13People and OrganizationVigne

13
People and Organization
Vignesh Sivadass
University of Southampton
Introduction
Before discussing the Kaleshwaram lift irrigation project,
KLIP of the Telangana Government it is important to state three
fundamental realities across any public spending by any state
Government or central Government. First, one our public

spending on large projects, specifically major irrigation projects
do not follow their own guidelines, established standards and
cost benefit ratios. Second any state CM or Central Government
can spend any amount on any project anywhere regardless of its
viability, technical standards, its benefits to farmers and third
one, whatever might be view of technical experts inside or
outside Government, public view, such projects will be
implemented as long as funds are available. Such projects
continue for decades, even if they have resulted in disasters.
There is not process for which Governments are bound to
review these projects independently or internally to make
changes for more public good. Considering the bigger national
picture, it is really important to consider the Kaleshwaram lift
irrigation project's prices, current huge damage to its pumping
stations, and the absence of any cost-benefit ratio logic analysis
at this time. It is indeed worth noting that the Kaleshwaram lift
irrigation project is financed by commercial banks with
commercial interest rates and that the entire project is driven by
a single contractor, rather than the government's role in
supervising and controlling the construction of the project's
components. In 2014, the state of Telangana was created. The
three main slogans of the Telangana state demand were Neellu,
Nidhulu, and Niyamakalu (water, funds and jobs). The basic
argument was that the Telangana region, then the Andhra
Pradesh state, was overlooked in these three main areas of
concern. Finally, after a nearly two-decade-long public effort,
the state of Telangana was founded.Benefits
In Telangana, water for irrigation was a hot-button issue for
decades. It is still there. Telangana's new government put a lot
of emphasis on water. That's great news, yet it is also something
most people were expecting. The previous seven years have
seen the implementation of three significant water infrastructure
projects: Mission Kakatiya, Mission Bagiratha, and
Kaleshwaram Lift Irrigation projects. Approximately Rs.
200,000 crores would be spent on these three projects. The
speed at which these projects were implemented, certainly

remarkable. People generally appreciated the new Government
and these projects. Since Telangana never seen any such large
public investments in water sector or any other sector, the
physical works of these projects are indeed remarkable. So,
people felt things are happening and the benefits will flow out
of these projects. People in general are not concerned from
where these financial resources are mobilized and the interest
rates or long-term consequences on state. While some
articulated those concerns, but they largely remained marginal,
never been taken seriously by the Government or public at
large. On the contrary, such criticism about the viability, costs,
benefits of such projects are seen as diversion or someone who
is against the development of new state, Telangana.
Even still, there has been a lot of disagreement about the value
of these projects and the burden they place on the country's
finances. Kaleshwaram lift irrigation project is the most
expensive of the three projects discussed in this article. It is
indeed vital to note that Telangana's topography does not lend
itself to gravity-based projects. Though two great southern
rivers, the Krishna and the Godavari, have large catchment
areas in Telangana. Despite this, the water level is lower and
the region that needs water is higher in elevation. As a result,
water must be raised in order to irrigate the land. That's a pricey
undertaking. Before the creation of Telangana state, the
Kaleshwaram lift irrigation project began. Modifications and
changes have been made by the current administration. So, lift
irrigation is only option and the Kaleshwaram is not new
projects. The present Telangana Government accelerated the
implementation of project with certain major modification
increasing the cost significantly. So again, there is wider
support and from public at large for this project and also
expectation that it would be completed at the earliest. So,
Government efforts were largely seen as good and also the rapid
progress of construction has been seen as determination of
Telangana Government to provide water to farmer.
Therefore, at this juncture, discussion about merits or otherwise

of this mega project is totally unproductive. That discussion is
over. The project now exists, public money has been spent,
infrastructure is there on the ground. So, time to look to future
and make this infrastructure productive and less financial
burden on state. This article is about suggesting a process for
the future, not about the past. We do hope the Government of
Telangana, even at this stage embarks on the process of learning
some lessons and incorporating appropriate measures to make
this huge infrastructure useful for future generations. Before we
get to that, some basics feature of the project. This is to
understand the project and appreciate the process we are
suggesting to make changes for greater good.How the Irrigation
Project works
The Kaleshwaram Lift Irrigation Project (KLIP) is not a single
unit, but rather a complicated system. The following are a few
of the most important aspects of this project to give you an idea
of its scope. The project's size, scale, and intricacy have
sparked a sensation both nationally and within the company
itself. In India or anywhere else, this type of undertaking has
never been attempted before. As a result, this is a simplified
version. A total of 147.7 TMC of water (4,100 million cubic
meters) will be stored in approximately 20 reservoirs along the
way, many of which are located along the river. However, the
construction of six storage facilities required 35,000 acres of
land, of which close to 4000 acres are forest. These reservoirs
will need the acquisition of about 31,000 acres of land from
farmers. A total of 6,704 pre-existing homes in 21 communities
must also be removed in order to build these reservoirs. I was
fascinated by the high-capacity, high-speed pumps. More than
4,680 MW of total capacity has been installed in 96 machines.
These devices are capable of transporting 195 TMC of water in
a single trip. This is the first of its sort anywhere in the globe.
195 TMC of water will be lifted and transported over a distance
of 1600 km over canals and 203 km through tunnels, with the
same water being pumped nine times to a height of
approximately 600 m above ground. Large-scale national and

international interest has been drawn to projects such as the
construction of barrages, pumping stations, tunnels, and other
man-made storage facilities smack dab in the middle of
nowhere. So far, this project has been the largest in terms of
money, water lift, and world-record high-speed pumps, making
it a popular tourist destination for many of the country's elected
officials. The Telangana Government boasted of its global
records of the tallest and the largest, which produced a media
phenomenon for the state. Discovery Channel produced a
documentary, as did several other major media outlets
throughout the world, including Forbes. The majority of the
enthusiasm is focused on the process of building, creating, and
recording, rather than the end goal. Neither Discovery Channel,
Forbes, or any other credible media outlet reported on the
displacement, its aim, costs, or its eventual goal. The
Kaleshwaram project's benefits aren't even the focus of this
media campaign, which has the appearance of an ad for the
contractor developing the project with public funds. As early as
2018, certain national media outlets reported on rehabilitation
and expenditures. No independent evaluation or additional study
was even considered by the banks that provided the project's
funding. REC, the rural electrification organization, has given
an A grade for its funding, which totals Rs. 14,000 crores.
As of this writing, the total expenditure on this project has
already exceeded Rs.120,000 crores, and there is still a planned
extension to draw an additional one TMC of water every day. A
total of 2 TMC is available at this time. How much money has
already been spent and who is paying for the extension phase is
unknown. In August of 2021, newspapers stated that this project
would cost Rs. 110,000 crores. This project may cost more than
Rs.150,000 crores when it is completed with the construction of
distributary canals and other infrastructure, as well as extra land
acquisition, pipelines for additional TMC, and so on.
An estimated 18 million acres of land will be irrigated by the
project's 165 TMC water supply. This works out to an average
of 2593 cubic meters per acre. It is going to cost at least 70,000

per acre per season for pumping, as well as additional
operational and maintenance expenditures (Gujja, 2018). This is
going to be the costliest irrigation water ever used. In advance
of the start of the project, all of these evaluations and
computations were completed and given to the team.
Despite the fact that the project has officially been completed,
the project has been formally inaugurated at multiple locations.
As of right now, the entire system is broken, and reservoirs
aren't being replenished. Due to abrupt river inflows, even
water injected into the river had to be released downstream l ast
year. This project's benefits are yet to be recognized, as it has
provided no considerable irrigation, home water, or industrial
water. Prior to that, the project had encountered a number of
unexpected issues.Weakness
Kaleshwaram lift irrigation project, KLIP, is in big news now.
As on the 15th of July 2022, at the time of drafting this article,
two major pumping stations are submerged, tens of villages are
in water, hundreds of people working on this project have been
marooned in water (Meesala, 2022). Due to the significant
amount of water that still needs to be brought in from upstream,
the situation is likely to get worse in the coming days An
estimated damage bill might go into the billions of dollars for
equipment, structures, crops and private property. It is also
worth noting that the 1986 floods had far higher water releases
(Bhide, 2022). So, Godavari's present water outputs are not
really the highest ever. If a water discharge equal to that of
1986 occurs, just imagine the devastation. A replay of this
could happen for years to come if the necessary safeguards are
also not taken now. Expert engineers, who are not employed by
the government, believe that barriers around pumping stations
are necessary to secure this infrastructure.
This has prompted major questions regarding its safety as well
as its ability to supply water when needed, especially during the
summer.Performance Review
While money has been spent, the project has not yet delivered
any water or benefits. In addition to that, the infrastructure

which supposed to pump water itself is in danger. As
mentioned, contrary to the reporting, these floods in July 2022
are not the level of 1986 level (Chaubey, 2019). Even if one
agrees that these are the greatest floods, still one has to raise
the following questions. With current level of technology, GIS,
discharge data, advance forecasting systems it appears, the
installation of these key infrastructure facilities have not taken
into consideration of flood levels. When someone is
constructing so close to river, it is not rocket science to expect
the floods. So, this clearly lack of utter disregard for basic
planning and quality of implementation. This is not going to be
the exception but will be norm already it is second time, last
year to water came into pumping stations.
As mentioned, this is very complex interconnected system.
Breakdown of one component in this long chain effects every
other system. Similar one canal or tunnel is blocked; the entire
system has to be shut down. So, it is time to look at the entire
system and its week links, not from just from floods from every
dimension. Infrastructure of this level needs rigorous operating
system using the modern technology from every angle. Surely it
is not there. It appears it has been done very hastily, in
rudimentary way.
There is tunnel system of 203 km from Yellampalli. This system
is vital for any transmission of water upstream. Even 10 meters
of this 203 km tunnel collapses or caves in, the entire
Rs.120,000 crore infrastructure will be totally useless
(Venkatcharyulu, 2021). The downstream pumping, upstream
pumping will have to be stopped. For pumping massive
electricity and electrical systems have to be part of the
infrastructure. They need to be synchronized with power
requirement and power supply. It is time to test and make sure
that system is perfect, reliable and will function in every
unforeseen situation.
A massive storage system of 50 TMC was constructed within
18,000 ac with 22 km bund around it. This sort of water storage
was never done. When it is full, there will be 50 m column of

water. So far reservoirs are built on rivers are streams, where is
there inlet, out let and safety systems to release water to natural
flow. Middle of nowhere, where abstracting existing natural
flow of water a 22 km bund around was built to store 50 TMC
of water (Karimov, 2021). The safety of the system will have to
be 100% during 100% times. This needs to be tested,
independently certified and all measures to be taken to protect
the villages, individual life and property.
There are many bottle necks for example one reservoir at
Imamabad, Sri Ranganayaka Reservoir. This has just 3 TMC of
water storage, but every day, when system operates full, will
have to draw 2 TMC of water into and out of it
(Venkatcharyulu, 2019). This is going to be major bottle neck
for the system. This needs to be tested and verified in case of
any failures.
These are some of the major concerns, but there many concerns
such as distributary canals, power supply and fluctuations,
power tariffs, pump failures, fire accidents, possible earth
quakes due to storages and other totally unforeseen and not
possible to anticipate incidents (Thrikawala, 2022). All these
should have been part of the designs and established protocols.
All these concerns are not being raised to point out problems or
to say that this project should not be operated. As mentioned,
several times, all these questions and other concerns should be
for better and productive operation of this entire system, which
has been already built.
Surely GoT can and must do specific measures not only to
prevent future flooding into pumping stations but to make this
project economically viable to serve the interests of Telangana
farmers, urban people and growing industry needs (Madhnure,
2021). Never too late to learn and incorporate the changes. Any
responsible Governments in the larger interests of the state and
people will take such incidents and accidents as lessons and
establish a process to improve the performance of these projects
and reduce the damages in future. No one, however intelligent
or clever will have solutions to such complex system. A proper

process will lead to find the solutions and interventions. We are
suggesting process which could lead the way forward to make
Kaleshwaram a success story. The outcome of such process
might certainly give detailed interventions to prevent such
future calamities. One thing we are sure, if that is not done,
Kaleshwaram project will do immense damage to state of
Telangana, in addition to already burdened with financial re-
payments with interests mounting.Recommendations
Telangana Government to constitute an independent panel of
experts to review this project and suggest various measures to
improve its performance and avoid such disasters. That is the
only way. The broad terms of reference for such review may
include the following: Engineering aspects, whereby, several
infrastructures have been constructed, massive pumps have been
installed, tunnels have been dug, reservoirs have been built
(Rawat, 2021). The review panel should look at the system in its
entirety and provide specific measures for a) safety and security
of each component- pumps, barrages, tunnels, canals,
reservoirs, pumps etc. A thorough review and the specific
measures should be clearly articulated with clear process to
develop operational manuals using the latest technology.
There are also financial aspects, whereby, as mentioned the
project, as and when it delivers water, it would be most
expensive. Panel may come out clear guidance and suggestions
on way of using this water- both supply side and demand side to
improve the water use efficiency (Rawat). This may include
incentives and disincentives and broader policy for using water
with utmost efficiency. There are many policy options are being
actively implemented by many countries to improve the
financial performance and reduce burden of operational and
maintained costs of such large projects.
Next is safety and security of the infrastructure, in that, this
will have two parts a) some of these physical infrastructures
have been created close proximity to human settlements,
villages, and agricultural fields. Specifically, Mallannasagar,
the nearby villages of pumping stations, embankments on river

etc. There is danger that these structures could breach and cause
immense damage to life and property. Never before 50 TMC
capacity reservoirs have been created middle of nowhere,
without any previous river channels (Babu). This aspect is not
just engineering aspects, but taking into consideration future
developments and changes related climate change, soil textures,
seepages etc.
There are also institutional mechanisms, in that, such massive
infrastructure requires institutional mechanisms to operate and
take decisions. This requires proper training, state of the art
technology, capacity to solve the problems (Rawat, 2019). A
dedicated and capable team to be established, if not already
done. Review process can suggest such institutional mechanisms
to operate this entire system with command-and-control system
to take decisions quickly and efficiently.
There could be three options for constituting this review a)
Government of Telangana can approach any multilateral
institutions in which India has strong presence (for example,
Asian Development Bank, just as an example) or any other
reputed international organizations to conduct complete and
independent review of this project (Venkateshwarlu, 2021). It is
possible, they might do as part of technical support, without any
fee. B) approach a reputed private company for that review,
surely, the costs are nominal, considering the overall spending
of the project. Such review can happen in less than 6 months. C)
approaching the financial institutions such as NABARD or
Banks to take lead in commissioning a review and asking them
to fund it.
By proactively requesting for such review, Government of
Telangana will immensely gain in taking measures to avoid
future disasters, and confirming that the project is sound and
safe (Subrahmanyam, 2021). There is nothing Government of
Telangana will lose by embarking on such process. If the
measures suggested in the review are not agreeable to
Government of Telangana, surely it under no compulsion to
implement them. Or implement only what GoT thinks are

suitable doable and appropriate. Such review might help in
raising resources for future expansion or other irrigation
projects. Another possibility is that an assessment might
conclude that this is the best initiative for Telangana's future.
That way other states could benefit from this experience.
References
Babu, R. N. S., Nath, R. K., Rawat, D. S., Naithani, A. K., &
Rao, G. S. Geologically problematic band and its treatment on
upstream wall of large underground surge pool cavern-A case
study from lift irrigation scheme-Telangana State, India.
Bhide, S., Ranade, V., & Kulkarni, K. (2022). Intra-regional
Development Disparities: Virtual Regions Strategy for
Development of Tribal Communities and Water-stressed
Regions in Maharashtra, Andhra Pradesh and Telangana.
Review of Market Integration, 09749292221102219.
Chaubey, I., & Mani, I. (2019). Global water security
conference for agriculture and natural resources: An ASABE
Global Initiative conference.
Resource Magazine,
26(3), 12-14.

Gujja, B., & Shaik, H. (2018). Reducing water for agriculture
for improving productivity: Adapting and up-scaling innovative
approaches. In
India’s Water Futures (pp. 207-234). Routledge India.
Karimov, A. K., Toshev, R. H., Karshiev, R., & Karimov, A. A.
(2021). Water–energy nexus in Central Asia's lift irrigation
schemes: Multi-level linkages.
Renewable and Sustainable Energy Reviews,
147, 111148.
Madhnure, P., & Lavanya, B. (2021). Development of
Groundwater Irrigation in Telangana State: Challenges,
Management and Way Forward.
Journal of the Geological Society of India,
97(3), 271-281.
Meesala, K., & Rasala, S. (2022). Potential of System of Rice
Intensification (SRI) to Contribute to the Policy Objectives:
Paradigm of Three-Tier Approach in Southern Telangana—A
Case Study of Narayanpet.
Agricultural Sciences,
13(4), 542-554.
Rawat, D. S., Naithani, A. K., Rao, G. S., Singh, K., & Babu, R.
N. S. (2018). Engineering Geological Evaluation of Rock Mass
of the Transformer Cavern-A Case Study from Lift Irrigation
Project, India.
TAI Journal (A Half Yearly Technical Journal of Indian
Chapter of TAI),
7(2), 84-91.
Rawat, D. S., Naithani, A. K., Singh, L. G., Jain, P., Babu, R.
N. S., Reddy, P., ... & Rao, G. S. (2019). Excavation of Large
Underground Surge Pool Benching and Delivery Mains (Vertical

Shafts) with the Alimak Raise Climber Method-A Case Study.
TAI Journal (A Half Yearly Technical Journal of Indian
Chapter of TAI),
8(2), 21-28.
Rawat, D. S., Naithani, A. K., Singh, L. G., Jain, P., Patel, R.,
Babu, R. N. S., & Rao, G. S. Assessment of the rock mass of
escape tunnel-a case study from lift irrigation project,
Telangana State, India.
Subrahmanyam, D. S., Shyam, G., Vamshidhar, K., & Vikram,
S. (2021). Role of In-situ Stress parameters for the design of
underground pump house at various lift irrigation packages of
Kaleshwaram Project Dr. BR Ambedkar Pranahita, Chevella
Sujala Sravanthi Scheme, Telangana.
ISRM (India) Journal,
10(1), 39-45.
Thrikawala, S., Batzlen, C., & Korale-Gedara, P. (2022). Cost-
Benefit Analysis of Irrigation Projects. In
Agricultural Policy Analysis (pp. 295-330). Springer,
Singapore.
Venkatcharyulu, S. (2021). Flood and Drought Analysis Of
Godavari Sub Basin Based on Precipitation Index.
Turkish Journal of Computer and Mathematics
Education (TURCOMAT),
12(9), 1195-1207.
Venkatcharyulu, S., & Viswanadh, G. K. (2021). Runoff volume
model for Godavari sub-basin using HEC-RAS software.
Modeling Earth Systems and Environment, 1-13.
Venkateshwarlu, N., & Deshpande, S. R. (2021). Kaleshwaram
Project–A Growth Engine for comprehensive Godavari Basin
development Plan.
Water and Energy International,

64(5), 6-15.
QUESTION FOR THIS FORUM DISCUSSION: When does the
First Amendment's Free Exercise of Religion Clause justify a
discriminatory business practice?
In forming your discussion, READ and COMPARE:
Masterpiece Cakeshop, Ltd. v. Colorado Civil Rights
Commission, 138 S.Ct. 1718 (2018). Masterpiece Cakeshop,
Ltd. (a small bakery, whose owner refused to create and sell a
wedding cake to a same-sex couple for their wedding because
their homosexual marriage was against his religious beliefs)
and
State of Washington v. Arlene's Flowers, Case No.
91615-2 (Wash., June 6, 2019)(florist claimed right to deny
flowers to same-sex wedding for reason of religion).
ADDITIONAL HELP SOURCES:
Another case you should consider is the Court's finding of race
discrimination under the Commerce Clause in
Katzenbach v. McClung, 379 U.S. 294 (1964). Would it
make a difference if the restaurant owner claimed segregation of
the races was required by his religion?
Additional Chick-fil-A reference: Severson, K. (2012, July 25).
Chick-fil-A thrust back into the spotlight on gay rights.
New York Times.
From eReserve readings:
Supreme Court Sends Mixed Messages About LGBTQ
Rights
300 words single space.
MANG6311 PM – People & Organizations

“We need a change … could
‘YOU’ change please!”
Week 7
Dr Ramesh Vahidi
[email protected]
16 November 2021
Southampton
Business School
1MANG6311 ©Ramesh Vahidi 2021-22
Change in Organizations
& People
Let’s be clear about our coverage here …
MANG6311 ©Ramesh Vahidi 2021-22 2
Change in the
Business
World
Process of Managing Change
within a Project

Lecture Cover - Areas to be Understood
Nature of
Change
Causes of
change at
various
levels
PM &
Change
Change &
its
Challenges
Change Projects Used to Fail and still do!
MANG6311 ©Ramesh Vahidi 2021-22
4
http://calleam.com/WTPF/?page_id=1445
“Nearly 40 years of research by
leadership and change guru Dr.
John Kotter have shown that more
than 70% of all major
transformation efforts fail.”

What’s in it for me?
Changes in the
Business World
World’s Newly Emerged Forces
• New forces have arisen in recent times.
• Major realigning of global business forces in 1980s.
• + Uncertainties since the PANDEMIC
7MANG6311 ©Ramesh Vahidi
2021-22
• Emergence of new/global
markets vs. national markets.
• Emergence of new economic powers
around Pacific Ocean.
• Political changes in Eastern Europe
→World’s economic balance.
• Technology Advancements →
computing & telecommunications.

(Frame, 2002)
?Globalization
Downsizing, Mainly 1980s and 1990: Frozen new
hiring, encouraged early retirements, fired selectively,
shut downs;
Flattening, Restructuring to eliminate the many levels
of bureaucracy that separate the CEO from the floor
sweeper;
Employing team-based solutions, dealing with
complexities through multidisciplinary and cross-
functional teams; (online sale – website expertise)
2021-22
(Frame, 2002)
Surviving in the New Environment - 1
9
Empowering employees, giving the decision
making authority to employees to facilitate change and

customer satisfaction, changing the role of the
managers from director to supporter;
Adopting e-commerce perspectives, achieving
great efficiencies and improved operations through
Internet and Intranet;
Outsourcing, cost and risk reduction and shifting
many of the business burdens to the contractors. Basic
questions:
- “Possible/necessary to be good at everything?”
- “Possible/necessary to do everything?”
Surviving in the New Environment - 2
(Frame, 2002)
18/03/2021 MANG6434©RV2021 10
Which one Resembles the Business World?!
1
2
3

VUCA World We Leave In!
Project Management’s Compatibility
with the
New Business Environment
Business and
Organizational
Change,
&
Project
Management
Sources of Projects
2021-22
Where do projects come from?!
Sources of Project Authorization - 1

A market demand (e.g.: Tesco opens an ‘Express’
in a newly developed residential, masks!)
A business need (e.g.: Sustainability →moving to
renewable sources for power generation )
A customer request (e.g.: An electric utility
company requests a maintenance software to be
developed by an IT company)
A technological advancement (e.g.: An advanced
new processor leads to a new generation of
laptops, transport vaccines)
Sources of Project Authorization - 2
A legal requirement (e.g.: the Industrial
Ministry demands industries to reduce
CO2 emission)
A crisis (e.g.: a market downturn forces a

company to restructure itself, Covid)
A social need (e.g.: city council authorises
reducing SOTON’s traffic lights, changes fo
r social distancing!!).
PM Compatibility with New Business Environment
• Flat, flexible and team-based;
*At least should be!
2021-22
• Project managers have more
authority compared to bosses;
*Reflection from those with
experience?
• Are dependent on outsourcing as an
important mechanism for acquiring
products and services on projects.
What’s in it for me?

Is there any time we are not affected by a change?!
Note how the business
world’s changes could lead
companies to change and
how the companies’
changes could lead to
definition of new projects!
PESTEL helps you to see,
discover, predict and
monitor some of the
causes
Change:
Individual
Level
Activity: We are going to have a
little QUIZ!

Describe your mood!
1 2 3
4 5 6
https://www.youtube.com/watch?v=gjys0hKDcFA
https://www.youtube.com/watch?v=gjys0hKDcFA
Elements of the Internal Context of Management (Boddy, 2010,
p.385)
Change & Internal Elements of Organizatio ns
If you had to choose
one element with
the most and
strongest relations to
the rest of the
elements, which one
would you choose?
More on Sources of
resistance to change
in Boddy (2010, Ch.
13) & Combe (2014,
Ch.16).

Changes in
Organizations
Change Analysis - 1
Turner (2009, p.30)
• Initiation: sufficient influential people
believe in a performance GAP.
• Is there always a performance gap?
- Fashion;
- Empire building;
- Politics;
- Personal reasons of influential
people;
…
Change Analysis - 2
- Contextual characteristics:

receptive vs. non-receptive;
- Drivers & Barriers;
- Potentials;
- Past & Present;
- Future directions;
…
Tools and techniques for studying,
describing and analysing GAPs and
the resulting organizational change
in terms of:
Change Analysis - 3
Force Field Analysis
Home Exercise: Organizational Change
2021-22
- Read Maylor’s (2010, pp92-94) case study on “A new campus
for the

University of Rummidge”.
- What were the drivers of change in the case study?
- Which tools from previous lectures will help you to analyse
the
context and forces of the change in this case? (analyse within
your
study team and could later check your findings with me.)
Home Exercise: Helps with your Essay 2
2021-22
1) Select a major change you have witnessed in your own
country (for example, change in education system,
banking, health, benefits, regulations, etc.)
2) Describe and analyse the “context” for this change.
Which of the tools you learned could provide a
structured description and analysis of this change?
3) Explore the drivers and barriers you could see in this
change. Was there any project to manage the change?
Kotter’s 8 Steps of Change

29
• Urgency:
From whose viewpoint? Why?
• Trust can be a key element
*Potential issues: very vague,
changing, hard to personalize
• Knowledge of the org and context
• Key element: Trust, clarity, relevance
• Is there something for everyone?
*Needs: clarity, motivation, trust
• Knowledge of the org/context
• Constantly realign
• Hire, promote, develop
• Institutionalize
• Link success&change
Reasons for failure of change efforts
According to Kotter:
• Lack of consistent,
holistic approach;

• Lack of effective
engagement of the
workforce.
Change Levels: Do We Realise/Manage Change?
2021-22
Small scale
Medium scale
Large scale
Consequences
at
organizational
level

Consequences at
personal level
Home Exercise
2021-22
In the ‘major change’ from your Home Exercise 1:
1) Could you find any evidences that some of the Kotter's
steps had been taken?
2) Could you discuss whether taking some of Kotter's steps
could have possibly facilitated the change? Which
steps?
3) Could you link these with your findings from exercise 1?
References
Boddy, D. (2017) Managing change and innovation. 7th ed.
(Chapter13)
Boddy, D. (2010) Managing change and innovation. 5th ed.
(Chapter13)
Combe, C. (2014) Introduction to management. (Chapter16)

Frame, Davison J. (2002) The New Project Management: Tools
for an Age of Rapid
Change, Complexity. Jossey-Bass. 2nd ed. Chapters 1&2.
(available as e-book)
Websites:
http://www.kotterinternational.com/about-us/
Videos by Kotter on Youtube
http://www.kotterinternational.com/about-us/
2021-22
‘Could we survive the battle?!’
Conflicts and Conflict Management in PM’
Southampton
Business School
1
Week 9 - Lecture

Dr Ramesh Vahidi
[email protected]
30 Nov 2021
MANG6311©RameshVahidi2021-22
Could You See Any Potentials for Conflict?
2
3
MANG6311 -21-22
Week 9
138-916-020
MANG6478©RameshVahidi2021
1. How do you perceive conflict
and react in conflicts?
https://vevox.app/#/m/138916020
1) Don’t like it at all. Avoid at any price.
2) Don’t like it. Avoid as far as I could but
rarely react.

3) Sometimes is part of the life. Often react
or even get involved.
4) Like conflicts and always ready to react
and get involved.
5) I have a different opinion.
Aim
4
To provide the necessary Backgrounds, Concepts,
and Tools for:
- Identifying and analysing conflicts in project
environments,
- Understanding the key approaches to coping
with, managing and taking advantage of them!
5
Conflict in Project

Environments
What is ‘Conflict’?
“… a clash between hostile or opposing elements or
ideas. It can range from a mild disagreement to a win-
lose, emotion-packed confrontation.” (Gardiner, 2005, p.218)
“It refers to any situation in which there are incompatible
goals, thoughts or emotions within or between
individuals or groups.” (Verma, 1996, p.87)
6
“Conflict is a process that begins when you perceive that
someone has frustrated or is about to frustrate a major
concern of yours.” (Pinto, 2019, p.243)
Perception not always Fact (Remember: weaknesses, strengths,
Belbin, communication, diversity, ….?)
Not a state but a process (dynamic)
Causes might change or vanish over time, though conflict might
still
remain!
Not even
happened yet!

Potential Factors Contributing to Disagreements
7
Socio-
Economic
Status
Geograph
ical
Location
Physical
strength
Ethnicity
Gender
…
Religion
Language
Potential
Dimensions
of Diversity
in Project
Teams
Educational
Backgrounds
Generation

8
https://www.youtube.com/watch?v=Bq_xYSOZrgU
Are you biased? I am | Kristen Pressner | TEDxBasel
https://www.youtube.com/watch?v=Bq_xYSOZrgU
9
• Overall, how comfortable are you with working in a
diverse team?
• Easiest dimension to cope with? ……
• Hardest dimension to cope with? ……
• Any dimension you cannot tolerate?
• How others deal with this compared to you?
Give these more thought:
• Anything I would like to change about myself to
tolerate more?!
• What are the benefits/issues if you change?

• Could I learn from someone else?
1 2 3 4 5
Socio-
Economi
c Status Geogra
phical
Locatio
n
Physical
strengt
h
Ethnicity
Gender
…
Religion
Langua
ge
Potential
Dimensions
of Diversity
in Project
Teams

Educational
Backgrounds
Generation
Personal Reflection: Score Yourself on
Diversity Tolerance
MANG6311©RameshVahidi2021-22 10
Concepts for
Identifying &
Analysing
Conflicts
Categories, Causes, Levels
11MANG6311©RameshVahidi2021-22
Categories and Causes of Conflict
12
Major
Categories

Associated with …
Goal-oriented
Differences in/ interpretations of/ disagreements on:
Objectives, results, outcomes, time horizons, scope,
performance specifications and criteria,
priorities/sequences, … (W Questions!)
Administrative/
Structural
Level of support in/ disagreements on/ vagueness of:
Philosophies, hierarchies, level of controls, management
structures, role uncertainty, differentiation, …
Interpersonal
Differences in/ misunderstandings of/ mismatch of:
Work style, values, ethics, personalities, egos,
communication skills/styles, role incompatibility, …
And ‘Faulty attributions’
Pinto (2013) and Verma (1996)
Matrix
Org.
Matrix
Org./Larg
e Prjs

Conflict Sources during Project Life Cycle (PLC)
Administrative procedures
Cost/Budget
Human Resources
Personality
Priorities
Schedules
*Some researches try to ‘rank’ these for each phase of the PLC
(examples:
Thamhain and Wilemon, 1975; Posner, 1986, both cited in
Verma, 1996,
pp.107-9 and Pinto, 2013, p.218).
Levels of Conflict
14
Interpersonal ConflictIntrapersonal Conflict
Intragroup Conflict Intergroup Conflict
Verma (1996)

15
MANG6311 -21-22
Week 9
138-916-020
2. Could you think of the
potential reasons for these levels
of conflict to become related or
interrelated?
Management
of Conflict
in Projects

Significance of Conflict Management in PM
An inevitable part of a project manager’s (PM’s) job and one of
the
most important skills of a PM. (Verma, 1996; Gradiner, 2005)
PM’s success in team management “often depends a great deal
on
their ability to resolve conflict” (PMI, 2008, p.239).
Over 20% of a PM’s time is spent on dealing with conflicts!
(Verma,
1996, p.113; Pinto, 2019)
Critically thinking: Does 20% seem: realistic, optimistic or
pessimistic?
What is Conflict Management?
“Conflict management involves intervention by top
management or project managers (depending upon
the intensity and nature of conflict) to stimulate or
decrease the level of conflict between the parties

involved.” (Verma, 1996, p.)
19
* Are these or should these be ONLY the managers’
responsibilities
* Could these be EVEYRONE’s responsibility
20
Traditional View
(Late 19s - mid-1940s)
- Bad;
- Impact: Always negative;
- Performance: Decreases
as conflict increases;
Behavioural/Contemporary View
(Late 1940s - 1970s)
- Natural and inevitable;
- Impact: May be positive
or negative (how is it
handled?);

- Performance: Increases
to a certain level;
declines if conflict
increases or is left
unresolved.
Interactionist
(Newest perspective)
- Necessary;
- Impact: An appropriate
level keeps projects self-
critical, viable, creative,
and innovative;
- Performance: conflict is
necessary to increase
performance- Avoid
- Suppress
- Manage
- Stimulate
- Encourage
Perspectives on Conflict
21
Potential Values of Conflict (depending how it is handled …)

Positive Aspects Negative Aspects
• Diffuses more serious conflicts. (like a
safety valve!)
• Can lead to more hostility and
aggression.
• Fosters change and creativity. • Desire to ‘win’, blocks
exploration of
new opportunities.
• Enhances communication if both
parties are committed to mutual gain.
• Inhibits communication; relevant
information never shared.
• Increases performance, energy, and
group cohesion.
• Causes stress; creates an
unproductive atmosphere.
• Balances power and influences if
collaborative problem solving
techniques are emphasized.
• May cause loss of status or position or
power when both parties take it as a
contest of wills and strive for a win-
lose outcome.
• Clarifies issues and goals. • Real issues overlooked as

positions
become confused with personalities.
(Verma, 1996, p.95)
22
MANG6311 -21-22
Week 9
138-916-020
1. Remember of a conflict within
a team you were part of. Could
you suggest at least one benefit
or what you learned from that
conflict?
Handling

Goal-
Oriented and
Structural
Conflicts
Conflict Management Styles, Strategies,
Resolutions and Stimulation
Some Key Points
24
Personal
(Individual
& Groups)
Goal-
Oriented
Structural
Before Analysing and Managing conflict
consider that:
• Categories are highly interrelated;
• Causes might fall within more than one
category so difficult to draw a clear

borderline;
• Terminologies might slightly differ;
• Dynamic: Proportions might change
depending on … → So needs continuous
monitoring, assessment, action …
Handling Goal-Oriented Conflicts
25
• Formulating strategic plans;
• Developing master plans;
• Collaborative & participative planning;
• WBS, PBS, CBS, etc.
• Communicating these with all affected
or to be affected stakeholders
Specifically important for
large projects &
programmes like integrated

software system for a large
industry
Handling Structural Conflict
26
• Procedural Changes
• Personnel changes
• Authority changes
• Layout changes (separation or integration)
• Resources changes
X
27
MANG6311 -21-22
Week 9
138-916-020

4. Think of a conflict within a
team you were part of. Could you
now think of one or two things
that could have helped you in
better handling the situation?
Handling
Personal
(Human-
related)
Conflicts
Conflict Management Styles, Strategies,
Resolutions and Stimulation
Conflict Management Strategies

Thomas-Kilmann Model (1976, cited in Verma, 1996, p.121) &
Rahim (2001, cited in Gardiner, 2005, p.219)
29
• Forcing
• Majority Rule (not always #)
• Collaborating
• Confronting
• Consensus
• Accommodating• Avoiding
Compromise
Desire
to
Satisfy
Oneself
Desire to Satisfy OthersLow
High
High
*

Styles of Conflict Resolution
Filley’s and Blake & Morton Models (cited in Verma, 1996,
p.123)
30
Personal
Goal
RelationshipLow
High
High
Medium
Win-Lose Integrative
Yield-LoseLose-Leave
Compromising
Forcing Collaborating,
Confronting,
Problem Solving
Smoothing Withdrawing
Compromise

31
MANG6311 -21-22
Week 9
138-916-020
5. Which one of these
strategies/styles have you been
using most in conflicts so far?
Conflict Management Strategies - Forcing
Verma (1996, p.123) & Gardiner (2005, p.219)
32
Use Force When/to:
For sure you are right (?!); emergency (do or
die); important situations/high stakes; you are

stronger (?!); gain status or demonstrate
position power; acceptance is unimportant.
Conflict Management Strategies - Avoidance
Verma (1996, p.123)
33
Use Avoidance When/to:
You cannot win/stakes are low; stakes are
high but you are not ready; unnerve your
opponent; gain time; discourage your
opponent; maintaining neutrality or
reputation; problem goes by itself.
Conflict Management Strategies - Accommodation
Verma (1996, p.123)
34

Use Accommodation (Smoothing) When/to:
Reach an overarching goal; create obligation
for a future trade-off; stakes are low and
liability limited; maintain harmony, peace and
goodwill; any solution will be adequate; losing
is unavoidable; gain time.
.
Conflict Management Strategies
Thomas-Kilmann Model (1976, cited in Verma, 1996, p.121) &
Rahim (2001, cited in Gardiner, 2005, p.219)
35
T
Compromise when/if:
Desire
to
Satisfy

Oneself
Desire to Satisfy OthersLow
High
High
Need temporary solutions to
complex issues; not sure if you’re
right; maintain relationship;
backup if collaboration fails; both
parties need to win/can’t win or
don’t have time to win; other
party as strong as you.
Conflict Management Strategies - Collaboration
Verma (1996, p.123)
36
Use Collaboration When/to:
You get at least what you want or more;

reduce overall project costs; gaining
commitment/creating a common power base;
enough time/complementary skills; prevent
using other methods; maintain future
relationships; there is mutual trust/respect/
confidence.
Further Examples/Notes from Real Projects
Seeking low-conflict and long-term business? Ensure ‘Fair
Play’/’Ethical Play’!;
Maintain Personal and Professional ‘Respect’; (little careless
words
→ long-term consequences!)
Contribution: Evaluation vs. Measurement (specially in teams);
Admit/Communicate Strength/Weaknesses!;
• Collect enough data

• Is the data reliable?
• Communicate effectively
• Recognize the context,
backgrounds, situations,
history, etc.
• Don’t judge at this stage!
Don’t make it personal.
38
Acknowledge Conflict
Establish Common
Ground or Shared Goals
Separate Problems and
People
Explore Alternatives
Evaluate Alternatives
Select and Implement
Alternatives
Step 1
Problem
Definition
Step 2
Problem
Analysis
Step 3
Select Best

Alternative
• Don’t judge based on
hearing just from one or
few sides!
• Don’t take sides based on
first impressions, instincts,
limited/unreliable data…
• Any potential for hidden
agendas?
Consider long- and mid-term
consequences besides the
short terms ones.
Problem solving/
Confronting)
Approach
39
Time for
Conflict?!
Potential Need for Conflict Stimulation

40
‘Yes People’
Too much or
too many of
any of these?
Resistance to
change
Peace &
cooperation
regardless of
the price!
No sensitivity
to key
compromises
Lack of
creativity and
new ideas
Reluctance to
admit
mistakes
…

Stimulating Conflict!
• Accept conflict as desirable on certain occasions;
• Restructure the project organization;
• Introduce programmes designed to increase competition;
• Introduce programmed conflict!;
• Bring new individuals into an existing structure.
A Deep & Comprehensive Conflict Analysis and
Management Plan …
Identifies and links conflict and conflict management issues to
the other
PM knowledge areas or other topics you have studied so far or
will study.
For example: linking the ‘Potential Values of Conflict’ to
Tuckman &
Jensen’s Model, stakeholder management, BELBIN Roles,
change/strategic
management, etc.

42
Positive Aspects Negative Aspects
• What were the positive
aspects in the context of
team building stages?
• What were the negative
aspects in the context of
team building stages?
Forming Storming
Norming Performing MANG6311©RameshVahidi2021-22
Assess Your Learnings of This Lecture
By active participation in the lecture and following up with
background studies you
are expected to be able to:
Describe the main sources/causes of conflict;
Reflectively analyse your self-tolerance for potential sources of
conflict;
Describe and justify the approaches/styles/strategies of dealing

with conflicts;
Demonstrate an ability in analytical and critical review of
conflicts and their
handling in a real project case;
Ultimately demonstrate abilities in applying the theories in your
real teamwork!
• How long we stay in every stage?
• Can we avoid the storming stage?
• Will we survive the storming stage?
• Will we pass every stage just once?
• Does the process worth it?!!
44
Revisit these Questions about T & J
Model with your knowledge of
Conflict?
References and Some Further Readings

Gardiner, P. (2005) Project Management – A strategic Planning
Approach. Palgrave. (*Parts of
Chapter 8)
Pinto, J. (2019) Project Management Achieving Competitive
Advantage. 9th ed. Pearson. (*Parts of
Chapter 6) (Chapter available online as course collection)
PMI (2008) A Guide to the Project Management Body of
Knowledge (PMBOK Guide). 4rd ed.
Verma, V. (1996) Human Resources Skills for the Project
Manager. Book Series: The Human
Aspects of Project Management. Vol. II. Project Management
Institute. (Chapters 3 and 4)
(Chapter 4 will soon be available online as course collection)
Verma, V. (1996) Conflict Management. From The Project
Management Institute Project
Management Handbook, Ed: Jeffrey Pinto. 1998.
(http://www.iei.liu.se/pie/teio12/allmanna_filer/1.171778/confl
ManagementVerma.pdf)
Vijay Verma Website: http://www.verma.ca/index.html
* Parts of the chapters are specifically assigned to Conflict and
Conflict Management but reading
the rest of the chapter will help you to put the discussions in a
better context and will relate them
to the authors’ other discussions.
http://www.iei.liu.se/pie/teio12/allmanna_filer/1.171778/conflM
anagementVerma.pdf
http://www.verma.ca/index.html

Project Success/Failure
‘On time, On Budget, On Specification:
Would these be ENOUGH?!’
MANG6311©RV2021-22
1
Southampton
Business School
Week 10
Dr Ramesh Vahidi
7th Dec 2021
Sydney Opera House
A Disaster or
A Masterpiece?
2MANG6311©RV2021-22

SOH - Project Overview
• 1957: Jørn Utzon won the bid
• 1959: Work commenced on Sydney
Opera House
• 1966: Utzon resigned
• Original estimate of the project
duration: 4 years
• Original cost estimate: $7 million
• He was awarded £5000!
• 1973: Opening of the Opera
House
• SOH opened without him
• Project’s real duration:
14 years
• Final cost: $102 million
Goal
3MANG6311©RV2021-22

Changing the World’s perception of Australians from
‘sport-mad’ to ‘vigorous cultural and intellectual’ people
4
https://vevox.app/#/m/111-694-793
Success
111-694-793
MANG6311©RV2021-22
Question
•1. You are an Australian in 1950-60s: Is
Sydney Opera House a success or a failure?
SOH - A Controversial Construct
• Wonderful exterior
• Innovative design
• Brilliant interior
• A major tourist attraction
• Unworkable physical

properties
• Not even suited for opera!
5MANG6311©RV2021-22
6MANG6311©RV2021-22
Question
•2. You are an Australian in 2000s: Is Sydney
Opera House a success or a failure?
Success/Failure
111-694-793
MANG6311©RV2021-22 7
Projects succeed and fail in any field, industry, discipline,
country, environment, … (So do the Non-projects)
Is there any difference between success/failure
in Operational vs. Project environments?

“Project management differs from the conventional line
management [RV: refers to operations or non-project
works] in many ways but particularly, in one most vital
respect: A project has but one chance of success,
whereas with conventional line management [RV: same as
previous notes] there is always the opportunity to “do
things better next time.” (Kharbanda and Stallworthy,
1984) Failure to recognize this vital difference has been
one of the main factors in project failure.”
(Kharbanda and Pinto, 1996, p.21)
MANG6311©RV2021-22 8
Aims
“Providing you with various traditional and contemporary
dimensions
of and perspectives on project success and failure.
Learning the shortcomings and imitations of the traditional
models.
Introducing a structured framework for comprehensive analysis

and
management of project success and failure.”
MANG6311©RV2021-22 9
We will talk about
✓ Evolution of project success studies.
✓ Impact of time in assessing project success/failure.
✓ Structured and multi-perspective analysis of success/failure.
✓ Steps of failure management.
✓ Value of Lessons learned in project success/failure.
MANG6311©RV2021-22 10
MANG6311©RV2021-22 11
“Evolution of
Success/Failure
Studies in PM
literature … ”
Southampton

Business School
Most Traditional Perspective on Project Success
Since
1950s!
Time
Cost Quality or
Performance
MANG6311©RV2021-22 12
“The basic view of how project success is
measured is that the project is finished
on time, within budget & to quality. It is
sad how people thoughtlessly trot this
out as the measure of project success.”
Turner et al. (2010, p.81)
Reminder (Week 1)
Traditional Approaches: Examples of Triangle Extensions
The Square Route
(Atkinson, 1999)

Triple Constraints
(Hamilton, 2001)
Tetrahedron
(Davis, cited in Wideman, 2004)
The Tetrad Trade-off
(Wideman, 2004),
The Project Pyramid
(Marasco, 2004)
MANG6311©RV2021-22
13
Lock’s amalgamated version
(Lock, 2013)
(Vahidi & Greenwood, 2009)
Success/Failure in PM Literature
Large number of projects widely studied in the last three-four
decades.
Major improvements in PM theories and practices.
More and more attention to soft and external
aspects/dimensions.
Multiple views on what constitutes project success or failure.
(Gives you a very
brief overview: Pinto et al., 2021 )

Some major organizations publish regular reports on (their)
projects
failure/success (e.g., UK Gov.’s report on Major Projects and
Standish Group on
Software projects → See the ref list)
For a comprehensive list of previous key studies and their
specifications refer
to: Morris (2013, p.287).
MANG6311©RV2021-22
Later Approaches: Project Success – Concepts for Analysis
MANG6311©RV2021-22 15
*Also referred to as: “Critical Success Factors (CSFs)”
Helps in:
Identifying and selecting
appropriate PM
methods, tools,
resources, …
Assess whether:
The selected PM
methods, tools,
resources, … were
appropriately selected &

implemented or not.
Later Approaches: Examples of Critical Success Factors
(CSFs)/Elements Lists (also more focus on industry CSFs)
Belassi and Tukel (1996, p.145)
MANG6311©RV2021-22 16
Question/Criticism:
Could these models cover all the elements of
project success?
…
This is the major difference between the traditional
approaches and more contemporary ones.
MANG6311©RV2021-22 17
Later Approaches (Major Finding): Differences in
Perspectives on Success/Failure
MANG6311©RV2021-22 18
Stakeholders have different:
• Expectations of the project outcome;

• Perceptions of success;
Hence, have different:
• Criteria for measuring/assessing
success;
• Factors to affect their success;
Questions:
• You are an Australian in 1950-60s: Is Sydney Opera
House a success or a failure?
• Would you hold the same view if you were:
– Utzon;
– Australian or Local Gov.;
– Engineers;
– Australian Society in 1960s;
– …
MANG6311©RV2021-22 19

MANG6311©RV2021-22 20
Question:
Could a list of success factors/criteria be all inclusive for all
projects and all stakeholders?
Read the chapter on “Contingency School of
Thought” from Turner et al. (2010)
Comprehensive Approach – (basis for Contemporary): Shenhar
and
Dvir’s (2007, p.29) Main Dimensions (Measures) of Success
Project
Success
Efficiency
Impact on
customer
Impact on
team
Business and
direct success
Preparation
for future
MUST READ: Shenhar and Dvir (2007, p.27)
21MANG6311©RV2021-22

Requirements &
specifications
customer
satisfaction and
loyalty
recognition
growth
retention

flow
measures
approval
competency
organizational
capability
MANG6311©RV2021-22 22
Changing Perception of Success: Impact of Time
Project
Success
Efficiency
Impact on
customer

Impact on
team
Business and
direct success
Preparation
for future
MUST READ: Shenhar and Dvir (2007, p.30)
23
MANG6311©RV2021-22
Short Medium Long
Timeframe for Assessing Success Dimensions Project
Completion
Strategic
PM
Questions:
In 2000s, who feels the project has been a success:
– Utzon;
– Australian Gov. or Local Gov.;
– Engineers;

– Australian Society;
– …
MANG6311©RV2021-22 24
Project
Success
Efficiency
Impact on
customer
Impact on
team
Business and
direct success
Preparation
for future
25
MANG6311©RV2021-22
Assessing Success Dimensions:
Sydney Opera House
D
I
M
E

N
S
I
O
N
S/ M/
L
26MANG6311©RV2021-22
Question
•3. Sydney Opera House: Which dimensions
did the project fail in?
Success/Failure
111-694-793
27MANG6311©RV2021-22
Question
•4. Is a project like SOH a success or failure?

Success/Failure
111-694-793
28MANG6311©RV2021-22
Question
•
5. As a PM professional-to-
be, which one of the views
you would take to manage
and analyse the
success/failure of your
projects?
1
2
3
4

https://vevox.app/#/m/111-694-793 Success/Failure
111-694-793
29MANG6311©RV2021-22
Question
•
If your answered 1-3: you will
need to spend a good time on
in-depth reading of the sources
on the reference list. Also
review the Lecture/readings
from Week 1 very carefully.
1
2
3
4
Success/Failure

111-694-793
MANG6311©RV2021-22 30
“Success/Failure
Studies in PM
literature … ”
Southampton
Business School
Valid Reports on Projects’ Contribution to Economy:
MANG6311©RV2021-22 31
Examples of UK:
- Project management industry adds £156 billion of value to UK
economy (15 April 2019
Consultancy.uk)
https://www.consultancy.uk/news/20997/project-management-
industry-adds-156-billion-of-
value-to-uk-economy
- National Infrastructure Delivery Plan 2016–2021
https://assets.publishing.service.gov.uk/government/ uploads/sys

tem/uploads/attachment_data/
file/520086/2904569_nidp_deliveryplan.pdf
- Government reports on Major Projects at the end of 2013:
Delivery of 95% of the government’s
policies through 191 major projects, worth £354 billion:
– Some historical reasons for major projects failure in meeting
their set expectations:
• Poor (internal) project management;
• External factors;
• Over-optimism in estimations;
– Some of the main reasons for failure in estimation were
weaknesses in: governance; stakeholder
management; initial approval; quality; skills and resources
management, etc.
Read and look for more in your study time
https://www.consultancy.uk/news/20997/project-management-
industry-adds-156-billion-of-value-to-uk-economy
https://assets.publishing.service.gov.uk/government/uploads/sys
tem/uploads/attachment_data/file/520086/2904569_nidp_deliver
yplan.pdf
Example of Reports: Success/failure in IT Projects
MANG6311©RV2021-22 32
Factors in increasing success:
“… looking at the entire project environment of processes,

methods, skills, costs, tools, decisions, optimization, internal
and external influences, and team chemistry.”
(The CHAOS Manifesto, 2013, p.1)
Interesting reports are
published by Standish Group
but not all in public domain
anymore. Read specifically if
you are analysing a software
project. (Thinks: Is their
perspective traditional or
contemporary?
Read and search for examples in your study time
MANG6311©RV2021-22 33
Professor Peter Morris - UCL
In 1980 Prof. Peter Morris found out project
overruns were mainly associated with “contextual
things like stakeholders, geographical conditions,
weather and other exogenous factors, as well as
poor technology management, commercial issues
and people (Appendix 1)”. (Morris, 2013)
MUST Read:

Appendix 1 from the following textbook:
http://site.ebrary.com/lib/soton/reader.action?ppg=313&docID=
10674845&tm=141
7723442478
Example of Literature: Projects
Failure Rates
http://site.ebrary.com/lib/soton/reader.action?ppg=313&docID=
10674845&tm=1417723442478
MANG6311©RV2021-22 34
“Failure Happens! … ”
Southampton
Business School
Case Study
MANG6311©RV2021-22 35
Walkie-Talkie Skyscraper
Located in London
£200m building
Curved 37-story

Was due to open early 2014
Became a tourist attraction in
Sept 2013!
https://www.youtube.com/watch?v=TGnZz8-PvdY
MANG6311©RV2021-22 36
Walkie-Talkie Skyscraper
https://www.youtube.com/watch?v=TGnZz8-PvdY
Concave shape: curved mirror & downdraught
Beams of light up to 117 °C: Melted metal, plastic
parts, cooked eggs, …
Strong wind tunnel: Blown away people, shopping
trollies, …
Winner of London’s worst building of the year 2015
http://www.bloomberg.com/news/2013-09-05/london-s-walkie-
talkie-fryscraper-draws-crowds-in-heat.html
MANG6311©RV2021-22
37
http://www.dezeen.com/2015/07/23/walkie-talkie-skyscraper-
rafael-vinoly-blamed-powerful-
downdraught-london/
http://www.theguardian.com/artanddesign/architecture-design-

blog/2015/sep/02/walkie-talkie-
london-wins-carbuncle-cup-worst-building-of-year
Skyscraper or Fryscraper
rafael-vinoly-blamed-powerful-downdraught-london/
http://www.theguardian.com/artanddesign/architecture-design-
blog/2015/sep/02/walkie-talkie-london-wins-carbuncle-cup-
worst-building-of-year
A project representative: “very strange
phenomenon and certainly not something
we were expecting to happen”.
Guardian (cited in Bloomberg Business): “A
hotel and spa In Vegas designed by the same
designer produces a similar effect because of
its curved shape!!”
MANG6311©RV2021
-22
38
Lessons Learned: Do we learn?

MANG6311©RV2021-22 39
Lessons Learned: How far we learn? What
we learn?
http://www.dezeen.com/2015/07/23/walkie-
talkie-skyscraper-rafael-vinoly-blamed-
powerful-downdraught-london/
“Following the string of complaints about
the Walkie Talkie and other skyscrapers,
The City of London Corporation is now
demanding independent assessment of
the wind reports submitted at the
planning stage, at property developers'
expense.”
MANG6311©RV2021-22
40
Read more interesting stories:
1) How some of the stakeholders’ perceive

the building as a success.
http://www.dezeen.com/2015/07/23/walkie-talkie-
skyscraper-rafael-vinoly-blamed-powerful-
downdraught-london/
Skyscraper or Fryscraper
2) How the Building is becoming a tourist attraction:
http://www.cityam.com/206340/walkie-talkie-sky-garden-how-
book-visit-stunning-
park-views-across-london
http://www.cityam.com/206340/walkie-talkie-sky-garden-how-
book-visit-stunning-park-views-across-london
MANG6311©RV2021-22 41
The end of the world?!
…
Which stakeholder(s) to
blame?
Fire or
shoot the
project

manager in
the head?!
Potentially the
first reactions
would be …
MANG6311©RV2021-22 42
Success/Failure Responsibility
• Who’s ultimately responsible for
Success and/or Failure?
• How do we know?
Potential sources: “Governance/RACI
Matrix/Stakeholder Analysis/Contract”
Success/Failure: Project Manager’s Responsibility?
MANG6311©RV2021-22 43
– Extent of PMs responsibilities?
Proportionate to the level of given/received
authority/support at the start and throughout
the project lifecycle.

– Required competencies:
Examples: Technical, social and contextual
competencies besides leadership.
– Project’s characteristics:
Organizational impact, size, disciplines involved,
sensitivity, governance structure, etc.
Management of Failure
The stages of the management of failure:
– Identify that something has gone wrong;
– Appreciation and acceptance of the
problem;
– Prevent further damage or escalate the
problem;
– Take recovery actions to regain the
customer’s confidence;
– Prevent repetition by change practices.
(Maylor, 2010, p.211)
MANG6311©RV2021-22 44

Management of failure: Any suggestions?
MANG6311©RV2021-22 45
• Identify that something has gone
wrong;
• Appreciation and acceptance of the
problem;
• Prevent further damage or escalate
the problem;
• Take recovery actions to regain the
customer’s confidence;
• Prevent repetition by change
practices.
Lessons Learned
‘We don’t carry out “lessons learned reviews” at the end of
projects now. We carry out “lessons identified reviews”. We
know we don’t learn.’ (Programme Manager, major UK
government
agency)

(Maylor, 2010, p.360)
Lessons Learned:
✓ Audits/ Reviews
✓ Formal or Informal Procedures
✓ Documentation
MANG6311©RV2021-22 46
MANG6311©RV2021-22 47
• US Navy initiated an Enterprise Resource
Planning System (RRP) system in 1997 with the
cost of 1 billion dollars.
• This was never implemented.
• According to the congress it was a waste of
money.
• They claimed: the acquired knowledge had
been used to the benefit of the other projects.
Lessons Learned: Value (a different perspective)
http://en.wikipedia.org/wiki/File:US-DeptOfNavy-Seal.svg
Now You Tell Me …

• What were the most important things you learned
from this lecture?
• How will you use these as a project manager?
• How will you use these in analysing a case study?
MANG6311©RV2021-22 48
Tips for Coursework Project Selection
Essential
• Controversial throughout or at least at some phases of
the project
• Failed completely or in some parts
• Could not deliver what it was supposed to deliver
• Stakeholders have very contrasting views on it success or
failure (e.g., environmental damaging projects)
MANG6311©RV2021-22 49
• How failure was managed in SOH?
• What lessons did you learn from SOH case?
MANG6311©RV2021-22 50
Home Exercise

References
MANG6311©RV2021-22
51
Project Success:
Morris, P. W.G. (2013) Reconstructing Project Management.
Somerset, NJ, USA:
John Wiley & Sons. [Online: ProQuest ebrary]. Appendix 1.
Shenhar, A.J., Levy, O. & Dvir, D. (1997) ‘Mapping the
dimensions of project
success’. The Professional Journal of Project Management
Institute, 28(2), pp.5-13.
http://www.reinventingprojectmanagement.com/material/other/7
.%20Mapping%20di
mensions%20of%20projects%20success%20PMJ%201 997.pdf
(→ Important: this source does not the team dimension as it was
added in their 2007 book in
below. The is still a very good source for you to read. Anyway,
you should add the team
satisfaction as well, as suggested on the slides and the below
book.)
Shenhar, A.J. & Dvir, D. (2007) Reinventing project

management – The diamond
approach to successful growth and innovation. Boston: Harvard
Business School
Press.
https://rl.talis.com/3/soton/lists/73804936-02A6-7CD1-40F6-
B501CB61A481.html?draft=1&lang=en-GB&login=1
http://www.reinventingprojectmanagement.com/material/other/7
.%20Mapping%20dimensions%20of%20projects%20success%20
PMJ%201997.pdf
https://rl.talis.com/3/soton/lists/73804936-02A6-7CD1-40F6-
B501CB61A481.html?draft=1&lang=en-GB&login=1
References
MANG6311©RV2021-22 52
Vahidi, R. & Greenwood, D.J. (2009) ‘Triangles, Tradeoffs and
Success: A Critical
Examination of Some Traditional Project Management
Paradigms’. in Barrett, P;
Amaratunga, D; Haigh, R; Keraminiyage, K & Pathirage, C
(eds) Procs. CIB Joint
International Symposium 2009. Dubrovnik, Sep, 27-30, 2009.
(accessible online) online)
Pinto, J., Davis, K., Ika, L., Jugdev, K. and Zwikael, O. (2021)
‘Call for Papers for Special

Issue on Project Success’. International Journal of Project
Management. 39, pp. 213–
215. (Note: this is to give you a brief overview of: 1) how
important the topic is, 2) it is
still under investigation, and 3) how insufficient the traditional
views based on Triangle
are. Its list of refs could be a good source for finding and
reading more papers in your
study time.)
References
MANG6311©RV2021-22 53
Example Reports on or related to Project Success:
Chaos Manifesto 2013 - Think Big, Act Small. By: The Standish
Group (2013)
http://www.versionone.com/assets/img/files/CHAOSManifesto2
013.pdf
The Major Projects Report 2013. By: The Comptroller and
Auditor General (2013). Published by:
National Audit Office (2013). Access:
http://www.nao.org.uk/wp-content/uploads/2015/02/The-
Major-Projects-Report-2013.pdf
Chaos Manifesto 2015 -
https://www.standishgroup.com/sample_research_files/CHAOS
Report2015-Final.pdf

Annual Report on Major Projects 2019-20 - Gov.uk
tem/uploads/attachment_data/fil
e/899401/IPA_AR_MajorProjects2019-20.pdf
http://www.versionone.com/assets/img/files/CHAOSManifesto2
013.pdf
http://www.nao.org.uk/wp-content/uploads/2015/02/The-Major-
Projects-Report-2013.pdf
https://www.standishgroup.com/sample_research_files/CH AOS
Report2015-Final.pdf
tem/uploads/attachment_data/file/899401/IPA_AR_MajorProjec
ts2019-20.pdf
54
MANG6311©RV2021-22
MANG6311 - ©RameshVahidi21-22 1
Week 6
Governance in PM: Do we have seats
for all?!
Dr Ramesh Vahidi
[email protected]
09 Nov 2021

Southampton
Business School
MANG6311 Project Management
People & Organizations
How will you connect with
stakeholders?
How will you define your working
relations with stakeholders?
Reminder from Stakeholder Management Lectures
Learning Outcomes (LOs)
• Identify and define roles and responsibilities of the main
project participants.
• Understand concept of Governance, relations between proj ect
governance
and corporate governance and stakeholder
management/collaboration.
• Recognize the main organizational structures, Compare and
contrast roles and
authorities in each and their strengths and weaknesses.

* You should demonstrate an ability to identify and define the
above LOs in a
given case study and within a small team you work with where
appropriate.
3MANG6311 -
©RameshVahidi21-22
4
1) Could you name some of the
roles and responsibilities within
a project?
MANG6311 –
Governance
122-566-404
[email protected] Vahidi 2021-22
Project Roles and
Responsibilities - 1

Project Board
Steering Committee
Project Sponsor
Project Champion
Project Manager, Project
team
Project End users
E.g.: IT project
E.g.: Hong Kong Underground
Project Leader
Fargo Food Case Study: Roles and
Responsibilities
Which one of these roles could you spot in this case?
** Look at the Blackboard for the exercise material.
MANG6311 - ©RameshVahidi21-22
7
Project Governance/ Project Organisation Structure/Chart
Project Organization

“The management structure applicable to the
project, programme ... and the organisational
environment within which it [project or
programme] operates.” (APM, 2012, 240)
Project Governance
“Involves a set of relationships between the project’s
management, its sponsor (or executive board), its owner,
and other stakeholders”.
Ensures project objectives are set, provides means of
achieving them and monitors their achievement. (Turner,
2009, pp.311-2)
+ (potentially) other
main stakeholders Responsibility, Accountability, Consulted,
Informed, Reporting, Delegation
8
Project Governance/ Project Organisation Structure/Chart
+ (potentially) other
main stakeholders
Governance (additional definition)
The framework of authority and

accountability that defines and controls the
outputs, outcomes and benefits from projects,
programmes and portfolios. The mechanism
whereby the investing organisation exerts
financial and technical control over the
deployment of the work and the realisation of
value. (APM BoK, 2019, p.212)
https://www.apm.org.uk/resources/what-is-project-
management/what-is-governance/
9
Corporate/Organisation
Structure/Chart
Project Organisation
Structure/Chart
“Involves a set of relationships between a
company’s management, its Board (or
management team), its shareholders, and
other stakeholders”.
Ensures company objectives are set,
provides means of achieving them and
monitors their achievement. (Turner,

2009, pp.311-2)
Corporate or Organization Governance
Interchangeable terms for our purposes: Corporate =
Organization = Parent Org.
Responsibility, Accountability, Consulted,
Informed, Reporting, Delegation
Demonstrating Organization/Project
Structures
Department, Individual,
committee, board, etc.
Direct working relation,
reporting, responsibility
Indirect or weak relation with
some levels of accountability
or responsibility
11 11MANG6311 - ©RameshVahidi21-22
Layers of Project/Organization/Corporate Structures &
Hierarchies and …

12
2) What could make the
project's governance more
effective and successful in your
opinion?
MANG6311 –
Governance
122-566-404
1313MANG6311 - ©RameshVahidi21-22
Layers of Project/Organization/Corporate Structures &
Hierarchies and Alignment
Clarity &
Transparenc
y

Engagement
of relevant
stakes at
appropriate
levels
Aligned
with
Corporate
Gov. &
Business
Strategies
Clear lines of
reporting &
escalation
Clear
Performance
Criteria
Clear
decision
making,
control &
authority
‘Good’ Project Governance
(Muller, 2017)

Fargo Food Case: Project/Corporate
Governance Alignment
- Could you reflect on the alignment between
company’s governance and structure and projects'
governance and structure?
- Any issues?!
** Look at the Blackboard for the exercise material.
02/10/17
MANG6311 –
Governance
122-566-404

3. Have you worked
before starting your PM
MSc?
“Typical Project/Organization
Structures”
Three Types of Project/Organization
Structure
1) Functional Organization
Structures
Chief
Executi
ve
VP of
Projects
VP of
Marketin

g
VP of
Productio
n
VP of
Finance
VP of
Research
2) Project (Projectised or
Product) Organisation
Structure
3) Matrix Organization
Structure
Tip: combination possible
Projects are temporary Orgs.
“Relation between Projects and their teams
with the organization they belong to” (RV)
Finance Dept. Marketing Dept.
Research and Development Dept.

Customer Services Dept.
Human Resources Dept.
Procurement Dept.
?
PROJ A
PROJ A1 PROJ B PROJ C PROJ D
PROJ E
PROJ J PROJ K
PROJ F PROJ G PROJ H PROJ I
CEO, Managing Director and Board of the Organization
PROJ 1 PROJ 2 PROJ 3
PROJ E1
PROJ E2
PROJ A2
PROJ E3
Organisation with Functional Structure
Example 1
Chief Executive

VP of Marketing
VP of
Procurement
VP of Finance VP of Research
Pinto (2007, p.47)
21
VP: Vice President
-market Support

Development
Board of Directors
- Main components:
Functional deps.
- Departments (depts):
similar activities or
disciplines.
- Projects done in one
dept.
Organisation with Functional Structure
Example 2
Director
Marketing
Manager
Financial

Manager
Manufacturing
Manager
Research &
Development
Manager
Human
Resources
Manager
Operative Operative Operative
Materials
Manager
Production
Manager
Team
Leader
Team
LeaderExtracted and
extended from:
Gardiner (2005)
22

2-23
PM within Functional Organization Structures
Strengths Weaknesses
1. Firm’s design maintained
2. Fosters development of in-depth
knowledge
3. Standard career paths
4. Project team members remain
connected with their functional
group
5. Investment in functional
technologies
1. Cross-functional communication &
coordination issues
2. Lack of customer focus/slow
response to customer
3. Projects may take longer & sub-
optimized
4. More committed to functions than
projects
5. Slow decision making
6. Low priority for genuine projects

Silo
Effect
- Project done in one dept.
Finance
Dept.
Marketing
Dept.
Research and Development Dept.
Customer
Services
Dept.
Procurement Dept.
PROJ A
PROJ B1 PROJ B2 PROJ B3
PROJ C
CEO, Managing Director and Board of the Organization
PROJ 1 PROJ 2 PROJ 3
PROJ B

PROJ D
PROJ C1 PROJ C2
Other
Departments …
Organisation with Project (Projectised/Product) Structure -
Example 1
Director
Project/Product A Project/Product B Project/Product C
Engineering
Manager
Marketing
Manager
Development
Manager
Gardiner (2005, p.129)
25
(Boeing or Airbus, Software or
auto manufacturing
companies)

- Nature of main
assignments:
temporary.
Main
Component
Supporting:
Functions
PM within Project Organization Structures - Example 2
Chief
Executive
VP of
Projects
VP of
Marketing
VP of
Production
VP of
Finance
VP of
Research
Pinto (2007, p.50)
26

(VP: Vice President)
Board of Directors
Project
Alpha
Project
Beta
27
4. Could you suggest
disadvantages of
Projectised/Product
Structures?
MANG6311 –
Governance
122-566-404

2-28
Project Management within Project Structures
1. PM sole authority
2. Less resource conflict
3. Loyalty to project
4. Improved communication
5. Effective decision-making
6. Creation of project management
experts
7. Rapid response to
problems/clients
1. Potential for higher costs
2. Chance of loyalty to the project
rather than the firm
3. No pool of specific knowledge
4. Workers unassigned at project
end
5. Low specialist focus

6. Lower chances for specific
technologies investments
Chief
Executi
ve
VP of
Projects
VP of
Marketing
VP of
Productio
n
VP of
Finance
VP of
Research
- Project has the
highest priority.
Board of Directors
Organization with Matrix Structure

…
29
…
Project Manager 1
Project Manager 3
Project Manager 2
Engineering Operations Financial
General Manager
Fu
n
ct
io
n
al
R
e
sp
o
n
si
b

ili
ty
Fu
n
ct
io
n
al
R
e
sp
o
n
si
b
ili
ty
Fu
n
ct
io
n
al

R
e
sp
o
n
si
b
ili
ty
(Adapted by many large
companies, e.g., British
Aerospace, Renault, …)
- Main components: Projects
& Functional deps.
- Dual hierarchy.
- High flexibility.
Main
Component
Main
Component
Functional Departments
Project

Responsibility
Project
Responsibility
Project
Responsibility
30
5. Could you see any
disadvantages within a
Matrix structure?
MANG6311 –
Governance
122-566-404
2-31
Project Management within Matrix Structures

1. Suited to dynamic environments
2. Equal emphasis on project
management and functional
efficiency
3. Promotes coordination across
functional units
4. Maximizes scarce resources
1. Dual hierarchies mean two
bosses!
2. Negotiation required in order to
share resources
3. Workers caught between
competing project & functional
demands
Matrix Organizations: Potential Forms

• Weak Matrix: When the functional
culture is traditionally stronger than
project culture in an organization.
Key skill: Negotiation
• Strong Matrix: When project focus or
customer focus culture is stronger
than departments, so project
managers have more authority.
Key skill: Interpersonal
• Balanced Matrix (Larson and Gray, 2011)
Functional Matrix Project
(APM, 2006, p.92)
The Organizational Continuum:
Project vs Functional Mng
Low Low
High High
Authority Level
Project

Manger
Functional
Manager
Authority Level
??
Weak M. Strong M.
? ? ?
Some facts
* No one right way to organize a project.
* Might need to change through the life cycle.
* Science + Art.
* You still need to know and learn more PM to organise more
effectively!
34MANG6311 - ©RameshVahidi21-22 (Maylor, 2010 and
Turner 2007)
External Environment Factors Internal Project Factors
• Stakeholders and their
management;
• Parent organization's support,
structure, capabilities, culture;

• Contribution of the project towards
the parent organization strategies;
• …
• Nature, length, size of the task;
• Project manager & team’s skills,
experiences, knowledge of the
organization dynamics;
• …
How to Organize a Project (Practical Tips!)
- What type(s) of organization better defines Fargo Food’s
project structure?
- What issues could you identify regarding their project and
organization structure?
Fargo Foods Case: Project/Org Structure
3
6

Project
Management
Office (PMO)
Project Management Office (PMO)
General Idea
Project Office
Project Process
• Skills
• Knowledge
• Pool of staff
• Resources
• Support
• Documentation
• Checks and control
• Mentoring
• Information about
projects
• Knowledge gained from
this project
• Staff project experience
• Overhead cost
PMO Provides a central facility with the skills and knowledge
of how
to run the project’s processes. Facilitates coordination and

integration.
Maylor (2010, p.63)
Project Management Office Models
• Weather station
⁻ Merely tracking and monitoring device.
⁻ No direct action.
⁻ Independent observer reporting to the top manager.
• Control tower
⁻ Establishing PM standards. (Potential Impact: +/-)
⁻ Consultation on the standards.
⁻ Enforcing the standards. (Potential Impact: +/-)
⁻ Improving standards.
• Resource pool
⁻ Provides PM knowledge and expertise company-wide.
⁻ Needs strong position and bargaining capacity.
MANG6311 - ©RameshVahidi21-22 38(Pinto, 2013)
PMO Critiques

• Centrality against dissemination
• Potential for extra bureaucracy
• Potential for communication barrier
MANG6311 - ©RameshVahidi21-22 39(Pinto, 2013)
- Could a Project Management Office (PMO) help to
overcome the project/company’s issues?
- If yes, how? If no, why?
Fargo Foods Case: Project
Management Office (PMO)
Governance
• Typical Project Roles and responsibilities.
• What do we mean by Governance?
• Project-Corporate Governance Relations.
• What is ‘Good Governance’?
Typical Project/Organization Structures

• Typical organizational structures.
• Advantages and disadvantages of the structures.
• Project Management Offices.
• Considerations in design of project governance/structure.
What we covered …
Reading and References Lists
Main readings:
1) Pinto, J.K. (2013) Project management - Achieving
competitive advantage. 3rd ed. Essex:
Pearson. (pages 64-75)
2) Larson, E.W. and Gray, C.F. (2011) Project management : the
managerial process. 5th ed.
McGraw Hill. (Chapter 3)
3) Maylor, H. (2010) Project management. 4th ed. [electronic
resource]. Pearson
education/Financial Times Prentice Hall. (pages 250-255)
4) Müller, R. (2009) Project governance. [electronic resource].
Aldershot: Gower.
5) Müller, R. (2017) Governance and Governmentality for
Projects : Enablers, Practices, and
Consequences. [electronic resource]. Taylor and Francis.

References for some of the definitions:
APM (2012) APM Body of Knowledge. 6th ed. - APM (2019)
APM Body of Knowledge. 7th ed.
APM (nd) APM Body of Knowledge Definitions. Access:
https://www.apm.org.uk/sites/default/files/FINAL%2 0proof%20
BOK%206%20definitions.pdf
Gardiner, P. (2005) Project Management – A strategic Planning
Approach. Palgrave. 42MANG6311 - ©RameshVahidi21-22
https://www.apm.org.uk/sites/default/files/FINAL%20proof%20
BOK%206%20definitions.pdf
MANG6311 - ©Ramesh Vahidi 21-22 1
Week 3
Teamwork & Leadership - Part 2
“Did I ‘mean’ what I actually ‘intended to
mean’?!
Dr Ramesh Vahidi
[email protected]
19 Oct 21
MANG6311 Project Management

People & Organizations
Southampton
Business School
We Will Cover …
• Quick Review of Stages of Tuckman & Jensen’s Model
(you will see little videos and do the readings afterwards)
• Some Key Aspects of ‘Team Dynamics’
• Personalities and Teamwork
MANG6311 - ©Ramesh Vahidi 21-22
2
To Give You Concepts and Tools to:
• Understand/manage a Project Team’s Dynamics;
• Systematically analyse a particular teamwork;
• Adjust your learnings in order to apply in other teams.
Stage-theory Model for Team
Growth and Development:
Tuckman and Jensen’s Model

Tuckman and Jensen (1977, cited in Boddy 2017)
4
“Putting people into a team does not mean
that they perform well immediately, as
teams need to go through stages of growth.
Some never perform well. Tuckman and
Jensen (1977) developed a theory that
groups can ‘potentially’ pass through five
fairly clearly defined stages of development.
1. Forming – members become acquainted
2. Storming – conflict begins
3. Norming – members reach agreement
4. Performing – members work together
5. Adjourning – group disbands” →(added
later) Boddy (2014, p. 538)
http://www.youtube.com/watch?v=Kw94tD0qAE0

http://www.youtube.com/watch?v=Kw94tD0qAE0
• Could we avoid the storming stage?
• Will we survive the storming stage?
• Will we go through each stage just once?
• What is the point in adjourning stage?
Tuckman & Jensen’s
Model
Common misunderstandings (e.g., in cw) “We
decided when to enter each stage …”
Assumption behind the T & J Model:
• The stages happen naturally (if they
happen at all)
• You do NOT intentionally plan,
predesign and agree on the start &
finish dates of the teamwork stages!
• Indeed, these will happen in parallel
with your project lifecycle so might
interfere or accelerate what you do.

Project
Timeline
In Advance!
Recurrence, Frequency, Duration of Stages?
Project
Timeline
- Potential:
- A new person added to a well-established team
- Changes within the project (e.g., roles/responsibilities, scope,
resources)
- Change of attitudes/behaviours (e.g., pressures, personal life
issues, …)
In Advance!
? ? ?? ? ?? ?
Teamwork demands constant attempt and attention!
So the reason it is ‘dynamic’.
- Team Dynamics
- Key Aspects for Enhancing

Team Dynamics
➢ Communication
➢ Listening
➢ Perceptions in Project Teams
What do we mean by Team Dynamics?
• Team dynamics here refers to
the changes and patterns of
changes in teamwork status;
i.e., working relations (formal
and informal); behaviours;
collaborations; forces and
phenomenon during the
course of a teamwork.
Analysis of and Reflection on Team Dynamics

• What/Which/Who: Means understanding, the
way people (including yourself) work individually
and together and if these changed.
• Why/How: Explaining, comparing and contrasting
these with existing theories to find out ‘why’ they
did what they did (or didn’t).
• Analyse/Synthesize: Exploring what worked or did
not work.
• Reflect/Generate: Learning lessons for keeping
good practises, avoiding similar mistakes, and
gradually developing capabilities in ‘predicting’ the
potential outcomes (to some extent!).
Communication Goals & Types
General Interpersonal
Communication Goals
Types of PM Communication

• Key: Exchange of Knowledge in
Projects
• Understanding others
• Being understood by others
• Gaining acceptance for self/own
ideas
• Producing actions or change
• …
• Disseminating/sharing project
info., plans, changes & reports;
• Gaining and sharing Info. for
decision making;
• Resource finding, acquisition,
negotiating and allocation;
• Dealing with Internal/External
project parties’ issues, conflicts;
• ….

12
Genuine Responses plz …
- How much time (on average) do you spend
“communicating” every day? ___________
- How often do you think of the best way,
the right time and potential impacts of
each message you send to a specific
person? ____________________________
- Have your communications ever went
wrong or not quite right? Yes/No
- What were the impacts (on you or the
other side or on your working relation) if a
communication went wrong? ___________
Communication: Taken for granted …
Communication in PM’s Life
“A project manager uses communisation more than any
other skill set to manage the project throughout its life cycle

and ensure that team members are working cohesively and
resolving problems.” (Verma, 1995, p.49)
C
o
m
m
u
n
i
c
a
t
i
o
n
C
O
M
P
L
E
X
I
T
Y

Communication Process
What happens when we communicate?
Communication Elements
1 3
2
Verma (1995, p.17)MANG6311 - ©Ramesh Vahidi 21-22 19
The Communication Process
https://www.ted.com/talks/susan_cain_the_power_of_introverts/
tran
script?language=en
With all the transcription!!
Does all communicate the same way?

Learn about Introversion vs. Extroversion
Key Video to watch as soon as possible!
Susan Cain
is the
Author of
the Book
“QUITE”
https://www.ted.com/talks/susan_cain_the_power_of_introverts/
transcript?language=en
Miscommunication:
Did I ‘mean’ what I
actually ‘intended to
mean’?!
Communication Barriers
Communication Macro-Barriers
o Amount of information
o Cultural differences (only country?!)
o Disciplinary differences

o Organizational climate
o Number of links
o Stereotypes
X
Communication Micro-Barriers
o Perceptions
• Sender’s view of the receiver
• Receiver’s view of the sender
o Message competition
o Project jargons and terminology
o Disciplinary mind-sets
o Stereotypes
23
Reflection Point …
- Remember the characteristics of projects (look at the
lecture 1 if you had forgotten) vs. non-project
- Remember our discussions on communication

(definition, styles, barriers, differences, etc.)
- Vevox: Any reasons that might make
communication more challenging in PM compared to
non-projects?
02/10/17
Types of communication
• Verbal: rapid message/feedback, analysis/synthesis;
• Nonverbal: encoding without words, e.g. gestures;
vocal tones; facial expressions; body language.
• Written: reports, plans, proposals, standard, policies,
letters, meeting minutes, …
Picture taken from: http://karenstollznow.com/body-language/
Congruence in Communication

Avoiding eye-contact, anxious, closed body language, etc.
→Might be sending mixed
messages or ….
Message: do not
have a problem
with you
Message: I do not
have a problem
with you
Who does not really have a problem with you?!
Why?
Beware: Eye-contact in different cultures!
Communication of ‘Feelings & Attitudes’:
Verbal vs. Non-verbal
7%
38%55%
Message Impact

Words Verbal tones Facial Expressions
Based on Albert Mehrabian’s work: Verma (1985)
More Clarification of Mehrabian’s work:
http://www.businessballs.com/mehrabiancommunications.htm
• The value of Mehrabian's theory
relates to communications, and
where emotional content is
significant the need to
understand it properly is great.
• This is often applicable in
management and business,
where motivation and attitude
have a crucial effect on outcomes.
http://www.businessballs.com/mehrabiancommunications.htm
Listening & Communication
Effective listening as an essential skill for
project work:
• Improves communication;
• Enhances team/stakeholders relations;
• Creates trust, respect, rapport;
• ‘Communicates’/creates positive feelings.

Listening
Listening Behaviours
Verbal Lis. Behaviour Non-verbal Lis. Behaviour
• Clarifying & constructive
questions;
• Paraphrasing for clarification;
• Summarising at intervals;
• Asking for examples;
• Directing to the right listener.
• Eye-contact indicating honesty,
openness => enhanced
communication;
• Be expressive (nice comments!)
to motivate the speaker;

• Moving closer to the speaker (be
careful of cultures: keep reasonable distance!)
• Listen for real message (what
was said and how).
How ‘listening vs. hearing’ could affect an
important conversation you have with a project
team member?
Perceptions & Communication: e.g. Stereotypes
! !
“Stereotyping is the practice of
consigning a person to a category or
personality type on the basis of his/her
membership of some known group.”

(Boddy, 2010, p.637)
Vevox: Can you reckon any
other sort of stereotypes?
Talking about the
stereotypes: Becoming less
of a Taboo in Management
Faulty attributions – Stereotypes, etc.
Stereotype
Scientific
Generalization
* Stereotypes are sort of ‘generalizations’ but not all the
generalizations are
Stereotypes!
Stereotypes and Generalizations
All …

Let’s get it right from now!
‘Reflective Coursework’
In Advance!
Based on marking about 300-450 reflective reports per year
- Only Intuitive/descriptive
discussions based on common
sense and not theories;
- Using the concepts of Tuckman &
Jensen’s Model and Belbin Roles
in the analysis without referring
to the theories;
- Only analysing what others did in
the team and no self-reflection;
- Not noting the changes in the
team dynamics and their reasons.
Developing solid theoretical
foundation
- Learn the ‘concepts’ (e.g., team
types, stages, building, success,
performance) through studying;
- Journal Papers: Search, select,
read, reflect and use the learnings.
Structured Analysis of Team Dynamics
- Explore signs of entering and

exiting team stages and roles, etc.!
- Find out and analyse if and when
you were/become an actual team;
- Analyse ‘yourself’ & others!
- Keep it precise and academic!
- …
NOT good and
academic enough
Some Areas to Improve
but not limited to these
Videos You Need to Watch
How to keep your team motivated
• Keywords: Result of an empirical study; Team
Contract; Effective Collaboration, Social Loafing,
Team Motivation:
• https://www.youtube.com/watch?v=H9LSopkLbpw
•
Cultivating Collaboration: Don't Be So Defensive! | Jim
Tamm | TEDxSantaCruz
• Keywords: Chicken collaboration, defensiveness,
conflict, green/red zone, team behaviour, action
plan

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