IRNOP 2017 A Sponsors Framework of Engagement and Motivation for - - PowerPoint PPT Presentation

IRNOP

2017

Paper #

A Sponsor’s Framework of Engagement and Motivation for Project Success: A Grounded Theory Study

• Dr. Radhia Benalia
• Dr. Khalid Ahmad Khan

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• Dr. Radhia Benalia, PMP

Radhia is a Doctor in strategy, program, and project management earned at Skema Business School. A trilingual pracademic with many years in teaching and training, she is a passionate of using Grounded Theory for performing academic

• research. Dr. Benalia is now the

Director of Training and Development at Advisors. She has been teaching and training in Canada, Lebanon, UAE, Turkey, and Algeria. Radhia.benalia@advisors.co

• Dr. Khalid Khan
• Khalid is a PhD Advisor at

SKEMA Business School. He is a strategy consultant who works primarily in development, advising governments and multi-lateral agencies (World Bank, USAID, GIZ) in improving the designing, implementation and monitoring of public sector

• project. He has diverse

experience . Dr. Khan holds a Ph.D from SKEMA Business School. Khalidahmad.khan@skema.edu

Authors

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Agenda

• Background
• Definitions
• Literature Review
• Justifying the Use of Grounded Theory

(GT) and Classic Grounded Theory (CGT)

• Research Design
• Research Roadmap
• Comparison with Extant Literature
• Research Outcomes
• Contributions
• Limitations and Recommendations for

Further Research

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Background

Motivation: 1- Professional Motivation: I sponsored projects but also reported to several Project Sponsors. 2- Academic Motivation: Interest in the substantive area of Project Sponsorship at large as it is sponsorship is a project-bound leadership position. 3- The central role of the project sponsor for project success has been recognized by researchers. In fact, project success is unachievable without an excellent level of support from Top

• Management. (Young & Poon, 2013).

Top Management can be interchangeably used at times with Project Sponsorship.as done by Basu (1994).

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Definitions

• “The sponsor is often an executive or an individual from Top

Management levels who champions the project” (Pinto & Patanakul, 2015).

• According to Gemunden (2014), project sponsors are in charge of

providing resources and are the ultimate accountability points for delivering results

• A Success framework is “a basic structure, underlying system, or

context that supports the project life cycle to meet the project’s success criteria” (Joslin & Muller, 2016, p.4).

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LiteratureReview

The literature has clearly neglected the perspective of Project

• Sponsors. A plea for new research questions and a more

differentiated view of the “success factors” in Senior Management involvement.” (Gemunden, 2014) Boonstra (2013) urges for an understanding of what is really going

• n- almost a direct call to Grounded Theory.

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Success Factors & Criteria

According to Kloppenborg et al. (2007), there is a general agreement existing between executive sponsors and project managers on global features of project success. In project management, Success Factors are taken into account when planning comprehensively and choosing an approach (Muller & Joslin, 2016). Through an extensive literature review, Khan (2012) identified a list of 70 Success Factors Variables. There is a number of factors directly or indirectly related to the project sponsor.

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Justifying the Use of Grounded Theory (GT) Methodology

The relevance of grounded theory is earned, rather than preconceived (Glaser, 1978, 1992, 2003).

• No a priori theory “Grounded theory is appropriate when no theory

exists (..) (Suddaby, 2006, p. 636).

• Significant gap in Literature review on the substantive area
• GT is the study of a concept. “Concepts are precursors of constructs

in making sense of the organizational world” (Gioia, 2013, p. 16).

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Benefits of Grounded Theory

Grounded Theory Freedom from Shackles of previous theories. No bias but genuine query. Bridge between the rigor of academia and the pressing demands of the practitioner’s world Celebrate Innovation but Comply with Academic Rigor Appropriate method for analyzing managerial behavior (Locke, 2001) Capturing the complexity of the phenomenon, adding some “enlivenment” to existing theories Rooting itself in the conceptual accounts of people who live the social phenomenon (Glaser, 1992) Research questions and problem emerge and are not forced “The most interesting research starts from Pull not Push” (Mintzberg, 2004, p. 402).

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Selection of Classic Grounded Theory (CGT)

• Martin and Turner (1986) identified the characteristics of the CGT as

an effective tool in the study of organizations” (Evans, 2013)

• No commitment to a pre-conceived set of questions. A commitment

to an open mind matched with rigor.

• With CGT, the researcher knows there is a truth out there, and

wants to discover it without altering it.

• Development of conceptual theory and researcher exhibits

disciplined restraints.

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Research Design

Realism works very well with grounded theory as one of its beliefs is that science should be understood as an ongoing process, which can be improved iteratively.

Philosophy is Realism Approach is Inductive as instead of confirming theories; a theory is to emerge. Strategy is classical grounded theory (CGT) Time Horizon is Cross- Sectional Techniques and Procedures (Semi-Structured Interviews with Informed Participants are based on Interviews via Theoretical Sampling).

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Demographics of Interviewees

Visual

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Demographics of Interviewees

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Demographics of Interviewees

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Research Roadmap

• Approaching the Substantive Area
• Selecting Methodology
• Selecting Participants
• Establishing Contact
• Conducting Interviews (Collection and Analysis is Iterative and not

sequential)

• Identifying Core Issue and Main Categories
• Combining Categories
• Finding Connections and Letting the Data grow
• Reaching Theoretical Saturation- Emergence of Theory
• Performing Theoretical Integration- Revision of Theory

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Coding

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Organizing Data

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Interview Tables

AK Statement Open Code Category Memo 2.01 The important thing is that (buy-in) occurs that means that we convince that there is value to be presented with this project Buy-in for value Value Senior management sees value in project. 2.02 However if action occurred without seeing value, we will not be able to reach our goals. Seeing Value Value Team sees value in

• project. Otherwise,

goals cannot be reached. 2.03 And if people are not engaged, we will not be able to reach our goals. Engaging People Engagement Engagement for reaching goals

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Comparison of Codes

Trust CLARITY UNDERSTANDING MOTIVATION SIGNIFICANCE COMMUNICATION KNOWLEDGE creating trust and a sense of relationship and being a resource linker for the project manager giving PM guidance and having check points every now and then understanding stakeholders what is the best approach to manage and motivate the PM *(understanding) project delivers outputs that contribute to the

• utcomes the program

needs to establish a capability or improve a capability of the business; this delivers benefits frequency of communication:it is very important; it depends on the nature of the location and the relationship, and the complexity and the capacity of both thePM and the program managers in that instant knowing how to communicate from experience *(communication) people seeing others trust you and sharing information with you as a sponsor project identification document for clarity understanding the influences and the influencer that would influence that stake holder and would influence the delivery and managing according to expectations. SAW IT SOMEWHERE BEFORE it is everyone's job to motivate and inspire all stakeholders on the project product is still relevant communicating for expectations; asking PM ho they like to work and telling them how I, the program manager like to work and what my style is like PM has knowledge in indusry*(right PM) too much information given to the PM might make them think there is no trust developing work examples for clarity of KPIs understanding the stake holders, where they come from. WHY THEY WANT WHAT THEY WANT? PM motivate the team product we are texting is fit for purpose*(value) frequemcy of communication; criticality of timeline and level of stakeholders' engagement PM has knowledge of vendors*(right PM) PS build relationships with people and establish trust clarifying KPI by applying the data in real practice and understood how this could be measured and monitored and used for continuous improvement what their problems are, what solutions we are trying to deliver, and how it can be integrated within the whole processes and procedures *(significance) lack of clarity/information lead to lack of motivation and cooperation;anticipatory leadership*(clarity,leader ship) favorite project because involved from the inception explain to senior management and middle management what we are trying to do being a PM before helps the project sponsor; knowing what it is like to be a PM helped

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Development and Combination

• f Categories

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First Iteration-Emerged Research Questions and Problem

How does a project sponsor establish a framework of Engagement and Motivation for achieving project success? How does a project sponsor maintain a framework of Engagement and Motivation for achieving project success? Engagement: Schaufeli (2013): Engagement entails vigor (energy on the job), dedication, and absorption (emotional and cognitive commitment): Motivation: “Work Motivation is a term commonly used by both practitioners and researchers to explain the intensity, direction, and persistence of individuals towards work” (Gallstedt, 2002; p449) Success Framework: A Success framework is “a basic structure, underlying system, or context that supports the project life cycle to meet the project’s success criteria” (Joslin & Muller, 2016, p.4)

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Second Iteration- Growing the Data and Tracing Connections

Example Through Quotes: And if you pitch it that way not just to the project manager but to the team, when they feel that their contributions are just as important

• r highly looked at and that it will impact their career on the long

term and how it would benefit the company and the client, then I feel that they would also jump on board to see the value and be motivated”. Having a sense of competence ( or self-efficacy to use the Self- Determination theory terminology) promotes engagement.

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Second Iteration: Growing the Data and Tracing Links

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Memo

THE PROJECT NEEDS TO MEAN SOMETHING. I Think I've just had an aha moment. This is the hot button; all other points are important: especially clarity and trust and end in mind or something, but there was a driver missing. And it hit me as I had put motivation, but it was almost like operational motivation , not the initial one. In order for stakeholders to get things done, they need to see that the project makes sense. It needs to have SIGNIFICANCE so that the project means something both in terms of value and of meaning Value could be for them, the organization, the client? , the legacy, the impact, the value for the COMMUNITY, contribution to sustainability. But meaning also in terms

• f understanding: Understanding promotes motivation and empowerment.

I see a two-way relationship between trust and clarity. There are some cyclical

• elements. Is ego a limitation only? Is it ruled by the Fear of looking

incompetent? What else feeds Trust?

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Third Iteration

• Theoretical Saturation: At the end, there are no additional concepts
• r incidents.
• Answers start to be redundant like in an ending conversation.
• Compilation of Success Factors and Leadership Traits
• Emerging Theory

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Success Factors- A Sponsor’s Perspective (Examples)

Success Factor in Khan (2012) Compilation Success Factors from PS Perspective Project Manager’s Autonomy Ps separates his/her work from PM from start. PS does it with an example. PS shows organization value of PM’s work. PS needs to balance between delegation and laissez- faire PS lets PM presents results Rapport of PM with PS PS understands PM character PS established partnership with PM based on common purpose No perspective of personal agenda on either side Ps/PM PM and Ps understand the other’s comfort level. PM and Ps speak the same type of language. PM and Ps make their expectations of each other clear. PS shows care. PM selective and straight-forward when communicating with sponsor. PS is amiable with PM.

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Success Factors- A Sponsor’s Perspective (Examples)

• PS ensures business case and value is valid, communicated, significant, and

downgrade is communicated.

• PS assesses importance of Project for Everyone of PM, Team and

Organization.

• Appropriate Priority is set with Organization and clarified to other executives.
• Understand and explains the significance of project for client’s financial goals/

Monitor

• Ensure balance between novelty and alignment
• Understanding End Users and Value for them

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Relationships (Delegation and Competence)

Integrating Clarity and Significance. Leadership Rapport Delegation Competence Clarity on expected value helps define criteria. Clarity on value helps set direction Lack of clarity on impact can lead to bad decision making Less Ps Involvement, Less engagement. A disengaged sponsor will cause for PM to be undermined and lack of resources Ps not committed will lead to less communication from team When team sees their input is valued, it promotes engagement and motivation. Autonomy in decision- making promotes perspective on competence (self-efficacy) and level of engagement. Understanding of market for better clarity on requirements No value for organization means most likely no resources If PM and PT see support comes from high level in

• rganization, they are more

motivated. A good rapport with PM will promotes collaboration in problem solving Good Rapport Gives Clarity On Competence. Micro-management inhibits risks and issue resolution Understanding Strategy Promotes better alignment When downgrading of significance is not communicated, a lack of engagement will happen (floundering) Communication and Connection leads to Cooperation and Engagement. When PM and Ps speak same language, rapport is promoted. Micro-Management affects rapport and decreases engagement. Can promote Leadership Skills

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Relationships ( Leadership and Rapport)

Integrating Clarity & Significance Leadership rapport Delegation Competence Shared purpose and significance promote Engagement and Motivation A participative leadership style promotes better rapport with PM and Team. Clarity in expectations promotes rapport. Empowered PM and TEAM maintain better relationships and better engagement and motivation. Having SMES helps making informed decisions. Consulting with SME gives more clarity on requirements Novelty can bring more value. Ps showing indecisiveness affects trust of PM and PT. When boundaries are not clear, everyone becomes confused. Give right authority promotes good rapport. Not having right authority can cause for too many changes in planning and negotiation. Ps talkingn about value of learning contributes to the development of people involved. Understanding level of perceived significance enables clarity on level of effort needed for motivation Facilitating problem solving instead of enforcing it promotes good rapport and engagement. PM giving options maintains a minimum level

• f engagement.

When people learn from their mistakes, they become better. People seeing value in what they do promotes motivation. When PM sees Ps can remove blocks, trust is enhanced. Good rapport with client maintains or increases significance and engagement. Feedback loop promotes good perspective of competence and in turn engagement and motivation

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Relationships (Integrating Clarity & Significance and Rapport)

Integrating Clarity & Significance Leadership rapport Delegation Competence Clarity in Objectives allows to see significance Availability promotes rapport and engagement. Knowing what to speak about (Being selective) promotes good rapport When Ps has PM experience they can better relate with PM and PT and show empathy. Lack of knowledge and understanding can lead to micro management. Clarity on KPIs, reporting, and acceptance criteria promotes better engagement. Ps persuasive skills promote showing value and getting support. Trust leads to more clarity and good decision-making. It also promotes engagement and motivation. Cultural Misfits can decrease level of rapport and engagement. When communication is good, maintaining engagement is easier. Firing bad influence and being firm is essential to preserve and engaged environment. Ps and PM rapport with suppliers facilitates progress of project. Better competence and leadership skills of PM enables an engaging environment and success of project Clarity and significance on roles and expectations enables good relationships (rapport). Attitude of Ps impacts attitude of PM and PT Lessons Learned promote ability to sponsor project.

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Third Iteration- Emerging Theory

3 2 1

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Comparison with Extant Literature: Self-Determination Theory

Self-determination theory (SDT) maintains that an understanding of human motivation requires a consideration of innate psychological needs for competence, autonomy, and relatedness (Deci & Ryan, 2000). Psychologist Albert Bandura (1997): Self-efficacy is one's belief in one's ability to succeed in specific situations or in accomplishing a task; he has also extended his theory to a team level: Team members develop a sense of collective efficacy. Amabile (2011): Showing small wins help ignite engagement. And if you pitch it that way not just to the project manager but to the team, when they feel that their contributions are just as important or highly looked at and that it will impact their career on the long term and how it would benefit the company and the client, then I feel that they would also jump on board to see the value and be motivated”.

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Comparison with Extant Literature: Self-Determination Theory

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Comparison with Extant Literature: Global Alliance for Project Performance Standard (GAPPS) Framework

GAPPS SPONSOR’S FRAMEWORK SPONSOR’S FRAMEWORK FOR ENGAGEMENT & MOTIVATION Same Related Not Found Alignment of the project with the defined direction of the organization is maintained. Ps s ensures project aligns with corporate strategy. Ps should ensure/ not just assume Business Case is approved . The project is justified and realistic. Ps should ensure that project is not a zombie project: Not realistically feasible. Authority levels, approval processes, decision-making protocols, and reporting mechanisms are defined, communicated, and implemented. KPIs should be linked to strategic

• bjectives and translate Top

Management concerns and expectations. Ps and PM need to understand how many indicators are needed to be reached so the project is considered successful. The sponsor approves of objectives and KPIs set by PM. KPIs should be communicated to everyone working on the project. Sponsor needs to ensure criteria for reporting stages are clear. Ps and PM develop a level of structure that will enable sponsor to have clarity. Ps to ensure structure is maintained or if changed is needed, it is adapted. There needs to be clarity about the governance of the

• rganization.

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Comparison with Kloppenborg and Team (2014)

Kloppenborg

• Environment favorable to effective

communication.

• Sponsor selecting and mentoring a

project manager

• PS defines performance/success

standards for PM

• The project sponsor appoints

and/or changes a project manager (when necessary)

• Sponsors build strong stakeholder

relationships

• Sponsor emphasizes benefits and

capabilities, Framework for Engagement & Motivation

• Sponsor promotes clear

communications

• PS selects PM and PT
• Success Criteria are clear and

explained

• PS changes or terminates PM

when necessary

• PS builds rapport with PM, PT,

Client, Suppliers

• PS conveys purpose and values

and promotes development

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Research Outcomes

• Research Questions were answered through a long list of success

factor variables (Almost 200).

• A Comparison with GAPPS Framework, the Self-Determination

Theory and Kloppenborg and team longitudinal study that shows alignment with all

• A theory of Engagement and Motivation that has the ambition to add

some concepts to the Self-Determination Theory (SDT)

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Contribution to Theory

• Using a full-fledged Grounded Theory methodology to understand a

Project Sponsorship success framework

• Leveraging the Literature Review as Data and integrating it in the

emerging theory

• Developing a theory of team engagement and motivation that may

add to the extant theories, such as the Self-Determination Theory

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Contribution to Practice

The framework suggested can be used by both project sponsors and Project Managers to establish expectations on both sides before initiating or implementing a project. The framework, as well as the leadership traits, can offer a tool to select project sponsors and Project Managers. The framework can also be included in organizations and educational institutions training and development programs for Senior and Top Managers. The success factors can be used in training and preparing Project Managers to work and deal with project sponsors. Project sponsors can use this research outcome to benchmark the work they do on projects.

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Strengths and Limitations

STRENGTHS LIMITATIONS It is drawn from the perspective of the project sponsors themselves, a perspective which is not very profuse in the literature and is quite needed (Gemunden, 2014). The study is mono-methodical. It is grounded in the real-life experiences of excellent participants with extensive experience in project sponsorship and/or distinctive academic credentials. Not explicitly looking at success criteria The study has been conducted across continents and industries.

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Recommendations for Further Research

Case studies would be a good ground to get more perspective as well as a quantitative study to factorize the success factors. How a framework of Motivation and Engagement can be established and maintained when the Sponsor is a committee and not just an individual. Comparing the Leadership Skills required for Project and Program Managers compared to the ones here identified for project sponsors.

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Thank You

Q&As are welcome.

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Thesis Structure

This CGT PhD Thesis Structure Chapter 1: Introduction Chapter 2: Literature Review: to “read” the existing work on Success and Project Sponsors Chapter 3: Methodology Chapter 4: Data Collection and Analysis: Interviews Chapter 5: Theoretical Integration: Literature review to reference and integrate substantive theory with existing knowledge Chapter 6: Conclusion: Contributions, Recommendations for Further Research