Team 6

Project Manager: Risk Manager: Risk Manager: HR Manager: Document Controller: Scheduler: Ryan Smith Kaz Thornton Jonathan Coates Paula Kelly Enverlin Arevalo Michael Mouton

Project Management Integration I PM468 Mr. Belton, MPM, CIPM May 11, 2012

Table of Contents

What is Culture? What is Organizational Culture? Levels and Elements of Organizational Culture Quality Culture vs. Traditional Culture Facilitating Culture Change Phases of Emotional Transition Overcome Resistance SWOT on School of Business Establish Culture Maintain Quality Conditions of Satisfaction (COS) Timeline Communications Plan

What is Culture?

The cumulative deposit of the behaviors, beliefs, values, and symbols that people accept, generally without thinking about them, that are passed along by communication and imitation from one generation to the next.

What is Organizational Culture?

Everyday appearance of the underlying values and customs.
Students and staff behavior at school
Students and staff expectations of school and each other Normal conditions at school

Elements of Organizational Culture

Business environment Values Rites, rituals, and customs Cultural Transmitters

Quality Culture VS. Traditional Culture

Areas of Culture Change Operating philosophy Traditional Culture Focus on ROI with short-term goals Objectives Short-term Expected turn-around in weeks are months Students and Staff do as told No communication of mission and goals Quality Culture Focus on the long-term investments and prosperity Exceeds student and staff Satisfaction Long and short-term goals Strategically in line with organizational vision Students and Staff are coached Communication of mission and goals Provide Resources Remove barriers Focused on satisfaction of students and staff issues

Management Approach

Attitude toward peers

Problem-solving approach

Performance-improvement approach

Concerned about their needs not students or staff Focuses more on internal issues Deflects or assigns blame MVP Syndrome Students and staff wait on others Performance improvement is trigged by problems

Systematic process of solving problems Team members work together to isolate issues Continuous improvement is the 6 core philosophy.

Facilitating Culture Change

Step 1

Begin a new advocacy paradigm

Step 2

Understand concerns of potential resisters

Implement Changepromoting strategies

Step 3

Who will be affected by this change? How will students perceive this change? How can students concerns be alleviated?
Jurans Paradigm of change Page 184 Fig 6-3 , Goetsch & Davis, S. B.7 (2006).

Phases of Emotional Transition

7. Recovery

2. Denial

State of Mind

3. Realization 1. Shock

6. Understanding

5. Rebuilding

4. Acceptance

Time (Duration Unspecified)

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Overcome Resistance

Involve students who may resist

Avoid surprises Move slowly at first Start small and be flexible Develop positive environment Incorporate change Provide a quid pro quo

Respond quickly and positively

Established leaders Treat students and staff with respect and dignity Be constructive
Goetsch, D. L., & Davis, S. B. (2006). Quality Management: Introduction to Total Quality Management for Production, Processing, and Services page 194

SWOT on School of Business

S
Strengths
Efficient Technology Strong Administration Student Interaction Flexibility in Student Scheduling

Weaknesses
Mega Lab & LRC Restrictions SOB Instructors are not on the Same Page Lack of Communication among dealing with Philosophies and Methodologies

Opportunities
Set a Standard for ITT SOB nationwide Produce quality business professionals Create a Quality Culture Change

Threats
No structure Resistance to culture change from students and teachers Attrition rate No support Workload Comprehension factor Missing the Bigger Picture

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Establish Culture

Identify changes Document planned changes Develop planned changes Understand emotional transition process

Identify key people and make champions

Take heart and minds approach Apply courtship strategies
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Maintain Quality

1. Maintain quality awareness

5. Recognitions and Rewards

2. Evidence of managements leadership

Kaizen Approach

4. Keep students involved

3. Empower students by encouraging selfdevelopment

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Conditions of Satisfaction

Provider: Mr. Belton you are asking to have program in place School of Business Program here at ITT-Tech South for the School of Business? Requestor: In all actuality, I would like to develop a program that will incorporate cultural change within ITT Tech South School of Business Requestor: However, I want an effective School of Business Program that provides business professionalism and a comfortable learning environment for project management students. Provider: Therefore, you want us to provide an effective program that provides business professionalism and a comfortable learning environment for project management and business management students. Requestor: Yes, that is exactly what I want your team to accomplish.
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Timeline

In 4 weeks this project needs to be in execution. In 5 weeks a new class will be coming in and we need to be ready 2 weeks before school starts because the new incoming students will have orientation at ITT Tech South. This is a good opportunity to implement trainings such as icebreakers and talk about specific information about project management.

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Communications Plan
Communication Type Kick Off Meeting Objective of Communication Introduce the project team and the project. Define Scope and Project Charter Medium Face to Face Frequency Once Audience Oovoo Class setting Face to Face OOVOO Once Once a Week on Friday Mondays and Wednesday Key Deliverable Meetings Review deliverables for content and errors Class setting Face to Face 4 times throughout the project on Saturday Project Manager Project Team Project Manager Project Team Project Manager Project Team Project Manager Project Team Project Manager Project Team Project Manager Project Team Project Manager Project Team Owner Project Manager Deliverable Agenda Meeting Minutes Scope Charter Schedule

Project Scope Meeting

Project Manager

Project Team Meetings

Give Status of the project, schedule, and team

Project Manager

Project Manager

Risk Identification Meetings

Project Wrap Up Meeting

Lessons Learned Meetings

Review risk and how to control them or delete them Review the project and close all open documents and relationships Report the lessons learned of the project

Oovoo

Face to Face

Weekly, Mondays and Thursdays, ad-hoc per Risk triggers Classroom, Once on Saturday

Risk Manager, Team Members

Agenda Meeting Minutes Status Report Agenda Meeting Minutes Multiple Deliverable Risk Mitigation

Project manager

Finished Project

Face to Face

4 times throughout the project on Saturday

Project Manager

Lessons Learned

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References
Goetsch, D. L., & Davis, S. B. (2006). Quality Management: Introduction to Total Quality Management for Production, Processing, and Services (fifth edition ed.). Upper Saddle River, New Jersey: Prentice Hall.

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