INTERVIEW

The Dual Role Project Manager / Functional Manager: Does It Work?Jarno Marchetto

Nothing stays the same: Leadership techniques to empower people during change initiativesJonathan Gilbert

Ist der Erfolg von ICT-Projekten vorhersehbar?Stephanie Teufel und Caroline Kähr

PM CH@The Swiss Project Management Review

Number 5 – Summer 2009

PM@CH-Interview: Markus Stäuble und Dimitrios Fazzone

Feel the love.Behind every project lies a great project manager. The Microsoft® Offi ce Enterprise Management (EPM) Solution helps you deliver projects on time and within budget –so you can maximize your company’s ROI. It’s a skill that’s sure to be appreciated again and again.

For details, visit: www.easierwithproject.com

epm-postits_A4.indd 1 9.7.2009 10:12:23 Uhr

PM@CH 3

It seems like it was just last month, but in reality, more than three and a half years have passed since the first meeting of the team of volunteers who would eventually publish PM@CH.

On a cold winter evening in early 2006, Dr. Claudia Casciaro, PMP, Beat Dietziker, PMP, Rüdiger Geist, PMP and James Greene, PMP, met in a restaurant in Olten to discuss how to turn a simple idea into reality.

The premise then, which is still valid today, was:In scientific fields, there is the rule “publish or perish”. As project managers, we too are expected to constantly pur-sue professional development, but have fewer opportunities to publish our research results, experiences and knowledge for the benefit of the broader PM community. (PM@CH) has been created to provide such a channel for project manag-ers in Switzerland and Europe.

We knew that we had a long, hard road ahead of us. We are all volunteers with busy careers and family lives. But we shared a sense of urgency and a vision for PM@CH.

In just 9 months – December 2006 – we had turned our vision into reality, with the release of the 1st edition. The 2nd edition followed in summer 2007, a 3rd edition in spring 2008, and the 4th edition in late 2008.

As the production of the 4th edition was completed, Claudia Casciaro asked to step down from the PM@CH management team to have more time for her family. I would like to take this opportunity to again thank Claudia for her numerous contri-

Welcome to the 5th edition of PM@CH – The Swiss Project Management Review

By James Greene, PMPChapter OfficerPMI Switzerland Chapterjames.greene@pmi-switzerland.ch

EDITORIAL

Contents

Projekt-Management in der Credit Suisse IT 2009Andreas Luginbühl im Gespräch mit Markus Stäuble und Dimitrios Fazzone von der CS

The Dual Role Project Manager / Functional Manager: Does It Work?by Jarno Marchetto

Ist der Erfolg von ICT-Projekten vorhersehbar?von Stephanie Teufel und Caroline Kähr

Nothing stays the same: Leadership techniques to empower people during change initiativesby Jonathan Gilbert

4

6

10

Advertiser Index

Microsoft Page 2GAF Gesellschaft für Ausbildung Page 9Santis Training AG Page 12TenStep Central Europe GmbH Page 12International Institute for Learning Page 15CS Campana & Schott Page 15STS Project Management Training Company Page 15Pro-PMP Page 15ESI international Page 16

Feel the love.Behind every project lies a great project manager. The Microsoft® Offi ce Enterprise Management (EPM) Solution helps you deliver projects on time and within budget –so you can maximize your company’s ROI. It’s a skill that’s sure to be appreciated again and again.

For details, visit: www.easierwithproject.com

epm-postits_A4.indd 1 9.7.2009 10:12:23 Uhr

butions to this publication – as co-author of “The Applica-tion of Six Sigma Techniques to Boost the Initiation Phase of a Project” in the 1st edition, as a skilled and critical reviewer of several articles, and especially for the creativity, motivation and drive she brought to the team.

At the same time, I would like to welcome two new volunteers: Mr. Andreas R Luginbuehl, PMP and Ms. Corinna E. Groeger, PMP, who both joined the PM@CH management team at the be-ginning of 2009 and have greatly contributed to this 5th edition.

PM@CH will continue to grow and mature in the coming edi-tions. Our goal is to position PM@CH as a key benefit for PMI Switzerland Chapter members – an opportunity for all mem-bers to contribute (as an author or co-author of an article), and to learn from the experiences described by their peers.

As of June 30, 2009, two out of every three members of the PMI Switzerland Chapter has earned the PMP® certification. Contributing to PM@CH – as an author or co-author of an ar-ticle, or in some other volunteer capacity – is a great way to earn professional development units (PDUs) as well as help-ing to promote professionalism in project management. For a complete list of volunteer opportunities with PM@CH, please contact the editorial team at journal.taskforce@pmi-switzerland.ch.

James Greene, PMP

13

4 PM@CH

INTERVIEW

Andreas Luginbühl im Gespräch mit Markus Stäuble und Dimitrios Fazzone von der CS.

Projekt-Management in der Credit Suisse IT 2009

Markus Stäuble, Dimi Fazzone: Welche Bedeutung hat das Projekt Management in der Credit Suisse IT (CS IT)?MS: Projekt Management hat in der CS IT eine grosse Bedeu-tung und einen hohen Stellenwert: Zahlreiche Aktivitäten in der IT werden in Form von Projekten durchgeführt. Die CS IT nutzt zur Durchführung von Projekten Matrix-Organisationen.

Wie viele Projektleiter gibt es in der CS IT Schweiz?DF: Die CS IT hat in der Schweiz über 4000 Mitarbeitende, davon sind rund elf Prozent Projektleiter (das heisst, sie ge-hören der internen Job-Familie „Projektmanagement“ an).

Wie beeinflusst die aktuelle Finanzkrise das Projektmana-gement in der CS IT?MS: Etliche Projekte operieren unter erschwerten Bedingun-gen, mit entsprechender Unsicherheit über die weitere Ent-wicklung. Die Projektleiter sind sehr stark im Bereich soziale Kompetenz und Soft Skills gefordert, und nicht nur im quasi mechanischen Projektmanagement.

Welche Vorgehensmodelle und Projekt Management Methoden werden angewendet?DF: In der CS IT Schweiz werden Eigenentwicklungen einges-etzt wie auch weltweite best practices. So ist die Credit Suisse zum Beispiel als eine der wenigen weltweit nach CMMI ML2 zertifizierten IT Einheiten die ihre Projektmanagementmethodik auf dem PMI PMBOK Guide basiert.

Hat sich die Qualität und Erfolgsrate der Projekte in der CS IT durch den Einsatz einer Projektmanagement Methodik signifikant verändert? MS: Die allgemeine Awareness für das Thema „Professionelles Projektmanagement“ ist stark gestiegen, die Ausbildungsan-strengungen für die Zertifizierungen führten im Weiteren zu einer systematischen Basisausbildung der Projektleiter.

DF: Die Einführung des neuen Modells und die Zertifizierung-sanstrengungen für CMMi Level 2 haben zu einer starken Ver-besserung aller gemessenen Indikatoren geführt. Projektman-agement wird nicht nur durch Prozess und Methodik gestärkt, sondern auch durch das Karrieresystem der Fachlaufbahnen (interne Bezeichnung „i-drive“) gelebt. Die Anwendung von Operational Excellence (Lean Sigma OE) auf Business Seite bildet eine ideale Ergänzung und führt zu einer Verbesserung auf beiden Seiten der Schnittstellen von Business zur IT.

MS: Dieses Bewusstsein im Business führt umgekehrt zu er-höhtem Druck auf den IT Projektleiter, die Methodiken müs-sen bekannt sein und gewisse Tätigkeiten werden aufwändi-

ger, zusätzlich verstärkt durch das neue Organisationsbild mit neuen Rollen wie dem Key Account Manager (KAM).

Karrieremöglichkeiten für Projekt Manager

Wie ist das Berufsbild des Projektleiters in der CS, gibt es eine Fachkarriere für Projektleiter?DF: Selbstverständlich, die Fachkarriere in jeder unserer in-ternen Job Family ist in sechs Bänder/Stufen unterteilt, mit Learning Maps, passendem Ausbildungsangebot und Coach-ing. Das gilt somit auch fürs Projektmanagement – eine un-serer Job Families.

MS: Dieses Modell wurde vor fünf Jahren in der Schweiz auf-gebaut und konsequent gelebt, in den letzten zwei Jahren wur-de es weltweit in der IT unter dem Namen „i-drive“ ausgerollt. Evaluation und Nomination von Projektleitern geschehen du-rch das Top Management und Projektmanagement-Experten auf globaler Ebene.

Wie wichtig ist es für einen Projektleiter in der IT, Software-Entwicklungserfahrung zu haben?MS: Ohne geht es sehr oft nicht. Der Projektleiter muss in der Lage sein, kritische Fragen stellen zu können, muss die Ant-worten der Teilprojektleiter und Experten interpretieren kön-nen, den Puls des Projektes fühlen. Ein Grundsatz ist: „Know your business!“

DF: Ein Projektleiter muss Erfahrung in verschiedenen Rol-len in unterschiedlichen Gebieten haben, unter anderem auch das Geschäft seiner Kunden kennen, und oft ist Erfahrung im globalen Kontext und mit Offshore- und Sourcing-Modellen gefordert. Es gibt natürlich grosse Unterschiede und unter-schiedliche Anforderungen, je nach Projekt, Grösse, Modell, Komplexität und Umfeld.

Wo rekrutiert die CS IT primär ihre Projektleiter – eher als Karrierewechsel und Neuorientierung für interne Mitar-beiter aus Fachrichtungen oder mit Erfahrung vom Markt?MS: Beide Pfade sind wichtig, der Schwerpunkt lag in den letz-ten zwei Jahren aber auf der Rekrutierung neuer Mitarbeiter von aussen mit Erfahrung im Projektmanagement.

Was ist die Bedeutung der internen Ausbildung von jungen Hochschulabsolventen, wie sind die Einstiegschancen, gibt es einen direkten Einstieg ins Projektmanagement?MS: Die CS IT bietet einen sehr guten Einstieg ins Projekt-management direkt von der Hochschule. Wir haben ein gut

PM@CH 5

INTERVIEW

ausgebautes Career-Starter-Programm. Dies beinhaltet klare Vorgehensmodelle, Coaching durch Senior-Projektleiter, und On-the-job Training mit begleitendem Ausbildungsprogramm und Unterstützung bei Zertifizierungen. Die CS IT bietet sehr vielfältige Aufgaben und Projekte – und auch globale Per-spektiven.

Welchen Einfluss hat eine Zertifizierung bei der Rekrutie-rung von Projektleitern?DF: Eine Zertifizierung im Projektmanagement ist nicht Bedin-gung, hat aber einen hohen Einfluss und stellt einen wichtigen Benchmark dar.

Ausbildung und Zertifizierungen

Wie werden in der CS IT Projektleiter ausgebildet und wie bilden sie sich weiter?MS: Wir bieten in der CS IT ein grosses Schulungsangebot an, auf vielen unterschiedlichen Plattformen wie Class-Room-Schulungen, Web-Based-Trainings, Bücherangebot, On-the-job-Training, Coaching und Mentoring. Wir bieten eine ganzheitliche Projektleiterausbildung. Die Ausbildungsange-bote werden jährlich überprüft und angepasst.

DF: Die CS IT bietet auch Unterstützung von Zertifizierungen. Die Ausbildung der Mitarbeiter ist Teil der Zielvereinbarung jedes Einzelnen. Ausbildung bleibt natürlich auch ein wichtiges Element der Eigenverantwortung eines jeden Projektleiters.

Wie ist die Bedeutung von Projektmanagement-Zertifizie-rungen? DF: Die Bedeutung ist sehr hoch und für die Fachkarriere rel-evant. Zertifizierungen werden bei Beförderungen berücksich-tigt und spielen ein wichtige Rolle für den Karrierenpfad.

Welche Zertifizierungen werden anerkannt bzw. unters-tützt?MS: Wir unterstützen die PMI-CAPM- und -PMP-Zertifizierun-gen, alle IPMA-Zertifizierungen und Prince2.

Wie viele zertifizierte Projektleiter gibt es in der CS IT Schweiz? Wie viele davon sind PMI zertifiziert?DF: Aktuell gibt es in der Schweiz 120 IPMA-Zertifizierte (A, B, C) und 25 PMI-PMPs.

Ist die neue PMI-Zertifizierung des Program Managers (PgMP) für die CS IT relevant? Wird die CS IT diese Zertifi-zierung unterstützen?MS: Im Moment ist das nicht vorgesehen, es existieren auch keine Pläne für 2010. Aus Sicht der CS IT scheint diese Zerti-fizierung sehr aufwändig zu sein und wird im aktuellen Umfeld auch 2010 nicht angeboten.

Arbeitet die CS IT direkt mit Fachorganisationen im Pro-jektmanagement zusammen?DF: Einerseits gibt es starke persönliche Kontakte und En-gagement von Mitarbeitern – die Präsidenten beider Projekt-

management-Fachorganisationen sind aktuell in der CS tätig.

MS: Die CS ist Gönnermitglied der SPM. Es ist für die CS wich-tig, mit Fachorganisationen zusammenzuarbeiten, auch für das Networking, den Erfahrungsaustausch und Kontakte auf dem Arbeitsmarkt. Die CS stellt mehrere Assessoren für IPMA A, B und C beim VZPM.

Persönlicher Background

Welche Erfahrung haben Sie im Projektmanagement?MS: Wir haben beide mehrere globale Projekte und Programme erfolgreich geleitet, Linien- und Fachaufgaben wahrgenommen und Projektleiter-Pools geführt. Dimitrios Fazzone hat erfolgre-ich CMMi Level 2 implementiert und ist IPMA-Assessor. Ich selbst bin IPMA-Assessor und SPM-Präsident.

Welches ist Ihre wichtigste Erfahrung und persönliche „Lesson learned“ im Projektmanagement?DF: Es ist wichtig, sich einen breiten Horizont anzueignen und praktische Erfahrung in vielen verschiedenen Projekttypen und Rollen zu erarbeiten.

MS: Ebenso wichtig ist es, aus Erfahrungen zu lernen, auch negativen. Der Erfolg im Projektmanagement liegt nicht nur in einer fundierten Ausbildung und Umsetzung, sondern auch in der Vernetzung und Unterstützung durch das Senior Manage-ment in einem Unternehmen. @

Biographien

Markus Stäuble: Nach dem Studium verschiedene Tätigkeiten in IT- und Bankendienstleistungsunternehmen: IBM Schweiz, Service- und Beratungszentrum; Zürcher Kantonalbank. Seit 2002 in der Credit Suisse, in verschiedenen Funktionen als Projekt- und Programmleiter sowie Linienmanager tätig, zu-dem Subject Matter Expert (SME) für das Projektmanagement in der Schweiz und IPMA-B-zertifiziert.

Dimitrios Fazzone: Nach den Studien verschiedene Tätig-keiten in Industrie, IT und Banken. Seit 1998 bei der Credit Suisse, in verschiedenen Funktionen als Projekt- und Pro-grammleiter und Linienmanager tätig, zudem Subject Matter Expert (SME) im Bereich Projektmanagement. PMI-PMP- und IPMA-B-zertifiziert.

Interviewer Andreas Luginbühl: Während und nach dem Wirtschaftsinformatik-Studium verschiedene Tätigkeiten als Software-Entwickler, -Architekt, -Projektleiter und -Berater bei: IBM Schweiz, SBG Ubilab, SKA, TakeFive, Olsen&Associates, Zühlke Engineering AG. Seit 2004 bei der Credit Suisse als Projekt- und Programmleiter und Linienmanager tätig, Mitglied des CS IT Schweiz Project Management Expert Team. IPMA-C- und PMI-PMP-zertifiziert.

6 PM@CH

The Dual Role Project Manager / Functional Manager: Does It Work?

AbstractWithin a wide range of organizations, a single person may be assigned both roles as project manager and functional man-ager at the same time. In this article, advantages and disad-vantages of this organizational solution are discussed and recommendations about its application are presented. More specifically, the author tries to answer to the question whether this dual role really works.

IntroductionProject managers (PM) and functional managers (FM) have similar skills and competences, while having two very different profiles. Sometimes there are project managers with previous experience in functional management and vice versa. But what happens when one person takes on both roles at the same time? This is actually a double job that may have advantages but also disadvantages and risks, which are often underesti-mated.

What is meant by the “dual role project manager / functional manager (PM/FM)”?This particular situation occurs when a project manager as-sumes the responsibility of leading a functional area or a line team, or when a functional manager receives the task to per-sonally lead one or more projects. With functional managers are meant “key individuals who play a management role within an administrative or functional area of the business, such as human resources, finance, accounting, or procurement. They are assigned their own permanent staff to carry out the ongo-ing work, and they have a clear directive to manage all tasks within their functional area of responsibility” (from PMBOK® Guide, Fourth Edition, 2008). In this article, the abbreviation PM/FM will be used to describe a person, who has both the roles of project manager and functional manager.

Having common skills, in particular in the general management area, can help project managers and functional managers to take over a dual role as PM/FM. Nevertheless, they both have skills and expertise that distinguish them from each other. For this reason, it cannot be assumed that the two roles are easily interchangeable. They actually differ in several respects, pri-marily in relation to objectives and job focus. While the project manager focuses on his projects, the functional manager (in many organizations also called line manager) has his priorities in the organization, with different simultaneous focuses. If the project manager is responsible for the success of the project (“getting the project done”), the functional manager has mainly operational and/or management objectives (focusing on the

“day-to-day work”). The two profiles also often differ in the style of leadership. This dichotomy can be an advantage, but may create various conflicts, both between the PM/FM and his stakeholders, but also for the PM/FM himself.

In which organizations is it used?Although the dual role model can be found in every type of organization, it is often used in matrix organizations, where in fact the roles of project managers and functional manag-ers should be quite distinct. Taking over a dual role as PM/FM typically occurs at low and middle management level, rarely in the case of top managers and executives.

Why is the dual role PM/FM assigned?The PM/FM is assigned a dual role for several reasons. For a functional manager, for example, the main factor may be a need for greater closeness with his staff during a project. For a project manager, on the other hand, may be to better under-stand the daily business, to become familiar with the organiza-tion’s processes, to engage in a new challenging experience in the organization, or to increase his visibility and his career prospects. However, often the main reason is actually related to budget and/or FTEs (“Full Time Equivalents”) restrictions in the composition of a team, which lead to the solution of having simply “one leader” (for both the project and the line). This decision is often supported by the superiors’ and upper management inability to (intentionally?) correctly estimate the effort required for optimal staff management in the functional manager role as well as the strong workload peaks that may arise in this dual role.

They convince the future PM/FM to take this role by relying on his sense of responsibility (“our organization needs your extra contribution”) or minimizing the needed effort (“basically, this is just managing some additional project/staff besides your main responsibilities”, referring alternatively to the “marginal” activ-ity), or attracting the employee by promising a fast professional growth (“with this dual role you will make career moves much faster”).

In any case, the dual role assignment as a PM/FM is still a wish and a responsibility of superiors and upper management lev-els. They offer to their employees to take on the dual role “for their own good and for that of the organization.” Therefore, it is the management who must carefully evaluate benefits and disadvantages of this organizational solution, as well as the possible alternatives.

Jarno Marchetto, Dipl. Ing. ETH, PMPinfo@jarnomarchetto.com

The Dual Role Project Manager / Functional Manager

PM@CH 7

The Dual Role Project Manager / Functional Manager

The different points of view of the PM/FM’s main stakeholders about his dual roleThe PM/FM has to meet the expectations of three main stake-holder categories: customers, management, and employees (including both functional team and project team).

In general, all stakeholders criticize the fact that the PM/FM is not fully available, neither as a project manager nor as a func-tional manager. This often makes communication and conflict resolution between the PM/FM and his stakeholders more dif-ficult. Therefore, it is important to obtain the stakeholders’ ap-proval before assigning someone the dual role of PM/FM, in order to minimize misunderstandings and conflicts.

CustomersCustomers (or clients, or project sponsors) expect that their projects succeed and that project managers are fully dedicat-ed to the assigned projects. From their perspective, the PM/FM’s activities as functional manager are seen primarily as an obstacle to the project success. This weakens the PM/FM’s position with his customers in case of conflicts or problems due to his dual role.

ManagementBy assigning the dual role as PM/FM, management on one hand expects that projects are a success, and on the other that employees in the line of the functional manager are managed in an optimal way according to the organizational processes and directives. In doing so, they should be aware of putting the PM/FM in a potentially critical function. Nevertheless, they often do not provide an increased support to PM/FM, either because they believe that he should be able to handle this dual role, or because they actually do not have additional resources but still want the project done.

EmployeesThey expect the PM/FM to be always available for their own coaching and support and usually have little understanding for his dual role. They can be divided into two main categories ac-cording to their relationship with their superior (i.e. the PM/FM).a) Project collaborators under PM/FM’s direct responsibility are manageable, because they work closely with the PM/FM on a daily basis.b) Employees, who are in the PM/FM’s functional team, but not in his project team, risk to be neglected if the PM/FM focuses on his project management role, since he will not have enough time to adequately support them and their problems, which are often ranked as a second priority.

The critical position of the PM/FM towards his stakehol-dersIn summary, the PM/FM is usually in a weak position with his stakeholders, as they have expectations, which he hardly can fully and consistently satisfy. By assuming this dual role, the PM/FM risks to disappoint some stakeholders by trying to meet the expectations of other stakeholders. In some cases, despite the many ways and means used, there are few chances of suc-cess. The reasons for this difficulty are due to the advantages and disadvantages described in the following chapters and to the own nature of the dual responsibility.

Advantages and disadvantages of the PM/FM dual role

PM/FM’s time management and workloadProper time management and a balanced workload are the biggest problems the PM/FM has to face. They are also the main reasons for failure in both roles.

The functional manager role includes responsibilities such as coaching, staff support, problem solving, which cannot be eas-ily planned and can generate significant peaks in the workload. This represents a serious conflict with the project management activities, especially during the most intensive project phases. Under a strong workload, the PM/FM basically has two alter-natives: a) he can give up some activities either in the project manager or in the functional manager role or b) he can bear the workload, which is often exhausting. In both cases, there can be important and sometimes serious consequences on both the work quality and the individual. Moreover, the increased workload is not always actually sustainable by a single person over longer periods of time, may that be for legal and contrac-tual as well as for human limitations. The situation does not improve even with the flexibility and good will of the PM/FM, who accepts working overtime and delaying personal activities and holidays. The only possibility to manage this conflict is to give up some project management and/or functional manage-ment responsibilities.

However, this approach can become the source of other major problems. As previously described, the PM/FM seldom enjoys the understanding of his stakeholders. They expect him to ef-ficiently and effectively perform in his role – whichever may be in focus.

Just the fact of assigning a dual role as PM/FM induces man-agement and employees to put on the PM/FM higher expecta-tions as they would on a “simple” project manager or func-tional manager. On the other hand, project customers do not reduce their expectations, as they want successful projects and are simply not interested in the dual role problems. Thus, the PM/FM has to work under a great pressure and often with-out additional support.

Project team set-upFor the set-up of the project team, the PM/FM’s two hats may represent both a benefit as well as a disadvantage. In the as-signment of tasks, the PM/FM may have the advantage of choosing the employees with the best suited skills, particu-larly if he knows them from past work experiences. In addition, employees who are both in the project and line of the PM/FM will benefit from better training plans, professional growth and career development. These aspects may not be so relevant for some project managers, who often just consider their own project goals. Moreover, often project managers in matrix or-ganizations have no control on the choice of their team mem-bers, as they are assigned by the functional managers. In this sense, the PM/FM has the advantages of having direct access to his staff and having decision power on the tasks assigned to his collaborators. On the other hand, the dual role may also be a disadvantage when the PM/FM primarily pursues his goals and interests in the project team composition. These goals may not always match with those of his employees or other projects.

8 PM@CH

The Dual Role Project Manager / Functional Manager

Having a direct responsibility in the resource allocation, he will tend to assign the best employees to his own project.

The PM/FM “dual power” within the organizationIn functional and weak matrix organizations, the functional manager has much more power and influence than the project manager. The PM/FM can then take advantage of the legiti-mate power resulting from his role as functional manager for his project management activities. Furthermore, the PM/FM can, through his reward power as a line manager, better in-fluence employees with factors like salary increases and paid education, because he usually has the capability to determine salaries, bonuses and development plans of his staff.

The functional manager role by its own nature has closer rela-tionships with the management, which makes it easier to ac-cess the organization’s finances and, if necessary, to obtain budget increases for projects. Having more types of power than a simple project manager, the PM/FM will have greater influence on his own projects and therefore on their success.

More information, easier reportingThe functional manager usually receives more detailed infor-mation than the project manager. Another advantage of the dual role is that the issue of double (and often redundant) re-porting typical of matrix organizations disappears: the employ-ees report to one single person, who represents both the roles of project manager and functional manager.

Career issuesIf the projects to be managed are small, there is a risk that the PM/FM will not find them interesting or challenging enough for his career. This perception may lead him to prefer the func-tional manager role thereby jeopardizing the projects. In func-tional organizations, there is also the risk that despite the PM/FM formally acting as a project manager role, he is actually no more than a facilitator, an inspirational leader or a motivator.

In summary, the dual role PM/FM presents both advantages and disadvantages. To exploit benefits and avoid failure, this organizational solution should be adopted only in certain situ-ations and under particular conditions.

Recommendations on the application of the dual role PM/FM

To be avoided in matrix organizations!There is a basic conflict for PM/FMs having a dual role in a matrix organization. The project manager wants to invest as little as possible in human resources development, i.e. training and coaching. His goal is to successfully carry out his projects, aware that employees will be assigned to other projects later on. The project manager is very focused on his project and not necessarily interested in the employees’ growth within the organization. On the contrary, it is the functional manager’s re-sponsibility to invest in training, coaching and professional de-velopment of his staff. In any case, the PM/FM will fail in one of his two roles or, at best, achieve only mediocre results on both fronts. For this reason, the dual role PM/FM should be avoided in matrix organizations. If there are really no other solutions, e.g. in case of an urgent project without a project manager being immediately available, a functional manager may take

it on as a PM/FM in the early phases (initiation and planning), then passing the assignment later on another person. Similarly, a project manager with functional management responsibility should abandon the latter role in any event before starting the execution phase of the project.

A dual role ideal for strategic and organizational projectsThe dual role PM/FM may actually be helpful for strategic, or-ganizational and change management projects, where a strong influence on the stakeholders already at the early stage of the project is needed. Of course, in these cases the management should look into possible conflicts of interest between the roles of project manager and functional manager in advance.

If the PM/FM is deeply rooted within the organization as a functional manager, he can immediately take advantage of knowledge and resources previously acquired in this role in the organization. He will also be able to profit from management’s confidence and the power that he derives from his own func-tion (“legitimate power”). By contrast, the dual role PM/FM should be avoided in case of technical or specialized projects that require a strong involve-ment of the project manager in understanding project content and issues.

“Set up the project and move on”The ideal solution is that the PM/FM only follows the initiation phase and (possibly) the planning phase of the project, as long as he is assisted by a Project Management Office (PMO) or by a collaborator with strong project management skills. Sub-sequently, he should pass on the role to a dedicated project manager and go back to his role as functional manager or al-ternatively, just lead the project as project manager, delegating to others the functional management responsibilities. In other words, the PM/FM must choose between one of his two func-tions by the end of the planning phase. Otherwise, the risk that he will fail to perform in at least one of his two roles is very high. The PM/FM in these early project stages should be primarily concerned with the processes of Project Integration Manage-ment, Project HR Management and Project Communication Management, which may benefit more from his functional management competencies. Other processes could be more easily delegated to a PMO or to a project support, of course under the supervision of the PM/FM.

“What about small organizations?”Small organizations, which cannot afford a full time functional manager, because of the limited staff or project budget, should opt for a projectized or a composite organization. Those who cannot afford to hire a project manager on a full time, long-term basis may alternatively consider a functional organization, a composite organization or a temporary solution with an exter-nal project manager (contractor) or a part time project manager (i.e. who performs fewer hours per week than in a full time job).

ConclusionsIn conclusion, it can be said that: • ThedualrolePM/FMshouldbeavoidedinmatrixorganiza-tions.• It can be an advantage for the management of strategic,organizational and change management projects. Instead, it should be avoided for technical and specialized projects.

PM@CH 9

The Dual Role Project Manager / Functional Manager

• ThePM/FMhasadvantagesinmanagingprojectsthroughanumber of aspects related to his role as a functional manager.• Beforetheexecutionphaseoftheproject,thePM/FMshouldleave his dual role and choose a single function either as a project manager or as a functional manager.• The greatest risk for this dual role is the workload, whichoften cannot be planned, and which push the PM/FM either to neglect one of his two functions or to sacrifice work quality, of-

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ten with serious consequences on projects and collaborators. • Themainstakeholdersoftendonotproperlyestimateprob-lems associated with this dual role and its consequences, cre-ating a strong pressure on the PM/FM. Before assigning a dual role as PM/FM, it is important to make sure that future stake-holders deeply understand the issues related to it and accept the related risks. @

Application of the dual role PM/FM Yes No

Organizational structure Functional, projectized, composite Matrix

Project type Strategic, organizational, change management Technical, specialized

Project phases Initiation, planning Execution, closing

Role assignment process Inform future stakeholders, get their Management takes initiative acceptance and risk approval without involving future stakeholders Benefits to project success Dual power within the organization, PM/FM’s time management more and better information, easier and workload, career reporting between PM/FM and staff issues for the PM/FM

Benefits for the organization development Project team set-up in favour of Project team set-up employees’ development based on personal goals of the PM/FM

BibliographyProject Management Institute (2008). A Guide To The Project Management Body Of Knowledge (PMBOK® Guide), Fourth Edition.

Here below, these considerations are schematically represented in a summary table.

Table 1: Application of the dual role PM/FM

10 PM@CH

ICT-Projekte

Prof. Dr. Stephanie Teufel is professor at the University of Fribourg (Switzerland) and holds the Chair of ICT Management. Furthermore, she’s the head of the international institute of management in technology (iimt) that offers executive MBA courses in the ICT and energy sector.

Caroline Kähr has a Master’s Degree in Management and works as a research assistant at the international institute of man-agement in technology (iimt) where she pursues a PhD in Management.

Ist der Erfolg von ICT-Projekten vorhersehbar?

Schweizer Unternehmen geben gemäss dem Bundesamt für Statistik durchschnittlich 21% ihrer Investitionen für Informa-tions- und Kommunikationstechnologie (ICT) aus, Tendenz stei-gend. Laut dem Schaffhauser Marktforschungsinstitut MSM Research kann im Jahr 2009 mit einem durchschnittlichen In-vestitionswachstum von 1.3% gerechnet werden, so dass sich der ICT-Markt Ende 2009 auf rund 16 Milliarden CHF belaufen sollte. Allerdings stehen die ICT-Budgets der Schweizer Firmen durch die angekündigte Rezession unter starkem Druck und alle geplanten Ausgaben werden derzeit zweimal hinterfragt. Dies heisst, dass ICT-Projekte sehr sorgfältig ausgewählt wer-den müssen und dabei grossen Wert darauf gelegt wird, nur die dringend notwendigen ICT-Projekte zu realisieren. Zudem sollten die ICT-Projekte, deren Realisierung beschlossen wird, möglichst erfolgreich sein. Dies scheint nicht immer einfach zu sein, wie die in der nachstehenden Tabelle erfassten Scheiter-ungsraten von ICT-Projekten zeigen:

Unternehmen bzw. Organisation Gescheiterte ICT-Projekte

Royal Academy of Engineers and BCS 84%

Britisches Statistikinstitut 70%

KPMG 49%

Government of South Australia 50%

Tabelle 1 : Scheiterungsrate ICT-Projekte

Es gilt also, solche Scheiterungsraten zu vermeiden bzw. zu reduzieren und trotz der hohen Komplexität eines ICT-Projekts dieses erfolgreich zu realisieren. Doch was heisst erfolg-reich? Es gibt zu diesem Thema eine grosse Anzahl von ver-schiedenen Heuristiken, die jedoch relativ projektspezifisch sind. Nachfolgend werden nun zwei Modelle vorgestellt, deren Miteinbezug den Projekterfolg massgeblich beeinflussen oder sogar darüber entscheiden kann: Das magische Dreieck und die zehn kritischen Erfolgsfaktoren.

Das magische DreieckEin Projekt erfolgreich umsetzen bedeutet, die Ziele in allen Bereichen des Projekts zu erreichen. Dies wird normalerweise am Erreichungsgrad der drei Hauptziele Kosten, Qualität (Leistung) und Qualität1 (Inhalt und Umfang) gemessen. Denn diese drei Hauptziele, welche zusammen das in der folgenden Darstellung abgebildete magische Dreieck (engl. iron triangle) bilden, stellen gewissermassen Richtgrössen dar, welche eine klare Bewertung des Projekts ermöglichen und so Aussagen beispielsweise über den Projektfortschritt oder die Einhaltung des Budgets gemacht werden können.2

Abbildung 1 : Das magische Dreieck

Die im magischen Dreieck als Eckpunkte dargestellten Haupt-ziele sind stark voneinander abhängig und es entstehen Trade-Off Situationen. Wird entschieden, dass vermehrt ein oder zwei Ziele angesteuert werden sollen, so geschieht dies oft auf Kos-ten der restlichen Ziele. Es muss dabei vom Projektmanager sorgfältig entschieden werden, welches Ziel bzw. welche Ziele Priorität haben und wo der Hauptakzent gelegt werden soll. Andernfalls kann es so enden, wie ein Verwaltungsratsmit-

Abstract:Every year, Swiss firms assign a significant share of their in-vestments (up to 20% in 2008) to the information and com-munication industry (ICT) and its projects. Nevertheless, only a very small part of the projects undertaken can be conclud-ed successfully and according to some sources, failure rate can be as high as 84%. Unfortunately, there is no fool-proof method that helps avoiding such disasters but baring in mind the two models presented in the following article might help to increase the likelihood of ending a project fruitfully.

PM@CH 11

ICT-Projekte

glied in einer zum Thema „Risikomanagement in IT-Projekten“ durch geführten Studie meinte: „With technocrats, the only three things you can be sure of are: nothing would get finished on time, it would always cost vastly more than predicted and it would never do what it promised to do.” (International Federa-tion for Information Processing IFIP)

Es gilt also, sich bei der Realisierung eines jeden ICT-Projekts im magischen Dreieck zu bewegen und eine Balance zwischen den drei Hauptzielen zu finden. Doch garantiert dies den Erfolg eines ICT-Projekts? Sicherlich nicht und wenn, dann nur zum Teil. Deswegen wird nachfolgend noch ein weiteres Modell vorgestellt, welches über den Erfolg eines ICT-Projekts mit-bestimmen kann.

Die zehn kritischen ErfolgsfaktorenEs wird davon ausgegangen, dass die erfolgreiche Realisierung eines Projekts nicht nur von der Einhaltung der drei Hauptz-iele des magischen Dreiecks abhängt, sondern zusätzlich von zehn kritischen Erfolgsfaktoren massgeblich beeinflusst wird.3 Es handelt sich bei diesem 10-Faktorenmodell um drei strategische und sieben taktische Faktoren, wobei Erstere der Planungsphase zugeordnet werden können, während Letztere der Ausführungsphase angehören (siehe Abbildung 2). Konkret handelt es sich um die in der folgenden Abbildung dargestell-ten Faktoren:

Abbildung 2 : Die 10 kritischen Erfolgsfaktoren

Wie die drei Ziele des magischen Dreiecks, stehen auch die zehn Erfolgsfaktoren in gegenseitiger Abhängigkeit und erfol-gen sequentiell, wobei verschiedene Faktoren auch gleichzei-tig und während der gesamten Projektdauer erfolgen können.

Erfolgsvoraussicht von ICT-ProjektenKann also durch den Einbezug dieser 10 kritischer Erfolgs-faktoren sowie die Beachtung des magischen Dreiecks den Erfolg eines ICT-Projekts sichergestellt bzw. vorausgesehen werden? Die Antwort auf diese Frage lautet leider nein. Doch stellen die beiden Modelle zwei wichtige Unterstützungsmög-lichkeiten dar. Denn gerade ICT-Projekte, welche immer wieder

als besonders komplexe Projekte bezeichnet werden, da sie neben der mit sich bringen, sind auf solche Modelle im Sinne von Begleitinstrumente angewiesen.4

Die hohe Komplexität eines ICT-Projekts legt es dabei nahe, der Ecke „Qualität (Leistung)“ des magischen Dreiecks beson-dere Aufmerksamkeit zu schenken. Gleiches gilt für die beiden kritischen Erfolgsfaktoren Zeitplan sowie Kundenakzeptanz. Der Zeitplan, welcher Teil der strategischen Faktoren ist, klärt über alle notwendigen Schritte zur Realisierung des Projekts auf und enthält zusätzlich alle benötigten Ressourcen (Inves-titionen, Personen etc.). Wie bereits im magischen Dreieck erwähnt, scheint die Einhaltung der zeitlichen Vorgaben bei ICT-Projekten besonders schwer und ist demnach oft verant-wortlich für das Scheitern eines solchen Projekts. Ein weiterer Punkt dabei ist die Kundenakzeptanz, welche oft über den endgültigen Projekterfolg oder –misserfolg entscheidet. Ein Projekt kann alle Hauptziele und jeden kritischen Erfolgsfaktor erfüllen, doch so lange der Kunde bzw. der Endnutzer das Pro-jekt nicht will, ist es wertlos und gilt demnach als gescheitert.

Der Erfolg eines Projekts hängt im Endeffekt von einer Viel-zahl von Faktoren ab, welche von Projekt zu Projekt variieren können und oft nur bedingt voraussehbar sind. Es ist jedoch unabdingbar, die Kosten, die Zeit wie auch Qualität eines ICT-Projekts im Griff zu haben. Genau so ist es empfehlenswert, sich bereits in der Planungsphase über die zehn kritischen Er-folgsfaktoren, wie auch deren Relevanz und Einfluss auf das eigene ICT-Projekt, Gedanken zu machen. Man ist sich so nicht nur über mögliche Probleme und Engpässe im Voraus im Klaren, sondern behält auch während des Projekts potentielle Gefahrenquellen im Überblick und erhöht so die Wahrschein-lichkeit, das Projekt erfolgreich zu realisieren. @

1 Kann auch mit Scope (Anwendungsbereich bzw. Abgrenzung) beschrie-

ben werden.

2 A Balanced Scorecard Approach to Project Management Leadership,

James Norrie, Ryerson University, Toronto, Canada, Derek H.T. Walker,

RMIT University, Melbourne, Australia (2004)

3 Critical Success Factors in Effective Project Implementation, Jeffrey K.

Pinto, University of Cincinnati and Dennis P. Slevin, University of Pitts-

burgh

4 Conference of Organizational Communication and Information Systems,

Proceedings Academy of Management (2004)

get thepowerof project management

www.tenstep.ch +41 (56) 402 02 56

Projektmanagement - PMOMethodologie - Training - Beratung

PM@CH 13

Leadership

Nothing stays the same: Leadership techniques to empower people during change initiatives

Jonathan GilbertPMP, Executive Director of Client Solutions for ESI International

Every organisation is affected by change, especially dur-ing times of economic volatility. However, project managers tasked with leading change initiatives are all too aware of the alarming failure rates that can occur. The critical missing piece is largely the failure to take into account how change affects an organisation’s people. According to a study by PriceWa-terhouseCoopers, research shows that nearly 75 percent of all organisational change programmes fail because they don’t create the necessary groundswell of support among employ-ees. When organisational leadership employs a three-phase Organisational Change Management Life Cycle methodology and techniques to address the stages of change, change man-agement initiatives stand a much greater chance for success.

Before examining the Organisational Change Management Life Cycle, it’s important to consider the three organisational ele-ments that both drive and are affected by change:

• Processes - Business processes, including maps, policiesand procedures, and business rules, which are redesigned or realigned for new customers,

• orprovideimprovedservicetoexistingcustomers.• Technology-Drivenbyprocess,technologyensuresgreater

organisational efficiency in implementing change.• People-Thoseresponsiblefordevelopingandimplement-

ing new processes, and specifying and using new technol-ogy.

These elements are closely linked to the three stages of the Change Management Life Cycle: identify the change, engage the people, and implement the change. From the outset of any change management initiative, people must recognise and buy into the need for change. Leaders must recognise that an or-ganisation cannot successfully adopt change unless its people understand and support the reasons for creating the change.

The Change Management Life Cycle

Phase I: Identify the ChangeWhile it may seem obvious, clearly articulating the proposed change in common, consistent language is the fundamental first step for any change initiative. Leaders need to identify and communicate the need for change so that it is understood and

supported by people at all organisational levels. Project lead-ers should also be aware that there are intellectual, psycho-logical and neurological responses that people have regarding change that can be addressed with the following recommend-ed techniques:

Get People’s Attention – Change distracts and disturbs hu-man beings, so directing their attention in a positive way will help them focus on the proposed change. Introducing the ini-tiative in a setting away from people’s daily routines, off-site if possible, will create a shared sense of urgency and ownership in the change.

Align Their Disturbances – A disturbance is a neurological term for the conflict or gap between a person’s current mental map of thinking and the mental map required to operate in a changed state. To align disturbances means to create agree-ment among the individuals in an organisation so they have a common gap between their current way of thinking and the mental state needed to adopt the change. This will enable them to agree on the direction and organisational response needed for change.

An important technique leaders should use to align distur-bances is to create a compelling vision of the future state and continually communicate it. The vision should take into con-sideration the change need at every organisational level, so that the day-to-day work experience of the staff is described along with high-level change goals. Additional people-related issues leaders should be aware of and address when identify-ing change opportunities include

• Potentialfrustrationinperformingnewtasks• Clearlydefinedjobresponsibilities• Job descriptions and metrics appropriate to the new pro-

cess• Understandingoftheend-to-endprocess• Organisational culture dynamics that may prevent people

from adapting to the changed state.

Phase 2: Engage the PeopleThe next step in the change management life cycle is to en-gage people in the planning of the organisation’s response to

14 PM@CH

Leadership

the change. This concept is the antithesis of a top-down rollout strategy in which a change initiative is delivered to the people expected to implement and adopt the change. Giving them the opportunity for intellectual, emotional and psychological reac-tion to the proposed change enables them to become accus-tomed to the idea of change and begin thinking in ways that can identify potential trouble spots and contribute to process improvement. It is critical to their personal stake in the pro-posed change.

A technique project leaders can use to facilitate people’s adop-tion of a change is to conduct organisation-wide workshops on appropriate change response. These sessions enable people to participate in the dialogue about how a deliverable should be used in the organisation, and contribute to the emergence of an aligned approach for managing and adapting to the change. Aligning reactions and encouraging involvement in the change response typically moves people’s behaviour to addressing the problem and creating a direction to facilitate change.

The implementation strategy for change response can then be developed at a high level. The people executing the strategy, as well as those who will be impacted by it, should be included in the strategy development. The strategy needs to be ac-knowledged by all involved as a flexible plan so that changes can be made once implementation is begun.

Phase 3: Implement the ChangeDuring the final Implementation phase, change strategies de-veloped in the Identify and Engage phases are translated into actions for achieving the proposed future organisational state. If the first two stages were effectively addressed, people will be well prepared to participate in the development and implemen-tation of new processes and technology, and the implemen-tation should essentially be a monitoring activity for leaders. However, most organisations spend the majority of their time in the implementation phase and don’t adequately address their people’s role in change. In such instances, successful change adoption rarely occurs.

Prototyping is a critical technique to get the change underway incrementally without waiting for a highly detailed, master plan which can potentially stall the change initiative, while allowing flexibility to respond to changing conditions. Prototyping takes into account people’s thinking and activities as new processes and technology are deployed. Since their thoughts and actions are used in developing the change response, it further increas-es people’s ownership in the change initiative.

Techniques leaders should use during implementation include reiterating the change mission through ongoing communica-tions. E-mails, project milestone commemorations, conversa-tions and other channels should be used to remind people why they are expending their hard work on implementing a change.Organisational leaders should address people-related issues that arise by asking themselves the following questions:

• Doestheindividualhavetheabilityordesiretoworkinthenew environment?

• Areadditionalskillsetsneededtotransitiontothenewjob?• Arechangestojobdescriptionsneeded?• Arejobgradesorpayimpactedbythischange?• Doesthechangeimpactshort-termproductivityandisad-

ditional support needed to ensure business success?

Lastly, leaders should focus on people’s performance and sat-isfaction by questioning the following areas:

• Arechange-orientedtasksbeingaccomplishedasplanned?• Areenergyandenthusiasmpresent?• Doesalignmentstillexistamongthepeople?

People FirstThe urgency of circumstances that precipitate change results frequently in the introduction of new processes and technol-ogy which are doomed to failure without the input and buy in of an organisation’s people. Leadership that recognises the importance of making change a personal commitment for all its people, not just executives and stakeholders, will be more successful at implementing change. Using the Change Man-agement Life Cycle methodology’s three phases of Identify, Engage and Implement and related techniques provides or-ganisations with a framework for creating a receptive environ-ment for positive, lasting change.

About the AuthorJonathan Gilbert, PMP, Executive Director of Client Solutions for ESI International, has more than 30 years of experience as entrepreneur, educator, chief executive officer, construction manager, management consultant, project manager and en-gineer. He earned his B.S. in Civil Engineering from the Uni-versity of Maryland at College Park, concentrating in project/construction management and environmental engineering. For more information, visit www.esi-intl.co.uk @

This article was first published in Material Handling Wholesaler.©ESI International 2009. Reprinted with permission.

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