The Implementation Process: Managing People

William Tibben SITACS University of Wollongong. October 2002

Overview
What kind of skills do we require of the manager during implementation? The art of Conflict Management Coping with diversity of people and situations

Essential Question 1.
(Courtesy of Commworks, 2001)

What is the timeline for network deployment?

Essential Question 2 - Does your budget support the timeline?

Work package cost estimate

Cost Direct Costs Design engineers Proto engineers Materials Equipment rental Total direct costs Low $ 80 130 25 25 $260 Average $100 150 25 25 $300 High $150 280 25 30 $485

Gray & Larson, 2000, Figure 3-8

Essential Question 2 - Does your budget support the timeline?

$6,000 5,000 4,000

Costs

3,000 2,000 1,000

Committed Actual cost Scheduled budget

Project Duration
Gray & Larson, 2000, Figure 3-9

Essential Question 3 - Have you accounted for all tasks required to deploy the network?

Project Deliverable Subdeliverable Lowest subdeliverable Cost account*

Complete project

Major deliverables

Supporting deliverables Lowest management responsibility level Grouping of work packages for monitoring progress and responsibility
Identifiable work activities
Gray & Larson, 2000, Figure 3-3

Work package

Level 1 1.2 2 1.3

Personal computer prototype

1.0
1.1 1.4

More items

Vendor, software, applications ~

Mouse, keyboard, voice ~ 1.1.1 Floppy ~

Disk storage units

1.1.2 1.1.3 1.4.1

Microprocessor unit
1.4.2

Optical

Hard

Internal memory unit

1.4.1.1 1.4.1.2

BIOS (basic input/output system)

1.4.2.1 1.4.2.2 1.4.2.3

ROM
~
Lowest manageable subdeliverables
1.1.3.1 1.1.3.2 1.1.3.3

RAM ~
1.1.3.4

I/O ~

File ~

Utilities ~

Motor

Circuit board
Cost account Cost account Cost account

Chassis frame

Read/write head
1.1.3.4.1

Design Manufacturing Production Organization Test Purchasing Software

Cost account

Cost account number

Work packages WP1.1.3.4.2.1 WP1.1.3.4.2.2 WP1.1.3.4.2.3
Budget by period

Cost account Cost account

Cost account

Gray & Larson, 2000, Figure 3-3

Essential Question 4 - Who will do the work required to deploy the network?

Essential Question 5 - Do you have a strong Project Manager in place to coordinate aspects of deployment?

Essential Question 6 - Who will manage all of the vendors needed for deployment?

Scenario
Project manager Jack was a degree qualified engineer who demonstrated what not to do as a project manager. On the surface he appeared as a well organised manager who provided sufficient amounts of documentation in terms of drawings, project schedules, as well as very detailed instructions what technicians and tradespeople needed to do. Despite this, one feature of Jacks projects were the constant complaints from those carrying out the tasks. It was not uncommon for these problems to escalate to such a stage where meetings had to be arranged with the section manager where Jack and the other party were unwilling to compromise. As a consequence his projects went over schedule and budget.

What was the problem? Who was at fault? What strategies could Jack have employed to avoid these problems?

Implementation Plan
Gene told you last week The implementation plan is the single greatest point of failure of many technology strategies A successful plan should incorporate various components and should be highly detailed, controlled and monitored

Definition (from lecture 4)

Implementation Planning ensures the compatibility of the planning and budgeting processes to support [strategic goals]It prescribes commensurate milestones, resource requirements, schedules and performance criteria at both the program and task levels (NASA, 1996)

Implementation Planning is an Information Intensive Process

Implementation Planning (Gray and Larson,
2002, p.89) provides the basis of scheduling labour and equipment; determines how much money is required becomes an instrument that melds managers and groups together into meeting time, cost and performance objectives answers the question how long is it going to take?

Implementation Plan Documents

The most current state of the work to be done is represented by the Implementation Plan The Documents found in prototypical implementation plans include:

Deliverables Document Work Statements Sign-Off Sheets Schedule

Problem Log Test Plan Implementation Management Teams Problem Reports Change Log Change Request Configuration Management Implementation Resource Requirements

Implementation Planning is an Information Intensive Process

There is a need to communicate both
1.

the detail the vision

2.

Back to Project Manager Jack

Project manager Jack was a degree qualified engineer who demonstrated what not to do as a project manager. On the surface he appeared as a well organised manager who provided sufficient amounts of documentation in terms of drawings, project schedules, as well as very detailed instructions what technicians and tradespeople needed to do. Despite this, one feature of Jacks projects were the constant complaints from those carrying out the tasks. It was not uncommon for these problems to escalate to such a stage where meetings had to be arranged with the section manager where Jack and the other party were unwilling to compromise. As a consequence his projects went over schedule and budget.

Conflict is inevitable and must be managed correctly

The ability to manage conflict is one of the most important skills a project manager must possess (Verma, 1996, p. 113) Conflict can become either

a positive force that will propel the project to meetings its stated objectives or A degenerative process of negative interaction between team members that slows the project down.

Styles of Conflict (Filleys Model)

Conflict Resolution style Personal Goals Relationships

Win-lose Yield - lose Lose-leave Compromise Integrative

(Problem Solving)

High Low Low Medium High

Low High Low Medium High

(Verma, 1996, p123)

Styles of Conflict Project Failure/Success*

Conflict Resolution style Personal Goals Relationships

Win-lose Yield - lose Lose-leave Compromise* Integrative*

(Problem Solving)

High Low Low Medium High

Low High Low Medium High

(Verma, 1996, p123)

In search of the golden bullet

Filleys model tells us that relationship maintenance is at the heart of long term success in project management
On the other hand, Robbins tells us that if you are surrounded by yes people and the emphasis is too much on compromise and not on project goals you may need to introduce conflict.

Conflict as a positive force

Evidence of

Problem solving Collaboration Compromise

Conflict as a negative force

Evidence of

Disengagement Poor communication Poor coordination Project milestones not achieved

Strategies for managing conflict

Active listening you must be in a position of understanding all arguments

This has the potential of sapping the emotional energy from the debate because people feel that they have had their say and have been understood.

Strategies for managing conflict

Look for win-win solutions

Aim not to punish dissenters who have high commitment to the project. There may be room for both. Separate warring individuals/groups by
Having separate work areas Assigned to different aspects of the project

Strategies for managing conflict

Structured conflict - build teams that have complementary skills
Concrete Experience
Hans Mary

Accommodator
Active Experimentation

Diverger
Reflective Observation Xao Assimilator Will

Converger Ting

Abstract Conceptualisation

Strategies for managing conflict

Structured conflict promote competition between teams

E.g. Weekly competition to see who accomplishes most milestones

Strategies for managing conflict

Separate individuals from the problem situation

Eg If I had efficient staff the project would be finished on time! The emphasis here is on the person rather than the schedule slippage

Strategies for managing conflict

Build on strengths (allocate tasks that the individual is good at) Minimise impact of weaknesses be realistic about what the individual is able to achieve Training - develop new understanding in the minds of colleagues to enable them to better work with available information

Leadership and Management (revisited from Lecture 5)

Leaders focus on

Vision Selling what and why Longer range People Democracy Enabling Developing Challenging Originating Innovating Directing Policy

Managers focus on

Objectives Telling how and when Shorter range Organisation & structure Autocracy Restraining Maintaining Conforming Imitating Administering Controlling Procedures

Leadership and Management contd

Leaders focus on

Flexibility Risk (opportunity) Top line

Managers focus on

Consistency Risk (avoidance) Bottom line (Verma, 1996, p. 223)

How does one make sensible use of such a list of attributes?

Is There Only One Good Leadership Style?

leadership style: concern for Task and concern for People

Opinion is divided between two types of a

Concern for tasks is where leaders define

their role in terms of the goals of the organisation

Concern for people is where leaders

promoted mutual trust, respect and concern for the feelings of others.

Is There Only One Good Leadership Style?

Concern for People

X
Team Manag emen t

Concern for Task

Is There Only One Good Leadership Style?

The big draw back with concentrating on
style is that it takes no account of the situation managers are working in

ie. kind of tasks, the competency of staff attitudes of staff, the knowledge and attitudes of the manager him/herself etc.

The approach that works best for me

In times of conflict you as the project manager have two choices

1. Change the behaviour of individuals 2. Change the contingent circumstances

The emphasis is often on 1. While 2. may be easier and more effective.

1. Change individual behaviour

Training Counselling Forcing (threaten dire consequences)

2. Change Contingent Circumstances

leader-member relations promoting better informal relations with staff, task structure negotiate greater responsibility for tasks promote ownership of the project position power delegating decision making to subordinates

Summary
Conflict is inevitable The skilful manager harnesses the potential of conflict to promote project goals. The win-at-all-costs manager is likely to promote disengagement and poor project outcomes

References
Gray, Clifford F and Larson, Erik W. 2000, Project management : the managerial process / Irwin/McGraw-Hill, Boston. NASA, 1996 NASA Strategic Management Handbook, NASA. Available at: http://www.hq.nasa.gov/office/codez/strahand/implemen.htm Accessed on: 12 August 2002

Karunaratne, Ishan 2002, Callista Implementation Project, Northern Territory University, Available from: http://mindil.ntu.edu.au/ntu/apps/callistaimp.nsf/vwURL/Implementation+Planni ng?OpenDocument Accessed; on 12 August 2002 Commworks, 2001, As you Implement: Planning for Deployment. Commworks Available from http://www.commworks.com/Professional_Services/Implement/Planning_Deploy ment/ Accessed on 12 August 2002.
GCRHCorporation 2002, Implementation Planning: When its Got to be Appropriate, Now, GCRHCorporation, Midland Michigan. Available from http://www.rightanswer.com/english/plan.html Access on 12 August 2002.