good practices for instilling project management...

1

GOOD PRACTICES FOR INSTILLING

PROJECT MANAGEMENT CULTURE IN

JABATAN KERJA RAYA (JKR)

Supervised by : DR. MOHAMAD SYAZLI FATHI

By : MOHD NAZMI MOHAMED

Contents

1.0 Abstract

2.0 Introduction

3.0 Problem Statement

4.0 Objectives

5.0 Literature

6.0 Scope of Study

7.0 Research Methodology

8.0 Result and Discussion

9.0 Conclusion and Recommendations

10.0 Limitation and Suggestion for Future Study

References

2

1.0 Abstract

• The objectives this study are to identify the current adoption, desire

and good practices elements for instilling project management culture

in JKR in order to improve project management performance

• From findings, currently JKR have adopted project management

culture but have some lacking in people which is human attitudes and

behaviour pattern (individual value and belief)

• The desire elements for project management culture need to improve

by adoption and benchmarking to others (process), increase knowledge

and skills (people), good governance and strengthening matrix

organisation (methodology) and internal - policies and top management

involvement and external – political influences and government

policies (Environment).

• Good practices elements need to instill for human attitudes and

behaviour pattern in JKR people in order improve PM performance

3

2.0 Introduction

• PM important to JKR – manage most government project &

JKR Strategic Framework

• Successful PM defined when achieved project objectives –

within the time, cost, at desired performance, utilising

the resources and accepted by customer (Kerzner, 2009)

• Project culture important to project success. One of main

reasons for project failure is organisation cultures in

which projects have to be delivered is not supportive of

projects (Plessis & Hoole, 2006)

• The elements of PM Culture are Process (How), People

(Who & Whom), Methodology (What) and Environment

(Where) (Plessis & Hoole, 2006)

4

2.0 Problem Statement

• Project managed by JKR was plagued by EOT, quality non-

conformance, cost overrun, environmental pollution &

degradation, safety & health hazards, incident of

structure failure and poor sustainability (Buyu, 2009)

• Weak management skills on JKR is main reason for new

stadium in Terengganu and several public structures

collapse (Rahman, 2010)

• JKR only completed 78/132 projects on MP 10 (59%

behind schedule) (Yaakob, 2013)

• JKR projects (audit perspective) – increase the cost, not

meet specification, selection not perform contractor, poor

site supervision, monitoring & human errors (Buang,

2013) 5

2.0 Problem Statement (Cont’d)

6

3.0 Objectives

• To identify the current adoption of project

management culture in JKR

• To identify the desire project management

culture in JKR

• To establish good practices elements for instilling

project management culture in JKR to improve

project management performance

7

4.0 Literature Review

4.1 Project Management (PM)

• PM successful when achieving the project objectives (Kerzner, 2009)

• The ultimate of PM is having a satisfied customer (Gido and Clements,

2012)

• PM nature requires the development of constructive human relations

(Harrison and Lock, 2004)

• PM are the modus operandi for implementing strategy (Larson and Gray,

2011)

4.2 Project Management in JKR

• JKR exist since 1872 as the technical advisor to the government,

implement of a development project and maintain infrastructure assets

• In 2006, JKR was set up and establish PROKOM and implement PMCP to

position JKR for implement and manage infrastructure projects.

8

4.0 Literature Review (Cont’d)

4.3 Project Success Factor

• Project failure was attributed by not having an adequate statement of

work, a work breakdown structure or a schedule (Kleim and Ludin, 1998)

• Project reviews, best practices and lesson learned can be sources for

improve project management practice (Wysocki, 2004)

4.4 Organisation Culture

• (Pinto, 2010): Organisation culture can affect PM (1) how department

interact in pursuit project goals, (2) influences level of employee

commitment (3) influence project planning process, (4) how managers

evaluate performance project teams & view project’s outcomes

• (Alvesson, 2002): Organisational culture can effect on performance that

directly correlated with the (1) level of profits in a company, (2)

creation of a strong corporate culture, (3) contribute to efficiency, (4)

key to good performance.

9


4.5 Project Management Culture

• A set of work related values & benefit shared by PM professionals (Wang,

2001)

• PM culture as a system of attitudes & behavior patterns (Hobbs & Menard

(1993)

• PM culture as the corporate culture for PM (Kerzner, 2009)

• PM culture is the culture of PM profession or the project team (Plessis &

Hoole, 2006)

• PM culture come from a set of values that form linkages among 4

dimension of project success – (1) project manager competencies,

(2) performance measurement system, (3) business process , (4) project

organisation structure (Kendra & Taplin, 2004)

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4.6 Project Management Culture Dimension

• Adapted from framework by Plessis & Hoole (2006)

(1) Project process or approach (HOW), (2) People in the project – the

project team and stakeholder (WHO), (3) Project management methodology –

structure and system (WHAT), (4) Project environment – internal &

external (WHERE)

4.7 Instilling Project Management Culture

• Cleland (2007) suggest to strengthen project team

• Kleim & Ludin (1998) suggest for introducing project management culture

• Alvesson (2002) suggest new recruitment, new forms of training program,

performance appraisal, promotion of people and good leadership

• Schein (2004) suggest creating a common language and conceptual

categories for helping instilling culture to the people in organisation

11

5.0 Scope of study

• Focus on the project management culture in JKR as

government organisation

• The focus area is for the people, process, methodology

and environment as adapted from the previous study by

Plessis and Hoole (2006)

12

6.0 Research Methodology

13

Research Methodology (Cont’d)

14

START

PREPARATION 1

REPORT WRITING

PRESENTATION TO

PANELS

DESIGN OF

QUESTIONNAIRE

COLLECTION OF

DATA & INTERVIEW

DATA ANALYSIS

RECCOMMENDATION &

FINAL REPORT

FINISH

PHASE 1

PHASE 2

PHASE 3

7.0 Results and Discussion

15

BRANCH ROLE SECTOR GRADE

Total JUSA J54 J52 J48 J44 J41

CJ

HOPT BUSINESS

0 0 0 2 9 6 17

CKBA 0 1 1 6 6 3 17

CKK 0 1 2 5 2 2 12

CKS 0 2 2 2 2 11 19

CPPT 0 0 0 2 5 3 10

CPUM 0 2 0 4 2 13 21

CA

HODT SPECIALIST

0 0 1 0 0 3 4

CKASJ 0 0 2 2 4 6 14

CKJG 0 0 1 1 2 4 8

CKE 0 0 1 1 2 5 9

CKM 0 0 0 3 1 2 6

CKUB 0 3 3 1 3 16 26

CERUN HOPT

MANAGEMENT

0 0 0 1 0 1 2

PROKOM MANAGEMENT 2 3 1 3 1 2 12

SENGGARA HOPT 0 0 0 0 2 4 6

Total 2 12 14 33 41 81 183

16

Specialisation Frequency Percent (%)

Architect 22 12.0

Civil 80 43.7

Electrical 15 8.2

Mechanical 19 10.4

Quantity Surveyor 47 25.7

Total 183 100.0

7.0 Results and Discussion (Cont’d)

Grade

Working Experience in JKR

Total 0 - 5 years 6- 10 years

11 - 15

years

16 - 20

years

21 - 25

years

26 - 30

years

31 - 35

years

36 - 40

years

JUSA 0 0 0 0 0 0 1 1 2

J54 0 0 0 1 0 7 4 0 12

J52 2 1 0 4 3 4 0 0 14

J48 0 20 7 5 0 1 0 0 33

J44 2 35 3 0 0 1 0 0 41

J41 68 12 1 0 0 0 0 0 81

Frequency 72 68 11 10 3 13 5 1 183

Percentage (%) 39.34 37.16 6.01 5.46 1.64 7.10 2.73 0.55 100

Finding: Current PM Culture

• PM Culture exist in JKR

• Elements not adopted related to human attitudes

and behaviour pattern (individual value and

beliefs)

• Results from survey, interview and previous

study show the similarity characteristics

17

Framework Question Current (Mean)

(A)

Average

(C)

Desire (Mean)

(B)

Individual

Gap

(A - B)

Average

(D)

Gap

(C - D) Ranking

PROJECT PROCESS

OR APPROACH A1 3.77

3.63

4.37 -0.60

4.36 -0.73 4

A2 3.66 4.33 -0.67

A3 3.36 4.37 -1.01

A4 3.64 4.35 -0.71

A5 3.66 4.30 -0.64

A6 3.66 4.43 -0.77 PEOPLE A7a 3.34

3.43

4.28 -0.94

4.32 -0.89 1

A7b 3.25 4.28 -1.03

A7c 3.38 4.33 -0.95

A7d 3.21 4.23 -1.02

A7e 3.54 4.37 -0.83

A8 3.60 4.43 -0.83

A9 3.58 4.38 -0.80

A10 3.50 4.31 -0.81

A11 3.55 4.33 -0.78

A12a 3.57 4.38 -0.81

A12b 3.27 4.27 -1.00

A12c 3.33 4.28 -0.95 PROJECT

MANAGEMENT

METHODOLOGY -

STRUCTURE &

SYSTEM

A13 3.70

3.50

4.39 -0.69

4.33 -0.83 2

A14 3.51 4.31 -0.80

A15 3.46 4.28 -0.82

A16 3.53 4.38 -0.85

A17 3.60 4.36 -0.76

A18 3.44 4.28 -0.84

A19 3.29 4.30 -1.01

A20 3.44 4.32 -0.88

A21 3.49 4.31 -0.82

A22 3.51 4.33 -0.82 PROJECT

ENVIRONMENT A23 3.44

3.53

4.26 -0.82

4.31 -0.78 3

A24 3.50 4.34 -0.84

A25 3.64 4.35 -0.71

A26 3.66 4.33 -0.67

A27 3.44 4.28 -0.84

A28 3.51 4.31 -0.80

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Elements Sub-element (Question)

Current

(Mean)

(A)

Average

(C)

Desire

(Mean)

(B)

Individual

Gap

(A - B)

Average

(D)

Gap

(C - D) Ranking

PROJECT

PROCESS OR

APPROACH

a) Have an integrated

process and systematic 3.77

3.63

4.37 -0.60

4.36 -0.73 4

a) Follow project life cycle

3.66 4.33 -0.67

a) Disciplined and

controlled within time,

quality and cost 3.36 4.37 -1.01

a) Customer oriented

delivery 3.64 4.35 -0.71

a) Result oriented for

achievement and

outcomes 3.66 4.30 -0.64

a) Continuous

improvement and

learning 3.66 4.43 -0.77

19

Elements Sub-element (Question)

Current

(Mean)

(A)

Average

(C)

Desire

(Mean)

(B)

Individual

Gap

(A - B)

Average

(D)

Gap

(C - D) Ranking

PEOPLE

a) Mindset

3.43 4.32 -0.89 1

(i) Result and risk oriented 3.34 4.28 -0.94

(i) Disciplined and flexible

paradigm 3.25 4.28 -1.03

(i) Team-player 3.38 4.33 -0.95

(i) Change readiness 3.21 4.23 -1.02

(i) Learning for continuous

improvement 3.54 4.37 -0.83

a) Competent 3.60 4.43 -0.83

a) Committed and ethical 3.58 4.38 -0.80

a) Interdependence 3.50 4.31 -0.81

a) Trusting and trustworthy 3.55 4.33 -0.78

a) Interpersonal relations

(i) Open communication 3.57 4.38 -0.81

(i) Conflict management 3.27 4.27 -1.00

(i) Emotional intelligence 3.33 4.28 -0.95 20

Elements Sub-element

(Question)

Current

(Mean)

(A)

Average

(C)

Desire

(Mean) (B)

Individual

Gap

(A - B)

Average

(D)

Gap

(C - D) Ranking

PROJECT

MANAGEMENT

METHODOLOGY -

STRUCTURE AND

SYSTEM

a) Clear project plan 3.70

3.50

4.39 -0.69

4.33 -0.83 2

a) Establish

communication

plan

3.51 4.31 -0.80

a) Work Breakdown

Structure (WBS)

utilization

3.46 4.28 -0.82

a) Clear roles and

responsibilities 3.53 4.38 -0.85

a) Team

approach/networkin

g, rather than

individuals

3.60 4.36 -0.76

a) Encouragement for

risk management 3.44 4.28 -0.84

a) Flexible structure to

optimise resources 3.29 4.30 -1.01

a) Follow

specification,

deadlines and

milestones

3.44 4.32 -0.88

a) Have measurement

and should be

control

3.49 4.31 -0.82

a) Learning

interventions and

processes of

continuous

improvement

3.51 4.33 -0.82

21

Elements Sub-element

(Question)

Current

(Mean)

(A)

Average

(C)

Desire

(Mean)

(B)

Individual

Gap

(A - B)

Average

(D)

Gap

(C - D) Ranking

PROJECT

ENVIRONMENT

a) Based on

strategic

emphasis 3.44

3.53

4.26 -0.82

4.31 -0.78 3

a) Upper

management

commitment,

active

participation and

support

3.50 4.34 -0.84

a) Project planning

support 3.64 4.35 -0.71

a) Customer/end-

user input 3.66 4.33 -0.67

a) Project execution

support with

necessary

resources

3.44 4.28 -0.84

a) Organisational

support with

proper practices

and systems 3.51 4.31 -0.80

22

Perception on study by Hashim Buyu (2009)

Item Characteristic Agree & Strongly

Agree (%)

a Lack of common, department-wide and project management practice 52.4

b Lack of understanding of formal project management process, its

purpose and its benefit

53.6

c Uneven application of project management tasks to department

projects

51.3

d Project management is not seen as an essential component for all

projects

41.0

e Project management activities are conducted as an afterthought 36.6

f Project management is not explicitly integrated with strategic planning 41.5

g Unavailability of a common repository for project management

documents

39.9

h Perception of formal project management as being too detailed,

complex and time consuming

54.1

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Finding : Desire PM Culture

• Process or approach

- Improve the current process & approach by adoption and benchmarking

to other process, approach and projects

• People

- Increase skills in PM, individual skills & knowledge management

• Methodology – structure & system

- Governance of projects, strengthening back matrix organisation to

proper practices & hybrid matrix for better structure

• Environment

- Internal – department policies, top management commitment, logistics

- External – political influences & government policies, consultant

competency

25

DESIRE PROJECT MANAGEMENT CULTURE

Item Framework Elements (Plessis and Hoole) Elements Desire by JKR

a Project

process or

Approach

Process elements :

Integrated process and systemic

Follow project life cycle

Disciplined and controlled

Customer oriented delivery

Continuous improvement and learning

Process elements :

Updated and user friendly process

Based on lean process approach

Emphasis on PMBoK process – project phases, cycle,

process and sub-process

Benchmarking to other successful project

b People in the

project

People elements :

Mindset

- Result and risk oriented

- Disciplined and flexible paradigm

- Team-player for team effort

- Change readiness

- Learning

Competent

Committed and Ethical

Interdependence

Trusting and trustworthy

Interpersonal relations

- Open communication and share

information

- Proper conflict management

- Emotional intelligence

People elements :

Mindset

- Desire to change

- Good leadership

Competency

- Training and coaching – on job training

- Project management competency

Interpersonal relationship

- Conflict management

- Common understanding

Individual skill - fast decision making

Knowledge & skill

- Knowledgeable and skillful in project management

- Continuous learning

- Skill and knowledgeable to use IT software

(Microsoft Project)

- Risk management

- Stakeholder management (internal & external)

Knowledge Sharing

Individual reward for performance

26

c Project

Management

Methodology –

System &

Structure

Structure and System elements :

Clear Project plan

Communication plan

Weak breakdown structure (WBS)

Clear roles and responsibilities

Team approach/networking

Risk management

Flexible structure

Specification, Deadlines, Milestones

Measurement and Control

Learning

Structure and System elements :

Structure

- Proper establishment of PMO

- Regional project team (for flexibility of

human resources)

- Follow the proper matrix organisation

- Using hybrid matrix organisation

- Clear roles and responsibilities

System

- Proper project tracking

- Project management plan

- Implement risk management

- Performance measurement

d Project

environment

Environmental elements :

Strategic emphasis

Upper management support

Project planning support

Customer/end-user input

Project execution support

Organisational support

Environmental elements :

Internal

- Policies

- Knowledgeable top management

- Achievable vision & mission

- Procurement methodology

- Logistic facilities

- Office facilities

External

- Clear input from clients

- Knowledgeable consultants

- Political influence

- Government policies 27

Conclusion and Recommendation

Objective 1

• PM Culture exist and adopted majority of PM

Culture elements that it should have

• In term of practices, still not fully establish, not a

wide spread, not organised, not standardise

(individual) and still not organisation wide

28

Objective 2

• Process - Desire PM Culture look into improvement for existing

process by adopting and benchmarking of other process, approach and

projects that had been established

• People - Increase skills in project management, individual skills and

knowledge management (sharing & documenting)

• Methodology - Good governance of project by establishes Project

Management Office (PMO) and strengthening the current matrix

organisation

• Environment - Internal - department policies and commitment by top management

- External - political influences and government policies

29

Conclusion and Recommendation (Cont’d)

Objective 3

• Need for good practices to instill PM culture in

human attitudes and behaviour patterns

(individual value and belief) of people

30


Current Culture

not Adopted Good Practices Elements Desire Culture

a) Mindset – Result

and Risk Oriented

a) Result oriented

Individual

- Set KPI and penalty if not achieve without strong justification

- Rewarded if have achievement over the target

Management

- Closely monitor

- Provide all the necessary project requirement (resources, logistics)

b) Risk oriented

Individual

- Increase knowledge through seminar, workshop, courses, training to all staffs

regardless of positions

- Make a common and start implementation during early of project stage

Management

- To involve all projects for risk management and practices

- Make a compulsory as agenda in project meetings

- Appoint risk manager in each department

Mindset – Result and

Risk Oriented

b) Mindset –

Disciplined and

flexible paradigm

Individual

- Cultivate skills for critical thinking and analytical thinking

- Focus on the project goals rather than other agendas

- Realised on the environment changes

Management

- Revised the outdated procedures

Mindset – Disciplined

and flexible paradigm

31


32


c) Mindset – Team

Player

Individual

- Keep team members regularly updated project info through e-mail or social media

- Promote sharing ideas, problems, opportunities and interests

- Reduces formality in dealing with team members

Management

- Allocation for team building and induction

- Encouragement for team spirit rather than individual especially on recognitions

Mindset –

Team Player

d) Mindset – Change

Readiness

Individual

- Equipped with all the required skills and competency especially on technologies

Management

- To have a proper system for monitor and assess the changes

- To provide all the necessary infrastructure for the implementation of changes

Mindset –

Change

Readiness

e) Interpersonal

relations – Proper

Conflict

Management

Individual

- Should identify to proper channel for addressing conflict in project team

- To have conflict tolerance

- To have good soft skill

Management

- Establish proper conflict management

Interpersonal

relations –

Proper Conflict

Management

f) Interpersonal

relations –

Emotional

intelligence

Individual

- Cultivate spiritual aspects

- Acquire emotional management

Management

- Taking psychological criteria in selecting team members

- To have a counselor in department for reference

Interpersonal

relations –

Emotional

intelligence


• Contribution of Study

- This study will be contributing important

information especially for the dedicated team

towards project management development in

JKR

- The team may plan and proposed appropriate

allocation and programs to establish good

practices in order to improve project

management performance

- Therefore, the implementation of project

management will not plagued by the issues any

more

33

10.0 Limitation and Suggestion

for Future Study

• Limitation - The study was conducted at JKR Head Quarters since the

time and cost constraint

- Most of respondents in survey are in J41 and J44 Grade

(junior officers) which is do not have sufficient experience

in JKR

- The number of respondents that interest and commit to

participate in the study were considered low and may not

represent the department as whole

- Using 5 points Likert scale may bias as there is possibility

that respondents may agree with the statement in order to

‘please’ researcher

34

10.0 Limitation and Suggestion

for Future Study (Cont’d)

• Suggestion for Future Study - The study should look details into others framework of

PM culture (process, methodology and environment)

- The study should be extended to other Government

organisation and private sectors in order to compare the

adoption and desire PM culture

- After implementing instilling project management culture

for several years, the current Project Management

Maturity level in JKR is suggested to measured whether

there is any increment for the current PMM level

(Level 2)

35

“You know you have a project management

culture in place when everyone respects an

hour of time and a dollar spent on a project,

they are tracking it and you can manage

change”

Bob Wyatt (2000)

36

THANK YOU

37

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