Process Development In The Halo Model

ASSIGNMENT

LEAD THE CHALLENGE IN THE IMPLEMENTATION OF THE PRUB MODEL

Introduction

ABOUT THE ORGANISATION……….

At the centre of the dynamic of program and project management is good process development and professional leadership.

RATIONALE

The organisation, focus of this analysis, have a well structured and clear defined program and project management process. It is not the smoothest one around, has its bits of bureaucracy, can be very complex to understand and difficult to comply with.

In the context it had been conceived, which is to manager the IT Programs and Projects that for its majority are developed in-house and most of the time it works very well.

However, when IT projects of a different nature and environment - the ones managed

Others fail to deliver it and are surely condemned to failure or replacement, sooner or later.

Rosenzweig (Rosenzweig, 2014) in the book “The Halo Effect” claims that that there are nine big Business Delusions that badly influence business thinking that could explain such behaviour - including one for which the book is named, “The Halo Effect”. He sustains that a company’s performance creates a halo, either good or bad, that influences the way the firm is perceived. He says also that understanding the fact that success is never absolute but it is, instead, relative is essential.

When a company is performing well, he notes - sales are brisk, the stock is rising - the market quickly concludes that the firm has visionary leaders, a superb strategy and a corporate culture that brings out the best in employees. When performance goes down, the company’s leaders are suddenly seen as arrogant, their strategy is perceived to be too risky and the corporate culture is stifling.

In this case however, it is an internal matter and not an external perception. It is easy to believe that because some projects are successful and are managed by a single, complex process it will fit all and will produce the same effect to any project to

The purpose of his study was to try to explain the reasons why a person change his behaviour and sometimes his beliefs so that he can fit in with a group. His studies demonstrated that only 25% of people never conformed with others during the experiments.

In some cases, from a brief and informal conversation with some senior executives it comes out that the believe is that due to the success of some projects that are considered benchmarks and become case studies for many renomated experts, the the process must be good. Even when the evidences prove them wrong they keep defending it,