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V Always to expect for the unexpected;

V Unsmooth journey for reengineering

projects;

V Smart engineers should always stay on alert

for danger.
V —eadership imperfections;

V Terrorists and saboteurs;

V The plight of middle management;

V Anguish of cultural struggle

V Project paralysis.
Situations in which leadership imperfections
occur:
V Executive lacks skills needed to demonstrate
leadership;
V Executive suffers from Ǯcontrol madnessǯ;
V Executive has Ǯrunawayǯ expectations;
V Executive lacks the skills needed to manage
change and model new behavior.
V Periodic meetings with executive sponsor for
needs and concerns of project;

V Briefing sessions with executive sponsor

educating on business reengineering and change
strategies;

V Develop and get acceptance of tactical plan

providing recommendations of how to sponsor
a project;
V Agree on the extent and types of involvement
between the executive sponsor and project
team;

V Provide for periodic updates from executive

sponsor to the project team on pressures that
must be managed.
V



wanting to be the lone hero;

V


m
scared of project threatening
their position;

V

  driven by personal ambition;

V



  technical expert;

V

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giving false impression towards
commitment.
V


m
3uiet and direct confrontation;
V


m
inclusion in project and
following up;
V

  play the role of nursemaid;
V



  control their involvement in the
project;
V

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use persistence and
confrontation, through boss if re3uired.
V ÷eep your eyes and ears open;
V Directly confront the offender privately;
V If sabotage behavior persists, do not hesitate to contact the
personǯs boss or project manager;
V If sabotage persists, and the person can be moved out of the
project, do so;
V If it still continues and cannot move the person out of
project, try improving team work, roles and relationships;
V Seek our skills training in handling difficult people.
V role of Middle Managers:
¦ Manage Growth
¦ Collect, manipulate and approve work of others
¦ Make decisions
¦ Solve Problems
¦ Maintain control
V But in real life this role has evolved to:
¦ Bureaucratic information handling
¦ Obstacle making
¦ restricting
¦ Firefighting
¦ reinterpret real meaning ¦ Technology can provide direct
to top managers access to information
¦ Tend to micro-manage ¦ Can work in self- managed
teams
¦ Derive power from head- ¦ Whereas downsizing can be
count done due to redundant jobs
V —eadership
V Skill and ÷nowledge development in others
V Continuous Process Improvement
V Planning and Visioning
V Giving up a belief system is comparable to
giving up an addiction
V Organizations have a tremendous amount of
inertia and resist change
V Mistaken simplicity of Implementation

V —ogical vs Political Situations

V Misaligned Visions
V Educate the project team
V —earn to listen and ask 3uestions
V If problems cant be solved then maybe the
direction needs to be changed
V Be realistic in taking each step
V Self critical in each step
V Problem Behavior can emerge anytime from :
¦ Perfectionism
¦ Impatience
¦ Dizziness of possibilities
¦ —etting details fall through the cracks