BPP Coursework Cover Sheet

Please use the table below as your cover sheet for the 1st page of the submission. The sheet should be before the cover/title page of your submission.

Module name | Advanced Project Management CW2 (S)

Student Reference Number (SRN) |

Assessment Title |

Declaration of Original Work:

I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is my original work, researched, undertaken, completed and submitted in accordance with the requirements of BPP School of Business and Technology.

The word count, excluding contents table, bibliography and appendices, is 5744 words.

By submitting this coursework, you agree to all rules and regulations of BPP regarding assessments and awards for programmes. Please note, submission is your declaration you are fit to sit.

BPP University reserves the right to use all submitted work for educational purposes and may request that work be published for a wider audience.

BPP School of Business

Page | 1

BPP

UNIVERSITY

SCHOOL OF BUSINESS

AND TECHNOLOGY

MSc Management with

Project Management

Advanced Project Management

Summative Assessment Brief

CW2 (S)

Page | 2

Table of Contents

1. Project Selection and Portfolio Management..........................................................3

1.1 Strategic Direction...................................................................................................3

1.2 Expectation and Justification...................................................................................3

1.3 Screening Module..........................................................................................................4

1.3.1 Screening Process: AHP Method............................................................................4

1.4 Recommendations.........................................................................................................4

2. The Organizational Context....................................................................................5

2.1 TOWS Analysis............................................................................................................5

2.2 Recommendation for Best Organizational Structure..........................................7

2.2.1 Network Structure.................................................................................................7

3. Project Governance.........................................................................................................9

3.1 Comparison: P3M3 vs. Stage-Gate.................................................................9

3.2 Recommendations of the Best Approach.................................................................10

4. Leadership.......................................................................................................................12

4.1 Role and Importance................................................................................................12

4.2 Recommendation for Project Leader..................................................................14

5. Advanced Planning and Scheduling............................................................................15

5.1 Comparison between Waterfall Model and PRINCE2............................................16

5.2 Selection and Justification.........................................................................................17

6. Managing and Leading Change...................................................................................19

6.1 Advice for change management...............................................................................19

6.2 Application of Lewin’s Model in Lean Management............................................19

7. Conclusion........................................................................................................................20

Page | 3

1. Project Selection and Portfolio Management

1.1 Strategic Direction

The Hilti Group’s strategic direction concerning transitioning from SAP to Salesforce is a crucial part of its digital transformation agenda. Specifically, it addresses the need to develop the company’s operational efficiency and customer contact in the operation in various global national contexts. The switch to an improved CRM system in the form of Salesforce after 20 years of utilizing SAP looks toward actively leveraging modern technologies to keep a competitive edge in the construction industry. (Corporation, 2021)

There are several drivers behind this strategic direction. First, there is a need for more agile and rapidly scalable IT solutions that can adjust quickly to variable market demands and customer expectations. (Corporation, 2021)The cloud-based interface of Salesforce offers this opportunity, which is particularly necessary in the cases of Hilti’s operations in 23 countries and involving over 20,000 workers.

Second, the integration possibilities of the platform are attractive to Hilti given its inclination to use diverse modern technologies – the alignment opportunities created by Salesforce will facilitate the smoother flow of data and more enhanced capability of data analysis. Additionally, the CRM integration potential of Salesforce is motivating the strategic decision. Through deploying Salesforce, Hilti looks forward to a much more integrated and fully shared approach to customer data, leading to substantially improved customer servicing, hyper-personalized promotional approaches and, consequently, improved sales efficiency.

1.2 Expectation and Justification

The multifaceted expectations from the transition to Salesforce are diverse. Primarily, Hilti expects significant improvements in data accessibility and customer interactions with the new CRM. Further, Hilti expects customer satisfaction, perhaps even customer loyalty from the new CRM vendor. For centuries, loyal and satisfied customers have always been excellent competitive factors in the construction industry. (Corporation, 2021)

Second, the new CRM is expected to lower the operational costs associated with the CRM system while increasing efficiency. Efficiency is one of the pillars of best performance in the company, leading to the expected enhanced performance. The justification of choosing Salesforce as the new system over other systems, specifically continuing with SAP, rotates on certain benefits that one system holds over the other systems. One of the premises is the cloud-base nature of the new system. The cloud-based system is scalable and easily accessible by all functional groups, hence applicable in all departments in different countries and time zones. (Corporation, 2021)

Page | 4

1.3 Screening Module

1.3.1 Screening Process: AHP Method

The analytic hierarchy process should be employed to screen and select the CRM system transition project. (leverup.io, 2022.)AHP is a framework for organising complex decision confidence by dividing them into a hierarchical set of easier decisions. The steps involved in the process include:

1. Goal definition: The primary goal is to choose the appropriate CRM system based on Hilti strategic goals?

2. Criteria identification: The most vital decision-making need which includes the cost of the system, ability to integrate on other platforms, ease of use, and the system's ability to grow should be Determine.

3. Hierarchy construction: On top of the main goal, put down the criteria, and below the alternatives systems for example SAP, Salesforce, etc ..

4. Pairwork comparisons: All element and the criteria and alternatives pairwise compared with the relative of scales respondent’s importance facilitating among-nine scale preference articulation among choice .

5. Priority calculation: The priorities of the criteria and priorities are established from the pairwork comparative.

6. Judgment consistency: The indicator of judgment consistency should ascertain the assumption that measure the reliable optimal resultant.

7. Synthesis of outcomes: Make the final Informative decision by leveraging from the combination of priorities following the hierarchical structure select the best CRM system.

1.4 Recommendations

It is highly confident to encourage Hilti Group to implement AHP for project selection. This decision-making tool will help Hilti in evaluating projects and then prioritizing them with a detailed evaluation of several criteria, and Hilti can prioritize projects according to other criteria . (Corporation, 2023)

Moreover, it will help Hilti to quantify the preferences with numerical data for different alternatives to keep its strategic drift while actively optimizing the resources. To implement AHP effectively, Hilti should develop a specialized team within its Project Management Office that has complete mastery over AHP methodologies and essential tools to conduct in-depth paired comparisons and regular consistency checks . (Corporation, 2023)This will help Hilti in exhibiting AHP as a process that can be replicated throughout the organization.

Furthermore, due to the large size of the Salesforce implementation, it is recommended to carry it as a program rather than project-based approaches. This will help keep all projects connected with salesforce, such as migration of data, integration with the system or staff training on achieving the

Page | 5

result; thus, all projects should focus on boosting the objective of digitalization. (Corporation, 2023)

2. The Organizational Context

2.1 TOWS Analysis

The TOWS matrix is another strategic management instrument utilized by organizations such as the Hilti Group to conduct an in-depth analysis of internal strengths and weaknesses and external opportunities and threats. This analysis will be fundamental in developing alignment of the Salesforce migration project with Hilti’s strategic objectives, enabling the use of company strengths against its weaknesses and threats. (GlobalData Plc, 2023)

Table: TOWS Analysis for Hilti Group's Salesforce Migration

Internal Strengths (S) Internal Weaknesses (W)

Hilti operates in more than 120 countries; this constitutes a strong foundation for Salesforce implementation given the global presence of the GIC and Hilti . (GlobalData Plc, 2023)

Outdated IT systems: The company used to rely on SAP systems, which are less flexible compared to modern cloud solutions. (GlobalData Plc, 2023)

Hilti is a well-established brand which may facilitate the growth of a new CRM among existing consumers. (GlobalData Plc, 2023)

Skill gaps: Implementing the project would demand substantial investment in training and adaptation since the company is now transitioning from SAP to Salesforce . (GlobalData Plc, 2023)

Due to its financial stability, the company is capable of spending on advanced technologies such as Salesforce without risking its operations. (GlobalData Plc, 2023)

Integration complexities: Id like to note potential obstacles integrated Salesforce with the company’s existing IT infrastructure and business processes.

External Opportunities (O)

External Threats (T)

An expanding CRM market: with a general trend towards CRM solutions, the firm can improve the quality of its relationships with customers and overall operations in the field.

1. Competitive pressure: It can be also upgrading of IT systems by other construction firms; it would undermine advantage of Hilti.

Page | 6

Internal Strengths (S) | Internal Weaknesses (W)

The development potential of technological advancement: Given the steady development of cloud computing and data management innovative, the firm can further improve its functionality and relationship with the clients. (GlobalData Plc, 2023)

Technological disruptions: New system could become outdated, if not constantly updated due to leap progress in this field.

Market development: The potential for the utilization of available demand through Salesforce in new geographical markets and the segment, especially in Asia.

Data security risks: There can be more threats of using cloud storage and data management. (GlobalData Plc, 2023)

Strategic Implications

• SO Strategies

SO actions aim to promote the opportunities and strengths of the studied case. This may be achieved if Hilti proceeds with the following strategies:

- Leverage its global presence and well-known brand to launch the new CRM system in all markets, ensuring a fast and successful migration.

- Use its financial ability to invest in tech advancements and enhance the experience with specific features that are well-demanded by the customers and operational needs.

• WO Strategies

WO strategies help Hilti overcome weaknesses by taking advantages of outside opportunities. Hilti would benefit if it took the following actions in this direction:

- Making sure all employees are well-equipped to use the new CRM system by providing free training courses to help close the skill gap.

- Working together with an external tech consultant together with Salesforce bring experts and make sure the integration with the new model and existing programs goes seamlessly.

• ST Strategies

ST actions identify Hilti's strengths that would allow the firm to be vulnerable to external threats. Following ST strategies might be successful:

- Using its reputation and stability in the market, quickly adapt to tech disruptions and bring Hilti's model to new standards as soon as facilities allow it.

Page | 7

► Improve the platform’s data security measures to minimize shady external interference with the firm’s transactions.

• WT Strategies

► Lastly, WT strategies suggest complementary measures to the above-described strategies, aimed at minimizing the potential threats that could steer from internal weaknesses and external threats.

► Start working on the IT improvements plan, that looks forward to a future opportunity and fewer risks of bringing too soon technologies.

► Invest in cybersecurity that would safeguard your data from external threats that come with cloud facilities.

2.2 Recommendation for Best Organizational Structure

2.2.1 Network Structure

To conclude, I highly recommend the network organizational structure for the Hilti Group to support the ongoing Salesforce implementation and wider digital transformation. Network is the ideal structure for Hilti, as it best suits its needs in terms of flexibility, scalability, and the ability to draw on a diverse range of resources and expertise facilities across disparate geographies and spanning different functions. (Derr, 2021)

The following are the advantages for Hilti Group Structure:

Enhanced flexibility and responsiveness : with this structure, it gives Hilti the opportunity to more quickly respond to shifts in the market and technology. This enables it to adopt a more fluid and process-based organizational shape that fluctuates with openings and dangers rather than with a rigid hierarchy. (Derr, 2021)

Cost efficiency: By reassigning some operations to strategic partners, network systems enable tremendous savings. Hilti Group will also align its investments with the company’s critical services, concentrating on primary tasks and outsourcing its partners’ secondary roles.

Implementation Considerations to Note:

1. Coordination and Control: However, alongside all the benefits, a network structure creates the need for sound coordination and control, for all the activities within the network to align with the company’s objectives. (Derr, 2021) Hilti will need advanced IT systems and communication tools to help coordinate its vast network.

2. Culture and Change Management: It is evident that a switch to a network structure can create significant change in organizational culture and employee perceptions, and Hilti will need to properly communicate those changes to ensure their smooth acceptance. Training and support will be crucial for working in a more connected and collaborative way.

3. Risk Management: Finally, the increased reliance on external partners and the diffusion of the control center can raise the risks of quality control and dependence of the external entities. (Derr, 2021) Hilti needs to implement a strong program of risk management and build sound relationships with the partners.

3. Project Governance

3.1 Comparison: P3M3 vs. Stage-Gate

The following table provides a detailed comparison between the P3M3 and Stage-Gate methodologies based on various aspects of project governance:

Page | 9

Aspect P3M3 Stage-Gate

Focus The Maturity Model focuses on the maturity of project, program, and portfolio management processes. (Software, 2022)These should be prevalent and used in routine operations and at all levels of an organization. Stage-gate focuses on the successful management of individual projects. Projects are managed through predefined stages and decision-based gates to determine the project’s alignment with specific strategic objectives. (Software, 2022)

Structure It is a framework for maturity improvement in managing projects, programs, and portfolios. (Software, 2022)It is a structured process that decomposes project lifecycles in phases separated by decision gates. At these gates, the executives decide whether the project should proceed to the next phase.

Benefits Increase the likelihood of project success, create standard processes and procedures, strengthen decision-making, and spur a culture of learning and improvement(Software, 2022)Makes the management of projects less risky, conducive to resource efficiency and ensuring projects align with strategic realignments. (Software, 2022)

Implementation Used for benchmarking and improving an organization’s overall project management capabilities. It is primarily designed for organizations with multiple interconnected stakeholders or departments.

Challenges The maturity model takes time to understand and implement across all levels and processes in an organization. It may also be seen as too theoretical. It may shorten creativity and innovation during project governance.

Suitability Appropriate for organizations that require overall improvements in project, program, and portfolio maturity. It is suitable for straightforward projects. For example, new-product development.

Stakeholder Involvement It encourages stakeholders’ engagement at all levels in an organization to maintain transparency and accountability. Requires stakeholders at each gate to review a project and make informed go/no-go decisions.

Risk Helps organizations identify, mitigate, It ensures all risks are mitigated or

Page | 10

Aspect P3M3 Stage-Gate

Management and manage risks through certain processes that are factored into decision-making factors considered before proceeding to the next gate..

This comparison has identified the principal differences between the tools – the focus of P3M3 on the general principle of organizational breadth and the detailed approach of Stage-Gate tools. As such, they offer several main advantages and disadvantages which can be potentially exploited by organizations with particular governance need. (Software, 2022)

3.2 Recommendations of the Best Approach

In summary, a holistic approach integrating strong project governance, agile organization structure, and strategic project management methodologies is vital for the Hilti Group’s movement from SAP to Salesforce. This approach would guarantee the successful installation of the Salesforce system across all Hilti’s facilities around the globe. This includes more than 20,000 employees working in twenty-three countries. (Arnaz-Pemberton, 2020)

Project Governance: Adopting the P3M3 Model

Hilti is recommended for P3M3 (Portfolio, Programme, and Project Management Maturity Model) because it is detailed and assesses and strengthens project management maturity across three levels. This way, the model can help Hilti benchmark their performance against praise and pinpoint areas that need improvement. (Arnaz-Pemberton, 2020)

Advantages:

1. Strategic Alignment: One of the main goals is ensuring that P3M3 project management is aligned with Hilti’s strategic goals. It means that all activities performed by any project team should help the company to complete its primary goals related to the digital transformation process, and P3M3 provides mechanisms for that.

2. Continuous improvement: thanks to the availability of mature levels and model components, it possesses motivational properties; allowing to motivate the launch of a continuous process for the evolution of project management.

Implementation Steps:

1. Assessment: In any case, before starting to implement any kind of project management process, it is necessary to assess the baseline; assess the initial maturity level of project management, using P3M3.

Page | 11

2. Gap analysis: after the assessment, it is necessary to assess not only the qualitative factors of the planned project management system but also the gap analysis to understand the maturity relative to the best practices. (Arnaz-Pemberton, 2020)

3. Action plan: of course, after the gap analysis, based on identified gaps, their analysis, and effect vectors, an action plan should be developed focused on creating conditions for the effectiveness of project success.

4. Training and support: The final is a support system for project managers, in their work related to the implementation of P3M3 and the best practices system.

Organizational Structure: Implement a Matrix Structure

Implementing a matrix organization structure is appropriate and will ensure more efficient resource allocation and create flexibility needed to manage the complexities associated with Salesforce implementation at Hilti.

Advantages:

1. Resource-efficient. It ensures that resources across the organization’s various functional departments and projects are efficiently used by avoiding duplication and ensuring correct utilization of skills and expertise.

2. Flexible. It allows the organization to react rapidly and effectively to changes and risks during the implementation process by enhancing communication and cooperation between departments. (Arnaz-Pemberton, 2020)

3. Conflict resolution. A conflict resolution mechanism in case of conflicting interests due to the dual reporting should be implemented.

4. Leadership

As seen in the case, strong leadership is required to successfully navigate the complexities of such a large scale digital transformation journey from SAP to Salesforce, such as Hilti’s Group. One leadership model that would be applicable in this context is the situational leadership, because the model enables a leader to adjust their pre-established leadership style based on the team members’ developing competencies and commitment to the project throughout its life cycle. For example, the leader can start with a more directive style at the beginning of the implementation, by giving clear instructions and close monitoring of the team members. (Awati, 2022)

Page | 12

However, in the steadier phase, when team members are slowly adopting to the new system as recommended, the leader can be a coach to assist in ensuring a successful CRM system overhaul. Furthermore, the project manager requires a project champion, who is usually more committed to the objectives of the project and works alongside the project manager, to get executive support as well as other necessary resources. (Awati, 2022)

Unlike the project sponsor, who provides the money and hires the people, project champions meet with project sub-groups and help them make viable decisions. The project champion role is essential to project management because different parties may have different priorities for the project. (Awati, 2022)

Lastly, leadership style must also promote a culture of open communication and collaboration, where transparency decreases resistance or push back. Both high-level and detailed timelines and updates lessen the anxiety and compiles stress among team members concerning the project. As stated above, having a project champion can strengthen this leadership style as they may resolve any confusion coming from the executive office. (Awati, 2022)

4.1 Role and Importance

The following table outlines the specific roles and their importance in the context of the Hilti Group's transition from SAP to Salesforce. These roles are crucial for ensuring the project's success by addressing various aspects of team dynamics, communication, and conflict resolution.

Creation of Team Goals

Necessity. Team goals play a critical role in aligning the project team's efforts and activities with the Salesforce implementation's strategic goals. (McPheat, 2023) When the team receives clear goals, it has a clear sense of direction and achieves a level of motivation to actively participate in all stages of the project development process.

Preparation Schedule

Criticality. The routine preparation of the team schedule is essential because it enables the team to plan its activities in a well-organized manner. A well-prepared schedule ensures that all activities are conducted on time in relation to resources' availability. On-time execution of activities is crucial because it enables the project to maintain momentum to achieve its strategic milestones.

Preparation and Communication of Expectations List

Criticality: preparation and communication the expectations list is a critical action in setting clear expectations for team roles and their performance. Clear communication through the expectations list helps to minimize uncertainty and ensure all team members are aligned with the project goals. (McPheat, 2023)

Emotional Support

Strong justification: additional support beyond expectations is essential because

Page | 13

Role Importance

Beyond Expectation it helps to address the issues of mentorship and management of the team’s welfare, especially in challenging situations.

Expected Result: To promote a conducive working environment, conducive support from the leader to the team.

Maintenance of Communication Rational: maintaining communication is an important factor to ensure all team members are well-informed about the progress of a given project, changes, and any decision made. (McPheat, 2023)

Expected Outcome: To see the team united and working towards the same objectives.

Resolving internal conflicts. Important: routine feedback to the team is necessary to help address emerging issues more conveniently.

Anticipated Result: To allow the team to easily understand one problem and the cause. (McPheat, 2023)

To keep the team and not let the conflict level up in a destructive way, it is crucial to acknowledge and resolve internal issues. It would help to negotiate differences in a constructive manner and keep the collaboration without developments interruptions.

All of the above roles play a critical part in Hilti’s management and path to success when transitioning to Salesforce. However, by actively taking on these roles, the project team is likely to achieve a higher level of coordination, communication, and cooperation, ensuring a more efficient and ultimately successful implementation process.

Page | 14

In the context of the Hilti Group’s reorientation from SAP to Salesforce, the leadership role is central for the successful realization of such a massive multi-faceted digital transformation. At the project’s complexity and scale, which covers 23 countries and unit about 20, 000 employees, the

project leader should demonstrate a versatile and adaptable leadership style. Key recommendations for the project leader include the vision of the strategic purpose of the project and the following sequence of activities: 1. Strategic purpose: the leader must maintain a clear vision of the project’s strategic goals and ensure that every phase of the project corresponds to the strategic purpose of Hilti’s development. For that, he or she should regularly communicate with the senior management and stakeholders to repeatedly check the alignment of the project’s grand goal with the enterprise’s strategic path. (McPheat, 2023)

2. Adaptive leadership style: According to the situational leadership model, the manager should vary his or her leading style according to the maturity level and proficiency of team members at each stage of the project. For instance, the direct leadership style would be appropriate when the team must report to new processes due to a lack of experience and proficiency. A supporting style should be employed once the team has familiarized itself with a new process. (McPheat, 2023)

3. Transparency: the project leader should be open and transparent in every process of the project development. For that purpose, the user should regularly update on the state of the project, challenges, and any changes to ensure that every stakeholder is informed and connected to the process. (McPheat, 2023)

4. Risk management: considering the proactivity of every project’s leader and office usage, there should be a collaboration with the project management office to implement risk assessment measures and develop answers to potential outstanding issues beforehand.

5. Stakeholders: the leader should work closely with the stakeholder, including the project proponent, to ensure the necessary support and resources. It is possible only if the leader continually updates and engages stakeholders in decision-making.

5. Advanced Planning and Scheduling

Project Management Methodologies and Scheduling Techniques While the planning measures covered in the previous chapter can take care of many aspects of project execution for the Hilti Group’s migration from SAP to Salesforce, a fully anticipated option for all eventuality is

Page | 15

impossible. (Hartzell, 2021) Therefore, it is important to be aware of and provide comparisons for available projects and scheduling approaches.

Project Management Methodologies: Agile vs. Waterfall

Agile – Due to its flexibility and ability to involve stakeholders at every stage and embrace change rapidly, Agile is leading for projects that will have to change requirements about many times throughout the project. Agile improves every version of the newly developed software and delivers it quickly as it programs to get out and start working in comparison to Waterfall. (Hartzell, 2021)The fact that many people in different Lead Markets rely on this system means that this system could be a positive thing for Hilti to use it for their Salesforce project.

Waterfall – Waterfall is a structure methodology to help in a project that can see the starting and ending without many changes in this method of planning is really helpful when there is a very structured project. It is best when what the Customer requirements are and will not change during the implementation of the outcome. If the Hilti expect that the stakeholders led personal do not have many changes and go in order, this is the way to do it. AND for the recommendation, I would suggest the Agile method. The project is quite significant and will need many changes, so Hilti could get the best outcome. (Hartzell, 2021)

Scheduling Techniques: Critical Path vs. Critical Chain

Critical Path Method : As CPM identifies the longest stretch of dependent tasks and the time required to complete them, it becomes a useful tool for projects with predictable task durations and less complex resource management . The project management team might have used this methodology to control the sequential pattern of tasks involved in the process of CRM implementation at Hilti. CPM could recommend in this case to control and manage these dependencies and predict potential delays. (Hartzell, 2021)

Critical Chain Method : CCM mainly focuses on resource availability and adds a buffer to manage the uncertainties in the project . It would have been beneficial in circumstances when resources were at a premium across the implementation teams and the duration of tasks implementation was uncertain. This methodology might have given more flexibility to Hilti’s project team to navigate the resource management and float in task duration across the project implementation of Salesforce

Recommendation:

As a recommendation, I would use CCM. Since the project involved many teams and resources across different countries and became complicated in terms of the diversity of parties involved, the CCM tend to provide more sustainable and optimized resource-based operations and buffer management that would accommodate delays and uncertainties due to the scalability of the project.

Page | 16

5.1 Comparison between Waterfall Model and PRINCE2

Aspect Waterfall Model PRINCE2

Advantages In summary, the Waterfall model is one of the most structured project management approaches that provide distinct phases with corresponding deliverables and review procedures . The structure is beneficial in developing a robust management plan by promoting a low-error documentation of all the project processes and results . In doing so, it allows the mitigation of concerns during the project phases, which eventually helps complete the projects in good time. The linear nature of this methodological process further makes it simple to monitor the progress and, as such, enables practical comprehension by novice project managers, rendering it practical in proposed projects whose requirements are defined and anticipated to remain constant during software development. (Ellis, 2023)

PRINCE2 PRINCE2 is famous for its scalability between projects and ease of implementation. PRINCE2 makes project managers highly accountable and improves communication within the project management structure. Due to its product-based approach, PRINCE2 focuses on actions in various project stages, ultimately resulting in a product and improvement procedure. However, it allows for regular reviews and changes in its approach, ensuring that modifications are made when necessary. Therefore, PRINCE2 is wholly appropriate for projects in which requirements may change.

Limitations Get started with the weaknesses of the Waterfall model. Despite the valuable strengths of this model, a significant weakness is its inflexibility and linearity. The severity of control exercised at each phase stage makes it difficult to integrate changes in case when it is done incorrectly before beginning the next stage is completed. Likewise, the end product cannot be accessed until the end of the whole model; hence, any errors or weaknesses worsen in the process until the end of the model considering the difficulty or impossibility of applying changes. Therefore, the Waterfall model is

As for the weaknesses of the Waterfall model which are mentioned earlier, although this model has many valuable strengths, the most harmful part is its inflexibility and the linearity of its phases. The high degree of control is exercised at each stage of the phase makes it extremely hard to implement changes if it is improper before the next stage is finished.

Aspect Waterfall Model PRINCE2

ineffective in project if there is a necessity for flexibility and adaptation of the project. (Ellis, 2023)

increases until the completion of the model takes place if change is hard or impossible to implement . (Ellis, 2023)Thus, the weakness of the phase becomes the very end of the project, or in other words, the Waterfall model is likely to be inefficient in the project requiring flexibility and intervention.

Overall, the table contains a comparison of the Waterfall Model and PRINCE2 methodologies, allowing potential users to quickly identify the advantages and disadvantages of each. In this regard, the Waterfall Model is characterized by excellence and clarity, and a well-structured algorithm of actions is the ideal choice for projects characterized by the immutability of requirements. At the same time, flexibility is the main advantage of the PRINCE2 method, since the emphasis is on the output product; therefore, this method will be ideal even when requirements are frequently changed. The choice of method should be based on a detailed analysis of the type of project, its scope, and a change in the requirements. (Ellis, 2023)The methodology has become widely used for nationwide deployments such as Hilti's, ensuring project alignment and incorporation with organizational aims. Furthermore, PRINCE2's formulation allows the methodology to become twice as responsive based on project recommendations or new requirements. Furthermore, CCPM is likewise advantageous due to its flexibility and inclusion of elements to handle multiple project issues. It is beneficial to Hilti's dynamics, mainly because a project at its scale commonly meets various barriers in a straight chain of events. (Ellis, 2023)Scheduling is a Critical Chain notion. Additionally, the strategy is characterized by using available assets and combining reserves and

5.2 Selection and Justification

Installing the PRINCE2 methodology in conjunction with the planning approach known as Critical Chain Project Management would be beneficial in the Hilti Group’s SAP to Salesforce transition. PRINCE2 is a contextual method that helps implement efficient project direction using well-stated periods and frequent estimation phases. (Ellis, 2023)The methodology has become widely used for nationwide deployments such as Hilti's, ensuring project alignment and incorporation with organizational aims. Furthermore, PRINCE2’s formulation allows the methodology to become twice as responsive based on project recommendations or new requirements. Furthermore, CCPM is likewise advantageous due to its flexibility and inclusion of elements to handle multiple project issues. It is beneficial to Hilti's dynamics, mainly because a project at its scale commonly meets various barriers in a straight chain of events. (Ellis, 2023)Scheduling is a Critical Chain notion. Additionally, the strategy is characterized by using available assets and combining reserves and

Page | 18

one individual or time gaps . Therefore, PRINCE2 and CCPM might become an alternative for instituting a stable Hilti approach that has a considerably improved potential for initiating various actions.

6. Managing and Leading Change

Page | 19

6.1 Advice for change management

In order to fill the above-mentioned gap, it has been argued that, in addition to leadership, effective change management is essential for ensuring project perfection. Clearly, such a firm, eager to enforce targeted changes – both in its operations and with regards to its clients – is The Hilti Group . In other words, numerous changes at different levels need to be monitored to ensure that the project remains perfect in performance and minimal in its room for risks. Implementation of a systematic approach to organizational change will enable the project team to swiftly respond to the changing needs of the project:

6.2 Application of Lewin’s Model in Lean Management

In the scope of Lean Management regarding the migration process of the Hilti Group from SAP to Salesforce, the three-stage change model by Kurt Lewin – Unfreeze, Change, and Refreeze – links closely to the change. The model below suggests how each of the stages could be implemented:

Unfreeze: The first stage should involve preparing the company to the change. It might also include rejecting some elements of the current state and making them perceivable to the organization as a critical need to transition away from SAP and to Salesforce. Especially, it is recommended that data and case studies should be presented that showcase increased performance capacity and customer satisfaction of other businesses who have adopted their CRM systems using Salesforce. Furthermore, before starting the actual change process, it is recommended to implement open discussion with all employees and addressing the existing and potential resistance issues through the inclusion of employees in a discussion. (Cummmings, Bridgman and Brown, 2015)

Change: The second stage that will be based on this model should involve the implementation of the new Salesforce system. Importantly, it should also imply detailed planning, the implementation of a training program for staff members and agents, and finally – the roll-out of Salesforce through the firm. Transparency should be sustained to allow all parties concerned to participate. After rolling out, short-term regular training to employees and workshops helping staff to understand how best to use the new system is recommended. Moreover, before actually rolling out the entire platform, it might also be suggested to conduct a pilot test in selected regions or departments. It helps to avoid crucial problems and fine-tune the tool before a complete rollout. (Cummings, Bridgman and Brown, 2015)

Refreeze: Finally, after successful implementation, stabilization efforts should be made , implying the actual integration of new processes into the corporate culture. For instance, my involve continuing support and training, feedback and, potentially, incentives for continued efficient and successful use of Salesforce in the firm. It is also recommended that internal regulations and manuals should be updated with the use of the new systems and processes in mind. Finally, success stories should be celebrated and the completion of the transition in general. This motivates staff and helps the refreeze in its new state. Overall, following this model should help Hilti successfully

Page | 20

proceed with the change without disruptions and hesitations. (Cummmings, Bridgman and Brown, 2015) Such a ‘mechanistic’ strategy not only targets the technical side of change but also ensures human readiness in terms of readiness to change, involvement, and support.

7. Conclusion

To sum up, the transition of the Hilti Group from SAP to Salesforce is a vital step in the digitalization journey of the company. This project involves the technical process of migration to a new cloud-based CRM solution but also requires a significant overall change in the way the organization operates. The attainment of the intended results for this project is possible only upon successful project management and alignment of the implemented changes with the company’s strategy.

For project management, the PRINCE 2 methodology along with Critical Chain Project Management is selected. PRINCE2 is beneficial for ensuring that every step of the project is thoroughly planned and assessed, while the CCPM method helps to eliminate the risk of not completing the project within the established timeline by managing available resources effectively.

For change management, the project uses Lewin’s model. It allows “unfreezing” the existing practices and replacing them with new ones, integrating the changes within the organization by “refreezing” them into the way the company operates.

Reference list

Page | 21

Arnaz-Pemberton, E. (2020). What is the P3M3 Maturity Model. [online] Wellington. Available at: https://wellington.co.uk/what-is-the-p3m3-maturity-model/.

Awati, R. (2022). What is Unfreeze, Change, Refreeze (Kurt Lewin Change Management Model)? - Definition from WhatIs.com. [online] WhatIs.com. Available at: https://www.techtarget.com/whatis/definition/Kurt-Lewins-Change-Management-Model-Unfreeze-Change-Refreeze.

Corporation, H. (n.d.). Construction Management Challenges. [online] www.hilti.group. Available at: https://www.hilti.group/content/hilti/CP/XX/en/services/tool-services/on-track/construction-productivity/construction-management-challenges.html.

Corporation, H. (n.d.). Hilti 4PS Group Acquisition. [online] www.hilti.group. Available at: https://www.hilti.group/content/hilti/CP/XX/en/company/media-relations/media-releases/4ps_group_acquisition_erp_software_solutions.html.

Cummings, S., Bridgman, T. and Brown, K.G. (2015). Unfreezing change as three steps: Rethinking kurt lewin’s legacy for change management. Human Relations, 69(1), pp.33-60. doi: https://doi.org/10.1177/00187267155577707.

Derr, A. (2021). Organizational Network Structures: 6 Common Examples. [online] Visible Network Labs. Available at: https://visiblenetworklabs.com/2021/03/09/network-organizational-structures/.

GlobalData Plc (2023). Hilti Corp Company Profile - Overview. [online] Globaldata.com. Available at: https://www.globaldata.com/company-profile/hilti-corp/ [Accessed 6 May 2024].

Hartzell, S. (2021). Lewin’s 3-Stage Model of Change: Unfreezing, Changing & Refreezing - Video & Lesson Transcript | Study.com. [online] Study.com. Available at: https://study.com/academy/lesson/lewins-3-stage-model-of-change-unfreezing-changing-refreezing.html.

Ellis, P. (2023). Managing change, the Lewin model 1: Unfreezing - Wounds UK. [online] Wounds UK. Available at: https://wounds-uk.com/journal-articles/managing-change-the-lewin-model-1-unfreezing/.

Page | 22

leverup.io. (n.d.). Hilti: Global Manufacturing Company Overcomes Crisis by Leveraging Digitalization – LeverUP. [online] Available at: https://leverup.io/hilti-global-manufacturing-company-overcomes-crisis-by-leveraging-digitalization/.

McPheat, S. (2023). Advantages and Disadvantages of Lewin's Change Model. [online] Leadership and Management Training Courses UK | MTD Training. Available at: https://www.mtdtraining.com/blog/advantages-disadvantages-lewins-change-model.htm.

Software, T. (2022). Benefits of Phase-Gate Process for Resource Management. [online] Triskell Software. Available at: https://triskellsoftware.com/blog/phase-gate-process-benefits/.

Page | 23