imbibing project culture
DESCRIPTION
Project Culture is actually living many processess on daily basis to complete a project in the time within cost. This was my training ppt for my team in my company.TRANSCRIPT
![Page 1: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/1.jpg)
It takes one woman nine months to have a baby.It cannot be done in one month by impregnating nine women
(although it is more fun trying )
![Page 2: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/2.jpg)
PROJECT CHAOSnot enough time too few people
people not sure what they should be doing Too much to do
…
IATUL June 04
People drift into projects without
properly defining or planning them
then one third of the way through they begin to realise what it's really
all about and the panic starts.
.
Sometimes the end date is thrust
upon them arbitrarily sometimes project managers
voluntarily commit themselves to
dates, costs and deliverables without troubling to
define and plan the project properly,
which is lunacy .
![Page 3: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/3.jpg)
CHALLENGE TO AVOID FOLLOWING SEVEN PHASES OF A PROJECT
You can con a sucker into committing to an impossible deadline,
but you cannot con him into meeting it.
Wild enthusiasm Disillusionment Confusion Panic Search for the guilty Punishment of the innocent Promotion of non-participants
![Page 4: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/4.jpg)
Laws of Project ManagementCreativity is allowing yourself to make mistakes. Art is knowing which ones
to keep. No major project is ever installed on time, within budget, or with the same staff that started it. Yours will not be the first. Projects progress quickly until they become 90% complete, then they remain at 90% complete forever. When things are going well, something will go wrong. When things just cannot get any worse, they will. When things appear to be going better, you have overlooked something. No system is ever completely debugged. Attempts to debug a system inevitably introduce new bugs that are even harder to find. A carelessly planned project will take three times longer to complete than expectedA carefully planned project will take only twice as long. Project teams detest progress reporting because it vividly manifests their lack of progress.
![Page 5: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/5.jpg)
Project Management…It is a way of bringing about predictable change. That is, at the beginning of a project we should be able to predict cost, end date,
deliverables and even something about the quality. .
Work Smart Not Hard !!!
![Page 6: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/6.jpg)
INTRODUCTION:PROJECT MANAGEMENT CULTURE
HELP FUL USEFUL
It manages persistent change
It avoids chaosIt avoids wastageIt avoids high costIt avoids late delivery
• Planning of resources
Ongoing implementation
Disciplined Approach Framework to do
work
Why Project Management?
Alignment of projects to organizational mission, goals and objectives Alignment of projects to organizational mission, goals and objectives
![Page 7: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/7.jpg)
PROJECT CULTURE
Resource Support
Regular Monitoring
Tracking Mile stone
Critical issues discussed
Implementation
A
D B
C
![Page 8: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/8.jpg)
PROCESS OF PROJECT MANAGEMENT
Project Charter
• What , why, when , where, who
• Sub-tasks, and sub-sub-tasks
• MSP Charts and critical schedule
Direct CostsIndirect CostsOngoing costs
. PROJECT MGMT INVOLVES
WBSProject
ScheduleProject Budget
[Image Info] www.wizdata,co,kr Note to customers : This image has been licensed to be used within this PowerPoint template only. You may not extract the image for any other use.
![Page 9: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/9.jpg)
STAGES OF PROJECT PLANNING
TeamPeople, equipment, location,
support, Sales, CRM
Non technical, status, shcd , budget
SWOT, Technology standard or new
Description
Analysis
Ultimate and its relationship with other project goal
Project Goals
![Page 10: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/10.jpg)
TRACKING
ON TRACK Behind in what areas
Review High Level
ScheduleAhead in what
areas
M1 M2
M4 M3
SCHEDULED .
![Page 11: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/11.jpg)
Identifying a plan deviation Taking corrective action
Identifying potential problem And avoiding it
![Page 12: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/12.jpg)
PROS AND CONS OF ECONOMICS
PROJECT COST IN SMALL TARGETS
PROJECT COST IN LONG TERM PROJECTS
PROJECT COST IN NEW AREA
![Page 13: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/13.jpg)
LOOK AT THE WAY A FAST CAR ZOOMS ……………
![Page 14: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/14.jpg)
How a family car moves without any rush and speed
![Page 15: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/15.jpg)
RACING CAR FAMILY CAR
KPL
Track adjustment
Saving
KPL
Track
adjustment
Saving
A product
B product
C product
•
DIFFERENCE IN TWO CAR MOVEMENTS
Racing Car moved at Speed but there is no issue of Bothering in KPL/ Mileage/ Wear and tear issuesSteady Car moved with KPL and ensuring there is no wear and losses
![Page 16: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/16.jpg)
Increased VC in TA DA Lodging
Dedicated tools for customer
Settling /replacing Untrained
Rework on Quality issue
Documentation takes time
Guest House
Laptop and Net expenses
Visits Mobile expenses
Specialized Tools and Safety Kit
Training and Best Coordinator
Increased Cost
WHAT HAPPENES IN NEW AREAFOR NEW BUSINESS :
We are a Racing Car running to meet customer expectation and cannot be tied down with profits in first two /three months
Sustaining Team
![Page 17: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/17.jpg)
STATUS QUO……………After investment .It transpires that our company system manager now wants to replace all the existing systemsSales want to get whole business in one go.Operation opportunity is to manage the project.
Having overcome my first reaction - to run like heck – I take a look and you realize that, at the extremes, the project
could be done in two ways TAKE IT AS A SINGLE LONG TERM PROJECTS ……….THE BIG BANG APPROACH TAKE IT AS RELEASES……………OF PROJECT ONE BY ONE………….
![Page 18: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/18.jpg)
BIG BANG APPROACH IN GOING FOR ONE SHOT OF ALL LONG TERM PROJECTS
1 More focus from senior
management
2 Only one implementation,
one disruption to the business
4 Plenty of time to do it properly
1 More visible because it's big
2 Everything being done only
once so lower cost
3 Nice clean switch
from old to new
Add Your Text
Why all will favour one shot approach
3 No temporary bridges from old
to new 4 If it's going wrong, plenty of time to get
out before the end
![Page 19: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/19.jpg)
Why small releases of Projects in systematic way taking on one Proj with Proper PM /Team/ funding ……………..what we get?
Easier to handle change
Learning from experience
Greater flexibility for senior mgmt
Less spent on project control
Better team motivation
![Page 20: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/20.jpg)
Why small releases of Projects…………..
Lower cost overall
Earlier benefits realization
Fewer people leave during a release project than during the big bang project
Less waste on never-used functionality
Less business risk: evolution not revolution
![Page 21: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/21.jpg)
WHICH OPTION TO CHOOSESmall release in phased manner or
All projects at same time In practice it depends upon so many factors that you can't say one option or the other will always be the better.
We all drift into the big bang approach without too much thought (or even awareness) of the releases alternative and on the unconscious assumption that it must surely be cheaper to do everything just once.
There are plenty of horror stories out there of large projects that started out together in big bang, went nowhere, then restarted with a release approach.
If nothing else, be alert to the danger that a big bang approach can imply. Then, if after careful consideration you conclude big bang really is better, fair enough. At least you'll be going in with your eyes open.
In summary, the release approach will probably cost less, deliver benefits earlier and be more likely to succeed. The release approach will give the business a better return on investment.
To be a good project manager for you all I have to learn how to say the most important word in the GM / project manager's vocabulary: "No". Politely but firmly: "No". ……………….IF THERE IS ANY INDICATION OF LOSSES…………….
The most valuable and least used WORD in a project manager's vocabulary is "NO". The most valuable and least used PHRASE in a project manager's vocabulary is "I don't know
![Page 22: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/22.jpg)
MANAGING PROJECTSPLANNING AND MONITORING
122
33
55
Right man for the Right
Job
Avoid and cross hurdles
Decision Making Structure
Communication Plan
Navigating Organizational Politics
Real Time Info
To avoid delays
Team Development
![Page 23: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/23.jpg)
Decision Making
While everyone may not agree with all decisions, it’s important that
team members agree to support the decisions
While everyone may not agree with all decisions, it’s important that
team members agree to support the decisions
Communicate decisionsLog/track decisions
Clarify who makes what decisions
Establish structure for rapid decision making
Avoid consensus abuseConsensus may be desired, but is not requiredLack of consensus does not mean no decision
Projects force decisions by leaders
![Page 24: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/24.jpg)
Delayed Decision Making
End Result Operation Sales System Fin/HR
Red TAPISM All giving independent decision
Unified Operation
![Page 25: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/25.jpg)
PM is a mindset, a discipline, that can help your organization increase effectiveness and put order to chaos
![Page 26: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/26.jpg)
Navigating the Politics of Change: Project methodology is really about managing change
overarching issues of
Organization
pressing issues of the
hour
help others satisfy their
needs
pressing issues of tomorrow
M1 M2
M4 M3
Change in current practicesDeveloping new practicesGetting people to change their
behaviorsHow they do their workHow they work togetherHow they get the work of
the project doneAvoidance of paving the
cowpaths
.
![Page 27: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/27.jpg)
prevent us coming in within the budget we are thinking to
committing to
cause us to fail to meet any dates we are thinking of committing to
Things that might
Measure - realise what risks you face, assess their probability and impact. Minimise - identify what could be done to remove or reduce risks and do it. Mention - speak to the sponsor, don't keep risks secret. Monitor - keep risks under review, monitor and reduce them go along. Modify - share your experience, update your company's risk checklists.
.
RISK ANALYSIS IN PROJECTIf you don't attack the risks, the risks will attack you
cause us to fail to meet any other commitments we are thinking of making
![Page 28: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/28.jpg)
Timely Documentation Reduces Money Blocked
WIP With Increased Documentation hides problems
![Page 29: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/29.jpg)
Keep doing Documentation to Reduces WIP gap
WIP hides problems
![Page 30: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/30.jpg)
Lowering WIP Reduces Many Visible Problem
Reducing WIP makesproblem very visibleSTOP
![Page 31: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/31.jpg)
Try and Break Even with Timely WIP
Remove problem, runWith less WIP
![Page 32: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/32.jpg)
KEEP WIP CHECKED
Reduce WIP again to findnew problems
![Page 33: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/33.jpg)
NAVIGATING THE COMPLEXITIES AND
DYNAMICS OF CHANGEUnless you are prepared to give up something valuable you will never be able to truly change at all, because you'll be forever in the control of things you can't give up."
![Page 34: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/34.jpg)
NOTHING IS PERMANENT IN THIS WORLD BUT
“change”All is connected ... no one thing can
change by itself."
— Paul Hawken"Natural Capitalism, Yoga Journal October
1994
![Page 35: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/35.jpg)
CHANGE IS VERY ESSENTIAL PART OF LIFE FOR ALL !!!!!
"Whosoever desires constant success must change his conduct with
the times."
— Niccolo Machiavell
![Page 36: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/36.jpg)
![Page 37: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/37.jpg)
WHY CHANGE? Bad news does not improve with age and should be acted upon immediately.
![Page 38: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/38.jpg)
TRACK RECORD OF FAILURE OF ORGANIZATION
No plan ever survived contact with the enemy.
9 OUT OF 10 ERP initiatives
Are deemed failure
ERPERP
75 % Achieved no results but
Increased attrition
HRHR
75 % OF TQMInitiatives Achieved no results
TQM in OpsTQM in Ops
![Page 39: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/39.jpg)
WHY FAILURE HAPPENED"Culture does not change because we desire to change it. Culture changes when the organization
is transformed; the culture reflects the realities of people working together every day."The Key to Cultural Transformation, Leader to Leader (Spring 1999)
The initiatives failed to change/modify Underlying thought pattern Outlook Behavior Thinking PerspectiveIt all permits to remain intact Old decision making habits Old activity pattern
![Page 40: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/40.jpg)
OLD WAY OF CHANGE
= =
New tool set to Support day to day
operations
New tool set to Support day to day
operations
A sprinkling of Communication
and a drab of training
A sprinkling of Communication
and a drab of training
Implementing a change
Implementing a change
People make a plan work, a plan alone seldom makes people work (Confucius).
![Page 41: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/41.jpg)
CHANGE FOR AN EFFECT
If you want to make God laugh have a definite plan.
Modified / new
polices
Significant changeProactive readiness
Implementing a change
Modified / New
technologies
Modified / New
OrganizationPeople/role
Modified / New
Processes/practices
![Page 42: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/42.jpg)
Man is so obsessed with his need for success that project disasters are
usually just filed away.
No change
Pay for Same
uncoordinated working
Total cost of Doing business
increases
Moral suffers loses confidence
in leadership
Same high resourceutilization
![Page 43: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/43.jpg)
Factors leading to change.
Nature of workForce.
Economic factors
technology
competition"Every generation needs a new revolution."
![Page 44: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/44.jpg)
SEVEN DYNAMICS OF CHANGE
People will feel awkward, ill-at-ease and self-conscious.
People initially focus on what they have to give up.
People will feel alone even if everyone else is going through the same change .
People under pressure do not think faster.
![Page 45: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/45.jpg)
People can handle only so much change.
People are at different levels of readiness for change.
People will be concerned that they don't have enough resources.
If you take the pressure off, people will revert to their old behaviour.
Change is the law of life and those who look only to the past or present are certain to miss the future."
![Page 46: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/46.jpg)
Why is
Change difficult to manage
WHY RESISTANCE TO CHANGE"Everything is in a process of change, nothing endures; we do not seek permanence."
fear of unknown fear of failure
fear of success
no interest to start from 0
do something different
44
![Page 47: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/47.jpg)
Common quotes during change management
Change is good. You go first.
it ís not my jobI haven't got timethe boss doesn't careanywayI am keeping my head downthis timeif its such a good idea, why didn't we do this the last timemanagement changed its mind? Iìit will all change again next monthwhen the MD makes his mind up,I might do somethingnobody told me about it
![Page 48: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/48.jpg)
Sources to resistance to change.
Individual resistance
Organizational resistance
The more you complain, the longer God makes you live.
![Page 49: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/49.jpg)
Habit-comfortzone
security
Economic factor-Pay-productivity-Tie up-inability.
Undisclosed. Reasons
Selective informationProcessing.
Fear of the unknown
INDIVIDUAL
RESISTANCE
"Faced with the choice between changing one's mind
and proving that there is no need to do so, almost everyone gets busy on the proof."
— John Kenneth Galbraith
![Page 50: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/50.jpg)
organizational
resistance
Structural &process
inertiaLimitedfocus
for change.
Group Inertia-unions
ThreatTo
Expertise.
ThreatTo
Established powerRelations
ThreatTo
Established resource
Allocation
"If you want to make enemies, try to change something."
![Page 51: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/51.jpg)
"Ten years ago, Peter Senge introduced the idea of the 'learning organization' Now he says that for
big companies to change, we need to stop thinking like mechanics and to start acting like gardeners
![Page 52: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/52.jpg)
Tactics to overcome resistance to change
Education and communication of logic.
Participation & involvement of all in the implementation of change.
Facilitation & support.
Negotiation & agreement
Manipulation & co-optation : when other methods fail.
Explicit & implicit coercion-termination, loss of pay,Loss of pay raise.
![Page 53: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/53.jpg)
Change Management
Change Management is:
• A PROCESS
Used to manage system, Process and Organizational change
• A COMPETENCY
Applied by managers to help employee through transition
• A STRATEGIC CAPABILITY
To increase the capacity to change
Set of tools for managing people side of change
![Page 54: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/54.jpg)
Impact of Change Management
Speed of Adoption
How quickly the change is adopted in the organization
Utilization Rate
The ultimate utilization of new Processes and tools
Proficiency
The Performance of employees in the new environment
![Page 55: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/55.jpg)
Change Management Process
Change management has 2
components
Organizational Change
Management
Individual Change management
![Page 56: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/56.jpg)
LEWIN’S 3 STEP CHANGE PROCESSMost of our assumptions have outlived their uselessness."— Marshall McLuh
UNFREEZE MOVE REFREEZE.
CHANGE THEEXISTING SITUATION.Make the reasons for changeObvious to the individual/orgz.
SHIFT TOA DIFFERENTBEHAVIOUR.Adaptation of New values, behaviors& attitudes.
REVISED BEHAVIOUR
BECOMES THE NORM.New behavioral pattern is Now the new norm.
![Page 57: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/57.jpg)
"Neither a wise man nor a brave man lies down on the tracks of history to wait for the train of the future to run over him."— Dwight D. Eisenhower
![Page 58: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/58.jpg)
"As the births of living creatures are at first ill-shapen, so are all innovations, which are the births of time."
![Page 59: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/59.jpg)
Individual Change ManagementProcess of managing change at individual level
This change model is referred to as ADKAR which includes 5 elements
that serve as building blocks for successAwareness Of need for change
Desire To engage and participate in the change
Knowledge On how to change
Ability To implement the change
Reinforcement To sustain the change
![Page 60: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/60.jpg)
How it adds up to Internalization
![Page 61: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/61.jpg)
to survive organizations must train their managers &work force to cope with new demands, new problems and new challenges change can be either a) planned or b)routine. planned change reflects• change in goals & operating philosophy to improve the
ability of the organization to adapt to the changes in the environment.• Involves new policy implementation to change
employee behavior.
Organization also change!!!!
![Page 62: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/62.jpg)
You can build a reputation on what you're going to do.
![Page 63: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/63.jpg)
Never underestimate the ability of senior management to buy a bad idea and fail to buy a good idea.
![Page 64: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/64.jpg)
Powerful GM Operations/ project managers don't solve problems, they get rid of them.
Rearrange the parts by organizing sustainability
transition teams.This shake up is important
because planner and decision maker surround
Themselves with old trustedAnd feel threatened by change
Rearrange the parts by organizing sustainability
transition teams.This shake up is important
because planner and decision maker surround
Themselves with old trustedAnd feel threatened by change
![Page 65: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/65.jpg)
Meetings are events in which minutes are kept and hours are lost.
![Page 66: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/66.jpg)
If you can interpret project status data in several different ways, only the most
painful interpretation will be correct.
![Page 67: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/67.jpg)
A verbal contract isn't worth the paper it's written on.
![Page 68: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/68.jpg)
Quantitative project management is for predicting cost and schedule overruns well in advance.
![Page 69: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/69.jpg)
If it happens once it's ignorance, if it happens twice it's neglect, if it happens three times it's policy.
![Page 70: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/70.jpg)
Warning: dates in the calendar are closer than you think
![Page 71: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/71.jpg)
If you do a good job and work hard, you may get a job with a better company someday
![Page 72: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/72.jpg)
CONCLUSION
IATUL June 04
![Page 73: Imbibing Project Culture](https://reader036.vdocument.in/reader036/viewer/2022070319/557cfcf9d8b42a57118b4fb0/html5/thumbnails/73.jpg)
!
Thank you