1
GOOD PRACTICES FOR INSTILLING
PROJECT MANAGEMENT CULTURE IN
JABATAN KERJA RAYA (JKR)
Supervised by : DR. MOHAMAD SYAZLI FATHI
By : MOHD NAZMI MOHAMED
Contents
1.0 Abstract
2.0 Introduction
3.0 Problem Statement
4.0 Objectives
5.0 Literature
6.0 Scope of Study
7.0 Research Methodology
8.0 Result and Discussion
9.0 Conclusion and Recommendations
10.0 Limitation and Suggestion for Future Study
References
2
1.0 Abstract
• The objectives this study are to identify the current adoption, desire
and good practices elements for instilling project management culture
in JKR in order to improve project management performance
• From findings, currently JKR have adopted project management
culture but have some lacking in people which is human attitudes and
behaviour pattern (individual value and belief)
• The desire elements for project management culture need to improve
by adoption and benchmarking to others (process), increase knowledge
and skills (people), good governance and strengthening matrix
organisation (methodology) and internal - policies and top management
involvement and external – political influences and government
policies (Environment).
• Good practices elements need to instill for human attitudes and
behaviour pattern in JKR people in order improve PM performance
3
2.0 Introduction
• PM important to JKR – manage most government project &
JKR Strategic Framework
• Successful PM defined when achieved project objectives –
within the time, cost, at desired performance, utilising
the resources and accepted by customer (Kerzner, 2009)
• Project culture important to project success. One of main
reasons for project failure is organisation cultures in
which projects have to be delivered is not supportive of
projects (Plessis & Hoole, 2006)
• The elements of PM Culture are Process (How), People
(Who & Whom), Methodology (What) and Environment
(Where) (Plessis & Hoole, 2006)
4
2.0 Problem Statement
• Project managed by JKR was plagued by EOT, quality non-
conformance, cost overrun, environmental pollution &
degradation, safety & health hazards, incident of
structure failure and poor sustainability (Buyu, 2009)
• Weak management skills on JKR is main reason for new
stadium in Terengganu and several public structures
collapse (Rahman, 2010)
• JKR only completed 78/132 projects on MP 10 (59%
behind schedule) (Yaakob, 2013)
• JKR projects (audit perspective) – increase the cost, not
meet specification, selection not perform contractor, poor
site supervision, monitoring & human errors (Buang,
2013) 5
2.0 Problem Statement (Cont’d)
6
3.0 Objectives
• To identify the current adoption of project
management culture in JKR
• To identify the desire project management
culture in JKR
• To establish good practices elements for instilling
project management culture in JKR to improve
project management performance
7
4.0 Literature Review
4.1 Project Management (PM)
• PM successful when achieving the project objectives (Kerzner, 2009)
• The ultimate of PM is having a satisfied customer (Gido and Clements,
2012)
• PM nature requires the development of constructive human relations
(Harrison and Lock, 2004)
• PM are the modus operandi for implementing strategy (Larson and Gray,
2011)
4.2 Project Management in JKR
• JKR exist since 1872 as the technical advisor to the government,
implement of a development project and maintain infrastructure assets
• In 2006, JKR was set up and establish PROKOM and implement PMCP to
position JKR for implement and manage infrastructure projects.
8
4.0 Literature Review (Cont’d)
4.3 Project Success Factor
• Project failure was attributed by not having an adequate statement of
work, a work breakdown structure or a schedule (Kleim and Ludin, 1998)
• Project reviews, best practices and lesson learned can be sources for
improve project management practice (Wysocki, 2004)
4.4 Organisation Culture
• (Pinto, 2010): Organisation culture can affect PM (1) how department
interact in pursuit project goals, (2) influences level of employee
commitment (3) influence project planning process, (4) how managers
evaluate performance project teams & view project’s outcomes
• (Alvesson, 2002): Organisational culture can effect on performance that
directly correlated with the (1) level of profits in a company, (2)
creation of a strong corporate culture, (3) contribute to efficiency, (4)
key to good performance.
9
4.0 Literature Review (Cont’d)
4.5 Project Management Culture
• A set of work related values & benefit shared by PM professionals (Wang,
2001)
• PM culture as a system of attitudes & behavior patterns (Hobbs & Menard
(1993)
• PM culture as the corporate culture for PM (Kerzner, 2009)
• PM culture is the culture of PM profession or the project team (Plessis &
Hoole, 2006)
• PM culture come from a set of values that form linkages among 4
dimension of project success – (1) project manager competencies,
(2) performance measurement system, (3) business process , (4) project
organisation structure (Kendra & Taplin, 2004)
10
4.0 Literature Review (Cont’d)
4.6 Project Management Culture Dimension
• Adapted from framework by Plessis & Hoole (2006)
(1) Project process or approach (HOW), (2) People in the project – the
project team and stakeholder (WHO), (3) Project management methodology –
structure and system (WHAT), (4) Project environment – internal &
external (WHERE)
4.7 Instilling Project Management Culture
• Cleland (2007) suggest to strengthen project team
• Kleim & Ludin (1998) suggest for introducing project management culture
• Alvesson (2002) suggest new recruitment, new forms of training program,
performance appraisal, promotion of people and good leadership
• Schein (2004) suggest creating a common language and conceptual
categories for helping instilling culture to the people in organisation
11
5.0 Scope of study
• Focus on the project management culture in JKR as
government organisation
• The focus area is for the people, process, methodology
and environment as adapted from the previous study by
Plessis and Hoole (2006)
12
6.0 Research Methodology
13
Research Methodology (Cont’d)
14
START
PREPARATION 1
REPORT WRITING
PRESENTATION TO
PANELS
DESIGN OF
QUESTIONNAIRE
COLLECTION OF
DATA & INTERVIEW
DATA ANALYSIS
RECCOMMENDATION &
FINAL REPORT
FINISH
PHASE 1
PHASE 2
PHASE 3
7.0 Results and Discussion
15
BRANCH ROLE SECTOR GRADE
Total JUSA J54 J52 J48 J44 J41
CJ
HOPT BUSINESS
0 0 0 2 9 6 17
CKBA 0 1 1 6 6 3 17
CKK 0 1 2 5 2 2 12
CKS 0 2 2 2 2 11 19
CPPT 0 0 0 2 5 3 10
CPUM 0 2 0 4 2 13 21
CA
HODT SPECIALIST
0 0 1 0 0 3 4
CKASJ 0 0 2 2 4 6 14
CKJG 0 0 1 1 2 4 8
CKE 0 0 1 1 2 5 9
CKM 0 0 0 3 1 2 6
CKUB 0 3 3 1 3 16 26
CERUN HOPT
MANAGEMENT
0 0 0 1 0 1 2
PROKOM MANAGEMENT 2 3 1 3 1 2 12
SENGGARA HOPT 0 0 0 0 2 4 6
Total 2 12 14 33 41 81 183
16
Specialisation Frequency Percent (%)
Architect 22 12.0
Civil 80 43.7
Electrical 15 8.2
Mechanical 19 10.4
Quantity Surveyor 47 25.7
Total 183 100.0
7.0 Results and Discussion (Cont’d)
Grade
Working Experience in JKR
Total 0 - 5 years 6- 10 years
11 - 15
years
16 - 20
years
21 - 25
years
26 - 30
years
31 - 35
years
36 - 40
years
JUSA 0 0 0 0 0 0 1 1 2
J54 0 0 0 1 0 7 4 0 12
J52 2 1 0 4 3 4 0 0 14
J48 0 20 7 5 0 1 0 0 33
J44 2 35 3 0 0 1 0 0 41
J41 68 12 1 0 0 0 0 0 81
Frequency 72 68 11 10 3 13 5 1 183
Percentage (%) 39.34 37.16 6.01 5.46 1.64 7.10 2.73 0.55 100
Finding: Current PM Culture
• PM Culture exist in JKR
• Elements not adopted related to human attitudes
and behaviour pattern (individual value and
beliefs)
• Results from survey, interview and previous
study show the similarity characteristics
17
Framework Question Current (Mean)
(A)
Average
(C)
Desire (Mean)
(B)
Individual
Gap
(A - B)
Average
(D)
Gap
(C - D) Ranking
PROJECT PROCESS
OR APPROACH A1 3.77
3.63
4.37 -0.60
4.36 -0.73 4
A2 3.66 4.33 -0.67
A3 3.36 4.37 -1.01
A4 3.64 4.35 -0.71
A5 3.66 4.30 -0.64
A6 3.66 4.43 -0.77 PEOPLE A7a 3.34
3.43
4.28 -0.94
4.32 -0.89 1
A7b 3.25 4.28 -1.03
A7c 3.38 4.33 -0.95
A7d 3.21 4.23 -1.02
A7e 3.54 4.37 -0.83
A8 3.60 4.43 -0.83
A9 3.58 4.38 -0.80
A10 3.50 4.31 -0.81
A11 3.55 4.33 -0.78
A12a 3.57 4.38 -0.81
A12b 3.27 4.27 -1.00
A12c 3.33 4.28 -0.95 PROJECT
MANAGEMENT
METHODOLOGY -
STRUCTURE &
SYSTEM
A13 3.70
3.50
4.39 -0.69
4.33 -0.83 2
A14 3.51 4.31 -0.80
A15 3.46 4.28 -0.82
A16 3.53 4.38 -0.85
A17 3.60 4.36 -0.76
A18 3.44 4.28 -0.84
A19 3.29 4.30 -1.01
A20 3.44 4.32 -0.88
A21 3.49 4.31 -0.82
A22 3.51 4.33 -0.82 PROJECT
ENVIRONMENT A23 3.44
3.53
4.26 -0.82
4.31 -0.78 3
A24 3.50 4.34 -0.84
A25 3.64 4.35 -0.71
A26 3.66 4.33 -0.67
A27 3.44 4.28 -0.84
A28 3.51 4.31 -0.80
18
Elements Sub-element (Question)
Current
(Mean)
(A)
Average
(C)
Desire
(Mean)
(B)
Individual
Gap
(A - B)
Average
(D)
Gap
(C - D) Ranking
PROJECT
PROCESS OR
APPROACH
a) Have an integrated
process and systematic 3.77
3.63
4.37 -0.60
4.36 -0.73 4
a) Follow project life cycle
3.66 4.33 -0.67
a) Disciplined and
controlled within time,
quality and cost 3.36 4.37 -1.01
a) Customer oriented
delivery 3.64 4.35 -0.71
a) Result oriented for
achievement and
outcomes 3.66 4.30 -0.64
a) Continuous
improvement and
learning 3.66 4.43 -0.77
19
Elements Sub-element (Question)
Current
(Mean)
(A)
Average
(C)
Desire
(Mean)
(B)
Individual
Gap
(A - B)
Average
(D)
Gap
(C - D) Ranking
PEOPLE
a) Mindset
3.43 4.32 -0.89 1
(i) Result and risk oriented 3.34 4.28 -0.94
(i) Disciplined and flexible
paradigm 3.25 4.28 -1.03
(i) Team-player 3.38 4.33 -0.95
(i) Change readiness 3.21 4.23 -1.02
(i) Learning for continuous
improvement 3.54 4.37 -0.83
a) Competent 3.60 4.43 -0.83
a) Committed and ethical 3.58 4.38 -0.80
a) Interdependence 3.50 4.31 -0.81
a) Trusting and trustworthy 3.55 4.33 -0.78
a) Interpersonal relations
(i) Open communication 3.57 4.38 -0.81
(i) Conflict management 3.27 4.27 -1.00
(i) Emotional intelligence 3.33 4.28 -0.95 20
Elements Sub-element
(Question)
Current
(Mean)
(A)
Average
(C)
Desire
(Mean) (B)
Individual
Gap
(A - B)
Average
(D)
Gap
(C - D) Ranking
PROJECT
MANAGEMENT
METHODOLOGY -
STRUCTURE AND
SYSTEM
a) Clear project plan 3.70
3.50
4.39 -0.69
4.33 -0.83 2
a) Establish
communication
plan
3.51 4.31 -0.80
a) Work Breakdown
Structure (WBS)
utilization
3.46 4.28 -0.82
a) Clear roles and
responsibilities 3.53 4.38 -0.85
a) Team
approach/networkin
g, rather than
individuals
3.60 4.36 -0.76
a) Encouragement for
risk management 3.44 4.28 -0.84
a) Flexible structure to
optimise resources 3.29 4.30 -1.01
a) Follow
specification,
deadlines and
milestones
3.44 4.32 -0.88
a) Have measurement
and should be
control
3.49 4.31 -0.82
a) Learning
interventions and
processes of
continuous
improvement
3.51 4.33 -0.82
21
Elements Sub-element
(Question)
Current
(Mean)
(A)
Average
(C)
Desire
(Mean)
(B)
Individual
Gap
(A - B)
Average
(D)
Gap
(C - D) Ranking
PROJECT
ENVIRONMENT
a) Based on
strategic
emphasis 3.44
3.53
4.26 -0.82
4.31 -0.78 3
a) Upper
management
commitment,
active
participation and
support
3.50 4.34 -0.84
a) Project planning
support 3.64 4.35 -0.71
a) Customer/end-
user input 3.66 4.33 -0.67
a) Project execution
support with
necessary
resources
3.44 4.28 -0.84
a) Organisational
support with
proper practices
and systems 3.51 4.31 -0.80
22
Perception on study by Hashim Buyu (2009)
Item Characteristic Agree & Strongly
Agree (%)
a Lack of common, department-wide and project management practice 52.4
b Lack of understanding of formal project management process, its
purpose and its benefit
53.6
c Uneven application of project management tasks to department
projects
51.3
d Project management is not seen as an essential component for all
projects
41.0
e Project management activities are conducted as an afterthought 36.6
f Project management is not explicitly integrated with strategic planning 41.5
g Unavailability of a common repository for project management
documents
39.9
h Perception of formal project management as being too detailed,
complex and time consuming
54.1
23
24
Finding : Desire PM Culture
• Process or approach
- Improve the current process & approach by adoption and benchmarking
to other process, approach and projects
• People
- Increase skills in PM, individual skills & knowledge management
• Methodology – structure & system
- Governance of projects, strengthening back matrix organisation to
proper practices & hybrid matrix for better structure
• Environment
- Internal – department policies, top management commitment, logistics
- External – political influences & government policies, consultant
competency
25
DESIRE PROJECT MANAGEMENT CULTURE
Item Framework Elements (Plessis and Hoole) Elements Desire by JKR
a Project
process or
Approach
Process elements :
Integrated process and systemic
Follow project life cycle
Disciplined and controlled
Customer oriented delivery
Continuous improvement and learning
Process elements :
Updated and user friendly process
Based on lean process approach
Emphasis on PMBoK process – project phases, cycle,
process and sub-process
Benchmarking to other successful project
b People in the
project
People elements :
Mindset
- Result and risk oriented
- Disciplined and flexible paradigm
- Team-player for team effort
- Change readiness
- Learning
Competent
Committed and Ethical
Interdependence
Trusting and trustworthy
Interpersonal relations
- Open communication and share
information
- Proper conflict management
- Emotional intelligence
People elements :
Mindset
- Desire to change
- Good leadership
Competency
- Training and coaching – on job training
- Project management competency
Interpersonal relationship
- Conflict management
- Common understanding
Individual skill - fast decision making
Knowledge & skill
- Knowledgeable and skillful in project management
- Continuous learning
- Skill and knowledgeable to use IT software
(Microsoft Project)
- Risk management
- Stakeholder management (internal & external)
Knowledge Sharing
Individual reward for performance
26
c Project
Management
Methodology –
System &
Structure
Structure and System elements :
Clear Project plan
Communication plan
Weak breakdown structure (WBS)
Clear roles and responsibilities
Team approach/networking
Risk management
Flexible structure
Specification, Deadlines, Milestones
Measurement and Control
Learning
Structure and System elements :
Structure
- Proper establishment of PMO
- Regional project team (for flexibility of
human resources)
- Follow the proper matrix organisation
- Using hybrid matrix organisation
- Clear roles and responsibilities
System
- Proper project tracking
- Project management plan
- Implement risk management
- Performance measurement
d Project
environment
Environmental elements :
Strategic emphasis
Upper management support
Project planning support
Customer/end-user input
Project execution support
Organisational support
Environmental elements :
Internal
- Policies
- Knowledgeable top management
- Achievable vision & mission
- Procurement methodology
- Logistic facilities
- Office facilities
External
- Clear input from clients
- Knowledgeable consultants
- Political influence
- Government policies 27
Conclusion and Recommendation
Objective 1
• PM Culture exist and adopted majority of PM
Culture elements that it should have
• In term of practices, still not fully establish, not a
wide spread, not organised, not standardise
(individual) and still not organisation wide
28
Objective 2
• Process - Desire PM Culture look into improvement for existing
process by adopting and benchmarking of other process, approach and
projects that had been established
• People - Increase skills in project management, individual skills and
knowledge management (sharing & documenting)
• Methodology - Good governance of project by establishes Project
Management Office (PMO) and strengthening the current matrix
organisation
• Environment - Internal - department policies and commitment by top management
- External - political influences and government policies
29
Conclusion and Recommendation (Cont’d)
Objective 3
• Need for good practices to instill PM culture in
human attitudes and behaviour patterns
(individual value and belief) of people
30
Conclusion and Recommendation (Cont’d)
Current Culture
not Adopted Good Practices Elements Desire Culture
a) Mindset – Result
and Risk Oriented
a) Result oriented
Individual
- Set KPI and penalty if not achieve without strong justification
- Rewarded if have achievement over the target
Management
- Closely monitor
- Provide all the necessary project requirement (resources, logistics)
b) Risk oriented
Individual
- Increase knowledge through seminar, workshop, courses, training to all staffs
regardless of positions
- Make a common and start implementation during early of project stage
Management
- To involve all projects for risk management and practices
- Make a compulsory as agenda in project meetings
- Appoint risk manager in each department
Mindset – Result and
Risk Oriented
b) Mindset –
Disciplined and
flexible paradigm
Individual
- Cultivate skills for critical thinking and analytical thinking
- Focus on the project goals rather than other agendas
- Realised on the environment changes
Management
- Revised the outdated procedures
Mindset – Disciplined
and flexible paradigm
31
Conclusion and Recommendation (Cont’d)
32
Conclusion and Recommendation (Cont’d)
c) Mindset – Team
Player
Individual
- Keep team members regularly updated project info through e-mail or social media
- Promote sharing ideas, problems, opportunities and interests
- Reduces formality in dealing with team members
Management
- Allocation for team building and induction
- Encouragement for team spirit rather than individual especially on recognitions
Mindset –
Team Player
d) Mindset – Change
Readiness
Individual
- Equipped with all the required skills and competency especially on technologies
Management
- To have a proper system for monitor and assess the changes
- To provide all the necessary infrastructure for the implementation of changes
Mindset –
Change
Readiness
e) Interpersonal
relations – Proper
Conflict
Management
Individual
- Should identify to proper channel for addressing conflict in project team
- To have conflict tolerance
- To have good soft skill
Management
- Establish proper conflict management
Interpersonal
relations –
Proper Conflict
Management
f) Interpersonal
relations –
Emotional
intelligence
Individual
- Cultivate spiritual aspects
- Acquire emotional management
Management
- Taking psychological criteria in selecting team members
- To have a counselor in department for reference
Interpersonal
relations –
Emotional
intelligence
Conclusion and Recommendation (Cont’d)
• Contribution of Study
- This study will be contributing important
information especially for the dedicated team
towards project management development in
JKR
- The team may plan and proposed appropriate
allocation and programs to establish good
practices in order to improve project
management performance
- Therefore, the implementation of project
management will not plagued by the issues any
more
33
10.0 Limitation and Suggestion
for Future Study
• Limitation - The study was conducted at JKR Head Quarters since the
time and cost constraint
- Most of respondents in survey are in J41 and J44 Grade
(junior officers) which is do not have sufficient experience
in JKR
- The number of respondents that interest and commit to
participate in the study were considered low and may not
represent the department as whole
- Using 5 points Likert scale may bias as there is possibility
that respondents may agree with the statement in order to
‘please’ researcher
34
10.0 Limitation and Suggestion
for Future Study (Cont’d)
• Suggestion for Future Study - The study should look details into others framework of
PM culture (process, methodology and environment)
- The study should be extended to other Government
organisation and private sectors in order to compare the
adoption and desire PM culture
- After implementing instilling project management culture
for several years, the current Project Management
Maturity level in JKR is suggested to measured whether
there is any increment for the current PMM level
(Level 2)
35
“You know you have a project management
culture in place when everyone respects an
hour of time and a dollar spent on a project,
they are tracking it and you can manage
change”
Bob Wyatt (2000)
36
THANK YOU
37
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