We can put project management in two ways in management. First, the strategic management level with emphasis on business transformation, change management and organization restructuring. Second, in more operational level.
In strategic management level, a project is defined as breakthrough initiative to execute strategy in order to response changes in business environment where organization should perform a simple change management, organization restructuring or even a radical business transformation.
In operational level, as defined by PMI, a project is defined as a temporary endeavor undertaken to create a unique product, service or result. It has a defined beginning and end in time, and therefore defined scope and resources. It is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal.
There are several issues about project management in strategic management level. There are (1) alignment to business strategy, (2) business contribution of project using Measured Organization Value (MOV), (3) change management strategy for projects, (4) multi-projects management as governed by Project Management Office (PMO) and (5) project-based organization and agile theory of organization.
Riri Satria will address his empirical lessons learned as strategic management and organization development practitioner in project management (with emphasis in business transformation, change management and organization restructuring) combined with his experience as academician with theories in project and strategic management.
SymEx 2015 - Business Transformation, Change Management And Organization Restructuring: Some Empirical Lessons Learned In Indonesia
1. RIRI SATRIA is Founder and CEO of Value Alignment Advisory (VA2), a
consulting firm that provide services in strategic management, organisation
development and human capital management. He is a senior lecturer at Master
of Information Technology Program, Faculty of Computer Science, University of
Indonesia and Master of Management Program PPM School of Management.
Currently, Riri also serves Indonesian National Police (Polri) as expert advisor
(penasihat ahli) for strategic management, bureaucracy reform and information
technology, after more than 8 years as external consultant for Polri for many
strategic organisational issues.
Riri started his career as a management consultant at Klynveld Peat Marwick
Goerdeler (KPMG) Indonesia in 1995, then moved to PPM Institute of
Management, joined People Performance Consulting as Director in 2007 and
established Value Alignment Advisory (VA2) in 2012.
4. • Contingency theory states that in order to manage its
environment effectively, an organization should design
its structure and systems to fit with its environment.
• A poor fit between structure and environment leads to
failure, a close fit leads to success.
The basic principles for
CHANGE MANAGEMENT
12. • The project’s goal
• Measure of success
• Must be measurable
• Provides value to the organization
• Must be agreed upon
• Must be verifiable at the end of the project
• Guides the project throughout its life cycle
• Should align with the organization’s strategy and goals
16. Recognizing the
need for change
Attempting to
create a new state
of affairs
Incorporating the changes,
creating and maintaining a
new organizational system
Step 1: Unfreezing
Step 3: Refreezing
Step 2: Changing
21. • Unfreezing phase is relatively quick.
• Spending much efforts in changing and refreezing phases.
• Resisting force is less than driving force.
• Change strategies : rational-empirical approach (pattern) and
normative-reeducationapproach.
• Management systems development is critical success factor.
22. • Unfreezing phase is relatively long and lots of effort,should involve
many stakeholders, and KemenBUMN is the most important one.
• Less effortin changing process, but again, lots of effortin refreezing
phase (new SOP and internal / external control).
• Somehow, driving force is relatively equal to than resisting force.
• Change strategies : combination of the four strategies.
• Leaders involvement is critical success factor, although
management systems are also important.
23. • Unfreezing phase is relatively long and lots of effort,should involve
many stakeholders (MenPANRB, BKN, Bappenas, KemenKeu, etc).
• Less effortin changing process, but again, lots of effortin
refreezing phase (new SOP and internal / external control).
• Driving force is less than resisting force.
• Change strategies : power-coercive approach and environmental-
adaptive approach
• Leaders involvement is critical success factor.