SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Chapter 3 - Innovation, Performance & Change Mgt Process Improvement & Strategy Terminologies Business Process Automation: Manual tasks are automated using machinery or IT Business Process Rationalization: Already automated tasks are further improved by using latest machinery or IT. This is part of continuous improvement strategy Business Process Re-Engineering: Fundamental rethinking and radical redesigning of processes in order to achieve dramatic results. BPR adopts a ‘clean sheet’ approach whereby the entire process is redesigned from scratch. Common Problems in Processes Problems Solutions ▪ Lengthy ▪ Removing unnecessary activities ▪ Some activities unnecessary ▪ Combining activities or roles ▪ Duplication ▪ Changing order of activities in logical flow ▪ Some activities missing ▪ ▪ Activities in wrong order Allocating activities to right department or person ▪ Activities being performed by a wrong department or person ▪ Outsourcing ▪ Automation zahafia770@yahoo.com 5e0061b7c1ba31af198b4572 www.vifhe.com Chp 3 – Innov, Perf & Change Mgt….. Page 1 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Harmon’s Process Strategy Matrix Process Complexity High B D Low A C Low High Strategic Importance A: Simple / straight forward process but not contributing to company’s core strategy Strategy: Simple automation using off-the-shelf softwares or outsource (e.g. payroll, office cleaning) B: Complex process but not contributing to company’s core strategy. Hard to automate. Strategy: Outsource to a specialist vendor (e.g. taxes, legal) C: Simple process but important to company’s core strategy Strategy: Automate or Rationalize in order to increase quality, efficiency and reduce cost (e.g. order processing system) D: Complex, high value process which generates competitive advantage for the organization Strategy: Careful process designing, employee best experts, best IT solution, etc. (e.g. research and product development, marketing) zahafia770@yahoo.com 5e0061b7c1ba31af198b4572 www.vifhe.com Chp 3 – Innov, Perf & Change Mgt….. Page 2 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Projects ▪ Project: a one-off non-routine activity that has a Beginning and end Clear objectives Within time, cost and quality ▪ Project Management: Structure, responsibilities, activities, resources used to control projects ▪ Triple Constraints in Project (PROJECT TRIANGLE) A project has to the following three aspects at all times: Quality Timeline Cost ▪ Project Stakeholders: people, departments or external parties either involved in the project OR effected by the project. It includes internal as well as external stakeholders such as: Project sponsor Project manager Project team Users / concerned department (s) Customers Suppliers Government Society / community zahafia770@yahoo.com 5e0061b7c1ba31af198b4572 www.vifhe.com Chp 3 – Innov, Perf & Change Mgt….. Page 3 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Project Lifecycle Project lifecycle is all the stages through which a project passes from start till end. 1. PROJECT INITIATION This stage covers basic information to enable the Board to approve or reject the proposed project. It includes the following: ▪ Scope and objective ▪ Cost and benefit analysis ▪ Key stakeholders (e.g. project sponsor, project manager, project team, users, etc.) ▪ Project duration / timelines ▪ Risks and constraints ▪ Feasibility, investment appraisal techniques, etc. ▪ Documents used in this phase: APPROVAL PHASE Project Initiation Document / Business Case Project charter Benefit realization plan Project Initiation Document (PID) / Business Case A PID is a document which details the justification of the project. It documents all the aspects mentioned in the Project Initiation phase (mentioned in above section) and serves as a formal document for senior management / Board to assess the merits and demerits of the proposed project and take a decision. Advantages / Importance of a PID ▪ Projects involves initial costs / investments, hence a detailed analysis is important ▪ Enables the Board to review the proposal and decide whether project is beneficial for Organization ▪ It helps in monitoring the progress of the project ▪ It helps is measuring the success of the project once it is completed ▪ Forces sponsor to “think hard” and be realistic as he/she would be held accountable ▪ In case of limited funds, enables comparison with other project options zahafia770@yahoo.com 5e0061b7c1ba31af198b4572 www.vifhe.com Chp 3 – Innov, Perf & Change Mgt….. Page 4 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Contents of a PID ▪ Current situation or problem ▪ Project scope and objective ▪ Cost and Benefit Analysis ▪ Key stakeholders: Project sponsor Customers Project manager Suppliers Project team Government User or concerned department(s) Society / community ▪ Project duration / timelines ▪ Risks (e.g. quality, timeline, costs) ▪ Constraints (e.g. human resource / expertise, financial resource, technical resource) ▪ Feasibilities, investment appraisals, etc. ▪ Major assumptions made ▪ Project monitoring and reporting procedures Project Charter A Project Charter is a formal approval of the business case and gives authorization for the work to be started and allocation of funds and resources to be made. It is signed-off by all key stake holders of the project, based on the Project Initiation Document. Benefit Realization Plan The Project Initiation Document contains cost and benefits analysis of the project. It is relatively easier to predict costs by very difficult to predict benefits. Benefit Realization Plan shows how the benefits have been calculated, including all major assumptions. It is a supporting document to the CBA and attached as Annexure to PID. Benefit Realization Plan is the key document which will be used to measure the actual benefits, once the project is completed. zahafia770@yahoo.com 5e0061b7c1ba31af198b4572 www.vifhe.com Chp 3 – Innov, Perf & Change Mgt….. Page 5 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE 2. PLANNING Once the project is approved by the Board, detailed / technical planning is done in order to execute the project. It includes the following: DETAILED PLANNING ▪ Detailed planning for all activities within the project ▪ Project is broken down into many tasks and then detailed planning is done for each task, covering resources, costs, quality, risks, timing, duration, etc. ▪ Document used in this phase: PROJECT PLAN Project Plan A project plan is a document which contains detailed planning about the project, covering resources, timing, costs, risks, duration, etc. The project is broken down into many tasks and then detailed planning is done for each task. Detailed project planning is normally done once the Business case is approved. Importance of a Project Plan ▪ Analyzes in detail what needs to be done ▪ Responsibilities, timelines and budgets are allocated to each person ▪ Acts as a communication and controlling tool ▪ Helps in overall coordination of the project ▪ Focuses on action and outcomes ▪ Sets targets and KPIs at each stage so that actual progress can be monitored Contents of a Project Plan ▪ Overview of the project (summarized from the business case) ▪ Project management and resources (how proj will be monitored, team, reports, committees, etc) ▪ Detailed plan ▪ Targets and milestones alongwith evaluation KPIs to monitor progress ▪ Risk management ▪ Post project exit plans zahafia770@yahoo.com 5e0061b7c1ba31af198b4572 www.vifhe.com Chp 3 – Innov, Perf & Change Mgt….. Page 6 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE 3. EXECUTION & CONTROL This stage is the execution or implementation phase of the project, based on Project Plan: ▪ Regular meetings are held ▪ Work progress is monitored against Project Plan ▪ Project delays and issues are addressed timely ▪ Document used in this phase: PROGRESS REPORT EXECUTION PHASE 4. COMPLETION This stage covers the handing over process, user feedbacks as well as assessment whether the project objectives were met or not. It includes: ▪ Training of users ▪ Testing by users ▪ Formal handing over / sign off procedures ▪ Taking feedback from users ▪ Assessment whether project objectives are met or not ▪ Documents used in this phase: Post Project Review Post Implementation Review Benefit Realization Review (covered above) Post-Project Review (PPR) A PPR is conducted immediately after the project is finished. It focuses on how the project was managed (and not on the product or outcome from the project). It reviews the performance of the project manager and the project team. It covers mistakes made in the project management process, which will then be rectified in future projects. E.g. includes poor cost estimation, project delays, lack of resources etc. Post Implementation Review (PIR) A PIR is conducted after few weeks or months of implementation and analyzes the end product or outcome of the project. It assesses whether the desired product or outcome has been achieved or not. It covers errors in the ultimate product or outcome, which will then be rectified in future projects of similar nature. E.g. the new website is working fine. zahafia770@yahoo.com 5e0061b7c1ba31af198b4572 www.vifhe.com Chp 3 – Innov, Perf & Change Mgt….. Page 7 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Difference between a PIR and a Benefit Realization Review is that a PIR focuses on the product or outcome of the project whereas Benefit Realization Review focuses more on the financial benefits as a result of that project. E.g. if the project was to design and implement an online e-commerce website, a successful launch of a good quality website will be covered under PIR and whether the increases sales revenue are achieved or not will be covered under Benefit Realization Plan. Benefit Realization Review ▪ Benefit Realization Review (or Analysis) is done after the project has been completed and actual benefits have started to realize. ▪ It compares the actual benefits with the expected benefits mentioned in the Project Initiation Document ▪ One of the primary advantages of a Benefit Realization Review is that it will force the project sponsor to be very careful when quantifying the benefits in the Project Initiation Document, as actual benefits will be compared with the expected benefits Cost Benefit Analysis Benefits ▪ ALL possible benefits should be considered in the business case ▪ Each benefit should be converted into financial terms so that accurate return on investment can be analyzed ▪ Some benefits may not be quantifiable in financial terms. However, they should be quantified and measured in some way. Types of Benefits ▪ Observable Benefits: These are intangible benefits which cannot be quantified in financial terms, e.g. improvement in staff morale. These should not be part of cost benefit analysis and can only be included under ‘qualitative’ benefits if important. ▪ Measurable Benefits: These benefits are measurable but it is difficult to predict by how much they will increase once the project is completed. For e.g. by how much market share will increase if company implements an online ecommerce website? These benefits involve high degree of assumptions or estimations. zahafia770@yahoo.com 5e0061b7c1ba31af198b4572 www.vifhe.com Chp 3 – Innov, Perf & Change Mgt….. Page 8 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE ▪ Quantifiable Benefits: These benefits are relatively easy to predict by how much they will increase once the project is completed. For e.g. by how much wastages will reduce if a new machine is installed. ▪ Financial Benefits: Once the measurable and quantifiable benefits are quantified, it becomes easy to convert them into financials. (e.g. increase in sales revenue as a result of increase in sales volume) Costs ALL direct and relevant costs should be considered in the business case, including: ▪ Capital / one-time costs ▪ Operational / recurring costs However sunk costs should not be included. Investment Appraisals Once all costs and benefits of the project have been listed, then these are compared to see if the investment in project is financially beneficial (investment appraisal). In a typical project, there would be substantial cash outflow in the start in anticipation of long-term cash inflows. Hence careful investment appraisal is done as huge amounts are involved and it becomes difficult to pull out in the middle. Following are commonly used investment appraisal techniques: ▪ Payback period ▪ Accounting Rate of Return ▪ Discounted Cash Flows: Net Present Value (NPV) Internal Rate of Return (IRR) zahafia770@yahoo.com 5e0061b7c1ba31af198b4572 www.vifhe.com Chp 3 – Innov, Perf & Change Mgt….. Page 9 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Steps for a Successful Project ▪ Formal Project Initiation Document duly approved by the Board ▪ Detailed planning for each task: Quality Timeline Cost ▪ Execution and timely problem solving ▪ Regular project monitoring and reporting ▪ User testing and acceptance ▪ Post project review ▪ Post implementation review Project Stakeholders Project Sponsor Project sponsor is normally a senior person from the management team, responsible for the successful outcomes of the project. He is the person who will gain the most from the success of the project and who will lose the most if the project is a failure. He is the person who had initially requested the Board to approve the project. Role of a Project Sponsor: ▪ Provide strategic leadership ▪ Arrange all resources required by the project ▪ Monitor the progress of the project ▪ Review the performance of the project manager ▪ Take key decisions ▪ Address issues and constraints which project faces ▪ Report to the Board Project Manager Project manager is the person responsible for the entire project and all its activities. i.e. it is his job to ensure that the project is completed on time, budget and quality zahafia770@yahoo.com www.vifhe.com5e0061b7c1ba31af198b4572 Chp 3 – Innov, Perf & Change Mgt….. Page 10 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Role of a Project Manager: Planning, resources, team building, communication, coordination, monitoring and control, problem solving, etc. Skills require from a Project Manager: Technical skills, leadership skills, team management skills, monitoring skills, personal qualities, problem solving skills, communication skills, etc. Project Management Software ▪ Project management softwares automates all the manual tasks of the project manager, such as planning, graphs, budget monitoring, progress report, etc. ▪ It can be used in planning, estimating, monitoring and reporting aspects ▪ Advantages: Speed, accuracy, documentation, analysis, faster modifications, reporting ▪ E.g. Microsoft Project Dealing with project slippage / delays ▪ Add more resources (e.g. add one extra labour shift) ▪ Work faster (e.g. existing team works extra, such as overtime / weekends or we can use automation and technology to speed up things) ▪ Reschedule the deadline (e.g. revise the go-live date) ▪ Change design specification (e.g. implement in phases, important items are delivered on time and rest of the items are delivered later) ▪ Do nothing (might result in penalty or loss of market goodwill) zahafia770@yahoo.com www.vifhe.com5e0061b7c1ba31af198b4572 Chp 3 – Innov, Perf & Change Mgt….. Page 11 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Context of Change - Balogun & Hope Hailey ▪ Scope: What is the size of the change – is it a small change (realignment) or a big change (transformation) in light of the organization culture, current business model or core business strategy ▪ Reason: The reason / justification for bringing a change should be clear, i.e. why the change is being made and what will be the benefits ▪ Time: How quickly the change is needed? How much time is available to implement the change? Is there any urgency to implement this change (Big Bang) or can it be implemented gradually (Incremental) ▪ Capacity / Resources: What kind of resources is required to implement the change. It includes financial resources, manpower, technology, etc. ▪ Capability: Do we have expertise for ‘change management’, i.e. expertise to manage and implement the change, e.g. past experience of various change projects, change agent ▪ Preservation: Strengths from ‘existing environment’ needs to be retained in future as well ▪ Power: How much power does the change leader has. It also involves in identifying people in the organization who has the ‘real’ power to affect to the change ▪ Diversification: is there diversity (variety) of experience or strategy in the ‘current environment’? Change will be difficult to implement (hampered) if the organization has been perusing the same strategy for years ▪ Readiness: Are the employees ready to accept the change or will there be significant resistance ▪ Resistance: Who will be the people or stake holders who will resist the change, reason for resistance, how you would handle those people / stake holders zahafia770@yahoo.com www.vifhe.com5e0061b7c1ba31af198b4572 Chp 3 – Innov, Perf & Change Mgt….. Page 12 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Types of Change – JS&W Model Nature of change Incremental Adaptation Evolution Big Bang Reconstruction Revolution Realignment Transformational (Speed Of Change) Scope of Change (Size Of Change) As compared to existing culture, business model or core business strategy) ▪ Adaptation: most common, step-by-step ▪ Evolution: new mindset, re-engineering, step-by-step ▪ Reconstruction: rapid and extensive ▪ Revolution: in case of extreme crisis, very obvious 3 Stage Change Model – Kurt Lewin 1. UNFREEZE: convince staff and create motivation 2. CHANGE: implement the new system or process or new change 3. REFREEZE: ensuring that new system or process or new change is now part of the routine through reinforcement techniques, such as rewards, appreciation, monitoring, etc. zahafia770@yahoo.com www.vifhe.com5e0061b7c1ba31af198b4572 Chp 3 – Innov, Perf & Change Mgt….. Page 13 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Organizational Structures Types of Structure ▪ Functional structure (departments) Disadvantage: creates “Silo” effect i.e. each department focuses on their own performance / objectives and does not coordinate with other departments ▪ Divisional structure (divisions and then departments) ▪ Tall / Flat structure (span of control, i.e. number of subordinates reporting to you) ▪ Matrix / Transnational (see below) Matrix Structure ▪ Used where there are multiple branches / offices (either in same country or across countries i.e. multinationals) ▪ Matrix structure develops cross functional coordination ▪ Matrix structure means an employee has two bosses (dual reporting) ▪ ▪ Primary reporting (e.g. to functional head such as CFO) ▪ Secondary / dotted reporting (e.g. to administrative head such as branch manager) Advantages: ▪ ▪ Availability of functional expertise and guidance at branches ▪ Cross functional coordination and communication between multiple branches / offices Disadvantages: ▪ Dual bosses / chain of command ▪ Conflict between bosses ▪ Slow decision making Choosing appropriate structure depends on ▪ Level of control required ▪ Quality of the team ▪ Speed of decision making required ▪ Accountability ▪ Flexibility zahafia770@yahoo.com www.vifhe.com5e0061b7c1ba31af198b4572 Chp 3 – Innov, Perf & Change Mgt….. Page 14 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Internal Relationships ▪ Centralization ▪ ▪ Advantages: control, standardization, lower overheads, strong leadership De-centralization ▪ Advantages: local knowledge, flexibility, speed, higher accountability, reduces workload at corporate level Stereological Configurations - Mintzberg Simple / Entrepreneurial Structure ▪ Structure with one man show (normally owner managed business) ▪ Direct supervision by owner who manages almost all aspects of the business ▪ Informal structure with few staff ▪ No significant middle line hierarchy ▪ Suitable for small organization Machine Bureaucracy ▪ Formal procedures ▪ Strict hierarchy ▪ Standardized work processes through technology ▪ Suitable for simple and repetitive task environment Professional Bureaucracy ▪ Standardized skills of individuals (e.g. doctors, lawyers) ▪ Suitable for service-oriented organizations Divisional Form ▪ Standardized outputs (of divisions) ▪ Gives autonomy (i.e. independence) to middle level management to run their own divisions zahafia770@yahoo.com www.vifhe.com5e0061b7c1ba31af198b4572 Chp 3 – Innov, Perf & Change Mgt….. Page 15 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Adhocracy ▪ No standardized processes ▪ Complex and disorderly ▪ E.g. project based teams, etc. ▪ Suitable for research and innovations Missionary Organizations ▪ Standardized ideology ▪ E.g. NGOs Talent Management Talent management means to identify, recruit, engage, retain, and develop the most talented and superior employees within by the organisation. Key elements of talent management include: ▪ Human resources are seen as a unique resource providing competitive advantage ▪ Recruitment ▪ Effective performance management and appraisal systems are in place ▪ Reward management ▪ High performers are appreciated and rewarded handsomely ▪ Training and development is seen as an investment, not a cost ▪ Retention strategies are in place ▪ Career path and succession planning is done ▪ International growth and exposure are provided zahafia770@yahoo.com www.vifhe.com5e0061b7c1ba31af198b4572 Chp 3 – Innov, Perf & Change Mgt….. Page 16 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Working Models for Organizations Outsourcing Outsourcing means getting things done through 3rd party supplier, instead of doing it yourself Advantages Disadvantages ▪ Getting specialized expertise ▪ Dependency on 3rd party ▪ Org can focus on its core activities ▪ Loss of direct control ▪ Cheaper ▪ Confidentiality issues ▪ Ease of budgeting ▪ Poor service / quality ▪ Reduces fixed overheads ▪ Chances of disputes Shared Services Shared services refer to the centralization of back office / support functions at one location, which were previously carried out by each business unit independently. Common shared services functions includes IT, finance, admin, procurement, HR, legal, etc. Unlike outsourcing, shared services are carried out within the organization and will not require the use of a third party. The shared service is treated as a separate business unit and its services are charged to other business units at arm’s length prices. It will have its own targets to achieve and will be expected to produce continuous improvements. Advantages Disadvantages ▪ Cost savings / economies of scale ▪ High resistance by individual business units ▪ Better quality and standardization ▪ Redundancies ▪ All talent under one roof ▪ Difficult to standardized all business units ▪ Easier to implement any change ▪ Local requirements and laws still needs to be complied with zahafia770@yahoo.com www.vifhe.com5e0061b7c1ba31af198b4572 Chp 3 – Innov, Perf & Change Mgt….. Page 17 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Collaborative Working / Boundaryless Organizations / Business Partnerships Collaborative working is an extension of the idea of outsourcing. Due to internet / online technologies, organizations are now able to work together more than ever before for e.g. organizations are working more closely with their customers and suppliers. Collaborative working is when two or more organizations work together in a variety of ways, such as JIT, strategic alliance, joint ventures, networking, joint projects, sharing of resources, etc. It could be a one-off arrangement or it could be a long-term permanent arrangement. For e.g. Amazon.com: it only manages online website and e-marketing and heavily relies on various vendors, courier companies, credit card company, etc. to deliver rest of the customer experience. The customer feels that he/she is dealing with one organization but in reality, several organization are collaborating behind the scene. Advantages Disadvantages ▪ Sharing of expertise and resources ▪ High dependency on each other ▪ Synergies ▪ Conflict of interest ▪ One stop solution for customers ▪ Weak partner may affect all Disruptive Technologies Disruptive technology means when technology is used to create a new market or value network and ‘disrupt’ the existing / traditional / physical business model in an Industry, displacing the established market leaders and alliances. E.g. includes Uber, Netflix, Airbnb, Block Chain, Crypto currencies, etc. FINTECH: one of the fastest growth sector in disruptive is financial services. Financial Technology (known as Fintech) is disrupting the traditional banking industry dominated by giant banks. Fintech provides investment advices, portfolio management, mortgages, exchange currencies, make payments. Advantages of Disruptive Technologies: ▪ Seamless customer experience ▪ Better use of data ▪ More personalized products and services ▪ Cheaper ▪ Global reach zahafia770@yahoo.com www.vifhe.com5e0061b7c1ba31af198b4572 Chp 3 – Innov, Perf & Change Mgt….. Page 18 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE POPIT – Four View Model In the past, many change initiatives have failed as they only focused on technical aspects of the project. POP-IT model suggests that for any change project to be successful, the following four elements needs to be considered. The use of POP-IT model forces the project team to take a more holistic (wider) view of the business change, identifying those issues which may hinder the success of the project. Organization: Information & Technology: - Existing Business model - Hardware & software systems - Existing organizational structure - Technological infrastructure - Resources required - Information management (MIS) Process: People: - Existing business processes - Culture - What changes are required - Skills and competencies of employees - Value chain - Change in roles and job descriptions - Process automation, rationalization and BPR - Training needs - Communication Multi Dimensional Performance Analysis Balance Scorecard – Kaplan and Nortan The balance scorecard suggests that organization should analyse performance from four perspectives: ▪ Financial: whether org is achieving its financial targets and shareholder needs e.g. ROCE, ROI ▪ Customer: whether org is meeting customer needs e.g. customer satisfaction, feedbacks, complaints ▪ Innovation: whether org is continuing to improve and develop e.g. research, innovation, training ▪ Business Process: whether internal processes are efficient and employees are motivated zahafia770@yahoo.com www.vifhe.com5e0061b7c1ba31af198b4572 Chp 3 – Innov, Perf & Change Mgt….. Page 19 SBL Notes – DEC 2019 Attempt Sir Hasan Dossani – VIFHE Performance Excellence Model – Baldrige The Baldrige model assesses and organisation across seven categories: ▪ Leadership: how organization’s leadership governs and motivates ▪ Strategy: how strategies are made, implemented and monitored ▪ Customers: building long lasting relationships with customers and meeting their expectations ▪ Workforce: how organization enables and empowers its employees, skilled, motivated, high performance ▪ Operations: effectiveness and efficiency of processes and its continuous improvement ▪ Measurement, Analysis & Knowledge Management: how performance is monitored, data is analyzed, knowledge is shared ▪ Results: performance of the organization relative to its competitors Practice Questions P3 – Dec 2009 Q3: Project Management | Harmon Process Strategy (Lowland Bank) P3 – Dec 2010 Q1B: Contextual Features of Change (Shoal Plc) P3 – Dec 2011 Q3: Post Project Review and Post Implementation Review (Home Deliver)P3 – Mar/Jun 2017 Q4: Harmon | Off the Shelf S/W (Deeland Housing) zahafia770@yahoo.com www.vifhe.com5e0061b7c1ba31af198b4572 Chp 3 – Innov, Perf & Change Mgt….. 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