The annual general body meeting of the PMI Chennai chapter discussed reasons why projects fail and how to manage projects successfully. Common reasons for project failure included a weak business case, poor planning, and an inability to manage schedule, budget, and scope. The meeting also emphasized developing leadership skills like communication, negotiation, and change management. Conflict management techniques like avoidance, domination, and negotiation were reviewed. Lastly, the importance of managing change to help organizations achieve objectives and minimize negative impacts was discussed.

1. PMI Chennai ChapterAnnual General Body Meeting September 25th, 2011

2. Project Management - defined “The Application of knowledge, skills, tools and techniques to project activities to meet the project requirements” – PMI Knowledge, Tools and techniques matter Hammer and saw don’t make someone a carpenter Nor does mastery of technical skills ensure success Think out side the box

3. Why projects fail? Nearly 70% of project fails – US Department of Defense In 2006, a $400M purchasing system for Ford Motor Company was simply abandoned Software errors in a UK Inland Revenue System resulted in a $3.45B tax credit over payment The infamous automated baggage system in Denver International Airport - $250M - abandoned

4. Why projects fail? – contd., Weak business case Poor Planning Inability to manage within the triple constraints Inattention to Human Aspects

5. Why projects fail? – contd., Inability to manage within the triple constraints Poor Planning Weak business case Inability of the Project Manager to CONNECT See the big picture Resolve Conflict Negotiate Manage Change

6. Big Picture

7. Big Picture – deep dive Beyond the scope of the project Organizational and Industry level view Case Study: United Nations Africa Clean up Project Connect project scope to Organizational strategy Communicate the scope to all stakeholders Clear Vision and Mission The proper way to reduce variability of behavior is to have a clear vision – James P. Lewis, Project Leadership

8. Where should you anchor yourself? Non-repetitive Address the need that must be met for the organization to thrive in the competitive environment LEASDERSHIP skills is mandatory Leadership -> (People skills) + x + y + z Task Follower Leader

9. The Lewis model of systems Human Leadership, negotiation, motivation, team building, communication, decision-making Culture Beliefs Attitudes Behaviors Tradition

10. Look beyond Common sense tells us that intelligence is being smart in what we do. It is not how well we think, but how well we act in a given role. How many of you aspire to be like someone in your organization/company (or in other company)?

11. Look beyond Common sense tells us that intelligence is being smart in what we do. It is not how well we think, but how well we act in a given role. How many of you aspire to be like someone in your organization/company (or in other company)? The hardest battle is to be nobody but yourself in a world which is doing its best, night and day, to make you everybody else – E. E. Cummings

12. What about Good to Great?

13. What will take me from Good to Great? Good! Core Project Management Skills People Management Skills Listening Empathizing Motivating Appreciating General Management Skills Conflict Management Negotiation Change Management Great!

14. Managing Conflict

15. Conflict defined Conflict exists whenever and where ever there is an incompatibility of cognitions or emotions within or between individuals/groups Conflicts may be real or perceived Conflict is an antecedent of negotiation

16. Conflict Management Avoidance Do nothing; adopt a wait and see attitude. Useful when conflict dies a natural death; not so useful when conflict continues Ignoring insults, ultimatums Withdrawal Withdraw diplomatic relations Domination Showing positional superiority Capitulation Giving in to the other side Approach to win-win situation

17. Conflict Management Contd., Unilateral power play Behind the scene maneuvers Referral up the chain of command Lets the bosses handle it Negotiation Talk through to an mutual agreement Mediation Involve third party

18. Conflict Management Contd., Arbitration Third party with power to resolve Other dispute resolution techniques Ombudsman Litigation Courtroom 

19. Negotiation

20. Negotiation The Process of two or more parties working together to arrive at a mutually acceptable resolution of one or more issues. It is a give and take bargaining process that, when conducted well, leaves all parties feeling good about the result and committed to achieving it.

21. Negotiation Contd., Understand the positions Never approach to crush the opposition My way or Highway Vs. I’m good, you’re good The other side must not feel like losers of you are to preserve a long term relationship If you win big and they win small then they will still fell like winners

22. Negotiation contd., Four Phases of negotiations Preparation Sharing Bargaining (haggling) Closing and commitment What do you want? What defines a ‘win’? When should you walk away?

23. Manage Change

24. Manage Change A discipline which can support a project or an organization in successfully transitioning from a sun-optimal current state to a desired future state Challenges the core strategy of the project/program or organization Change is a conduit for innovation

25. Why manage Change? To help projects/programs/organizations achieve its objectives which cannot be met with the current way you are organized, operate or serve your customers To minimize the negative impact of any change

26. Effects of Change Enhanced Processes and procedures Improved Systems Amended infrastructure An innovative and broader range of products and services Reduced cost of operations (optimizations) Enhanced skills and capabilities of staff Improved customer experience Change in business structure Revitalized culture of the organization Merger/de-merger of the organization

27. Thank you! Ketharinath Kamalanathankknath@hotmail.com98416 32251