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.

1. 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 )

2. PROJECT CHAOS
not enough time
too few people
people not sure what they should be doing
Too much to do
… Sometimes the end date
People drift into is thrust
projects without upon them arbitrarily
properly defining sometimes project managers
or planning them voluntarily
then one third of the way commit themselves to
.
dates, costs and deliverables
through they begin to
without troubling to
realise what it's really define and plan
all about the project properly,
and the panic starts. which is lunacy .
IATUL June 04

3. 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

4. Laws of Project Management
Creativity 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 expected
 A carefully planned project will take only twice as long.
 Project teams detest progress reporting because it vividly manifests their lack of progress.

5. 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 !!!

6. INTRODUCTION:
PROJECT MANAGEMENT CULTURE
Why Project Management?
HELP FUL USEFUL
Ongoing It avoids chaos
implementation It avoids wastage
It avoids high cost
Disciplined Approach It avoids late delivery
 Framework to do work It manages
•Planning of resources
persistent change
Alignment of projects to organizational mission, goals and objectives

7. PROJECT CULTURE
A Critical issues discussed
Implementation
Tracking D B Regular
Mile stone Monitoring
Resource C
Support

8. PROCESS OF PROJECT MANAGEMENT
. PROJECT MGMT INVOLVES
Project Project Project
Charter WBS Schedule Budget
• What , why, • Sub-tasks, • MSP Charts and Direct Costs
when , where, who and sub-sub- critical schedule
Indirect Costs
tasks Ongoing costs
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9. STAGES OF PROJECT PLANNING
Project Goals
Ultimate and its relationship with
other project goal
Description
Non technical, status, shcd , budget
Analysis
SWOT, Technology standard or new
Team
People, equipment, location,
support, Sales, CRM

10. TRACKING
ON TRACK Behind in
what areas
M1 M2
SCHEDULED .
M4 M3
Review High
Level Ahead in what
Schedule areas

11. Identifying a plan deviation Taking corrective action
Identifying potential problem And avoiding it

12. PROS AND CONS OF ECONOMICS
PROJECT COST IN NEW
AREA
PROJECT COST PROJECT COST
IN SMALL IN LONG TERM
TARGETS PROJECTS

13. LOOK AT THE WAY A FAST CAR ZOOMS ……………

14. How a family car moves without any rush and speed

15. DIFFERENCE IN TWO CAR MOVEMENTS
Racing Car moved at Speed but there is no issue of Bothering in KPL/ Mileage/ Wear and tear issues
Steady Car moved with KPL and ensuring there is no wear and losses
•
RACING CAR FAMILY CAR
Track Track
adjust
KPL adjustment
ment A product
KPL B product
Saving C product
Saving

16. WHAT HAPPENES IN NEW AREA
FOR NEW BUSINESS :
We are a Racing Car running to meet customer expectation and
cannot be tied down with profits in first two /three months
Increased VC in TA DA Lodging Guest House
Dedicated tools for customer Laptop and Net expenses
Settling /replacing Untrained Visits Mobile expenses
Rework on Quality issue Specialized Tools and Safety Kit
Documentation takes time Training and Best Coordinator
Increased Cost Sustaining Team

17. STATUS QUO……………After investment .
• It transpires that our company system manager now wants to replace all the
existing systems
• Sales 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………….

18. BIG BANG APPROACH IN GOING FOR ONE SHOT OF ALL LONG TERM
PROJECTS
Why all will favour one shot approach
1 More visible
1 More focus from senior because it's big
management
2 Everything being done only
2 Only one implementation,
once so lower cost
one disruption to the business
3 Nice clean switch
3 No temporary bridges from old
from old to new
to new
4 If it's going wrong, plenty of time to get
4 Plenty of time to do
out before the end
it properly
Add Your Text

19. Why small releases of Projects in systematic way taking on one
Proj with Proper PM /Team/ funding ……………..what we get?
Better team motivation
Less spent on project control
Greater flexibility for senior mgmt
Learning from experience
Easier to handle change

20. Why small releases of Projects…………..
Less business risk:
evolution not revolution
Less waste on never-used functionality
Fewer people leave during a release project
than during the big bang project
Earlier benefits realization
Lower cost overall

21. WHICH OPTION TO CHOOSE
Small 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

22. MANAGING PROJECTS Navigating
PLANNING AND MONITORING Organizational Politics
Team Development
Communication
Plan
Decision Making
Structure
3
2
1 5
To avoid
delays Real Time
Info Right man Avoid and
for the Right cross hurdles
Job

23. Decision Making
Avoid consensus abuse
Consensus may be desired, but is not required
Lack of consensus does not mean no decision
Projects force decisions by leaders
Clarify who makes
what decisions
Establish structure for
rapid decision making While everyone may not agree with
all decisions, it’s important that
team members agree to support
Communicate decisions
the decisions
Log/track decisions

24. Delayed Decision Making
Red TAPISM All
giving independent
decision
End Result Operation Sales System Fin/HR
Unified
Operation

25. PM is a mindset, a discipline, that can help your
organization increase effectiveness and put order to chaos

26. Navigating the Politics of Change: Project methodology
is really about managing change
Change in current practices
overarching pressing
Developing new practices
issues of issues of the
Getting people to change their
Organization
M1 M2 hour behaviors
How they do their work
How they work together
M4 M3
help others pressing How they get the work of t
satisfy their issues of he project done
needs tomorrow Avoidance of paving the c
owpaths
.

27. RISK ANALYSIS IN PROJECT
If you don't attack the risks, the risks will attack you
Things that might
prevent us coming in cause us to fail to
cause us to fail to
meet any other
within the budget meet any dates commitments we
we are thinking to we are thinking are thinking of
committing to of committing to making
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.

28. Timely Documentation Reduces Money Blocked
WIP With Increased Documentation hides problems

29. Keep doing Documentation to Reduces WIP gap
WIP hides problems

30. Lowering WIP Reduces Many Visible Problem
Reducing WIP makes
problem very visible
STOP

31. Try and Break Even with Timely WIP
Remove problem, run
With less WIP

32. KEEP WIP CHECKED
Reduce WIP again to find
new problems

33. NAVIGATING THE
COMPLEXITIES AND
DYNAMICS OF CHANGE
Unless 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."

34. 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

35. CHANGE IS VERY ESSENTIAL PART OF
LIFE FOR ALL !!!!!
"Whosoever desires
constant success must
change his conduct with
the times."
— Niccolo Machiavell

37. WHY CHANGE? Bad news does not improve with age and
should be acted upon immediately.

38. TRACK RECORD OF FAILURE OF ORGANIZATION
No plan ever survived contact with the enemy.
ERP
TQM in Ops
HR
9 OUT OF 10
ERP initiatives 75 % OF TQM
75 % Achieved
Are Initiatives
no results but
deemed failure Achieved
Increased
no results
attrition

39. 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
Perspective
 It all permits to remain intact
Old decision making habits
Old activity pattern

40. OLD WAY OF CHANGE
• = New tool set to = A sprinkling of
Implementing Support day to day
• Communication
a change operations and a drab of training
People make a plan work, a plan alone seldom makes people work (Confucius).

41. CHANGE FOR AN EFFECT
Modified / Modified /
Implementing Significant change
new New
a change Proactive
polices technologies
readiness
Modified / Modified /
New New
Processes/ Organization
practices People/role
If you want to make God laugh have a definite plan.

42. Man is so obsessed with his need for success that project disasters are
usually just filed away.
Same high Pay for
resource No Same
uncoordinated
utilization change working
Moral suffers
loses confidence Total cost of
in leadership Doing business
increases

43. Factors leading to change. competition
"Every generation needs a new revolution."
Nature of work
Force.
technology
Economic
factors

44. SEVEN DYNAMICS OF CHANGE
People under pressure do not think
faster.
 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 .

45. Change is the law of life
and those who look only to the past or
present are certain to miss the future."
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.

46. WHY RESISTANCE TO CHANGE
"Everything is in a process of change, nothing endures; we do not
seek permanence."
fear of unknown fear of failure
Why is
Change
difficult to manage
fear of success do something different
no interest to start from 0
44

47. Common quotes during change management
Change is good. You go first.
• it ís not my job
• I haven't got time
• the boss doesn't care
• anyway
• I am keeping my head down
• this time
• if its such a good idea, why
• didn't we do this the last time
• management changed its mind? I
• ìit will all change again
• next month
• when the MD makes his mind up,
• I might do something
• nobody told me about it

48. Sources to resistance to change.
The more you complain, the longer
God makes you live.
Individual resistance
Organizational resistance

49. Habit-comfort
zone
Undisclosed.
security
Reasons
INDIVIDUAL
Selective Economic factor-
information Pay-productivity-
Processing. RESISTANCE Tie up-inability.
"Faced with the choice between changing one's
Fear of the
mind
and proving that there is no need to do so,
unknown
almost everyone gets busy on the proof."
— John Kenneth Galbraith

50. "If you want to make enemies, try to Structural
change something."
Threat
&process
To inertia
Established Limited
resource focus
Allocation
organizational for change.
Threat
To Group
Established power
Inertia-unions
Relations resistance
Threat
To
Expertise.

51. "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

52. 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.

53. Change Management
Set of tools for managing people side of change
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

54. 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

55. Change Management Process
Change management has 2
components
Organizational Change
Management
Individual Change management

56. LEWIN’S 3 STEP CHANGE PROCESS
Most of our assumptions have outlived their uselessness."
— Marshall McLuh
UNFREEZE MOVE REFREEZE.
CHANGE THE  SHIFT TO  REVISED
EXISTING SITUATION. BEHAVIOUR
A DIFFERENT
Make the reasons for change BECOMES THE
BEHAVIOUR.
Obvious to the individual/orgz. NORM.
Adaptation of
New values, behaviors New behavioral pattern
& attitudes. is Now the new norm.

57. "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

58. "As the births of living creatures are at first ill-shapen,
so are all innovations, which are the births of time."

59. Individual Change Management
Process of managing change at individual level
This change model is referred to as ADKAR which includes 5 elements
that serve as building blocks for success
Awareness 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

60. How it adds up to Internalization

61. Organization also
change!!!!
 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.

62. You can build a reputation on what you're going to do.

63. Never underestimate the ability of senior management to buy a
bad idea and fail to buy a good idea.

64. 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 trusted
And feel threatened by change

65. Meetings are events in which minutes are kept and hours are lost.

66. If you can interpret project status data in several different ways, only the most
painful interpretation will be correct.

67. A verbal contract isn't worth the paper
it's written on.

68. Quantitative project management is for predicting cost and
schedule overruns well in advance.

69. If it happens once it's ignorance,
if it happens twice it's neglect,
if it happens three times it's policy.

70. Warning: dates in the calendar are closer than you think

71. If you do a good job and work hard, you may get a job with a better company someday

72. CONCLUSION
IATUL June 04

73. !
Thank you