Advance Project Managemeny Hilti 5000
Advance Project Managemeny Hilti 5000
2.2. Expectations..................................................................................................................4
3.1. Link between Hilti Group's strategy and Salesforce Implementation Project- TOWS
Matrix..................................................................................................................................6
3.3. Strengths and weaknesses of the recommended organizational structure and impact on
the project...........................................................................................................................9
4. Project governance............................................................................................................11
5. Leadership.........................................................................................................................15
5.1. The role of the project leader in Hilti Group's Salesforce Implementation Project.......15
5.2. Recommendations to support the project...................................................................16
8. Conclusion.........................................................................................................................22
9. References.........................................................................................................................24
10. Appendix.........................................................................................................................28
1. Introduction
The Hilti Group's Salesforce Implementation Project is a major effort to upgrade the business's
be implemented across the Hilti Group's global operations as part of this project. Project
selection, portfolio management, project governance, leadership, and change management are
just some of the management and leadership topics that will be dissected in this research. The
paper suggests ways in which the Hilti Group may improve the effectiveness of its Salesforce
transformation as a key strategic aim in order to remain competitive in the market (Mohammed
2021). The kinds of initiatives that a corporation should pursue depend greatly on its strategic
goals and orientations. Innovation and technological progress are prioritized heavily by The Hilti
Group as part of its strategic objectives. This is demonstrated by the organization's commitment
to digital transformation and by its use of cutting-edge tools like Salesforce. The company's
mission statement, "We passionately create enthusiastic customers and build a better future,"
highlights the value of fostering a better future and customer pleasure, which is consistent with
its focus on innovation. Hilti's strategic objectives also include entering new markets and
growing its market share in already-existing sectors (Danesh, Ryan & Abbasi 2018). The
business must explore ideas that will help it stay competitive and relevant because it competes
fiercely in its sector. To do this, the company must concentrate on initiatives that raise customer
satisfaction, spur growth and profitability, and allow it to continue to lead the industry in
technological breakthroughs.
Hilti prioritizes sustainability and social responsibility in addition to its strategic aims. By
lowering its carbon footprint and encouraging sustainable practices across its value chain, the
company wants to establish itself as a leader in sustainability. As a result, initiatives that advance
sustainability and social responsibility would be in line with the company's strategic objectives.
Overall, we can draw an inference that Hilti should pursue initiatives that allow it to continue to
be innovative, expand into new markets, increase its market share, improve customer
satisfaction, encourage sustainability and social responsibility, and propel growth and
profitability (Mohammed 2021). When choosing projects for the company's portfolio, these
2.2. Expectations
It is reasonable to anticipate that Hilti will pursue projects that make use of technology and
improve the overall experience of their customers in light of the strategic goals they have laid
forth. This expectation has been taken into account while making the choice to migrate from
SAP to Salesforce, which represents a big step towards attaining their digital transformation
goals (Shariatmadari et al. 2017). It is anticipated that the project will facilitate improved
communication between the marketing and sales teams, provide a more comprehensive
perspective of interactions with customers, and raise the efficacy and efficiency of sales
processes.
process of choosing which projects to pursue. The Analytical Hierarchy Process, also known as
AHP, is a technique for making structured decisions that involves breaking down difficult
situations into smaller, more manageable components and then comparing those components
with one another (Danesh, Ryan & Abbasi 2018). This method offers a methodical and objective
means of analyzing potential project proposals in accordance with a variety of criteria, such as
framework for the purpose of efficiently managing a portfolio of projects. The evaluation and
ranking of project ideas using this method is determined by how well they connect with the
strategic objectives of the organization and the resources that are already available
(Shariatmadari et al. 2017). The Project Portfolio Management (PPM) framework incorporates a
variety of approaches, such as portfolio analysis, risk management, and resource allocation, to
guarantee that projects are selected and prioritized in accordance with their ability to have an
effect on the business. By utilizing the PPM framework, Hilti will be able to make more
educated decisions regarding which projects to pursue and will also be able to ensure that
Salesforce migration process and get the most out of the benefits it has to offer. This requires
picking a variety of initiatives that are in line with the strategic aims of the organization but vary
in terms of the levels of risk and return they present (Schipper & Silvius 2018). Hilti is able to
lower the overall risk of their project portfolio and guarantee that resources are distributed in a
way that strikes a balance between their short-term and long-term aims by diversifying the
projects in their portfolio. In addition, Hilti should routinely examine and update their project
portfolio in order to guarantee that it continues to be aligned with the strategic goals of the
3.1. Link between Hilti Group's strategy and Salesforce Implementation Project-
TOWS Matrix
The TOWS matrix is a tool for strategic planning that may be used to identify and analyze the
linkages between the factors that are internal to a firm as well as those that are external to the
company (Hobfoll et al. 2018). In the case of the Hilti Group, the TOWS matrix is a useful tool
for determining the extent to which the Salesforce implementation project is in line with the
Utilizing the Salesforce implementation project to maximize on its strengths in the construction
industry and take advantage of the opportunities given by the rising demand for cloud-based
software solutions is one of the SO tactics Hilti Group can adopt (Danesh, Ryan & Abbasi 2018).
Because of its knowledge of the construction sector and its well-known brand, Hilti Group can
Another tactic is to strengthen Hilti Group's current IT system while utilizing the Salesforce
implementation project to grasp market opportunities (Mohammed 2021). The Hilti Group's
existing IT system is old, and switching to Salesforce can help it handle data management and
analysis difficulties, giving it better insights into consumer behavior and preferences, ultimately
By utilizing its advantages, the Salesforce implementation project can also assist Hilti Group in
reducing potential risks to its company operations (Kapoor & Kaur 2017). For instance, Hilti
Group can make sure that it continues to adhere to laws like the General Data Protection
Regulation (GDPR) by utilizing Salesforce to enhance data security and lower the chance of data
breaches.
Finally, the Salesforce implementation project can help Hilti Group resolve its flaws and
counteract any dangers to its business operations (Dandage, Mantha & Rane 2019). For instance,
Hilti Group can lower the risk of system failures, data loss, and other IT-related concerns that
could affect its capacity to function successfully in the construction industry by enhancing its IT
Strengths S1: Established brand name in O1: Growing demand for cloud-
industry.
manufacturers.
T2: Legal and regulatory
and security.
implementation
new system.
period.
Overall, the Salesforce installation project helps Hilti Group leverage its strengths, manage its
weaknesses, and seize market opportunities, while reducing potential threats, in line with its
strategic goals and direction (Hobfoll et al. 2018). The Hilti Group can better understand how the
Salesforce implementation project fits into its entire strategy and choose the most effective
based on the study. With this structure, a specific team will be formed to handle the project and
will answer to the project manager. Complex projects requiring a high level of specialization,
collaboration, and coordination are ideal for this structure. The Salesforce Implementation
Project benefits from the project-based structure in a number of ways (Shariatmadari et al. 2017).
First of all, it allows the project team to concentrate on the project's specific goals without being
sidetracked by other ongoing activities. it enables the team to master the project's numerous
facets and gain a thorough grasp of it. it encourages the kind of cooperation and teamwork that
between the project manager and the project team also promotes speedy decision-making and
communication.
of its many advantages. First of all, it enables the creation of a committed team with the
particular knowledge and abilities required for the project (Dandage, Mantha & Rane 2019).
Because the project manager has direct influence over the project team, it promotes effective
members, which results in a more effective project execution. It enables flexibility in resource
allocation as the project develops, which is crucial for complicated projects that need constant
revisions. Additionally, there are various flaws in the project-based structure that can affect the
Salesforce Implementation Project. First off, the project team may get overly focused on the
project itself and lose sight of the organization's larger goals. there might not be a good fit
between the project's goals and the overall organizational objectives, which could prevent it from
having the desired effects (Danesh, Ryan & Abbasi 2018). Because it needs specialized
infrastructure and resources, the project-based structure may be expensive to maintain. Last but
not least, there can be difficulties reintegrating the project team into the larger organization when
the project is finished, which could affect the long-term viability of the project results. The
Salesforce Implementation Project will benefit from the suggested project-based structure. It will
make sure that the project team has the tools, knowledge, and infrastructure needed to complete
the task successfully. Additionally, it will encourage the collaboration and teamwork that are
necessary for a project's success among team members. To make sure that the project outcomes
are in line with the larger organizational objectives, it is important to resolve any potential flaws
in the project-based structure (Kapoor & Kaur 2017). This can be accomplished by making sure
that the project goals are in line with the overarching organizational objectives and by fostering
constant dialogue and cooperation between the project team and the larger organization.
Additionally, a plan should be in place to guarantee that the project outcomes are long-term
sustainable and the cost implications of the project-based structure should be carefully evaluated.
4. Project governance
management. Therefore, efforts will be concentrated on implementing the best strategies that can
P3M3 (Portfolio, Program, and Project Management) is the first framework for project
governance that has been chosen. This approach, according to Gigliotti et al. (2019), enables a
detailed path for enhancing performance and productivity. It draws attention to the crucial
process areas that might facilitate more effective task management and value creation (Raelin,
2021). Consequently, the steps in this procedure that need to be firstly examined are-
The current place of the company- After 20 difficult years, the company wishes to replace its
new CRM utilizing Salesforce. Despite this, they introduced 74 very distinctive items in 2020
that might increase consumer safety and productivity (Hilti Group, 2020). However, they were
unable to increase sales, therefore they made the decision to introduce a new CRM system that
will require significant training for their over 18,000 sales and marketing staff (Hilti Group,
2020).
The place it wants to reach- With the new CRM system, the business is positioned to manage
data more effectively and build a more connected network, which will help them innovate and
increase sales this year and into the future (Hughes, 2018). They require ingenuity and experts.
For this phase, there are 5 maturity levels that must be adhered to.
The way to get there- Lean six sigma methodology employing the DMAIC approach can be
utilized for this. Utilizing this will give the organization the opportunity for ongoing
improvement, which has been lacking recently (By, 2021). It focuses on ongoing innovation and
Way out to understand the improvement- Key performance indicators will be utilized at this
stage to evaluate the company's goal (increasing sales and innovation). Revenue Growth,
Revenue Per Client, Profit Margin, Customer Satisfaction, and Client Retention are possible
project success, the stage gate approach was chosen as the second project management technique
(Onyeneke and Abe, 2021). All significant stakeholders must be involved in this. The five stages
1- Idea- At this point, brainstorming should take place with the leader and all of the
departmental experts (Choromides, 2018). For instance, the Hilti team should discuss the
data that will be transferred to Salesforce, the method they will employ, and the tools
it offers fantastic customization options for improved data administration, but it is highly
expensive and requires top-notch professionals to maintain the system (Aldulaimi and
3- Business case - The company should concentrate on product definition and analysis,
building the business plan accordingly, and feasibility study in order to increase
4- Testing and validation- The team needs to assess whether improved data management is
5- Implementation- The IT teams should use the software to analyze the results after
determining the KPIs and after hiring experts in various departments (Bayraktar and
Jiménez, 2020).
Salesforce with Cloud Coach based on a comparison of the two methodologies. Cloud Coach is
required to be utilized by the team as the phase management tool. Other time-saving
technologies, such as workflow processes, Gantt charts, approval techniques, and so on, can also
be incorporated into Stage Gate because to this software's flexibility. However, Schell (2019)
pointed out that this is an unnecessary overly rigid approach, and that in order to make progress,
it is necessary to continually revise the steps that came before it. In its place, P3M3 aims to
enhance a variety of KPIs, including management of time and costs, quality of output, client
satisfaction, return on investment, and morale among workers. Along the same lines as Cloud
Coach and Stage Gate, this can be deployed in stages. However, in addition to this, it offers the
advantage of ensuring that specific client criteria are met during development thanks to its
emphasis on lean management, which improves both quality and the likelihood that consumers
will be satisfied with the product. There is no need to worry about missing out on any of the
advantages that come with the stage-gate system (Schell, 2019). One of the goals of the group is
to assist its members in improving their skills, which has repercussions beyond the confines of
the organization itself. As a direct consequence of this, it is glaringly obvious that P3M3 is more
Because there is a lack of strong leadership that places a priority on continuous improvement and
new ideas, it is necessary to hire an external lean manager who is capable of putting the P3M3
strategy of governance into action. The organization does not have the expertise or experience
necessary to effectively adopt six sigma utilizing the P3M3 approach. Additionally, the lean
manager does not have the flexibility necessary to overcome one of the most significant barriers
to the successful implementation of lean (Hobfoll et al. 2018). The following is a brief outline
demonstrating how he may perhaps persuade the team as well as upper-level managers at Hilti to
project sponsor. The sponsor's responsibility is to keep track of how the project is coming along
in accordance to its initial goals and to give the project manager any necessary input. Project
sponsors will work closely with the project manager and team members to handle any difficulties
that arise in addition to making sure that all necessary processes are being followed. (Dandage,
5. Leadership
5.1. The role of the project leader in Hilti Group's Salesforce Implementation
Project
The Salesforce Implementation Project at Hilti Group depends heavily on the project leader's
performance. To guarantee that the project is delivered on schedule, within budget, and in
accordance with the required quality standards, the project leader is in charge of managing the
project team, stakeholders, and resources (Shariatmadari et al. 2017). In this project, the project
manager was in charge of overseeing the project team and collaborating closely with the sponsor
and other significant stakeholders to make sure the project's goals were achieved. The project
manager had to make sure that the project achieved the anticipated advantages to the firm and
that it was in line with the overall business plan. (Mansaray 2019) The project manager was also
in charge of making sure that the project team and other stakeholders communicated and worked
together effectively. The project manager had to guarantee that the team members were
collaborating well and that there were open lines of communication. The project manager also
had to handle disputes and find solutions to problems that might develop throughout the project's
existence.
project advocates. Project champions are those who genuinely care about the project's success
and who can aid in its internal promotion (makita 2020). They can serve as the project's
Project champions can take part in the following actions to assist the project:
Communicate the project's objectives and benefits to other stakeholders: The goals
and advantages of the project can be explained to other stakeholders with the aid of the
project champions (Gigliotti et al. 2018). They can describe how the project fits into the
larger business plan and how it can enhance consumer satisfaction and corporate
operations.
Identify potential barriers and risks: The success of the project might be affected by
potential risks and impediments, which project champions can help to detect. They can
collaborate with the project team to create plans to reduce these risks.
advantages and answering any queries or concerns that other stakeholders may have,
project champions can aid in building support from those parties (Mansaray 2019).
Provide feedback to the project team: The project team can receive input from project
champions on how the project is going and where it can be improved. Additionally, they
can offer input on the project's effects on the organization and its stakeholders.
Identify and engage project champions early: Early on in the project lifecycle, project
champions should be found and involved (Corporation 2020). They will have plenty of
time to comprehend the project's goals and advantages, as well as to offer suggestions
and help.
Provide project champions with the necessary resources and support: Project
advocates should be given the tools and assistance they need to successfully market the
project. This can entail having access to project data, instruction, and communication
tools.
Establish clear roles and responsibilities: Project champions need to have their roles
and duties outlined clearly (Dandage, Mantha & Rane 2019). This will ensure that they
are aware of their duties and can support the project in a productive manner.
Recognize and reward project champions: Project champions should be honored for
their work and given rewards. This could inspire them and other people to take on project
leadership roles.
The Salesforce Implementation Project at Hilti Group depends on strong project management
and project champions. When working at Hilti, each individual is allowed the leeway to be
themselves and the flexibility to respond quickly to shifting priorities and environments
(Corporation 2020). They were able to overcome risks, communication barriers, and other
challenges because to the systems and practices they put in place. Hilti's commitment to its
employees' personal and professional growth is reflected in the company's emphasis on fostering
an entrepreneurial spirit and a clearly defined corporate culture. A firm that invests in its
employees by providing them with growth opportunities is more likely to succeed and grow in
the years to come. Project champions can assist in promoting the project and gaining support
from other stakeholders, while the project leader is crucial in managing the project team,
stakeholders, and resources. Project champions can be effectively managed to ensure that they
address its main areas of concern, maintain sustainability, and quickly innovate new ideas, it has
already been determined based on the discussions that have taken place and the analysis that has
been done. Agile management is focused with carrying out tasks in a small-scale way, whereas
lean management concentrates on confronting and maintaining the flow of work (Mathiyazhagan
et al., 2021). Lean management and agile management can be compared to one another and are
positively correlated. According to Shafiq and Sortana (2019), both of these have the potential to
be used, depending on the situation. In addition, he added that he thought agile and lean
management offered similar benefits. All of these concerns need to be addressed by the
company, according to Mathiyazhagan et al. (2021), if the strategic aim of the organization is
taken into account. For instance, a lean manager can start by applying the agile technique to help
the team learn about these tactics by giving them smaller tasks. The lean manager might then
concentrate on lean management to ensure that the flow of work is maintained once the team has
and is appropriate for a company focusing on a long-term project that doesn't call for a lot of
design, coding, testing, and deployment. You must complete the current phase before going on to
the following one. The crew is not free to express their opinions on the project development
process in this scenario. As a result, it is a step-by-step process that is focused on the final
objective.
Additionally, employing lean management strategies will significantly raise the chance of a
improvement, which can result in more innovation, but the main issue with this lean management
approach is that nothing is fixed aside from the aim. However, the waterfall method's incapacity
to accommodate changes and fresh ideas means that it will eventually lose its potential to remain
competitive and sustainable. This is because the technique wasn't perfected until the Victorian
era. The agile methodology makes it simpler to plan and carry out projects, allocate resources,
and assign responsibilities to team members. may turn out to be a useful tool for implementing
change at work. As a result, adopting the agile methodology is highly advised. For instance,
Cisco's pace of innovation has greatly risen when the business used this agile strategy across the
When an organization's goals, processes, or technologies need to be altered, its leaders turn to a
set of techniques known as "change management." When changes are made to a project's scope,
schedule, or budget, it's important that such shifts be managed and communicated effectively
(Raelin 2021). Incorporating change management in a systematic fashion is crucial for a project's
smooth completion and the company's continued success. As a group works through the many
parts of change, the goal of change management is to increase confidence that the changes will
have the desired effect. Therefore, it may be possible to apply a change in this scenario by
verifying that the project achieved its original goals. In this stage of the project, it is essential to
help employees through the changes they will experience (Schipper & Silvius 2018). Workers
will need to be familiar with the new technology and how to effectively use it to generate value
for the company before the company can begin the process of digitally changing its operations. If
change management is properly included into the project, it will lead to the development of
targeted strategies and action plans for coordinating the efforts of the team members to ensure
that their efforts contribute to the successful completion of the project. Change management is
applicable throughout a project since each alteration will have an impact on the team and any
other parties involved. As the project progresses, it's likely that factors both internal and external
may influence its direction, perhaps resulting in shifts in organizational structure as well as other
The case study and the TOWS matrix made it clear why the company is resistant to change
(Schell 2019). As a result, competing with companies like Bosch and Makita, who astonishingly
kept making money during the pandemic time, will be extremely challenging in the coming days.
Furthermore, competing with other businesses will be quite challenging for them. Therefore,
change must be a continual process here if the business is to retain the level of innovation and
competitiveness it seeks while simultaneously satisfying the demands of its strategic purpose.
circumstances, which is why we made that choice. Kurt Lewin, a psychologist and social
scientist, devised Lewin's model, commonly known as the Three-Step Model of Change, in the
1940s. The model serves as a guide for leaders to follow while implementing organizational
change. It also highlights the difficulties related to resistance, which might thwart a change
(Hussain et al., 2018). Effective results may be achieved if the lean manager employs these
tactics while simultaneously providing support for lean project management and winning over
upper management.
1- Unfreeze: The team leader should now brief his or her subordinates on why this
particular change is so crucial. Hughes (2018) argues that he must remove any obstacles
that prevent the team from effectively communicating and working together. The long
vacuum in Hitli's transition, for instance, has already caused the firm a great deal of pain,
and so he would first speak with the top brass to help them understand this. After that,
he'd have to prove it with actual numbers and proof. It is hard for upper-level
management to inspire their subordinates to back a change in any part of the business if
2- Change: Before bringing about change on a wider scale, it is necessary to bring about the
change at this point on a smaller scale first. Lean management practices, for instance,
in the process of change. According to Hussain et al. (2018), he uses every feature of
Salesforce to its full potential in order to demonstrate that the team is efficiently
managing information and engaging with one another as a whole. At this point in the
3- Refreeze: If the recommendations in this report are put into practice and the organization
experiences the benefits of lean management, as it will (Gigliotti et al., 2019), then the
transformation will be maintained. The company will become more flexible and open to
new ideas as the preferences of its customers continue to develop. As a direct
originality.
Therefore, it is reasonable to expect the leader to apply Lewin's model to lean project
management in a methodical and effective fashion. Using this method, both the team's leader and
its members will have time to adjust to the new circumstances and reap the benefits of the new
arrangements. In terms of lean management, it will help with both ongoing education and
predetermined adjustments. Gigliotti et al. (2019) claim that one business, Bosch, has been able
to innovate quickly due to their capacity to manage change within a suitable framework.
8. Conclusion
Hilti is a worldwide leader in the construction equipment industry, but the company lacks the
knowledge and resources to consistently innovate (Schipper & Silvius 2018). Moreover, the
company is not open to new ideas. During times of change, businesses of all stripes may greatly
benefit from lean and agile management. This assistance ensures that improved customer
communication and coordination continues, which might benefit the company's key players. The
report is structured in a way that connects all of the information back to lean management, the
optimal management strategy for this case. Hilti must allocate funds to hire competent people
who will contribute significantly to the success of the company's restructuring and new product
development initiatives. They have to be adaptable enough to work with the many different
personalities in the company (Schell 2019). Hilti's lean management strategy has great potential
to benefit the company if all of the discussed and analysed topics are put into practise.
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10. Appendix
Tasks Self-evaluation
Project Selection Distinction as All the required marking criteria have been met.
and Portfolio
Management
Organizational Distinction as All the required marking criteria have been met.
Context
Project Distinction as All the required marking criteria have been met.
Governance
Leadership Distinction as All the required marking criteria have been met.
Advanced Distinction as All the required marking criteria have been met.
Planning and
Scheduling
Managing and Distinction as All the required marking criteria have been met.
Leading
Change