GENERAL MANAGEMENT
VS
PROJECT MANAGEMENT
WHAT’S THE FOCUS OF
• RESTRUCTURING
• REENGINEERING
• REINVENTING
• REORGANISATION
• GLOBALISATION
WHAT’S THE FOCUS OF
• DOWNSIZING
• RIGHTSIZING
• OUTSOURCING
• FLATTING THE
ORGANISATION
FOCUS IS ON
• CLIENT ORIENTATION
• EMPLOYEE EMPOWERMENT
• QUALITY IMPROVEMENT
• VALUE DRIVEN
MANAGEMENT
• KNOWLEDGE DRIVEN
ARE THESE THINGS HAPPENING?
 Co.’s becoming smaller
 Co.’s employing lesser
employees
 Hierarchical organisations
becoming cross functional
team organisations
 Vertical division of work
replaced by horizontal slicing
 Work requires increased
learning, higher order thinking
& constant improvement
WHY ALL THESE?
SURVIVAL IN CHANGING TIME
AND
COMPETITIVE PRESSURES
AS COMPETITION MOUNTS
COMPANIES BREAK-UP
CHANGE ACCEPTED AS A WAY OF
LIFE
CROSS FUNCTIONAL TEAMS
EMERGE
CONTINUOUS IMPROVEMENT
INITIATED
THEREFORE,
WE MUST COMMIT
OURSELVES TO
CHANGE AND WE
NEED THE TOOLS
CHANGE IS,
UNCOMFORTABLE
BUT INEVITABLE
& ESSENTIAL
TO MANAGE CHANGE
“WHAT DO YOU NEED, IN ORDER
TO MOVE ON, WITHOUT
JUDGEMENT AND WITHOUT
BLAME?”
CHANGES MUST BE
IMPLEMENTED EFFECTIVELY
HOW DO YOU DO IT
BY MBP MANAGEMENT BY PROJECTS
CAN WE ADOPT MBP AND BE
SUCCESSFUL?
5 QUESTIONS FOR YOU….
1. IS DOING THE RIGHT THING
PROJECT MANAGEMENT?
2. ARE PROJECTS DONE ROUTINELY?
3. IS EVERYBODY A PROJECT
MANAGER?
4. IS THE PROJECT MANAGER FULLY
RESPONSIBLE FOR THE PROJECT?
5. ALL PROJECTS START WITH DEFINED
PARAMETERS?
WE NEED A PARADIGM
SHIFT
PM STARTED IN 50’S
ONLY IN LAST 15-20 YRS
PEOPLE ARE LOOKING
AT MBP AS AN
ALTERNATIVE TO
FUNCTIONAL MANAGEMENT
IN ORGANISATIONS
GERAI’S PROPOSED ABOUT
15 YEARS AGO THAT:
“Use project management and
projects to bring about change in
organisation---- leading to a new
project-oriented company, which
manages by project.”
“Can project managers profess this
concept with a compelling
commitment?”
HANDY SAYS,
Managers become stewards
e.g. Honda: flexible,
strategy oriented
Company uses
project teams
KANTER SAYS,
1.
2.
3.
Company work force contractual fringe
Flexible labour force
Company work force will run the project
Organisation will go flat
- Junior
- Qualified
- Senior
- Partner
- Shifting teams
- Work in teams
- Partner and others are team
members
The authors who mirror and shape corporate and
academic management thinking these days
• Peter F. Drucker
Managing in Turbulent times (1980)
• Tom J. Peters
Thriving on chaos (1987)
Liberation Management (1992)
Reinventing Work (1999)
• P.Vaill
New ideas for a world of
chaotic change (1989)
• C.Handy
The age of unreason (1989)
• R.Reich
The work of nations (1991)
THE FIRM WHETHER IT HAS 2 OR
22,222 EMPLOYEES HAS AN INVARIANT
COMMON DENOMINATOR;
THE PROJECT – WITH BEGINNINGS
AND ENDS AND CLIENTS AND
DELIVERABLES – ARE WHAT FIRMS DO,
PERIOD
REINVENTING WORK
TOM J. PETERS (1999)
MANAGEMENT REQUIRES:
• Team Working
• Cross functional
perspective
• Process orientation
• Logical progress
•Strong leadership
GENERAL MANAGEMENT
VS
PROJECT MANAGEMENT
FUNCTIONAL
MANAGEMENT
PROJECT
MANAGEMENT
QUESTION IS
WHICH IS THE NORM OF THE DAY?
GM
PM
PM
OR
GM
MANAGERS & LEADERS FOR
PROJECT MANAGEMENT
GOOD THINKERS SHOULD
ALSO KNOW HOW TO
IMPLEMENT WELL
GOOD LEADERS SHOULD BE
ALSO GOOD MANAGERS
CAN ALL THESE CHANGES BE
IMPLEMENTED EFFECTIVELY BY
MBP?
HOW DO U DO IT?
BY MBP –
MANAGEMENT BY PROJECTS
CAN WE ADOPT MBP AND BE
SUCCESSFUL?
MBP MEANS
MANAGING ALL WORKS IN A
COMPANY AS PROJECTS
MBP IS USED IN
MULTI PROJECT
ENVIRONMENT
WELL
TQM VS MBP
TQM IS DOING
RIGHT THINGS
MBP IS DOING
THINGS RIGHT
WHAT IS
TOTAL QUALITY
MANAGEMENT (TQM)?
TQM IS A SYSTEMATIC GROUPWIDE
INITIATIVE IN WHICH ACTIVITIES ARE
DIRECTED TOWARDS ACHIEVING
CONTINUOUS IMPROVEMENTS TO
MEET AND EXCEED CUSTOMERS’
REQUIREMENTS
EXTERNAL BENEFITS
• CUSTOMER SATISFACTION
• COMPETITIVE ADVANTAGE
• INCREASED MARKET
SHARE
• IMPROVED CORPORATE
IMAGE
WHAT’S MBP
GETTING THINGS DONE
MBP IN MALAYSIA
MALAYSIAN PRIVATISATION
OR CORPORATISATION
POLICY – IS A FORM OF
DEREGULATION
e.g.
IPP’S vs TENAGA
NASIONAL
TQM LEADS INTO MBP WITH 5
PHASES
INITIATION,
PLANNING,
EXECUTION,
CONTROL AND
CLOSE OUT
TQM AND MBP ARE LINKED
TQM NEEDS HELP FROM
MBP
TQM ADOPTED
ORGANISATION IS ALWAYS
IN LEARNING MODE
HOW ORGANISATION
SHOULD BE STRUCTURED?
FLEXIBLE AND DYNAMIC
ORGANISATION BUILT AROUND
WORK TO BE DONE WILL SURVIVE
THEY WILL EXPAND COMPARED
TO FUNCTIONAL ORGANISATIONS
TQM AS A PHILOSOPHY
HOW IT COMBINES WITH
BUSINESS PLANNING &
IMPLEMENTATION
(MBP)
(Chart 1)
INTEGRATING TQM AND MBP WITH
COMPANY PLANNING PROCESSES
ALL-COMPANY EMPLOYEES
(CONTINUOUS IMPROVEMENT TEAMS)
QUALITY ASSURANCE
LONG TERM
IMPROVEMENTS
COMPANY
VISION
QUALITY CONTROL
TOTAL QUALITY
MANAGEMENT
(TQM)
OPERATING
NEEDS ADJUSTMENTS
MANAGEMENT OF EACH
PROJECT
TASKS & ASSIGNMENTS
IMPROVEMENTS
PROJECTS & NEEDS
ADJUSTMENTS
PROJECT
PLANNING
PHASE
SHORT-TERM
IMPROVEMENTS
OPERATING
NEEDS
STRATEGIC
PLANNING
STRATEGIC PLAN
(BY PRIORITIES)
OPERATING PLAN
OPERATING
PLANNING
RESOURCE NEEDS
& AVAILABILITY
PROJECT
INITIATION
PHASE
(BY PRIORITIES)
MANAGEMENT
BY PROJECTS
(MBP)
PROJECT
EXEC/CONT
PHASE
RESOURCE AVAILABILITY
& COMMITMENT
FINANCIAL & OTHER
RESOURCE
HIST. DATA EST.
STANDARDS
EXPERTISE
PROJECT
CLOSE OUT
PHASE
PROJECT HISTORICAL DATA
MBO
TQM
MBP
FAILURE 1
PC & E
EXPERIENCE WESTERN US
UTILITY CO.
FAILURE 2
THOSE WHO DO NOT
UNDERSTAND THESE
SUFFERED – MANY
E.G.’S RECENT ONE IS
IBM
Steps for Implementing MBP
Directors
Executive Briefing
Managers
Diagnosis
Situation Survey
Basic Seminar
MBP
Program
Design
Professionals
Basic and
Specialized Seminars
Adaptation
To company
Needs
Selected
Managers and
Professionals
Professional
Certification
International
Symposia
Project Terms
Start-up Workshops
Implementation
Support
MBP SUPPORTS?
 Flat organisation
 Goals driven organisation
 Interchangeable leadership
(because cross functional)
 Communication
 Self-directed teams
 Empowerment of employees
 Accountability
Organization Seen as a
Portfolio of Projects
Upper Management
Strategic
Area A
Area C
Area B
Objective
Goals
Project 1 Project 2
Project 3
Project 1A
Project 1A
Project 1A
Project 1A
Project 1C
Project 1B
Project 1B
Project 1B
Project 1B
Project 1C
Project 1C
Project 1C
WHAT MUST WE DO TO PROMOTE
THIS CONCEPT?
 Enhance image of PM to attract
functional managers
 Convince the gurus that PM is the
key to future business success
 Develop tools and methods to
support new direction
 Adapt the current tools to
new direction
 Highlight the fact that change
management required project
management to manage
SOME DRAWBACKS
1. Personal adaptation
2. Looser, less structured organisation
3. Task of developing competent project
personnel
4. Overall integration of Projects
NEW PROJECT MANAGER
Should have;
• Full understanding of goals
• Full understanding of staff needs
• A good head for details
• A strong commitment
• Ability to manage problems
• Good negotiation skills
• Focus on results and profitability
• Cost consciousness
• Business skills
• Political savvy
• High tolerance for ambiguity
- David Frame, PMI, 2000
WHAT’S THE ROLE OF NEW PROJECT
MANAGER?
 Project managers must contribute to
continuos survival of organisation
 Not tied to development nature of
projects
 Tied to strategies and direction of
organisation
 Involved in business redesign projects
and organisational change projects
 They must transform organisation
 May be drawn from ranks of
- traditional project managers and
- current business managers
 They must become “transformers”, not
mere “implementors”
WHO SHOULD DO IT?
ORGANISATION MUST
ADVOCATE THIS –
BE CHAMPION TO LINK
TQM WITH MBP
PROJECT MANAGEMENT VS
GENERAL MANAGEMENT
GENERAL MANAGEMENT
PROJECT MANAGEMENT
• FUNCTIONAL
• PROJECTISED
•DO THE RIGHT THING
• DO IT RIGHT
• ROUTINE
• DEFINITE
•REPEAT
• DONE ONLY ONCE
• LACKADAISICAL
• URGENT
• RESOURCE DRIVEN
• RESULTS DRIVEN
• STRUGGLING FOR
SOLUTION
• THE SOLUTION BUT
IGNORED
THANK YOU
- THE END -