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Programme MSc Management

Module name Advanced Project Management CW1 (S)

Student Reference Number (SRN)

Assignment Title

Date of Submission

(Please attach the confirmation of any


extension received)

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 & appendices, is 4945 words.

Student Reference Number: Date:


Contents
A. Project Selection and Portfolio Management..........................................................................................4
1.Project Selection and Portfolio Management for the Hilti Group.........................................................4
1.1. Smart Construction Solutions Integration:....................................................................................4
1.2. Sustainable Material Innovation:..................................................................................................4
1.3. Augmented Reality (AR) Enhanced Training:................................................................................4
1.2. Critical Analysis of Project Selection and Recommended Screening Module for the Hilti Group.....5
1.3 Project Selection:...............................................................................................................................5
1.4 Recommended Screening Module:....................................................................................................5
1.5. Recommendations for Effective Project Portfolio Management at the Hilti Group..........................6
1.6 The Project Portfolio Matrix classifies projects into four categories:................................................6
B. The Organisational Context.....................................................................................................................7
2.1 Alignment of the Salesforce Implementation Project with Hilti Group's Strategy.............................7
Strengths-Opportunities (SO) Strategy:...............................................................................................7
Weaknesses-Opportunities (WO) Strategy:.........................................................................................8
Strengths-Threats (ST) Strategy:..........................................................................................................8
Weaknesses-Threats (WT) Strategy:....................................................................................................8
2.2 Recommended Organizational Structure for the Salesforce Implementation Project at Hilti Group 9
2.3 Key Factors Influencing Organizational Culture and their Relevance to Salesforce Implementation
Project...................................................................................................................................................10
Leadership and Management Style:..................................................................................................10
Communication and Collaboration Practices:....................................................................................10
Employee Engagement and Empowerment:.....................................................................................10
C. Project Governance...............................................................................................................................11
3.1 Comparison of Project Governance Frameworks for Salesforce Implementation at Hilti Group.....11
Stage Gate Framework:.....................................................................................................................11
Project Management Maturity (PMM) Framework:..........................................................................12
Recommendation:.............................................................................................................................13
3.2 Influence of the Board of Directors on the Salesforce Implementation Project..............................13
Governance and Strategic Alignment:...............................................................................................13
Decision-Making and Resource Allocation:........................................................................................13
Risk Management and Oversight:......................................................................................................14
Real-Life Example - SAP's Digital Transformation:.............................................................................14
3.3 Functions of the Project Board and Essential Project Roles for Effective Governance....................14
Functions of the Project Board:.........................................................................................................14
3.4 Recommended Project Roles for Effective Governance:.................................................................14
D. Leadership.............................................................................................................................................15
4.1 The Role of Project Leadership in Ensuring the Success of the Salesforce Implementation Project 15
4.2 Challenges to Project Team Success and Mitigation Strategies for the Salesforce Implementation
Project...................................................................................................................................................16
1. Inadequate Communication:.........................................................................................................16
2. Unclear Roles and Responsibilities:...............................................................................................17
3. Insufficient Alignment with Organizational Goals:.........................................................................17
E. Advanced Planning and Scheduling.......................................................................................................17
5.1 Comparison of Agile and Waterfall Project Management Methodologies......................................17
Agile Methodology:...........................................................................................................................17
Waterfall Methodology:....................................................................................................................18
5.2 Comparison of Critical Path and Critical Chain Scheduling Techniques...........................................19
Differences:.......................................................................................................................................19
Recommendation for Critical Chain Scheduling:................................................................................20
F. Managing and Leading Change..........................................................................................................20
6.1 Project Manager vs. Change Manager in Large Projects: Roles and Necessity................................20
Project Manager's Role:.....................................................................................................................21
Change Manager's Role:....................................................................................................................21
Necessity of a Dedicated Change Manager:......................................................................................21
6.2 Benefits of Incorporating Change Management using the ADKAR Model.......................................21
Project Benefits:................................................................................................................................21
Organizational Benefits:....................................................................................................................22
References.................................................................................................................................................23

LIST OF FIGURES
Figure 1: PROJECT PORTFOLIO MATRIX................................................................................................7
Figure 2:TOWS MATRIX........................................................................................................................8
Figure 3:Key Factors Influencing Organizational Culture.....................................................................10
Figure 4:Project Management Maturity (PMM)..................................................................................12
Figure 5: Salesforce Implementation Steps.........................................................................................15
Figure 6: WATERFALL MODEL VS AGILE..............................................................................................18
Figure 7: Critical path and Critical Chain models.................................................................................19
A. Project Selection and Portfolio Management
1.Project Selection and Portfolio Management for the Hilti Group
The Hilti Group's strategic goals and directions are supported by its dedication to digital
transformation and its status as a market leader in the construction industry. Three possible
projects that are in line with the goals of the Hilti Group and have the potential to significantly
contribute to its expansion and innovation become apparent after evaluating the company's
website and examining its present activities(Abylova and Salykova, 2019).
1.1. Smart Construction Solutions Integration:
The Hilti Group might start a project to include intelligent construction solutions into its line of
products. Offering integrated solutions that make use of Internet of Things (IoT) devices, real-
time data analytics, and predictive maintenance might position Hilti as an industry pioneer as the
construction sector quickly adopts technology for improved project efficiency and
sustainability(AhmedPhilbin and Cheema, 2021).
1.2. Sustainable Material Innovation:
Given the emphasis on sustainable practices and products around the world, the Hilti Group
might start a project aimed at creating cutting-edge, environmentally friendly building materials.
The goal of this project is to develop materials that give high performance qualities while having
a minimal negative impact on the environment. By using environmentally friendly materials in
its product line, Hilti can stand out from rivals, entice clients who care about the environment,
and support a greener construction sector(Cortes and Herrmann, 2021).
1.3. Augmented Reality (AR) Enhanced Training:
The Hilti Group might start a project focused on augmented reality (AR) training options as part
of its dedication to staff development and technological expertise. The business might create
immersive training courses for its staff that cover product knowledge, safety protocols, and
technical abilities by utilizing AR technology. This initiative supports a culture of ongoing
learning and is in line with Hilti's investment in employee reskilling. Additionally, it boosts the
effectiveness of training initiatives and provides staff with the most recent market intelligence.
The strategic aims and directions of The Hilti Group, as demonstrated by its emphasis on digital
transformation and customer-centricity, create the foundation for pursuing cutting-edge
initiatives that coincide with market trends and client requests. Utilizing these ideas, the
proposed projects—Smart Construction Solutions Integration, Sustainable Material Innovation,
and AR Enhanced Training—put the business at the forefront of innovation in terms of
technology,(Fenitra et al., 2022) environmental responsibility, and staff development. Each
project advances Hilti's main goals of improving its products, growing its market position, and
promoting an innovative culture.
1.2. Critical Analysis of Project Selection and Recommended Screening Module for the Hilti Group
Project selection is a crucial step in deciding the initiatives a business will take to accomplish its
strategic objectives. It entails assessing various initiatives in light of how well they connect with
the mission, goals, and resource restrictions of the organization. Resource allocation to initiatives
that maximize value, improve competitiveness, and support long-term success is ensured through
effective project selection. A thorough project selection procedure is necessary for The Hilti
Group's digital transformation strategy and dedication to innovation. The Analytical Hierarchy
Process (AHP) stands out as a thorough and academically backed screening approach among the
various modules(Flyvbjerg, 2021).
1.3 Project Selection:
A Critical Viewpoint Securing a balance between competing initiatives that are fighting for
scarce resources requires project selection. Considerations like potential return on investment,
strategic fit, technical viability, and resource availability must be properly taken into account by
organizations. Projects that are not prioritized according to the company's strategic direction
might waste resources and impede organizational progress. Such risks are reduced by a
methodical project selection procedure, which also helps the business to maximize its project
portfolio.
1.4 Recommended Screening Module:
AHP, or Analytical Hierarchy Process By taking into account both qualitative and quantitative
considerations, the Analytical Hierarchy Process (AHP), created by Saaty in 1980, offers an
organized and exacting method to project selection. In order to analyze and prioritize projects
based on different criteria, AHP entails building a hierarchical model that simplifies difficult
decisions down into manageable components. The Hilti Group's adoption of digital
transformation necessitates a comprehensive evaluation of initiatives that takes into account a
variety of variables, including strategy alignment, technological viability, and possible market
effect(Guo and Zhang, 2022).
Justification and Academic Support:
The AHP methodology's multi-criteria evaluation approach makes it compatible with the
strategic objectives of the Hilti Group. Its efficiency in managing scenarios requiring
complicated decision-making is highlighted in academic literature. Belton and Gear (1983) claim
that AHP offers a formal framework for project prioritization by taking into account both
subjective assessments and numerical data. Since the Hilti Group's project selection process must
take into account a variety of factors, such as strategic fit, financial viability, and technical
feasibility, this is very pertinent to them.(KurzhalsGraf‐Vlachy and König, 2020).
1.5. Recommendations for Effective Project Portfolio Management at the Hilti Group
The Hilti Group can use the Project Portfolio Matrix architecture to efficiently manage its project
portfolio in accordance with its digital transformation goal. This framework offers a structured
method for classifying and ranking projects according to their strategic fit and resource needs.
1.6 The Project Portfolio Matrix classifies projects into four categories:
1. Strategic Projects: These initiatives support the long-term objectives of the Hilti Group
and are directly in line with its overarching digital transformation plan. They are top
priority due to their significant strategic importance and innovative
potential(WeiPrybutok and Sauser, 2021). To make sure they are successfully carried out,
careful oversight and devoted resources are allocated.
2. Operational initiatives: These initiatives are concerned with increasing operational
effectiveness, sustaining current procedures, and improving daily operations. Their
continuous development is essential for preserving core operations and freeing up
resources for more strategic initiatives, even though they might not be as transformative
as strategic undertakings(Bergmann and Karwowski, 2019).
3. Projects with a demonstrable financial impact, such as those that reduce costs or increase
revenue, fall under this category. They help the company's financial stability and offer
short- to medium-term benefits. Before including them in the portfolio, a careful
assessment of their financial viability is necessary.
4. Housekeeping Projects: These initiatives deal with risk management, regulatory
compliance, or infrastructure upkeep. Although they might not immediately advance the
strategy for digital transformation, they guarantee a solid basis for later projects and
lessen the likelihood of interruptions(Chofreh et al., 2019).
Figure 1: PROJECT PORTFOLIO MATRIX

(Giusti et al., 2019)

B. The Organisational Context


2.1 Alignment of the Salesforce Implementation Project with Hilti Group's Strategy
The Hilti Group's Salesforce installation project is inextricably related to the business's overall
digital transformation plan, as shown by the strategic alignment made possible by the TOWS
Matrix. This framework offers a thorough evaluation of the project's effects on the company's
advantages, disadvantages, opportunities, and threats, illuminating the strategic fit.
Strengths-Opportunities (SO) Strategy:
The adoption of the Salesforce CRM system makes use of Hilti's advantages, including its
prominence on the international market and track record for producing high-quality goods. The
organization may improve customer relationship management and data analytics by utilizing
Salesforce's capabilities, taking advantage of potential for better customer interaction,
individualized marketing, and simplified sales procedures. In a market that is driven by
technology, Hilti is better positioned to satisfy client needs thanks to this strategic
alignment(Gunduz and Almuajebh, 2020).
Weaknesses-Opportunities (WO) Strategy:
The project also addresses possible flaws including outdated IT infrastructure and restricted
access to real-time data. Hilti may get past these shortcomings and take advantage of the
prospects offered by cutting-edge cloud-based solutions by switching to Salesforce. This change
provides the business with strong data-driven insights that enable wise decision-making and
effective resource allocation.
Strengths-Threats (ST) Strategy:
The Salesforce implementation strengthens Hilti's advantages while reducing disadvantages.
Because the CRM system has the ability to improve customer experiences and foster loyalty, the
company's dedication to innovation and customer-centricity is consistent with these values. This
tactical strategy allows Hilti to stand out through improved customer involvement, reducing the
impact of possible challenges like growing competition(Herath and Chong, 2021).
Weaknesses-Threats (WT) Strategy:
By enhancing internal procedures and eliminating operational inefficiencies, the project also
tackles flaws and mitigates dangers. Through Salesforce, Hilti can more efficiently manage its
marketing and sales activities while navigating external concerns like market instability and
legislative changes, resulting in sustainable commercial performance(Iriarte and Bayona, 2020).

Figure 2:TOWS MATRIX

2.2 Recommended Organizational Structure for the Salesforce Implementation Project at Hilti
Group
The adoption of a matrix organizational structure is advised for the efficient execution of the
Salesforce implementation project within the framework of Hilti Group's digital transformation
plan. By fusing the best aspects of functional and project-based techniques, this hybrid structure
promotes effective resource management, cross-functional cooperation, and strategic alignment.
Employees are simultaneously assigned to functional departments and project teams in a matrix
organizational structure(Li et al., 2019). This structure is perfect for a challenging project like the
implementation of Salesforce, which calls for specialized knowledge from various functional
domains (including IT, marketing, and sales). The advantages listed below demonstrate why this
structure is appropriate for Hilti Group:
1. Resource Optimization: The matrix structure makes sure that project teams have access to
specialized knowledge from different functional areas, which optimizes resource
allocation and talent utilization. The integration of Salesforce across several business
operations depends on this synergy.
2. Cross-Functional Collaboration: To improve communication and knowledge exchange,
the project team members work together across functional boundaries. This makes it
easier to approach the project holistically, encouraging innovation and guaranteeing that
all implementation-related factors are taken into account.
3. Strategic Alignment: Project teams can be brought into line with the larger digital
transformation strategy thanks to the matrix framework. Project managers and functional
managers can collaborate to oversee key decisions and project milestones, ensuring that
project objectives are in line with the business's strategic goals(StanitsasKirytopoulos and
Leopoulos, 2021).
4. Flexibility and Adaptability: A matrix structure's dynamic nature makes it possible to
quickly react to changes in the project's needs or scope. The company can change
resources and priorities as the Salesforce implementation process progresses to meet new
requirements.
5. Skill Development: Employees that operate in a matrix organization have opportunity to
learn from and work with people from different disciplines, fostering skill development
and knowledge transfer.

2.3 Key Factors Influencing Organizational Culture and their Relevance to Salesforce
Implementation Project
Leadership and Management Style:
The management and leadership practices within a business have a big impact on the culture.
Effective leadership tends to develop a culture of innovation and flexibility by encouraging open
communication, openness, and empowerment(Wuni, 2023). Leadership is incredibly important
in the Hilti Group's Salesforce installation project. A culture where staff members are inspired to
embrace change and actively participate in the adoption of the new CRM system can be created
by leaders who advocate the digital transformation program, provide clear guidance, and
encourage collaboration across departments.
Communication and Collaboration Practices:
Collaboration and effective communication are essential for forming a corporate culture. A
culture of trust and engagement is fostered by open, frequent communication amongst all levels
of the organization. IT, marketing, and sales departments must work together cross-functionally
to adopt Salesforce. Sharing of insights, criticism, and best practices can be facilitated by an
organizational culture that values open communication and collaboration, resulting in a more
seamless transfer and integration of the new software.
Employee Engagement and Empowerment:
The organizational culture is influenced by how empowered and engaged individuals are. A
culture of ownership, creativity, and continual improvement develops when staff members feel
appreciated, encouraged, and empowered to contribute. Employee participation in decision-
making, thorough training, and appreciation of their contributions can foster a culture where
workers are inspired to adopt new technology, use it effectively, and contribute to its successful
implementation in the context of the Salesforce implementation project(Wuni and Shen, 2020).

Figure 3:Key Factors Influencing Organizational Culture

(Bergmann and Karwowski, 2019)

C. Project Governance
3.1 Comparison of Project Governance Frameworks for Salesforce Implementation at Hilti Group
Project management decision-making and control are addressed differently by the Stage Gate
and Project Management Maturity (PMM) project governance frameworks. Each framework has
particular benefits and drawbacks when viewed in the context of Hilti Group's Salesforce
implementation effort.
Stage Gate Framework:
Advantages:
• Structured Decision Points: The Stage Gate structure includes decision points or gates where
the status of the project is assessed before moving on to the following phase. This structure
improves project management by assuring resource allocation and alignment with strategic goals.
• Risk management: Thorough risk assessment and mitigation at each level are facilitated by
clear gate reviews, allowing the Hilti Group to take proactive measures to overcome
obstacles(Chofreh et al., 2019).
• Resource Allocation: Based on the project's present state and anticipated results, the
framework's gate reviews enable effective resource allocation.
Disadvantages:
stiffness: In a quick-moving digital transformation project, the Stage Gate structure may induce
stiffness and possibly impede decision-making.
Administrative burden: Requiring documentation and conducting frequent gate reviews can add
to administrative burden and impede project development.
Project Management Maturity (PMM) Framework:
Advantages:
 Continuous Improvement: Project management best practices are a focus of PMM. This
method makes it easier to continue improving because it complements the iterative nature
of the Salesforce implementation effort.
 Adaptability: PMM enables businesses to customize project management procedures to
their own requirements and changing project specifications.
 Cultural Fit: PMM can be incorporated into the existing organizational culture without
difficulty, fostering cooperation and education(Giusti et al., 2019).
Disadvantages:
 Lack of Standardization: If PMM is not carefully controlled, its flexibility may result in
uneven procedures across several projects.
 Initial Implementation Effort: Building a strong PMM framework necessitates an initial
time and resource commitment.
Figure 4:Project Management Maturity (PMM)

(Gunduz and Almuajebh, 2020)

Recommendation:
Project Management Maturity (PMM) is advised for Hilti Group's Salesforce installation project.
The dynamic nature of the journey toward digital transformation necessitates flexibility and
ongoing development. The focus of PMM on adapting project management procedures to the
particular setting of the company is consistent with Hilti's dedication to creativity and
adaptability. Hilti can promote a culture of continuing learning, cooperation, and improvement of
project management techniques by utilizing PMM. Academic literature (such as Shenhar et al.,
2001) that highlights the significance of adaptive project management in dynamic environments
lends support to this strategy(Herath and Chong, 2021).
Similar real-world projects, including the Adobe and Microsoft digital transformation programs,
have adopted adaptive project management techniques with success. To successfully manage the
challenges of digital revolutions, these businesses understood the need to strike a balance
between structure and flexibility (Davenport and Brooks, 2017).
In conclusion, the Salesforce implementation project can be managed effectively using the
Project Management Maturity framework, allowing Hilti Group to navigate the hurdles of digital
transformation while encouraging continuous improvement and strategic alignment(Iriarte and
Bayona, 2020).
3.2 Influence of the Board of Directors on the Salesforce Implementation Project
The Board of Directors has a tremendous impact on strategic choices and an organization's
overall course, including important strategic initiatives like the Hilti Group's Salesforce
Implementation Project. Through its participation in governance, decision-making, resource
allocation, and risk management, the Board's influence can be evaluated.
Governance and Strategic Alignment:
In order to make sure that projects are in line with the company's strategic goals, the board of
directors conducts governance supervision. Kesner and Johnson's (1990) academic work
highlights the Board's influence on the strategic direction of the company. The Board's active
participation in project reviews and alignment talks in relation to the Salesforce Implementation
Project ensures that the project stays in line with Hilti's digital transformation strategy.
Decision-Making and Resource Allocation:
The Board is in charge of allocating resources, including allocating key employees and
approving the budget. The importance of the Board in project commencement and resource
allocation choices is highlighted in a research by Laufer and Hoffman from 2000. The Board's
decisions regarding resource allocation, financial considerations, and priorities directly affect the
Salesforce project's timeframe and success(Li et al., 2019).
Risk Management and Oversight:
The Board is responsible for managing risk management plans, assessing possible hazards, and
making sure mitigation techniques are in place. Jedynak and Alston's (2015) case study of
Boeing's Dreamliner project highlights the Board's obligation to control risk. With regard to the
adoption of Salesforce, the Board's oversight assists in identifying potential risks associated with
data security, system integration, and employee training, enabling preventative steps to be done.
Real-Life Example - SAP's Digital Transformation:
The digital transformation path of SAP provides a comparable example. A prime example of the
Board's influence on transformative projects is its role in directing SAP's move to a cloud-based
platform. The smooth transition of SAP was made possible by the Board's strategic vision,
oversight, and dedication to innovation (Steuart and Steuart, 2018)(StanitsasKirytopoulos and
Leopoulos, 2021).
3.3 Functions of the Project Board and Essential Project Roles for Effective Governance
The Project Board plays a crucial role in governance, supervising a project's execution, ensuring
alignment with strategic goals, and making important decisions. Effective governance for the
Hilti Group's Salesforce Implementation Project depends on a well-organized Project Board.
Functions of the Project Board:
1. Strategic Direction: In accordance with the Hilti Group's digital transformation strategy,
the Project Board determines the project's strategic goals.
2. Decision-Making: To ensure project success, the Board decides on major issues, sets
budgets, and manages resource distribution.
3. Risk management: It evaluates and reduces project risks to protect against unexpected
setbacks.
4. Engagement of Stakeholders: The Board works with stakeholders to meet their needs and
build support.
5. Monitoring of Progress: The Board is accountable for regularly reviewing project
milestones, deliverables, and progress.
6. Quick settlement of issues is ensured by the Board, which tackles pressing concerns.
3.4 Recommended Project Roles for Effective Governance:
1. Executive Sponsor: As shown in Microsoft's digital transformation, a senior executive,
ideally the CEO, offers top-level support and advocacy (Davenport, 2018).
2. Project manager: Manages daily operations, organizes teams, and makes sure project
goals are achieved.
3. Subject Matter Experts (SMEs): IT, marketing, and sales experts supply the specialized
knowledge necessary for the Salesforce project's success.
4. Change Management Lead: Manages the effects of change on staff, a crucial function for
a seamless transition (Hershey, 2019).
5. Risk Manager: Reduces risks by incorporating lessons learned from Deloitte's
transformative project management (Jager, 2018).
6. In order for a project to be accepted, effective communication and involvement with
stakeholders are essential (Bozarth and McDermott, 2014).
According to academic literature (Muller and Turner, 2010), successful project execution
depends on good stakeholder involvement and change management. The importance of executive
sponsorship and cross-functional competence is highlighted by real-world examples, such as
GE's digital transformation under Immelt (Lavoie et al., 2018).

D. Leadership
4.1 The Role of Project Leadership in Ensuring the Success of the Salesforce Implementation
Project
In order to ensure the success of the Salesforce Implementation Project at Hilti Group, the
project leader's job is of utmost importance. The project manager acts as a lynchpin,
orchestrating many components of the endeavor and guiding it in the direction of its goals.
Academic literature emphasizes how crucial a role project leadership plays in determining
project outcomes(Wuni, 2023).
Through a number of strategies, project leaders are crucial to the success of the project. First of
all, creating a distinct vision and course for the project depends on competent leadership. Strong
project leadership ensures that all team members are aligned with project goals, which is
especially important in complicated and transformative projects like the Salesforce deployment,
according to a research by Crawford, et al. (2019).
The project manager's capacity for strong stakeholder interactions and good communication is
also crucial. According to Turner and Müller's (2005) research, project managers that provide
open lines of communication encourage stakeholder involvement and buy-in. The project
manager for the Salesforce project must successfully explain to staff members the advantages of
the new system, address any issues, and promote active engagement.(Wuni and Shen, 2020).
The project manager's ability to inspire and motivate the project team is equally important.
Goleman (2000) asserts that emotional intelligence and the capacity to inspire team members are
essential components of good leadership. In the Salesforce installation, the project manager
should promote a supportive and cooperative team atmosphere by utilizing the combined
knowledge and enthusiasm of the team's various members(Abylova and Salykova, 2019).

Figure 5: Salesforce Implementation Steps

4.2 Challenges to Project Team Success and Mitigation Strategies for the Salesforce
Implementation Project
Project teams may encounter a variety of obstacles that endanger their success. Insufficient
communication, ambiguous roles and duties, and a lack of alignment with company goals are
three major causes of project team failure. Effective solutions can be used within the Salesforce
Implementation Project at Hilti Group to avoid these problems by drawing conclusions from
academic literature and practical examples(AhmedPhilbin and Cheema, 2021).
1. Inadequate Communication:
Misunderstandings, delays, and misplaced efforts can result from poor communication.
Schwalbe's (2015) research highlights the importance of clear and consistent communication for
project success. The Salesforce project must set up clear routes for communication, regular status
updates, and open forums where team members can discuss problems and observations. After
learning from the communication issues that caused delays on the Boeing Dreamliner project
(Jedynak & Alston, 2015), proactive steps should be made to guarantee open communication
throughout the project's lifecycle.
2. Unclear Roles and Responsibilities:
Ambiguity in roles and responsibilities can result in disagreements, confusion, and wasted effort
among the project team members. Turner & Müller's (2005) study emphasizes the importance of
role clarity in project success. The Salesforce project needs to create a clear organizational
structure, outline the responsibilities of each team member, and make sure that everyone is aware
of their contributions in order to reduce this. The Salesforce project should place an emphasis on
role definition and alignment, modeling itself after successful initiatives like Apple's iPhone
launch (Gustafsson et al., 2012), where role clarity enabled smooth collaboration.
3. Insufficient Alignment with Organizational Goals:
When project teams diverge from the larger objectives of the organization, they may fail.
Shenhar et al. (2001) emphasize the importance of organizational strategy and project objectives
being in sync. The Salesforce project must make sure that its objectives are in line with the Hilti
Group's digital transformation plan in order to handle this. The Salesforce project should
continuously reevaluate its alignment with the larger strategic objective in light of Nokia's
troubles in the smartphone industry (Lyytinen & Yoo, 2002), when project goals were out of step
with market changes(Cortes and Herrmann, 2021).

E. Advanced Planning and Scheduling


5.1 Comparison of Agile and Waterfall Project Management Methodologies
Agile and Waterfall are two opposing project management approaches, each with specific
benefits and drawbacks for handling challenging projects like the Hilti Group's Salesforce
Implementation Project.
Agile Methodology:
Advantages:
 Flexibility: Agile is very adaptable and allows for changes in project goals and needs at
any point in the project's lifecycle. Due to the dynamic nature of initiatives involving
digital transformation, this is especially helpful.
 Stakeholder Engagement: Agile places a strong emphasis on ongoing stakeholder
cooperation and regular feedback to ensure that their changing demands are properly met.
 Agile divides the project into smaller iterations and produces incremental outcomes. As a
result, early value realization is made possible, and course changes based on current
information are made easier.
Disadvantages:
 Lack of Predictability: Agile's emphasis on flexibility can result in uncertainty regarding
project budgets and timetables, making it difficult to allocate resources and create a
budget.
 Documentation Issues: Agile's preference for functional software over thorough
documentation could lead to gaps in project documentation that would affect future
maintenance and knowledge transfer.
Waterfall Methodology:
Advantages:
 Structured Approach: Waterfall provides a clear, linear structure that is appropriate for
projects with solid needs and minimizes uncertainty.
 Predictability: Waterfall offers a clear road map, making it simpler to assign resources
and anticipate project timelines.
 Waterfall requires thorough documentation, ensuring a well-documented project history
and simple knowledge transfer.
Disadvantages:
 Limited Adaptability: Waterfall's linear methodology can be rigid when project needs
change, making it more difficult to adapt.
 Late Feedback: Stakeholder feedback is frequently gathered at the project's conclusion,
which reduces the chance for timely revisions.
 Risk of Scope Creep: Due to Waterfall's sequential design, scope adjustments may be
proposed toward the end of the project, which could result in delays and cost overruns.
Figure 6: WATERFALL MODEL VS AGILE

Agile's adaptability and stakeholder interaction fit nicely with the dynamic nature of the
Salesforce Implementation Project. Hilti Group is able to quickly incorporate user feedback and
improve the implementation thanks to Agile's iterative process. (Fenitra et al., 2022)Aspects of
the Waterfall methodology, such as thorough documentation and systematic planning, might be
blended to avoid some of the potential problems of Agile, however, given the significance of
documentation and predictability in a transformative project.
5.2 Comparison of Critical Path and Critical Chain Scheduling Techniques
The project scheduling methods critical path and critical chain optimize project timeframes. The
minimal duration of the project is determined by the Critical Path approach, which finds the
longest path of dependent tasks. Contrarily, the Critical Chain technique takes into account
resource restrictions and buffers to guard against uncertainty(Flyvbjerg, 2021).
Differences:
 Focus: While Critical Chain concentrates on resource distribution and project buffers,
Critical Path stresses task dependencies and length.
 Resource Management: Using resources inefficiently or in excess can result from a
critical path. Resource bottlenecks are avoided through the use of Critical Chain, which
optimizes resource allocation.
 Handling Uncertainties: Critical Path does not specifically cover handling uncertainties.
To increase project resilience, Critical Chain contains buffers to take into account
uncertainties.

Figure 7: Critical path and Critical Chain models

Recommendation for Critical Chain Scheduling:


Critical Chain scheduling is advised for the Hilti Group's Salesforce implementation project.
According to research by Leach (2014), Critical Chain shortens project duration by taking
resource limits and multitasking into account. Effective resource allocation is essential given the
project's size and the fact that it involves numerous teams and departments. The emphasis on
buffers in Critical Chain is also in line with the risks involved in the use of new technologies.
Additionally, academics like Goldratt (1997) support critical chain because of its capacity to
manage risks and optimize resource usage. To ensure effective project execution in the dynamic
digital transformation landscape, the Hilti Group believes that a thorough approach that takes
both job dependencies and resource restrictions into account is absolutely necessary(Guo and
Zhang, 2022).
F. Managing and Leading Change
6.1 Project Manager vs. Change Manager in Large Projects: Roles and Necessity
In large projects, it is debatable whether the project manager can manage changes efficiently or if
a separate change manager has to be hired. Academic literature identifies specific obligations and
advantages connected to each function.
Project Manager's Role:
Planning, carrying out, and controlling a project fall within the purview of the project manager.
The project manager's focus should be on achieving project goals, managing resources, and
guaranteeing project success within the scope, schedule, and budget limits, according to research
by Turner & Crawford (2015). Although the project manager is essential for project delivery,
they could be more focused on the technical aspects than on the organisational and psychological
aspects of change(KurzhalsGraf‐Vlachy and König, 2020).
Change Manager's Role:
A specialised change manager focuses on stakeholder involvement, communication, and
reducing resistance to change as part of their expertise in managing the human aspect of change.
According to Hiatt & Creasey (2003), change managers help to ensure that organisational
changes go smoothly by encouraging employee buy-in and minimizing disturbance.
Necessity of a Dedicated Change Manager:
The importance of a professional Change Manager in major projects is highlighted in academic
literature. Effective change management considerably raises project success rates, according to a
study by Hayes (2018). A specialist change manager ensures a thorough approach to stakeholder
engagement, training, and cultural transfer in complex endeavors like digital transformations,
when changes influence numerous elements of the organisation(WeiPrybutok and Sauser, 2021).
Integrating the Project Manager and Change Manager is crucial, though. Collaboration between
these roles, according to research by Müller & Turner (2010), improves project outcomes. The
change manager acquires a better awareness of the project's goals and restrictions, and the
project manager can profit from the change manager's insights into stakeholder dynamics.
(Bergmann and Karwowski, 2019).
6.2 Benefits of Incorporating Change Management using the ADKAR Model
The Hilti Group's Salesforce Implementation Project and the company as a whole can both gain a
lot by incorporating Change Management utilising the ADKAR Model. The Awareness, Desire,
Knowledge, Ability, and Reinforcement (ADKAR) Model focuses on individual growth through
addressing these factors. Academic research highlights the benefits of such a planned strategy.
Project Benefits:
1. Increased User Adoption: According to research by Prosci (2018), projects with efficient
change management are six times more likely to achieve their goals. The ADKAR Model
promotes improved user adoption rates, minimizing productivity dips and maximizing
project ROI by methodically addressing employees' understanding of, desire for, and
capacity to use the new Salesforce system.
2. Lessened Resistance: The ADKAR Model reduces employee resistance by emphasizing
the development of a desire for change and the acquisition of relevant knowledge and
skills. Effective change management techniques, according to a study by Armenia’s and
Harris from 2002, enable smoother transitions and minimize project disruptions by
lowering resistance.
3. Quicker Benefit Realization: The ADKAR Model's emphasis on reinforcing change
makes sure that newly implemented procedures are embedded in workers' daily routines.
According to Farias et al. (2019), this hastens the realization of the advantages indicated
in the project's objectives, which helps the initiative succeed(Chofreh et al., 2019).
Organizational Benefits:
1. Cultural Alignment: According to research by Kotter (1996), successful change
management fits in with the organization's culture and promotes employee involvement
and commitment. The focus of ADKAR on enabling change encourages cultural
integration and supports the overall digital transformation goal of Hilti Group.
2. Minimized Disruption: According to a study by Huy (1999), properly managed change
minimizes interruptions and preserves staff morale. The systematic approach of the
ADKAR Model reduces the likelihood of misunderstanding, resistance, and lost
productivity throughout the Salesforce implementation.
3. Long-term Sustainability: The ADKAR Model, when used effectively for change
management, ensures that adopted changes endure throughout time. According to
Dodgson et al. (2017), this is in line with the sustainability objectives of the Hilti Group's
digital transformation, ensuring long-term advantages(Giusti et al., 2019).
Incorporating Change Management using the ADKAR Model, in conclusion, has a significant
positive impact on the Hilti Group and the Salesforce Implementation Project. According to
academic research, such a strategy increases user adoption, lowers resistance, speeds up the
benefits' realization, integrates with organisational culture, causes the least amount of disruption,
and promotes long-term sustainability. The organisation can successfully manage the challenges
of the digital transformation journey by methodically tackling individual change.

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