Austrian Chamber of Commerce. ONE Management. Contributing to Business Success by an Integrative Management Approach

Transcription

1 Austrian Chamber of Commerce ONE Management Contributing to Business Success by an Integrative Management Approach Roland Gareis, May 16 th,

2 RGC Bucharest We are management experts. Our high-qualitative consulting and training services are based on process RGC, project RGC, company RGC, change RGC and social RGC. 2

3 RGC Services Consulting of companies Change management, strategic management Process management, management of project-oriented companies Business analysis Consulting of projects and programs Start, controlling and closing Resolving a discontinuity Auditing and health checks Training and Coaching Seminars and educational programs, open and in-house seminars Preparation for the certification according to IPMA, PMI and IIBA Coaching of individuals and of teams Temporary management Project and program management 3

4 RGC Events in Vienna and Bucharest 4

5 Objectives of the Presentation Objectives Showing how the management approaches process management, project management, and change management relate to each other and how these approaches can be intgrated to ONE Management Providing a basis for management efficiency and for business success Non-objectives Discussing the management approaches in detail Working form 2 presentations and discussions 5

6 Agenda The Situation and the Objective Processes & Process Management Projects & Project Management Changes & Change Management ONE Management 6

7 The Situation, the Objective, the Basis Process management, project management, and change management are distinct management disciplines require different roles use different methods and terminologies have different communities of practice and research are represented by different professional associations Corporate governance often leads to competing procedures and templates competing organizational structures Integration of the different management approaches in order to assure efficient and successful performances of processes, projects, and changes. The corporate values and the values of the individuals are the basis for the applied management approach. 7

8 Sustainable Development Principles Values-based Economic, ecologic, social-oriented Short, mid, long term-oriented Local, regional, global-oriented a development that meets the needs of the present without compromising the ability of future generations to meet their own needs.. (Our Common Future. The Report of the World Commission on Environment and Development 1987) 8 8

9 Corporate Sustainability: Limits Strategy & Society, Porter & Kramer, Dec 2006 Criticism Sustainability reports rarely offer a coherent framework for CSR activities, aggregate anecdotes about uncoordinated initiatives, describe philantropic initiatives in terms of dollars or volunteer hours spent CSR activities are often isolated from operations Corporate sustainability: Operationalization Considering the principles od sustainable development in processes of the line organization and of projects in content-related processes in management processes 9

10 Project Company Society Principles of SD & Social Systems Values-based Economic, ecologic, social-oriented Short, mid, long term-oriented Local, regional, global-oriented 10

11 Agenda The Situation and the Objective Processes & Process Management Projects & Project Management Changes & Change Management ONE Management 11

12 Process Definition Process: Definition Start End A sequence of tasks with defined objectives and a defined start and end event; fulfilled by several roles of one or more organizations. 12

13 Process Management: Objectives and Tasks Process management objectives Processes are management objects of consideration Process maps and process descriptions are communication instruments Increase of the efficiency Contribution to organisational learning Basis for individual learning Process management tasks Macro-process management Micro-process management Macro Annual Planning of Seminars Start Vorgang 1 Micro Entscheidung ja nein Vorgang 2 Organizing a Seminar Vorgang 3 Ende 13

14 RGC: Process Map Clients Selling an in-house service Selling a seminar, coaching Selling a product Performing a seminar, coaching Performing an event, lecture Performing a consulting contract Performing a research assignment Primary processes Procuring a service, material Developing a service, product Developing the organisation Managing the personnel Managing the infrastructure Managing finances, controlling Managing stakeholder relationships Marketing / PR Secondary processes Strategic management Operational management Process management Project and program management Project portfolio management Change management Knowledge management Managing sustainable development Tertiary processes 14 14

15 Process Boundaries: Considering Sustainable Development Principles Process: Process XY Process boundaries Process start event Process end event Economic objectives Ecologic objectives Social objectives Non-objectives Process duration Process costs Relationship to other processes Impact Stakeholder short-term X mid-term long-term local X regional global Interpretation Stakeholder risks

16 Example: Selling an In-house Service Process: Selling an in-house service Process boundaries Process start -Decision to submit a proposal Process end -Contract awarded Economic objectives -Contract with adequate financial contribution signed -Efficient ressource management assured -High quality proposal delivered Ecologic objectives -Ecologic communication structures for contract performance planned -On-site performance of services at venue of client optimized -Sustainable usage of ressources assured Social objectives Non-objectives -Relationship to an existing client further developed or to a new client established -Personnel development for the involved consultants -Potential for sustainable benefits for the client created -A comparative proposal delivered 16

17 Process: Selling an in-house service Process boundaries Process duration Process costs Relationships to other processes Consequences -Optimal: 2 weeks; depending on behaviour of the client -2-4 person days -Pre-processes: -Evaluation of a request, performance of a contract (for the same client or similar contract) -Post-processes: - Performance of a contract short-term mid-term long-term local regional global Stakeholder Client RGC Senior consultants Risks for the stakeholder -Basis for the establishment of a long-term cooperation -Receiving an unreasonable proposal - Basis for the establishment of a long-term cooperation -Loss of know-how -Little probability of getting the contract - Personal development by submitting a proposal, basis for attractive tasks -Consulting approach not appreciated; high use of ressources 17

18 Sales Responsible Office RGC Manager Senior Consultant Client Template Process: Selling an in-house service Responsibility Chart Role Process phases and tasks 1. Preparing a proposal Gathering relevant information Agreeing on content, schedule, fees and staffing Adapting risk analysis Analysing existing proposals and/or contracts Arranging an appointment with the client 2. Submitting a proposal Agreeing on content, terms with client Optional: On-site visit Preparing a draft of a proposal Planning the communication structures for the contract performance Agreeing on a proposal Finalizing the proposal Sending the proposal Entering data in CRM 3. Following-up a proposal Calling the client Optional: Adapting the proposal Signing the contract Entering data in CRM P C C C P C C 1) P C I C 2) P C C C P C C P I (C) C P I (C) C P C C 3) P C C P C P C C P I I I P P I C P C C I I I I P P Legend: P... Performing C... Cooperating I... to be informed Documents: 1) Ressource plan 2) Risk plan 3) Proposal template 18

19 Agenda The Situation and the Objective Processes & Process Management Projects & Project Management Changes & Change Management ONE Management 19

20 Project Definition A project is a temporary organization for the performance of a relatively unique process of medium to large scope and short or medium duration. 20

21 RGC: Process Map & Projects Clients Selling an in-house service Selling a seminar, coaching Selling a product Performing a seminar, coaching Performing an event, lecture Performing a consulting contract Performing a research assignment Primary processes Procuring a service, material Developing a service, product Developing the organisation Managing the personnel Managing the infrastructure Managing finances, controlling Managing stakeholder relationships Marketing / PR Secondary processes Strategic management Operational management Process management Project and program management Project portfolio management Change management Knowledge management Management of sustainable development Tertiary processes 21

22 Project Management Process Project assigned Project starting Project controlling Project discontinuity resolving Project closing Project approved Project coordinating 22

23 Project Dimensions to be Managed Schedule Scope Costs Project structures Objectives, strategies Scope (objects of consideration, WBS, work packages), schedule Resources, costs, income, risks Organization, culture, personnel Infrastructure Project contexts Pre-project and post-project phase Project stakeholders Other projects and company strategies Investment costs and benefits 23

24 Project Management Process Process: Project Management Process boundaries Start event -Project assigned by the project sponsor to the project manager and the project team End Event -Project approved by the project sponsor Economic objectives -Professional management of the project; efficient performance of the sub-processes project starting, project controlling, project coordinating, and project closing; possibly a project discontinuity resolving -Optimizing the economic consequences of the investment Ecologic objectives -Considering the (local, regional and global) ecologic consequences of the project -Optimizing the ecologic consequences of the investment Social objectives Non-objectives -Considering the (local, regional and global) social consequences of the project -Optimizing the social consequences of the investment -Assuring stakeholder participation in the project management process -Performing content-related processes (e.g. procurement, engineering) 24

25 Process: Project Management Process boundaries Process duration Process costs Relationships to other processes Consequences -According to the project duration -x person days plus y.- for other expenses (costs are depending on the scope and the complexity of the project) -Strategic planning, project initiation, content-related project processes, investment controlling, project portfolio coordination short-term mid-term long-term local regional global Stakeholder Risks for the stakeholder Members of the project organization User Competitors Suppliers Possibility of learning -Design of project organization not appropriate for the project complexity and dynamics -Application of project management methods not consistent -Possiblity of learning -Project communication structures and working forms not appropriate -Process for resolution of a project discontinuity not agreed on during project start -Potential for further contracts -Participation of project stakeholders not appropriate 25

26 Economic Ecologic Project Objectives Plan A holistic definition of the project scope considers consequences for several dimensions of an organization as well as consequences for its stakeholders Project Objectives Plan Objective Services and product-related project objectives... Technology related project objectives.. Organization-related project objectives Personnel-related project objectives Infrastructure related project objectives Budgeting and financing-related project objectives Stakeholder-related project objectives 26

27 Agenda The Situation and the Objective Processes & Process Management Projects & Project Management Changes & Change Management ONE Management 27

28 Change Definition A change is the transforming an existing dynamic balance of an organization into a new one. (Lewin) A change is a continuous or discontinuous development of an organization. (Levy and Merry) A change is a development of an organization requiring a chain of processes being performed by projects, which have an impact on several or all identity dimensions of this organization. (Gareis) Organizations are the objects of change 28

29 Organizations as Objects of Change Social Systems Interactions Organizations Societies Temporary Organizations Permanent Organizations Projects Programmes Companies Divisions Departments 29

30 Identity of an Organization Structures Services, products Technologies Organizational structures Organization culture Personnel Infrastructure Budget, financing Contexts Contributions to the objectives of the higher social system Stakeholders History and expectations about the future Structures Stakeholder relation Contexts Stakeholder Stakeholder

31 Change Types high Second Order Demand for Change Transforming Radical new-positioning First Order low Organizational learning Further developing few Identity Dimensions many 31

32 Change Management Model of Lewin Phase Description Unfreezing Traditional attitudes are not adequate anymore Existing patterns of behaviour have to be unfrozen by internal and/or external approaches Motivation for the change is built up Moving New, changed patterns of behaviour are developed A new dynamic balance of the organization is established Experiments with different alternatives are possible Refreezing The new patterns of behaviour are stabilized Uncertainties of the invloved are to be reduced by communicating positive developments 32

33 Transforming: Characteristics Reasons Objectives Priorities Management Challenge Signals about future threats and potentials Strategic decisions, e.g. acquisition, merger Rationalizing Growing and innovating Strategic and cultural new-orientation Developing and implementing a new vision Strenghtening (new) core competences Redesigning strategies, services, organization, Creating a sense of urgency Considering all identiy dimensions of the organization Starting top down for the strategic new-orientation Assuring broad involvement Managing by projects (and programs) Assuring quick wins Stabilizing Management of the contradiction: Hard cuts and new growth 33

34 Transforming: A Chain of Processes Planning the transformation Implementing the transformation Stabilizing the organization Daily Business Phases Interrupting the routine Analyzing the situation Defining a new vision Creating a sense of urgency Developing transformation competences Rough implementation planning Phases Detailed implementation planning Changing strategies, services, organization,etc. Assuring quick wins Communicating Rough stabilization planning Phases Detailed stabilization planning Further changing of services, organization, etc. Integrating new values into the daily business Communicating Managing by Projects Work group or project Project or program Project or program 34

35 Assuring People s Commitment Create Change Urgency Involvement Communication Learning & Training Reward & Incentives People have been made feel dissatisfied with current status People understand the cost of status quo Positive and clear picture of future state created Makes people feel a part of the change Improves the quality of change solution Leads to faster overall implementation Help understand why change is necessary Prevent rumors spread Fosters enthusiasm Development of new skills and attitudes Increase self confidence Overcome the earliest phases on resistance curve Helps people identify new behaviors Extra efforts should be rewarded New targeted goals are difficult to achieve need rewards 35

36 Change Management Methods and Values Content-related methods Strategic management: SWOT analysis, product market portfolios, szenario technique, vision development, etc. Organization: Organization chart, role descriptions, macro- and micro-process management, values and rules definition, etc. Personnel: MBO, personell development, etc. Marketing: Branding, events, campains, etc. Controlling and financing: Budgeting, controlling reports, etc. Stakeholder analysis Process-related methods Design of the change process Project and program management Business analysis Communication methods Underlying values E.g. Maximizing the profit or sustainable development 36

37 Agenda The Situation and the Objective Processes & Process Management Projects & Project Management Changes & Change Management ONE Management 37

38 Relationships between Change, Process, and Project Management Change management & process management A change is a chain of processes Processes are objects of consideration of changes Change management & project management Projects (and programs) deliver changes, changes might be managed by projects Projects (and programs) are subject to change and require change management Process management & project management The process map provides the basis for identifying the project types of a company Project initiation, project management, and program management are processes, i.e. there is a process quality for these processes to be defined and controlled. 38

39 Change, Processes, Projects Change Feasibility study Conception Implementation Stabilization Conception Implementation Stabilization study Different management approaches need to be integrated in order to assure sustainable changes, processes, and projects a sustainable business success 39

40 ONE Management Organizational consequences Developing common processes, methods, terminologies, templates Establishing common organizational structures: e.g. an Integrative Management Office (IMO) Providing a common basis of values for all management approaches Perception of organizations as social systems with distinct identities Definition of the management paradigm, e.g. sustainable development (a set of values) Personnel management consequences Change owners, change managers, and change agents require process, project and program management competences Process managers require change management and project management competences All role players require common values as a basis for their cooperation 40

41 Happy Projects! Roland Gareis 41