EBOOKS FOR BUSINESS STUDENTS Curriculum-oriented, borndigital books for advanced business students, written by academic thought leaders who translate realworld business experience into course readings and reference materials for students expecting to tackle management and leadership challenges during their professional careers • Unlimited simultaneous usage • Unrestricted downloading and printing • Perpetual access for a one-time fee • No platform or maintenance fees • Free MARC records • No license to execute The Digital Libraries are a comprehensive, cost-effective way to deliver practical treatments of important business issues to every student and faculty member For further information, a free trial, or to order, contact: sales@businessexpertpress.com www.businessexpertpress.com/librarians Applying Project Management Principles for Organizational Transformation M Aslam Mirza Project management has evolved to a profession, a methodology for reaching the desired outcomes, a management approach for moving toward strategic direction, and a mindset It supports an organization to effectively withstand the market challenges and sustain growth with competitive edge A paradigm shift in management of an organization is discussed for strategic advancement where operation and strategic implementation are managed separately with relevant management approaches The endeavor is made essentially to capture strengths of project management for strategic advancement Organizational transformation for high performance is pursued with application of project management and capturing the organizational culture to support high performance for implementation of projects A unique PM-AURA model is introduced to help maximize the culture for continued high performance Organizational readiness assessment is critical for commencement of transformation and change management for desired competence A model is proposed to help application of project management for building competence The challenges for the 21st century are also discussed for an understanding and preparation M Aslam Mirza, CEngr, MBA, LMG, PMP, is a speaker, author, practitioner and trainer of project management approach for development of organizational culture and competence enhancement through support consulting and capacity building of professionals His extensive exposure to results-driven project management stands to his credit His extensive hands-on exposure to business and industry in Pakistan and abroad in varied positions include CEO and MD of Project Engineering Co Pvt., Ltd., an engineering and construction company that brought him strong insights and business acumen that are helpful for consulting and training commitments He has been extensively involved with Project Management Institute in the United States on research-based projects for knowledge advancement of the profession His LinkedIn profile is https:// pk.linkedin.com/in/muhammad-mirza-405384 Portfolio and Project Management Collection Timothy J Kloppenborg, Editor Portfolio and Project Management Collection Timothy J Kloppenborg, Editor PROJECT MANAGEMENT AND LEADERSHIP CHALLENGES, VOLUME I POLICIES BUILT BY LIBRARIANS Project Management and Leadership Challenges, Volume I MIRZA THE BUSINESS EXPERT PRESS DIGITAL LIBRARIES Project Management and Leadership Challenges, Volume I Applying Project Management Principles for Organizational Transformation M Aslam Mirza Project Management and Leadership Challenges, Volume I Project Management and Leadership Challenges, Volume I Applying Project Management Principles for Organizational Transformation M Aslam Mirza Project Management and Leadership Challenges, Volume I: Applying Project Management Principles for Organizational Transformation Copyright © Business Expert Press, LLC, 2018 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means— electronic, mechanical, photocopy, recording, or any other except for brief quotations, not to exceed 250 words, without the prior permission of the publisher First published in 2018 by Business Expert Press, LLC 222 East 46th Street, New York, NY 10017 www.businessexpertpress.com ISBN-13: 978-1-94744-172-9 (paperback) ISBN-13: 978-1-94744-173-6 (e-book) Business Expert Press Portfolio and Project Management Collection Collection ISSN: 2156-8189 (print) Collection ISSN: 2156-8200 (electronic) Cover and interior design by S4Carlisle Publishing Services Private Ltd., Chennai, India First edition: 2018 10 Printed in the United States of America Abstract Project management has evolved into a forceful management approach that helps advancement to progress in strategic directions The systems help business and industries in their struggle to keep the purpose of their existence relevant amid changing customer needs and expectations An understanding of the value proposition of project management and systems is provided that helps organizations withstand the pressures acting on them and progress in a changing business environment The strengths of the project management approach are captured with a paradigm shift in the structure of an organization to help management of two approaches, operation and strategic implementation, independently and effectively The ongoing operations of businesses to continue with age-old, established processes and the advancement in strategic direction an endeavor in unknown need a forceful approach that must run with project management systems to satisfy the challenges of strategic implementation The advancements of business are influenced by the organizational culture, where the project management approach emanates knowledge -based cultures and contributes the following; A) Project management best practices culture B) Leadership culture C) Change management culture D) Organizational learning culture The beauty of the knowledge-based culture is that it refines itself with advancements of knowledge and remains amendable with changing requirements on lessons learned for improvements A unique model is proposed to maximize the strengths of the c ulture that is carried out through a PM-AURA model, which helps in creating the required strengths of project management for organizations to progress in a strategic direction The concept is borrowed from “Spiritualist Researchers—AURA—the distinctive atmosphere or quality that seems to surround and be generated by a person, thing, or place.” The dimensions of the PM-AURA model are as follows: A – Applying Project Management for Organizational Transformation (Vol-I) U – Understanding Human Factors and Workplace Environment (Vol-II) R – Respecting Diversity, Building Team, Meaningfulness and Growing to Leadership (Vol-III) A – Agile Project Management and Collaboration (Vol-IV) It is necessary to assess the readiness- of an organization before going in for organizational transformation for high performance A model for application of the project management approach and necessary training in the process are proposed for ready reference Bringing a change in an organization is always most challenging, and, therefore, research-based advancement is provided to implement and carry out change management effectively The challenges of project management in the 21st century are also discussed to promote awareness and preparation Keywords enhancing competence, excellence in performance, high performance, organizational culture, paradigm shift, project management, strategic implementation, transformation Contents Acknowledgments ix Chapter What is Project Management? Chapter Value Proposition of Project Management 15 Chapter Advancement for Business—Strategic Implementation .47 Chapter Paradigm Shift in Business Management 87 Bibliography 143 Index 145 Acknowledgments No endeavor reaches the desired outcomes without support from family, dear ones/close ones, contacts, and particularly the almighty ALLAH for creating a favorable environment My gratitude to all for the support and a helping hand in any possible way and manner Thank You Indeed 138 PROJECT MANAGEMENT AND LEADERSHIP CHALLENGES In reality, HR practices not support the demanding requirements to support the workplace The need arises to have redefined HR roles to bring humanity back to work This requires the following: • The need for greater humanity, not closer alignment with soulless management models Companies as varied as Netflix, Herman Miller, Google, and O’Reilly Media have discovered that human-centric management principles make bottom-line sense • HR to learn more about the business; equally important is charging HR with teaching the business more about people • HR to move from compliance responsibilities, many of which are not of its own making or liking It must be process driven • HR to work together with the program/project manager and project team to solve problems such as improving an organization’s culture or softening a CEO with low emotional intelligence; and working with program/project managers and teams on the task of maintaining the faỗade of a benevolent organization, cutting costs, and minimizing head count in order to boost short-term results Negative Impacts The loss of humanity in the workplace has a negative impact on workers, who may get disengaged and disconnected from the organization’s strategic advancement All business challenges such as layoffs, “reductions in force,” “rightsizing,” or any of a dozen other obfuscations need to be carried out in a most humane manner and with great care A sample of a negative approach follows: A real-life story narrated that during a tough economic situation in a company, everyone at a certain level was told to sit in offices at a designated time If they didn’t get a call within 90 minutes, they still had a job At another, no one was allowed to know who had been let go in order to supposedly protect the privacy of those affected Imagine the discomfort and organizational dysfunction that followed: “When you called someone and did not get an answer, you didn’t know if the person was out at a meeting or simply out of the organization One had to stumble in the dark.” Who designed these policies—Kafka or Stalin? No Paradigm Shift in Business Management 139 one had assessed the long-term damage to the people and organization; that remains a big question A damaged human ego is remembered for ever and is very difficult to repair, particularly in business Make better use of HR professionals who are generally smart, caring, and enthusiastic people, but they are constantly in pursuit of an elusive “seat at the table” and perceived influence parity with other senior executives The following are among the solutions that researchers have found: • Make HR the chief advocates of humanity in organizations Let’s put the human back in human resources • HR to look after compliance and other routinized tasks to a related concern on projects and make: ?? Fierce proponents of the value of the human spirit. Motivation, engagement, and the rest arise when the work helps people find meaning Individuals bring their whole selves into the organization and go home each day enriched by the contributions they make ◾◾ Your workplace determines what top talent to deliver ◾◾ HR works as an educator, internal consultant, and coach to help the organization understand and demonstrate that human beings are not just a resource ?? Tireless champions of trust and transparency HR must be trusted by the top team and the rankandfile This is a demanding role that requires holding the interests of a variety of stakeholders simultaneously, which requires: ◾◾ Metrics and rewards tied to levels of trust in the organization ◾◾ speaking truth to power whenever necessary and demonstrating and fostering social safety at every level ?? Fearless eradicators of stupid rules and low-value processes Establishing enterprise-wide trust and a focus on work as a source of meaning, HR professionals should lead the drive to rid the business of the practices that deflate enthusiasm, waste time, and breed organizational sclerosis They should also create conditions for people to feel safe, motivated, and empowered to consistently add value and improve how the work is accomplished 140 PROJECT MANAGEMENT AND LEADERSHIP CHALLENGES ◾◾ ◾◾ This is what advocates of lean thinking have been arguing for some time HR professionals with expertise in psychology, anthropology, and other fields that explore human behavior would be powerful change catalysts Summary Paradigm shift in management is necessary to separately manage strategic implementation independently of operation through the project management approach Organizational transformation is effectively carried out by application of the project management framework, systems, and processes All business goals translated into projects are managed in a portfolio together in a package Project management approach emanates the project managementbest practices culture, leadership culture, change management culture, and knowledge management culture that together help in the development of Organizational Culture Organizational transformation and culture are created with the PMAURA Model, a unique approach for maximizing benefits and sustaining Super Power for high performance The model has the following dimensions: A – Applying Project Management for Organizational Transformation (Vol-I) U – Understanding Human Factors and Workplace Environment (Vol-II) R – Respecting Diversity, Building Team, Meaningfulness and G rowing to Leadership (Vol-III) A – Agile Project Management and Collaboration (Vol-IV) The transformation is successful only when a sense of urgency is created by top managers and the changes are sustained The challenges of the 21stcentury should be managed proactively to uphold and maximize the benefits of project management The business changing c ircumstances have shifted focus to human factors and urgency to treat it like a precious resource for maximizing business results Paradigm Shift in Business Management 141 References Ackoff, 1999 Bali et al., 2009 Davenport and Prusak, 2000 Davenport and Prusak, 2000 Ekinge and Lennartsson, 2000 Gamble and Blackwell (2001) Hatch 2010 John P Kotter, Prof Book-1996 – “Leading Change” outlines eight critical success factors Jonathan, Blog Source: http://bloggingyourpassion.com/11-ways-to -overcome-analysis-paralysis/ adapted the recommendations 1-11 KMT – Knowledge Management Tools website: http://www.know ledge-management-tools.net/#ixzz3Vnwj5qSH Koch, “The Science of Success” book 2007, and the “Science of Human Action” Source: http://www.kochind.com/philosophy/ Lave and Wenger, 1991 PMI’s 2015 Pulse of the Profession®: Capturing the Value of Project Management PMI-OPM PG PMI-OPM3 Standard PMI-PMBOK, Guide PMI-Published Report Spotlight on Success: Developing Talent for Strategic Impact, November, 2014 PMI-Standard for Program Management PMI-Standard for Portfolio Management Thierauf 1999 Virvou and Nakamura, 2008 Bibliography American National Standard for Human Resource Management – 2012 [Performance Management Standard] Book “Agile Leadership with a Grip” by Dr Frank L Harper Craig Letavec, & Dennis Bolles, The PMOSIG Program Management Office Handbook: Strategic and Tactical Insights for Improving Results, 2011 JROSS Publishing Global Knowledge, Expert Reference Series of White Papers [www.globalknowledge.com] – “Delegate or Suffocate” HBR, Oct 2013, “Special Forces” Innovation: How DAPRA Attacks Problems by Regina E Dugan and Kaighan Gabriel HHL Working Paper-89, Jun 2010 “Ambidexterity & Concept of FIT in Strategic Management by TorstenWulf, Stephen Stubner, W HenningBlarr, HHL-Leipzig Graduate School of Management Implementing Organizational Project Management – A Practice Guide Improving Business Performance at AMFC a Case Study on Improving Business Performance using OPM, by Claudia M Baca et al., a part of 2011 PMI Global Congress Proceedings, Dallas, TAXAS, US JC Wandemberg Ph.D. http://www.sustainablesystemsinternational.Org Managing Change in Organizations – A Practice Guide Melvin Jay, Founder & CEO of Simplicity Consulting & his book “From Complexity to Simplicity” with Prof., Simon Collinson Navigating Complexity – A Practice Guide Phil Bristol, CMC, PMP & Gary Yeatts, MSW-PMI Global Congress, Washington DC – 2010 “Speak the Language of Leadership” PMI Extensive Research for Evaluation of Market Trends – Reports A) Pulse of Profession Reports B) Communication – the essential role of communication C) Organizational Agility D) Portfolio Management E) Talent Management PMI Journal, Feb 2011, article “ A Fresh Look at the Contribution of Project Management to Organizational Performance” by Monique Aubry & Brian Hobbs PMI Pulse of Profession Report March 2015: Capturing Value of Project Management through Knowledge Transfer 144 BIBLIOGRAPHY PMI Thought Leadership Series, Human Systems, Nov 2014, Spotlight on Success, Developing Talent for Strategic Impact PMI Thought Leadership Series, PWC, Nov 2014, Talent Management, Powering Strategic Initiatives in the PMO PMI Thought Leadership Series, Rally the Talent to Win: Transforming Strategy into Reality [An Economist Intelligence Unit Research Program Sponsored by PMI] PMI Thought Leadership Series: Talent Management – Powering Strategic Initiatives in the PMO Nov 2014 PMI White Paper 2010 – Value of Project Management PMI-Construction Extension to PMBOK-Guide PMI-Government Extension to PMBOK-Guide PMI-OPM3 PMI-PMBOK Guide PMI-Practice Standard for Configuration Management PMI-Practice Standard for Earned Value Management PMI-Practice Standard for Estimating PMI-Practice Standard for Risk Management PMI-Practice Standard for Scheduling PMI-Practice Standard for WBS PMI-Software Extension to PMBOK-Guide PMI-Standard for Portfolio Management PMI-Standard for Program Management PWC, Apr 2014, Performance Alignment, [www.pwc.com/us/alignment] PWC, July 2014 – 10 Minutes on Organizational DNA – Does your organization’s DNA enables or impede your strategy Report at [sloanreview.mit.edu/analytics2015] & [sloanreview.mit.edu/data-analytics] Report on “Promoting Sustainable Behavior” by Rachel James, Aug 2010, Berkeley bright green, University of CA, Office of Sustainability SHRM Foundation, 2012 - Effective Practice Guide, Building a High Performance Culture, The Economics Intelligence Unit Report, Oct 2009 – Closing the Gap-The Link between Project Management and Long Term Success The Economist Intelligence Unit Report-2013 Visit http://www.KarlAlbrecht.com Karl Albrecht is a management consultant and author of more than 20 books on professional achievement, organizational performance, and business strategy He studies cognitive styles and the development of advanced thinking skills He is the author of many books, including Social Intelligence: The New Science of Success, Practical Intelligence: the Art and Science of Common Sense, and Mindex Thinking Style Profile. 360 The Business Transformation Journal, Issue No 11, Aug 2014 Index AACE-International, Accountability structure for, 25 visibility/transparency for, 97 THe Age of Discontinuity: Guidelines to Our Changing Society (Drucker), 117–118 Aitken, Alicia, 129 American Association of Cost Engineers, Analysis paralysis, 132 ways to overcome, 132–134 Analytical talent, team strengthening with, 130–131 Assertive communication, 40 AURA See also Project managementAURA model defined, 103–104 of leadership, 105–106 model, 107–108 steps to create personal, 104–105 Bersin, Josh, 69 Brunel, Isambard Kingdom, Budgeted cost of work performed (BCWP), 39 Budgets, monitoring of, 25–26 Buisson, David, 22, 23 Burrus, Daniel, 77, 80 Business advancement project management for, 9–10 transform for, 109–115 Business management, benefits of shift in, 89 See also Paradigm shift Business model development and innovation (BMDI), 94 Business transformation, 95 Business value general, 21–22 systems for organizational systems, 17–18 project control system, 18–21 systems add business value, 18 C-suite, 50 Challenge, for creativity, 63 Championship Communication Triad, 42 “Championship” project team, 50 Change, 136 See also Organizational change definition of, 102 dynamism for, 45–46 enablers, 103 resistance to, 102–103 sustainable, 135 Change management culture, 56–57 organizational competence building, 25 Charan, Ram, 69 Chartered Institute of Personnel and Development, 71 Closing Processes Group, Cocreation, 60 Coherent management, 95 Collaboration, 136 Collective leadership, 56 Common sense, 69 Communication, 134–135 assertive, 40 channels, defined, 97 collaborative, 62 dialogue and, 61 generation gap, 44–45 for high performance organizations, 38–45 impacts, 41–42 internal, 36 issues in, 39–40 organizational competence building, 25 Situation, Background, Assessment, and Recommendation model for, 42–44 Competence See Organizational competence 146 INDEX Complexity, 67–70 structural, ease of, 27–28 Compliance, 136 Consistency, high performance organizational culture with, 30 Controllable matters, management of, 91–92 Crawford, Lynn, 128–129 Creativity, 62–63 challenge for, 63 components at work, 65 environment for, 65–66 foster innovation through, 66–67 freedom for, 63 organizational support for, 64 resources for, 63 Critical knowledge, 123–126 Critical path method (CPM), Culture, 16, 32 See also Organizational culture Culture and Change Management Survey Report, 51 Curiosity Quotient (CQ), 119 Customer-centered approach, 13 Customer focus, 136 Data, defined, 120 Deming, W Edwards, 11 Denison model, 35 Dewey, John, 119 Dialogue, effective communication and, 61 Drucker, Peter, 117–118 Dynamic organizations, 88–89 Dynamism for change, 45–46 Earned value (EV), 39 Economist Intelligence Unit, 16, 22, 48 Effective communication, benefit of, 135 Emerging challenge, in business management, 87 external, 93 internal, 93–94 Enterprise-wide Program Management Office (EPMO), 109, 113–114 Entrepreneurship, 136 Excellence in performance, 3, 33, 117–118 “Experts” in HR, 89 Extra-organizational knowledge, 125 Extrinsic motivation, 63 Fast-paced results-driven management, 87 Fayol, Henry, 4–5 “FFEL”, 18 Flexibility, 62 Forgiving, 62 Freedom, for creativity, 63 Friedman, Thomas, 119 Fulfillment, 136 Functional organization, 88–89 Gantt, Henry, 4–5 Gap analysis, 83–85 Generation gap filling, 45 Generation Y talent challenge, 129–130 Global Simplicity Index, 28 Google, 138 Governance and control, 3–4, 27 framework for, 97 of resource application, 25–26 Groups/community knowledge, 125 A Guide to the Project Management Body of Knowledge (PMBOK Guide), 3, Harvard Business Review, 69 Herman Miller, 138 High-performance culture, 52, 29–30 See also High performance organizations transformation for, 85 High performance organizations, 26, 32–33 change, dynamism for, 45–46 culture of, 35–37 effective communication channels, 38–45 organizational self-improvement, 33–34 supportive ingredients for, 32 Hrebiniak, Lawrence, 49 Humanity, 137–140 Humility, 136 INDEX 147 Individual knowledge, 124 Information, defined, 120–121 Innovation, 60–61 effective ways for collaborative communication, 62 flexibility and forgiving, 62 keep tracking, 62 no forceful innovation, 62 open dialogue, 61 team players engagement, 61 foster innovation through creativity, 66–67 Input–transformation–output process, 17 Integrity, 135 INTERnational NET Work (INTERNET), International Project Management Association (IPMA), Internet of Things (IoT), 109 Intrinsic motivation, 63 Intuition, 60 IPMA Competence Baseline (ICB), Knowledge, 136 See also specific knowledges critical, 123–126 defined, 121 economy, 9, 117 management implementing, 119–121 implications for, 126 in organizations, 121–123 power of, 117–119 strategy, 119 resources, 124–125 transfer process, 124 Kotter, John P., 10, 98–101 Lack of focus, complexity and, 68 Leadership, 68, 70–71 AURA of, 105–106 culture, 55–56, 71–74 -intensive approach, knowledge management and, 120 Leading Change (Kotter), 98, 101 Learning, culture, 57–59 Management practices culture, 54 Managing Change in Organizations: A Practice Guide, 134 Manpower’s 2014 Talent Shortage Survey, 126 Market-Based Management (MBM), 136–137 McDonald, 18 Mentoring and professional relationships, 128–129 Mistrust, complexity and, 67–68 Motivation, 62–63 Netflix, 138 O’Reilly Media, 138 Organizational change, 134–135 assessment approach for, 80–85 checking mind-set, 76 time-travel standing, 77–80 readiness, 82 Organizational competence, 2–3, 7, 69, 91 building accountability, structure for, 25 change management, governance and control of resource application, 25–26 communication channels, 25 strategic advancement, 24 Organizational culture, 119–120 change management culture, 56–57 changing, 74–76 cultural gaps, handling, 75 defined, 72 development of high-performing, 109 different versions of, 75 and leadership, 71–74 leadership culture, 55–56 learning culture, 57–58 management practices culture, 54 PM-AURA model to develop, 106–109 from project management approach, 51–53 for strategic delivery, 59 Organizational knowledge, 125 Organizational maturity, 110–115 Organizational processes, 119 148 INDEX Organizational project management (OPM) approach, 76 Organizational Project Management Maturity Model (OPM3), 114 Organizational restructuring, 89–91 Organizational self-improvement, 33–34 Organizational systems, 17–18 Organizational transformation, 59 management for, 91–92 strategic advancement for, 95–96 management practices, alignment of the organization with, 97–98 management structures, strengths built with, 96 project management-AURA model, 103–106 projects, programs, and portfolios, relationship of, 96 reason for failing efforts, 98–103 Overintellectualizing, overengineering, reinventing, complexity and, 67 Paradigm shift 21st century skills, project management challenges, 116–140 knowledge management, 117–126 talent management, 126–130 team strengthening, 130–131 business advancement, transform for, 109–115 organizational restructuring, 88–91 organizational transformation management for, 91–92 strategic advancement for, 95–106 PM-AURA model, for developing organizational culture, 106–109 two independent management structure, 92–95 Parapsychology Association, 104 Permanente, Kaiser, 43 PMBOK® Guide, 29, 126 Portfolio management, 96 Principle-based policies five dimensions of, 137 guiding outlines for, 137 guiding principles, 135–137 Process, 17 Professional culture, 54 Program evaluation and review technique (PERT), Program management, 96 Project control system, 18–21 Project implementation, 55, 114 Project management, 87 for business advancement, 9–10 capturing power for strategic advancement, 51–53 challenges, 21st century skills, 116–140 factors, governance and control, 3–4 history of, 4–8 knowledge base, meaning of, 1, model for application of approaches, 113–115 organizational competence, 2–3 practices, alignment of organization with, 97–98 professional body, 6–8 self-improvement, mechanism of, seven deadly diseases of, 11–13 strategic advancement of, 8–9 structures, strengths built with, 96, 97 talent management and communication channels, value of, value proposition of See Value proposition Project management-AURA model, 68, 103–106 for developing organizational culture, 106–109 managing trends and maintaining fundamentals, 130 Project management culture, definition of, 37 Project Management Institute (PMI), 5, 6, 7, 8, 16, 24, 48, 96, 123, 127 INDEX 149 Project Management Office (PMO), 24 Project/program implementation, 56–57 Pulse of Profession®: Enabling Organizational Change through Strategic Initiatives, 134 Pulse of Profession® report, 16, 24, 26, 123 Pulse of the Profession®: Capturing the Value of Project Management, 123 Pulse of the Profession® In-Depth Report—The High Cost of Low Performance: The Essential Role of Communications, 135 Resources, for creativity, 63 Respect, 136 Responsibility assignment matrix (RAM), 39 Responsibility, defined, hierarchy of, 26, 97 Results-driven management, 12, 26, 28–29 culture strategy development, 32 focus on values, making a difference with, 31 high-performing culture, 29–30 values-driven culture, 30–31 Rule of thumb, 75 The Science of Success, 136 Scientific approach, Scientific management theory, Self-improvement mechanism of, organizational, 33–34 system, 27 70–20–10 learning ratio, 127 Situation, Background, Assessment, and Recommendation model (SBAR), 42–44 Society for Human Resource Management (SHRM), 90 Spotlight on Success: Developing Talent for Strategic Impact, 127 The Standard for Portfolio Management, 24 Standard Operating Procedure (SOP), 17 Standardization, 17 Standardizing, measuring, controlling, improvement processes (SMCI), 33 Storytelling, 35–36 Strategic advancement, for organizational transformation, 95–96 capturing power of project management for, 51–53 good fit of knowledge for, 122–123 organizational competence building, 25 project management, 8–9 -AURA model, 103–106 practices, alignment of organization with, 97–98 structures, strengths built with, 96 projects, programs, and portfolios, relationship of, 96 reason for failing efforts, 98–103 requirements for, 50–51 Strategic implementation, 10 capturing power of project management for strategic advancement, 51–53 complexity wilderness, leading out of, 67–70 creativity and innovation for advancement, 60–67 energizing system, 59–60 failure of, 48–51 leadership, impact of, 70–76 organizational change assessment, 76–85 organizational culture development, 53–54 change management culture, 56–57 leadership culture, 55–56 learning culture, 57–59 management practices culture, 54 strategy, tactics, and execution, 49–50 Structural complexity, ease of, 27–28 Structural knowledge, 125 Sustainable change, 135 150 INDEX Systematic advancement, for organizational values, 26 Talent, 16–17 management, 126–127 and communication channels, Generation Y talent challenge for project managers, 129–130 through informal mentoring and networks, 128–129 program and portfolio view of, 128 team strengthening with analytical talent, 130–131 three-part model for, 127–128 Talent Triangle™, 118 Taylor, Frederick Winslow, Team members, 72 Team strengthening, 130–131 Team Work, 27 Telford, Thomas, Thought Leadership Series: Talent Management: Powering Strategic Initiatives in the PMO, “Time-Travel Audits: A Key to Success for Change”, 77–80 Time-travel standing, 77–80 Tinkering, complexity and, 68 Traditional project management approach, 76 Training courses, for application of project management approaches, 115 Transparency, 27 high performance organizational culture with, 30 Value and knowledge-based culture, 76 Value creation, 136 Value-driven organization, 9, 30–31 Value proposition, 16–17 business value, systems for organizational systems, 17–18 project control system, 18–21 systems add business value, 18 business values, general, 21–22 high performance, 32–33 change, dynamism for, 45–46 culture of, 35–37 effective communication channels, 38–45 organizational self-improvement, 33–34 measurable results, 23–24 organizational competence building, 24–26 PM approach creates organizational values, 26–27 results-driven management, 28–29 culture strategy development, 32 focus on values, making a difference with, 31 high-performing culture, 29–30 values-driven culture, 30–31 structural complexity, ease of, 27–28 Virtuvius, VUCA business environments, 95 Why good strategies fail: Lessons for the C-suite, 48 Work breakdown structure (WBS), 39 Wren, Christopher, OTHER TITLES IN OUR PORTFOLIO AND PROJECT MANAGEMENT COLLECTION Timothy J Kloppenborg, Editor • Improving Executive Sponsorship of Projects: A Holistic Approach by Dawne Chandler and Payson Hall • Co-Create: Harnessing the Human Element in Project Management by Steve Martin • Financing and Managing Projects, Volume I: A Guide for Executives and Professionals by Nand L Dhameja, Ashok Panjwani, and Vijay Aggarwal • Financing and Managing Projects, Volume II: A Guide for Executives and Professionals by Nand L Dhameja, Ashok Panjwani, and Vijay Aggarwal • Agile Management: The Fast and Flexible Approach to Continuous Improvement and Innovation in Organizations by Mike Hoogveld Announcing the Business Expert Press Digital Library Concise e-books business students need for classroom and research This book can also be purchased in an e-book collection by your library as • • • • • a one-time purchase, that is owned forever, allows for simultaneous readers, has no restrictions on printing, and can be downloaded as PDFs from within the library community Our digital library collections are a great solution to beat the rising 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business issues to every student and faculty member For further information, a free trial, or to order, contact: sales@businessexpertpress.com www.businessexpertpress.com/librarians Applying Project Management Principles for Organizational Transformation M Aslam Mirza Project management has evolved to a profession, a methodology for reaching the desired outcomes, a management approach for moving toward strategic direction, and a mindset It supports an organization to effectively withstand the market challenges and sustain growth with competitive edge A paradigm shift in management of an organization is discussed for strategic advancement where operation and strategic implementation are managed separately with relevant management approaches The endeavor is made essentially to capture strengths of project management for strategic advancement Organizational transformation for high performance is pursued with application of project management and capturing the organizational culture to support high performance for implementation of projects A unique PM-AURA model is introduced to help maximize the culture for continued high performance Organizational readiness assessment is critical for commencement of transformation and change management for desired competence A model is proposed to help application of project management for building competence The challenges for the 21st century are also discussed for an understanding and preparation M Aslam Mirza, CEngr, MBA, LMG, PMP, is a speaker, author, practitioner and trainer of project management approach for development of organizational culture and competence enhancement through support consulting and capacity building of professionals His extensive exposure to results-driven project management stands to his credit His extensive hands-on exposure to business and industry in Pakistan and abroad in varied positions include CEO and MD of Project Engineering Co Pvt., Ltd., an engineering and construction company that brought him strong insights and business acumen that are helpful for consulting and training commitments He has been extensively involved with Project Management Institute in the United States on research-based projects for knowledge advancement of the profession His LinkedIn profile is https:// pk.linkedin.com/in/muhammad-mirza-405384 Portfolio and Project Management Collection Timothy J Kloppenborg, Editor Portfolio and Project Management Collection Timothy J Kloppenborg, Editor PROJECT MANAGEMENT AND LEADERSHIP CHALLENGES, VOLUME I POLICIES BUILT BY LIBRARIANS Project Management and Leadership Challenges, Volume I MIRZA THE BUSINESS EXPERT PRESS DIGITAL LIBRARIES Project Management and Leadership Challenges, Volume I Applying Project Management Principles for Organizational Transformation M Aslam Mirza ... Factors and Workplace Environment (Vol-II) R – Respecting Diversity, Building Team, Meaningfulness and Growing to Leadership (Vol-III) A – Agile Project Management and Collaboration (Vol-IV) It is.. .Project Management and Leadership Challenges, Volume I Project Management and Leadership Challenges, Volume I Applying Project Management Principles for Organizational Transformation M... credibility and proven abilities to deliver value for sustainability of growth and capabilities such as the following: A) Organizational Competence and Dynamism for Change in Strategic Direction