisational context (Gooch, 1997).
( )Project Management Integration (cont.)
• Project management and change management may seem as separate process but• Project management and change management may seem as separate process, but they are integrated in practice.
Project Management
CurrentState
FutureState
Transition
Change Management
Figure 1: Project Management and Change Management Integration
C
PRINCE2 (2009) names the constraints into variables which are involved in every project
Project Constraints
PRINCE2 (2009) names the constraints into variables which are involved in every project and have to be managed for the successful performance of the project:
• Costs• Timescales• Quality• Scope• Risk • Benefits
PMBOK (2013) defines the competing project constraints which have to be balanced:
• Scope• Quality• Schedule• Budget• Resources• Risks
C OAgenda: Change Management Overview
Project jManagement
Risk Change ManagementManagement
Change Management and Project Management
• Change management, is growing quite fast among the project managementcommunity, setting the essential foundation to become an integrated process incontemporary project management methodologies (PMBOK; monitoring andcontrolling process, PRINCE2; change theme).controlling process, PRINCE2; change theme).
• Project teams are the specific stakeholders who are firstly influenced by changes,not only because they initiate them, but also have to follow them as planned.
• “Change” for project management can be seen as an integrated process which isrelated to controlling the project’s requirements in an effort to change them so as toeventually place activities in order and conform to customers requirements.y p q
• Not all changes have the same implications for projects as some might be acceptedand some others might not.
Change Management and Project Management (cont.)
• Project success, even if it remains vague and ambiguous depending on a plethora of factors, with the aid of project management frameworks the whole process towards success is formalised and documented.
• Change in structured project management frameworks is an embedded processwithin the project management methodology. In this context, every project is subjectto changes; one of the aims of structured project management methodologies is tod t t h d i ff t i i i i k d fi ll j tadapt to changes and in effect minimise risk and finally ensure project success.
• Project Management focuses on tasks or activities whereas, Change Managementfocuses on people impacted by change.p p p y g
• Both change management and project management evolved in a way that providednot only tools but also processes. Effectively, project management and changemanagement may seem as separate entities; practically they are integratedmanagement may seem as separate entities; practically they are integrated.
C fChange Management Definitions
• Change management is a systematic approach to dealing with change, both fromthe perspective of an organisation and on the individual level. A somewhat ambiguousterm, change management has at least three different aspects, including: adapting tochange controlling change and effecting changechange, controlling change, and effecting change.
Source: http://searchcio-midmarket.techtarget.com/definition/change-management
• Change management can be defined as a set of processes that is employed toensure that significant changes are implemented in an orderly, controlled, andsystematic fashion to effect organizational change.
• One of the goals of change management is with regards to the human aspects of tochange in order for organisational members to buy into change and achieve theorganization’s goal of an orderly and effective transformation.
Source: http://www.tech-faq.com/change-management.html
Ch D fi i i i f P j MChange Definitions in terms of Project Management
• The purpose of the Change theme is to identify, assess and control any potential andapproved changes to the baseline.
• Since change is inevitable during the life cycle of a project a systematic approach isrequired to the identification, assessment and control of issues that may result inchange. (PRINCE, 2009, p.91).
• The monitoring and controlling process group among others is responsible for theidentification of any areas in which changes to the plan are required (PMBOK, p.56).
A d h t t f th P f I t t d Ch C t l• Approved changes are an output of the Perform Integrated Change ControlProcess. The approved change requests may be a corrective action, a preventiveaction or a defect repair. Approved change requests (implemented by the projectmanagement team) can impact any area of the project or project management plan.(PMBOK p 82)(PMBOK, p.82).
f CTypes of Change
• Two major categories, individual change management and organisational changemanagement.
• Especially in multinational companies, cross-cultural issues can affect plannedchanges and the process can get complicated.
• However, the transitional period of change (which may lead to adaptation) is not onlyHowever, the transitional period of change (which may lead to adaptation) is not onlya time consuming but also a risky process; due to cultural or even organisationalreasons the whole process is subject to fail.
I ti f h t h h it t d b ilit f• Irrespective of change type, change has a reason…, magnitute and probaility ofsuccess or failure.
C C C fChange Categories Classification
Individual • Rules / Regulations
Depending on a plethora of classifications, change can be categorised but notlimited to as:
• Individual• Organisational• Structural / Restructure• Cost cutting
• Rules / Regulations • Continuous / Discontinuous • Evolutionary• Revolutionaryg
• Process• Cultural• Technical
y• Strategic• Transformational• Risky / Controlled / Monitored
• System • Planned / Unplanned• Remedial
• Technological • Developmental• Proactive / Reactive
C CProject Change Curve
Source: http://www.leanhrm.com/change.html
Figure 2: Project Change Curve
CAgenda: Change Management Modelling
Project jManagement
Risk Change Management
ManagementManagement Models
SMcKinsey 7-S Model
Used to define the areas of an organisation that needs to be in alignment so as to operate
Figure 3: McKinsey Model of Strategic Change
effectively. Can identify areas that need to change. when implementing a business strategy,and areas that may be affected by proposed business changes.
Source: Business Analysis Techniques, p. 18
Seven Forces Model
Figure 4: The seven forces model for Project Success (Turner, 1990)
Beckhard and Harris (1987) came p ith a famo s form la in an attempt to
Beckhard and Harris Formula
• Beckhard and Harris (1987) came up with a famous formula in an attempt tomathematically formulate change. Actually they tried to relate change being a resultof factors such as “the level of dissatisfaction with the status quo and the proposedend state.
C = [ABD] > X
C = changeC = changeA = level of dissatisfaction with the status quoB = Desirability of the proposed change or end stateD = Practicality of the change (minimal risk and disruption)X = Cost of changing
May be seen also as (D x V x F) > R
Factors : Dissatisfaction, Vision, First Steps, Resistance
Kotter’s Model
Error #1: Not Establishing a Great Enough Sense of Urgency
Error #2: Not Creating a Powerful Enough Guiding Coalitiong g g
Error #3: Lacking a Vision
Error #4: Undercommunicating the Vision by a factor of Teng y
Error #5: Not Removing Obstacles to the New Vision
Error #6: Not Systematically Planning for and Creating Short-Term Winsy y g g
Error #7: Declaring Victory Too Soon
Error #8: Not Anchoring Changes in the Corporation’s Cultureg g p
C C ( )The Change Curve,Kübler-Ross (1969) Model
Source: http://www.change-works.com.au/blog.php?blog_id=34
Figure 5: Kübler-Ross Model
SThe SARAH Model
Figure 6: SARAH Model Stages
Source: Business Analysis Techniques, p. 238
ADKAR Framework Model
Figure 7: ADKAR Change Model ( developed by Prosci )
Source: http://zenexmachina.files.wordpress.com/2012/09/adkar-for-scrum-adoption.png
C CCultural Change
• Hofstede (1980) argued that the cultural differences between nationalities were evidentwhen employees of the same organisation were spread over many countries.
• Stuttard (2000) concluded that “one common mistake is that, foreign managers fail torealize how pervasive it is”.
• Pitta et.al, (1999); managers’ business behaviour is directly related to the country’sculture.
• Personal and Organisaitonal cultures need to be integrated especially when working inlti ti l i ti j tmultinational organisations or projects.
• Cultural conflict is in a sense a physiological dimension which stakeholders need totake into serious consideration.
• Dealing with culture has the difficulty to define it universally.
SJohnson and Scholes’s cultural web
Figure 8: Cultural web interrelated elements
When aligning an organisation’s culture with the respective strategy; should be taken into consideration so as to provide support in the planning of business change.
g
Source: Business Analysis Techniques, p. 233
C lt l I fl ( )Cultural Influence(s)
Leadership The culture among stakeholders can foster trust
11A project is more successful if it fitswith the services' managerpersonality.
Leadership The culture among stakeholders can foster trust,teamwork, and open communication in way thatoverall services delivery success can bepromoted.
ff
The language needs to beunderstandable by all stakeholders.
CommunicationPeople have different skills, attitudes andexperiences, in effect they also have differentviews of what is priority or important.
Culture can impact the speed of working, the2
Culture may be seen as the “glue”
Successful Services Delivery
Culture can impact the speed of working, thedecision-making process, and the impulse to actwithout appropriate planning. This may lead toconflict and stress in some organisations, therebyaffecting the performance of the servicesdelivery33
Culture may be seen as the gluebetween people and processes.
delivery.
Th i i ( h t th i ti i t d t b i th f t ) i flThe vision (what the organisation intends to become in the future) can influenceculture and strategic planning.
CChange Theories at a glance
Table 1: Theories Comparison
Lewin(1951)
Lippitt et. al., (1958)
Bullock & Baten(1985)
Bridges(1991)
Rogers (2003)
(1985)
Unfreezing
Phase1:Diagnose the problemPhase2: Assess motivation and change capacityPh 3 A h t’
Exploration Ending AwarenessPhase3:Assess change agent’s motivation and resources
Moving
Phase4:Progressive change objective selection
Planning NeutralInterest
EvaluationMovingPhase5: Choice of appropriate role of the change agent
Planning Neutral EvaluationTrial
RefreezingPhase7: Terminate the helping relationship
Action New Beginning
AdoptionIntegrationrelationship BeginningIntegration
OAgenda: Risk Management Overview
Project jManagement
Risk Change ManagementManagement
Ri k D fi iti i t f P j t M tRisk Definitions in terms of Project Management -PMBOK
• An uncertain event or condition that, if it occurs, has a positive or negative effect onone of more project objectives (PMBOK, p.558).
• The objectives of project risk management are to increase the likelihood and impactof positive events, and decrease the likelihood of negative events in the project.(PMBOK, 308).
• Project risk has its origins in the uncertainty present in all projects. Organisationsperceive risk as the effect of uncertainty on projects and organisational objectives.Positive and negative risks are named opportunities or threats respectively. (PMBOK.g pp p y (311).
Ri k D fi iti i t f P j t M tRisk Definitions in terms of Project Management –PRINCE2
• An uncertain event or set of events that, should it occur, will have an effect on theachievement of objectives. A risk is measured by a combination of the probability of aperceived threat or opportunity occurring and the magnitude of its impact onperceived threat or opportunity occurring, and the magnitude of its impact onobjectives. (PRINCE2, p. 311).
• Risk taking in project is inevitable since projects are enablers of change and changeintroduces uncertainty, hence risk. (PRINCE2, p. 78).
• The purpose of engaging risk strategy is to develop the ways risk management will beembedded in the project management activities.embedded in the project management activities.
C C fRisk Categories Classification
M k ti
Depending on a plethora of classifications, risk factors can be categorised butnot limited to as:
• Technical• Quality • Performance • Change
• Marketing• Legal• Environmental• Scope• Change
• Organisational• External / Internal• Business
Scope• Quality• Schedule• Process
• Weather• Cultural• Project Management
• Management• Requirements • Security
Project Management and Risk Management
Figure 9: Risk Profile
Risks have a tendency to grow exponentially with time if left unmanaged.
Drake (2005a, 2005b), cited via Service Transition v.3, p.143
Project Management and Risk Management
Figure 10: Impact of variables based on project time.
The variables (project life cycle) have progressively lower impact as decisions arebeing made.
PMBOK (2013), p.39
CPRINCE2 and Risk
The identification of risks, identifies the potential risks or opportunities; once identifiedthey are written in the risk log, whereas evaluation of risks assesses the probability and the impact of risks. PRINCE2 (2005, p.255) identifies impacts based on the following l telements:
• Time• CostCost• Quality• Scope• Benefit• People/Resources
CPRINCE2 Risk Responses
• Avoid (threat)• Reduce (threat)• Fallback (threat) Threat: an uncertain event that could have a negative• Transfer (threat)• Accept (threat)• Share (threat or opportunity)
E l it ( t it )
impact on objectives.
Opportunity: an uncertain event that could have afavourable impact on objectives.
• Exploit (opportunity)• Enhance (opportunity)• Reject (opportunity)
OGC, PRINCE2 Guide, 2009, p. 77
- Overall, risk management has to take the form of a systematic process and asPRINCE2 explains, it should not be based on chance.
OGC, PRINCE2 Guide, 2009, p. 85
O SPMBOK Risk Strategies
Strategies for Negative Risks or threats:Strategies for Negative Risks or threats:
• Avoid • Transfer • Mitigate• Accept
St t i f P iti Ri k t itiStrategies for Positive Risks or opportunities:
• Exploit • EnhanceEnhance • Share • Accept
Overall, risk management has to take the form of a systematic process and asPRINCE2 explains, it should not be based on chance.
CFrameworks Risk Accommodation Comparison
Contemporary Project Management Frameworks Risk Accommodation
OGC PRINCE2 (2005) OGC PRINCE2 (2009) PMI PMBOK (2013)
Identify (context Plan Risk Select Risk Risk Identification
y (
and risks) Management Characteristics
Risk Monitor and Assess
Qualitative
Risk AnalysisCollect and
CommunicateEvaluation
Report
Risks
(Estimation and
Evaluation)
y
Quantitative
Risk Analysis
Analyse Data
Prioritise Risks
Plan and Plan Risk Categorise Risk Risk Response
RespondPlan
Response
g
Causes
Risk Selection ImplementMonitor and
Control Risks
Document
Results
Table 2: PRINCE2 and PMBOK Risk Accommodation Comparison
Agenda: Risk Management Tools and Techniques
Project jManagement
RiskManagementChange
M Tools & Techniques
Management
fRisk Tools Facilitation - Identification
• Risks can be found everywhere; the difficult part is not only to identify them but also to control them.
• The primary goal of ‘Risks Identification’ is to recognize the threats and opportunities• The primary goal of Risks Identification is to recognize the threats and opportunities may affect the project’s objectives and in effect deliverables.
- SWOT analysis- Change/Risk surveys- Delphi techniqueRACI diagrams-RACI diagrams
-PESTEL Analysis-Interviews- PERTRisk Breakdown Structure (RBS)-Risk Breakdown Structure (RBS)
-Brainstorming sessions
Responsibility Assignment Matrix (RACI)
• Used to define Roles and Responsibilities in project tasks or deliverables
• Useful in clarifying roles and responsibilities in cross-functional/departmental projects and processesand processes.
http://www.pmhut.com/wp-content/uploads/2008/10/raci-matrix.jpg
Figure 11: RACI Matrix
Project Evaluation and Review Technique (PERT)
• In Risk analysis, can help to identify risks, verify or develop estimates, or evaluate risk against known or predicted risk referents (probabilistic tool).
• Each task has a certain amount of time associated with its duration• Each task has a certain amount of time associated with its duration.
Charette, p.202 Figure 12: PERT Network
Risk Breakdown Structure (RBS)
• A hierarchical risks representation, starting from higher levels and going down to lower level risks. (Similar to the organisation of the Work Breakdown Structure (WBS)).
http://www.projectrisk.com/risk_register_development.htmlFigure 13: RBS Structure
Risk Tools Facilitation - Assessment
• Change, if uncontrolled can be associated with activities of uncertain outcome(s) which would be deemed unwanted deliverables from project stakeholders.
• When change management and risk management are brought together risk aftermath• When change management and risk management are brought together, risk aftermath can be reduced.
- Simulations- Monte Carlo Analysis- CPM (Critical Path Method)
AHP (Analytical Hierarchy Process)- AHP (Analytical Hierarchy Process)- Risk Maps- Probability Trees- Fault Tree Analysis
Analytical Hierarchy Process (AHP)
• Analytic Hierarchy Process (AHP) is an established and structured hierarchical• Analytic Hierarchy Process (AHP) is an established and structured hierarchical technique for making complex decisions that helps users sort out the "best" decision for their challenge.
• Sets priorities being a systematic method for comparing a list of objectives leading to a• Sets priorities being a systematic method for comparing a list of objectives leading to a decision; utilising pairwise comparisons.
Figure 14: AHP Technique
Risk Map
Si l lit ti i k ti ti th b bilit f i k i l ifi d l (L) di• Simple qualitative risk estimation; the probability of risk is classified as low (L), medium (M), high (H).
• Combined classifications may also apply.
Very Low Low Medium High Very High
Very High H H VH VH VH
High M H H VH VH
Medium L M H VH VH
Low L L M H VHLow
Very Low L L M H H
Figure 15: Risk Map Sample
/Probability / Impact Map
• Probability scales can be regarded as measures of probability derived from percentages.
Risk = Probability x Impact
http://microlps.freewebsites.com/PMP/A_Guide_to_the_Project_Management_Body_of_Knowledge_PMBOKGuide/LiB0065.html
Figure 16: Probability Impact Map
Probability Tree
• Probability tree generate and list all the events under one chart• Probability tree generate and list all the events under one chart.
• The probabilities for each event must result to total of 1.0000.
http:www.zdnetasia.comsee-effect-of-dependent-risk-by-using-decision-tree-39420897.htm
Figure 17: Probability Tree
( )Fault Tree Analysis (FTA)
• Top down deductive reasoning failure analysis• Top down, deductive reasoning failure analysis.
• Uses Boolean logic to analyze and combine a series of lower-level events; Mostly used by engineers.
http://www.edrawsoft.com/fault-tree-diagram-software.php
Figure 18: Fault Tree Analysis
& CRisk Tools Facilitation – Monitor & Control
The Risk Monitoring & Control process mainly intends to identify, analyse, plan and tracknew risks, constant and periodic review of initially identified risks, monitor and controlexisting or residual risks. Moreover the process is concerned with the review of properexecution of risk responses while evaluating their overall effectivenessexecution of risk responses while evaluating their overall effectiveness.
Risk Reassessment- Risk Reassessment- Meetings ( Consultation, status update)- Variance Analysis-Trend AnalysisRisk Auditing-Risk Auditing
Professional's 2020 Core Competencies Integration
Change Manager
Project Manager
Negotiations NaturalNegotiations Manager
Natural Leader2020
Risk Manager
Conflict Manager
Figure 19: Integrated Competencies of the Professional 2020
S
Today’s competitive business environment requires professionals to develop integrated skills on CM, PM and RM.
Summary
1111
22 Project management and change management may seem as separate, but they are integrated in practice
33
44Since change and risks cannot be avoided, services stakeholders have to take into account the levels of risk theycan tolerate.
Project risk management is essential for successful project management since project changes have an impact onprojects success or failure.Project risk management is essential for successful project management since project changes have an impact onprojects success or failure.
55Every project is subject to changes; one of the aims of structured project management methodologies is to adapt tochanges and in effect minimise risk and finally ensure project success
Change management integrated within project management may be proven a powerful coalition to judge whether theoutcome (project changes leading to successful result) is sensitive to slight or drastic changes in opinion andjudgements either in individual or organisational level
Change management integrated within project management may be proven a powerful coalition to judge whether theoutcome (project changes leading to successful result) is sensitive to slight or drastic changes in opinion andjudgements either in individual or organisational level
Organisations have precise missions and objectives that take the challenge to accomplish taking the least possiblerisks..
Organisations have precise missions and objectives that take the challenge to accomplish taking the least possiblerisks..
66
77judgements either in individual or organisational level.judgements either in individual or organisational level.
B ildi th P f i l f 2020 A A h t
“I do not believe you can do today’s job with yesterday’s methods and be in business tomorrow”
Nelson Jackson
Building the Professional of 2020: An Approach to Business Change Process Integration
Thank You!Questions?
fReferences
B h d R d H i R T (1987) O i ti l T iti M i l h Addi W l• Bechard, R and Harris, R T (1987). Organisational Transitions: Managing complex change, Addison-Wesley, Reading, MA.
• Bridges, W (1991). Managing Transitions, Addison-Wesley, Reading, MA.• Bullock, R. J. & Batten, D. (1985). It's just a phase we're going through: A review and synthesis of OD phase
analysis Group and Organization Studies, December Vol. 10 (4), p. 383-412.• Charette, N., R. (1989). Software Engineering Risk Analysis and Management, New York, McGraw-Hill.• Cabinet Office (2011). ITIL v3 Service Strategy, TSO, The Stationery Office.• Cadle, J.,Paul, D., Turner, P. (2010). Business Analysis Techniques, 72 Essential Tools for Success, British
Informatics Society, ISBN 978-1-906124-23-6.• Gooch, J. (1997). Managing for demonstrably effective IT projects, Information Management & Computer Security,Gooch, J. (1997). Managing for demonstrably effective IT projects, Information Management & Computer Security,
Vol.5, No.4, pp.133-137.• Hofstede, G.H. (1980). Culture’s Consequences, Beverly Hills, CA: Sage. • Homes, G., (2001). The hybrid manager”, Industrial and Commercial Training, Vol.33, No.1, pp.16-25. • Kotter, J (1995). Leading Change, Why Transformation Efforts Fail,Harvard Business Review, Issue. 73 (March-
April) pp 59 67April) , pp. 59-67.• Kübler-Ross, E. (1969) On Death and Dying, Routledge.• Lewin, K. (1951). Field Theory in Social Science. New York: Harper and Row.• Lippitt. R., Watson, J., Wesley, B. (1958). Dynamics of planned change, Harcourt, Brace, New York NY.• Lockitt, B. (2004). Change management, available at: www.learninglab.uk/papers/change_management_3t.pdf,
retrieved: Aug. 2011.
fReferences II
Office of Go ernment Commerce (2009) Managing S ccessf l Projects ith PRINCE2• Office of Government Commerce. (2009) Managing Successful Projects with PRINCE2 Reference Manual, published by TSO (The Stationery Office).
• Office of Government Commerce. (2005). Managing Successful Projects with PRINCE2 Reference Manual, published by TSO (The Stationery Office)
• Pitta, D. Fung, Hung-Gay, Isberg, S (1999). Ethical issues across cultures: managing the differing perspectives of China and USA, Journal of Consumer Marketing, Vol.16, No.3, pp.240-256.
• Pitagorky, G. (2011). Project Managers are Change Managers, http://www.projecttimes.com/george-pitagorsky/project-managers-are-change-managers.html; retrieved Nov.11.
• Project Management Institute (PMI; 2013). A guide to the project management body of knowledge (PMBOK® guide), 5th edition.( g ),
• Rogers, E. (2003). Diffusion of Innovations, Fifth ed.,Free Press, New York NY.• Turner, J.R. (1999). The handbook of project-based management, McGraw-Hill publications, England.