MSc Management with Project Management

Advanced Project Management

Contents
1. Introduction.....................................................................................................................3

2. Project Selection and Portfolio Management.......................................................................3

2.1. Strategic goals and directions........................................................................................3

2.2. Expectations..................................................................................................................4

2.3. Screening module..........................................................................................................4

2.4. Recommendations for Project selection........................................................................5

2.5. Portfolio recommendations for the Project...................................................................6

3. The Organizational Context.................................................................................................6

3.1. Link between Hilti Group's strategy and Salesforce Implementation Project- TOWS
Matrix..................................................................................................................................6

3.1.1. Strengths-Opportunities (SO) strategies:.................................................................6

3.1.2. Weaknesses-Opportunities (WO) strategies:...........................................................7

3.1.3. Strengths-Threats (ST) strategies:............................................................................7

3.1.4. Weaknesses-Threats (WT) strategies:......................................................................7

3.2. Recommended Organizational Structure and Justifications:..........................................9

3.3. Strengths and weaknesses of the recommended organizational structure and impact on
the project...........................................................................................................................9

4. Project governance............................................................................................................11

4.1. Project governance frameworks..................................................................................11

4.2. Recommendations of the best approach.....................................................................14

4.3. Governance institutions..............................................................................................15

5. Leadership.........................................................................................................................15

5.1. The role of the project leader in Hilti Group's Salesforce Implementation Project.......15
 5.2. Recommendations to support the project...................................................................16

5.3. Best way to manage project and justifications.........................................................17

6. Advanced Planning and Scheduling....................................................................................18

6.1. Agile/lean method.......................................................................................................18

6.2. Waterfall technique.....................................................................................................19

6.3. Recommendation and justification..............................................................................19

7. Managing and leading change............................................................................................20

7.1. Application of Lewin’s model.......................................................................................21

8. Conclusion.........................................................................................................................22

9. References.........................................................................................................................24

10. Appendix.........................................................................................................................28
 1. Introduction

The Hilti Group's Salesforce Implementation Project is a major effort to upgrade the business's

CRM infrastructure. Salesforce, a cloud-based customer relationship management system, will

be implemented across the Hilti Group's global operations as part of this project. Project

selection, portfolio management, project governance, leadership, and change management are

just some of the management and leadership topics that will be dissected in this research. The

paper suggests ways in which the Hilti Group may improve the effectiveness of its Salesforce

Implementation Project, such as the methodical use of change management.

2. Project Selection and Portfolio Management

2.1. Strategic goals and directions

The Hilti Group, a leading international firm in the construction sector, has recognized digital

transformation as a key strategic aim in order to remain competitive in the market (Mohammed

2021). The kinds of initiatives that a corporation should pursue depend greatly on its strategic

goals and orientations. Innovation and technological progress are prioritized heavily by The Hilti

Group as part of its strategic objectives. This is demonstrated by the organization's commitment

to digital transformation and by its use of cutting-edge tools like Salesforce. The company's

mission statement, "We passionately create enthusiastic customers and build a better future,"

highlights the value of fostering a better future and customer pleasure, which is consistent with

its focus on innovation. Hilti's strategic objectives also include entering new markets and

growing its market share in already-existing sectors (Danesh, Ryan & Abbasi 2018). The

business must explore ideas that will help it stay competitive and relevant because it competes

fiercely in its sector. To do this, the company must concentrate on initiatives that raise customer
satisfaction, spur growth and profitability, and allow it to continue to lead the industry in

technological breakthroughs.

Hilti prioritizes sustainability and social responsibility in addition to its strategic aims. By

lowering its carbon footprint and encouraging sustainable practices across its value chain, the

company wants to establish itself as a leader in sustainability. As a result, initiatives that advance

sustainability and social responsibility would be in line with the company's strategic objectives.

Overall, we can draw an inference that Hilti should pursue initiatives that allow it to continue to

be innovative, expand into new markets, increase its market share, improve customer

satisfaction, encourage sustainability and social responsibility, and propel growth and

profitability (Mohammed 2021). When choosing projects for the company's portfolio, these

considerations must to be taken into account.

2.2. Expectations
It is reasonable to anticipate that Hilti will pursue projects that make use of technology and

improve the overall experience of their customers in light of the strategic goals they have laid

forth. This expectation has been taken into account while making the choice to migrate from

SAP to Salesforce, which represents a big step towards attaining their digital transformation

goals (Shariatmadari et al. 2017). It is anticipated that the project will facilitate improved

communication between the marketing and sales teams, provide a more comprehensive

perspective of interactions with customers, and raise the efficacy and efficiency of sales

processes.

2.3. Screening module

As a screening module, the Analytical Hierarchy Process (AHP) is recommended for use in the

process of choosing which projects to pursue. The Analytical Hierarchy Process, also known as
AHP, is a technique for making structured decisions that involves breaking down difficult

situations into smaller, more manageable components and then comparing those components

with one another (Danesh, Ryan & Abbasi 2018). This method offers a methodical and objective

means of analyzing potential project proposals in accordance with a variety of criteria, such as

strategic appropriateness, financial practicability, and risk evaluation.

2.4. Recommendations for Project selection

It is recommended that Hilti investigate the use of the Project Portfolio Management (PPM)

framework for the purpose of efficiently managing a portfolio of projects. The evaluation and

ranking of project ideas using this method is determined by how well they connect with the

strategic objectives of the organization and the resources that are already available

(Shariatmadari et al. 2017). The Project Portfolio Management (PPM) framework incorporates a

variety of approaches, such as portfolio analysis, risk management, and resource allocation, to

guarantee that projects are selected and prioritized in accordance with their ability to have an

effect on the business. By utilizing the PPM framework, Hilti will be able to make more

educated decisions regarding which projects to pursue and will also be able to ensure that

resources are distributed in an efficient and effective manner.

 Figure 1. BCG Matrix of Hilti Group

2.5. Portfolio recommendations for the Project

It is recommended that Hilti utilize a balanced portfolio strategy in order to make the most of the

Salesforce migration process and get the most out of the benefits it has to offer. This requires

picking a variety of initiatives that are in line with the strategic aims of the organization but vary

in terms of the levels of risk and return they present (Schipper & Silvius 2018). Hilti is able to

lower the overall risk of their project portfolio and guarantee that resources are distributed in a

way that strikes a balance between their short-term and long-term aims by diversifying the

projects in their portfolio. In addition, Hilti should routinely examine and update their project

portfolio in order to guarantee that it continues to be aligned with the strategic goals of the

company and is able to adjust to shifting market conditions.

3. The Organizational Context

3.1. Link between Hilti Group's strategy and Salesforce Implementation Project-
TOWS Matrix
The TOWS matrix is a tool for strategic planning that may be used to identify and analyze the

linkages between the factors that are internal to a firm as well as those that are external to the

company (Hobfoll et al. 2018). In the case of the Hilti Group, the TOWS matrix is a useful tool

for determining the extent to which the Salesforce implementation project is in line with the

broader strategic direction of the organization.

3.1.1. Strengths-Opportunities (SO) strategies:

Utilizing the Salesforce implementation project to maximize on its strengths in the construction

industry and take advantage of the opportunities given by the rising demand for cloud-based

software solutions is one of the SO tactics Hilti Group can adopt (Danesh, Ryan & Abbasi 2018).

Because of its knowledge of the construction sector and its well-known brand, Hilti Group can

gain a competitive edge by utilizing Salesforce's capabilities to enhance customer relationship

management and boost sales performance.

3.1.2. Weaknesses-Opportunities (WO) strategies:

Another tactic is to strengthen Hilti Group's current IT system while utilizing the Salesforce

implementation project to grasp market opportunities (Mohammed 2021). The Hilti Group's

existing IT system is old, and switching to Salesforce can help it handle data management and

analysis difficulties, giving it better insights into consumer behavior and preferences, ultimately

resulting in more effective marketing and sales strategies.

3.1.3. Strengths-Threats (ST) strategies:

By utilizing its advantages, the Salesforce implementation project can also assist Hilti Group in

reducing potential risks to its company operations (Kapoor & Kaur 2017). For instance, Hilti

Group can make sure that it continues to adhere to laws like the General Data Protection

Regulation (GDPR) by utilizing Salesforce to enhance data security and lower the chance of data

breaches.

3.1.4. Weaknesses-Threats (WT) strategies:

Finally, the Salesforce implementation project can help Hilti Group resolve its flaws and

counteract any dangers to its business operations (Dandage, Mantha & Rane 2019). For instance,

Hilti Group can lower the risk of system failures, data loss, and other IT-related concerns that

could affect its capacity to function successfully in the construction industry by enhancing its IT

infrastructure and data management capabilities.

Table 1. TOWS Matrix

Internal Factors External Factors

Strengths S1: Established brand name in O1: Growing demand for cloud-

the construction sector. based CRM systems in the

industry.

S2: Skilled and experienced O2: Availability of advanced

workforce. technological resources.

S3: Strong financial position T1: Intense competition from

other construction product

manufacturers.
 T2: Legal and regulatory

requirements for data privacy

and security.

Weaknesses W1: Inefficient data O3: Possibility of cost overruns

management system. and delays during project

implementation

W2: Resistance to change T3: Potential for data loss or

among employees. corruption during migration to

new system.

T4: Disruption to business

operations during the transition

period.

Overall, the Salesforce installation project helps Hilti Group leverage its strengths, manage its

weaknesses, and seize market opportunities, while reducing potential threats, in line with its

strategic goals and direction (Hobfoll et al. 2018). The Hilti Group can better understand how the

Salesforce implementation project fits into its entire strategy and choose the most effective

tactics for success by using a TOWS matrix methodology.

3.2. Recommended Organizational Structure and Justifications:

A project-based organizational structure is suggested for the Salesforce Implementation Project

based on the study. With this structure, a specific team will be formed to handle the project and

will answer to the project manager. Complex projects requiring a high level of specialization,

collaboration, and coordination are ideal for this structure. The Salesforce Implementation
Project benefits from the project-based structure in a number of ways (Shariatmadari et al. 2017).

First of all, it allows the project team to concentrate on the project's specific goals without being

sidetracked by other ongoing activities. it enables the team to master the project's numerous

facets and gain a thorough grasp of it. it encourages the kind of cooperation and teamwork that

are necessary for a project to be completed successfully. A direct channel of communication

between the project manager and the project team also promotes speedy decision-making and

communication.

3.3. Strengths and weaknesses of the recommended organizational structure and

impact on the project
The project-based structure is the best option for the Salesforce Implementation Project because

of its many advantages. First of all, it enables the creation of a committed team with the

particular knowledge and abilities required for the project (Dandage, Mantha & Rane 2019).

Because the project manager has direct influence over the project team, it promotes effective

communication and decision-making. It encourages teamwork and collaboration among team

members, which results in a more effective project execution. It enables flexibility in resource

allocation as the project develops, which is crucial for complicated projects that need constant

revisions. Additionally, there are various flaws in the project-based structure that can affect the

Salesforce Implementation Project. First off, the project team may get overly focused on the

project itself and lose sight of the organization's larger goals. there might not be a good fit

between the project's goals and the overall organizational objectives, which could prevent it from

having the desired effects (Danesh, Ryan & Abbasi 2018). Because it needs specialized

infrastructure and resources, the project-based structure may be expensive to maintain. Last but

not least, there can be difficulties reintegrating the project team into the larger organization when

the project is finished, which could affect the long-term viability of the project results. The
Salesforce Implementation Project will benefit from the suggested project-based structure. It will

make sure that the project team has the tools, knowledge, and infrastructure needed to complete

the task successfully. Additionally, it will encourage the collaboration and teamwork that are

necessary for a project's success among team members. To make sure that the project outcomes

are in line with the larger organizational objectives, it is important to resolve any potential flaws

in the project-based structure (Kapoor & Kaur 2017). This can be accomplished by making sure

that the project goals are in line with the overarching organizational objectives and by fostering

constant dialogue and cooperation between the project team and the larger organization.

Additionally, a plan should be in place to guarantee that the project outcomes are long-term

sustainable and the cost implications of the project-based structure should be carefully evaluated.

4. Project governance

4.1. Project governance frameworks

Since Hilti will be upgrading its system, this cannot be regarded as an absolute project

management. Therefore, efforts will be concentrated on implementing the best strategies that can

aid in the organization's upgrading process.

P3M3 (Portfolio, Program, and Project Management) is the first framework for project

governance that has been chosen. This approach, according to Gigliotti et al. (2019), enables a

detailed path for enhancing performance and productivity. It draws attention to the crucial

process areas that might facilitate more effective task management and value creation (Raelin,

2021). Consequently, the steps in this procedure that need to be firstly examined are-

The current place of the company- After 20 difficult years, the company wishes to replace its

new CRM utilizing Salesforce. Despite this, they introduced 74 very distinctive items in 2020
that might increase consumer safety and productivity (Hilti Group, 2020). However, they were

unable to increase sales, therefore they made the decision to introduce a new CRM system that

will require significant training for their over 18,000 sales and marketing staff (Hilti Group,

2020).

The place it wants to reach- With the new CRM system, the business is positioned to manage

data more effectively and build a more connected network, which will help them innovate and

increase sales this year and into the future (Hughes, 2018). They require ingenuity and experts.

For this phase, there are 5 maturity levels that must be adhered to.

Figure 2. Maturity levels

The way to get there- Lean six sigma methodology employing the DMAIC approach can be

utilized for this. Utilizing this will give the organization the opportunity for ongoing
improvement, which has been lacking recently (By, 2021). It focuses on ongoing innovation and

exploiting chances to consistently produce value.

Figure 3. DMAIC process

Way out to understand the improvement- Key performance indicators will be utilized at this

stage to evaluate the company's goal (increasing sales and innovation). Revenue Growth,

Revenue Per Client, Profit Margin, Customer Satisfaction, and Client Retention are possible

KPIs in this regard (Choromides, 2018).

In order to improve risk management, resource management, collaboration, flexibility, and

project success, the stage gate approach was chosen as the second project management technique

(Onyeneke and Abe, 2021). All significant stakeholders must be involved in this. The five stages

of the stage gate process are listed below.

1- Idea- At this point, brainstorming should take place with the leader and all of the

departmental experts (Choromides, 2018). For instance, the Hilti team should discuss the

data that will be transferred to Salesforce, the method they will employ, and the tools

they will use for particular tasks based on the aim.

 2- Scoping -This will analyze the new CRM's advantages and disadvantages. For instance,

it offers fantastic customization options for improved data administration, but it is highly

expensive and requires top-notch professionals to maintain the system (Aldulaimi and

Abdeldayem, 2019). Therefore, the drawbacks must be controlled.

3- Business case - The company should concentrate on product definition and analysis,

building the business plan accordingly, and feasibility study in order to increase

competitiveness (Bayraktar and Jiménez, 2020).

4- Testing and validation- The team needs to assess whether improved data management is

having an impact on decision-making, including boosting sales.

5- Implementation- The IT teams should use the software to analyze the results after

determining the KPIs and after hiring experts in various departments (Bayraktar and

Jiménez, 2020).

Figure 4. Stage development process

4.2. Recommendations of the best approach

In Mansaray (2019), the contributor draws the conclusion that stage gate may be implemented on

Salesforce with Cloud Coach based on a comparison of the two methodologies. Cloud Coach is

required to be utilized by the team as the phase management tool. Other time-saving

technologies, such as workflow processes, Gantt charts, approval techniques, and so on, can also

be incorporated into Stage Gate because to this software's flexibility. However, Schell (2019)
pointed out that this is an unnecessary overly rigid approach, and that in order to make progress,

it is necessary to continually revise the steps that came before it. In its place, P3M3 aims to

enhance a variety of KPIs, including management of time and costs, quality of output, client

satisfaction, return on investment, and morale among workers. Along the same lines as Cloud

Coach and Stage Gate, this can be deployed in stages. However, in addition to this, it offers the

advantage of ensuring that specific client criteria are met during development thanks to its

emphasis on lean management, which improves both quality and the likelihood that consumers

will be satisfied with the product. There is no need to worry about missing out on any of the

advantages that come with the stage-gate system (Schell, 2019). One of the goals of the group is

to assist its members in improving their skills, which has repercussions beyond the confines of

the organization itself. As a direct consequence of this, it is glaringly obvious that P3M3 is more

pertinent to the long-term strategy of the organization.

Because there is a lack of strong leadership that places a priority on continuous improvement and

new ideas, it is necessary to hire an external lean manager who is capable of putting the P3M3

strategy of governance into action. The organization does not have the expertise or experience

necessary to effectively adopt six sigma utilizing the P3M3 approach. Additionally, the lean

manager does not have the flexibility necessary to overcome one of the most significant barriers

to the successful implementation of lean (Hobfoll et al. 2018). The following is a brief outline

demonstrating how he may perhaps persuade the team as well as upper-level managers at Hilti to

use lean management.

4.3. Governance institutions

One of the governance entities that must be set up for the project to be properly governed is the

project sponsor. The sponsor's responsibility is to keep track of how the project is coming along
in accordance to its initial goals and to give the project manager any necessary input. Project

sponsors will work closely with the project manager and team members to handle any difficulties

that arise in addition to making sure that all necessary processes are being followed. (Dandage,

Mantha & Rane 2019)

5. Leadership

5.1. The role of the project leader in Hilti Group's Salesforce Implementation
Project
The Salesforce Implementation Project at Hilti Group depends heavily on the project leader's

performance. To guarantee that the project is delivered on schedule, within budget, and in

accordance with the required quality standards, the project leader is in charge of managing the

project team, stakeholders, and resources (Shariatmadari et al. 2017). In this project, the project

manager was in charge of overseeing the project team and collaborating closely with the sponsor

and other significant stakeholders to make sure the project's goals were achieved. The project

manager had to make sure that the project achieved the anticipated advantages to the firm and

that it was in line with the overall business plan. (Mansaray 2019) The project manager was also

in charge of making sure that the project team and other stakeholders communicated and worked

together effectively. The project manager had to guarantee that the team members were

collaborating well and that there were open lines of communication. The project manager also

had to handle disputes and find solutions to problems that might develop throughout the project's

existence.

5.2. Recommendations to support the project

The Salesforce Implementation Project at Hilti Group can benefit greatly from the support of

project advocates. Project champions are those who genuinely care about the project's success
and who can aid in its internal promotion (makita 2020). They can serve as the project's

supporters and aid in winning over other stakeholders.

Project champions can take part in the following actions to assist the project:

 Communicate the project's objectives and benefits to other stakeholders: The goals

and advantages of the project can be explained to other stakeholders with the aid of the

project champions (Gigliotti et al. 2018). They can describe how the project fits into the

larger business plan and how it can enhance consumer satisfaction and corporate

operations.

 Identify potential barriers and risks: The success of the project might be affected by

potential risks and impediments, which project champions can help to detect. They can

collaborate with the project team to create plans to reduce these risks.

 Help to generate support from other stakeholders: By explaining the project's

advantages and answering any queries or concerns that other stakeholders may have,

project champions can aid in building support from those parties (Mansaray 2019).

 Provide feedback to the project team: The project team can receive input from project

champions on how the project is going and where it can be improved. Additionally, they

can offer input on the project's effects on the organization and its stakeholders.

5.3. Best way to manage project and justifications

 Identify and engage project champions early: Early on in the project lifecycle, project

champions should be found and involved (Corporation 2020). They will have plenty of

time to comprehend the project's goals and advantages, as well as to offer suggestions

and help.
  Provide project champions with the necessary resources and support: Project

advocates should be given the tools and assistance they need to successfully market the

project. This can entail having access to project data, instruction, and communication

tools.

 Establish clear roles and responsibilities: Project champions need to have their roles

and duties outlined clearly (Dandage, Mantha & Rane 2019). This will ensure that they

are aware of their duties and can support the project in a productive manner.

 Recognize and reward project champions: Project champions should be honored for

their work and given rewards. This could inspire them and other people to take on project

leadership roles.

The Salesforce Implementation Project at Hilti Group depends on strong project management

and project champions. When working at Hilti, each individual is allowed the leeway to be

themselves and the flexibility to respond quickly to shifting priorities and environments

(Corporation 2020). They were able to overcome risks, communication barriers, and other

challenges because to the systems and practices they put in place. Hilti's commitment to its

employees' personal and professional growth is reflected in the company's emphasis on fostering

an entrepreneurial spirit and a clearly defined corporate culture. A firm that invests in its

employees by providing them with growth opportunities is more likely to succeed and grow in

the years to come. Project champions can assist in promoting the project and gaining support

from other stakeholders, while the project leader is crucial in managing the project team,

stakeholders, and resources. Project champions can be effectively managed to ensure that they

are enthusiastic and driven to contribute to the project's success.

6. Advanced Planning and Scheduling

6.1. Agile/lean method

Lean management may be the go-to project management strategy that can help the organization

address its main areas of concern, maintain sustainability, and quickly innovate new ideas, it has

already been determined based on the discussions that have taken place and the analysis that has

been done. Agile management is focused with carrying out tasks in a small-scale way, whereas

lean management concentrates on confronting and maintaining the flow of work (Mathiyazhagan

et al., 2021). Lean management and agile management can be compared to one another and are

positively correlated. According to Shafiq and Sortana (2019), both of these have the potential to

be used, depending on the situation. In addition, he added that he thought agile and lean

management offered similar benefits. All of these concerns need to be addressed by the

company, according to Mathiyazhagan et al. (2021), if the strategic aim of the organization is

taken into account. For instance, a lean manager can start by applying the agile technique to help

the team learn about these tactics by giving them smaller tasks. The lean manager might then

concentrate on lean management to ensure that the flow of work is maintained once the team has

gained adequate knowledge.

6.2. Waterfall technique

This strategy, according to Aitken and von Treuer (2020), is undoubtedly rigid and conventional

and is appropriate for a company focusing on a long-term project that doesn't call for a lot of

change. It consists of five stages, according to Choromates (2018): requirements, analysis,

design, coding, testing, and deployment. You must complete the current phase before going on to

the following one. The crew is not free to express their opinions on the project development
process in this scenario. As a result, it is a step-by-step process that is focused on the final

objective.

6.3. Recommendation and justification

When alternatives are contrasted, agile approach is shown to be the most successful.

Additionally, employing lean management strategies will significantly raise the chance of a

seamless changeover. As Chromide (2018) notes, the process is centered on continuous

improvement, which can result in more innovation, but the main issue with this lean management

approach is that nothing is fixed aside from the aim. However, the waterfall method's incapacity

to accommodate changes and fresh ideas means that it will eventually lose its potential to remain

competitive and sustainable. This is because the technique wasn't perfected until the Victorian

era. The agile methodology makes it simpler to plan and carry out projects, allocate resources,

and assign responsibilities to team members. may turn out to be a useful tool for implementing

change at work. As a result, adopting the agile methodology is highly advised. For instance,

Cisco's pace of innovation has greatly risen when the business used this agile strategy across the

board (Hughes, 2018).

7. Managing and leading change

When an organization's goals, processes, or technologies need to be altered, its leaders turn to a

set of techniques known as "change management." When changes are made to a project's scope,

schedule, or budget, it's important that such shifts be managed and communicated effectively

(Raelin 2021). Incorporating change management in a systematic fashion is crucial for a project's

smooth completion and the company's continued success. As a group works through the many

parts of change, the goal of change management is to increase confidence that the changes will

have the desired effect. Therefore, it may be possible to apply a change in this scenario by
verifying that the project achieved its original goals. In this stage of the project, it is essential to

help employees through the changes they will experience (Schipper & Silvius 2018). Workers

will need to be familiar with the new technology and how to effectively use it to generate value

for the company before the company can begin the process of digitally changing its operations. If

change management is properly included into the project, it will lead to the development of

targeted strategies and action plans for coordinating the efforts of the team members to ensure

that their efforts contribute to the successful completion of the project. Change management is

applicable throughout a project since each alteration will have an impact on the team and any

other parties involved. As the project progresses, it's likely that factors both internal and external

may influence its direction, perhaps resulting in shifts in organizational structure as well as other

processes and systems.

The case study and the TOWS matrix made it clear why the company is resistant to change

(Schell 2019). As a result, competing with companies like Bosch and Makita, who astonishingly

kept making money during the pandemic time, will be extremely challenging in the coming days.

Furthermore, competing with other businesses will be quite challenging for them. Therefore,

change must be a continual process here if the business is to retain the level of innovation and

competitiveness it seeks while simultaneously satisfying the demands of its strategic purpose.

7.1. Application of Lewin’s model

Lewin's model of change was chosen because it considers how people respond to novel

circumstances, which is why we made that choice. Kurt Lewin, a psychologist and social

scientist, devised Lewin's model, commonly known as the Three-Step Model of Change, in the

1940s. The model serves as a guide for leaders to follow while implementing organizational

change. It also highlights the difficulties related to resistance, which might thwart a change
(Hussain et al., 2018). Effective results may be achieved if the lean manager employs these

tactics while simultaneously providing support for lean project management and winning over

upper management.

1- Unfreeze: The team leader should now brief his or her subordinates on why this

particular change is so crucial. Hughes (2018) argues that he must remove any obstacles

that prevent the team from effectively communicating and working together. The long

vacuum in Hitli's transition, for instance, has already caused the firm a great deal of pain,

and so he would first speak with the top brass to help them understand this. After that,

he'd have to prove it with actual numbers and proof. It is hard for upper-level

management to inspire their subordinates to back a change in any part of the business if

they themselves are unaware of the problem.

2- Change: Before bringing about change on a wider scale, it is necessary to bring about the

change at this point on a smaller scale first. Lean management practices, for instance,

might be utilized by a manager to demonstrate how upgrading to Salesforce could assist

in the process of change. According to Hussain et al. (2018), he uses every feature of

Salesforce to its full potential in order to demonstrate that the team is efficiently

managing information and engaging with one another as a whole. At this point in the

process, it is essential to have an uninterrupted flow of information, provide an adequate

amount of leadership, and successfully motivate workers by providing opportunities for

relevant training and reskilling.

3- Refreeze: If the recommendations in this report are put into practice and the organization

experiences the benefits of lean management, as it will (Gigliotti et al., 2019), then the

transformation will be maintained. The company will become more flexible and open to
 new ideas as the preferences of its customers continue to develop. As a direct

consequence of this, increases are forthcoming in terms of productivity, profitability, and

originality.

Therefore, it is reasonable to expect the leader to apply Lewin's model to lean project

management in a methodical and effective fashion. Using this method, both the team's leader and

its members will have time to adjust to the new circumstances and reap the benefits of the new

arrangements. In terms of lean management, it will help with both ongoing education and

predetermined adjustments. Gigliotti et al. (2019) claim that one business, Bosch, has been able

to innovate quickly due to their capacity to manage change within a suitable framework.

8. Conclusion

Hilti is a worldwide leader in the construction equipment industry, but the company lacks the

knowledge and resources to consistently innovate (Schipper & Silvius 2018). Moreover, the

company is not open to new ideas. During times of change, businesses of all stripes may greatly

benefit from lean and agile management. This assistance ensures that improved customer

communication and coordination continues, which might benefit the company's key players. The

report is structured in a way that connects all of the information back to lean management, the

optimal management strategy for this case. Hilti must allocate funds to hire competent people

who will contribute significantly to the success of the company's restructuring and new product

development initiatives. They have to be adaptable enough to work with the many different

personalities in the company (Schell 2019). Hilti's lean management strategy has great potential

to benefit the company if all of the discussed and analysed topics are put into practise.
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10. Appendix

Tasks Self-evaluation
Project Selection Distinction as All the required marking criteria have been met.
and Portfolio
Management
Organizational Distinction as All the required marking criteria have been met.
Context
Project Distinction as All the required marking criteria have been met.
Governance
Leadership Distinction as All the required marking criteria have been met.
Advanced Distinction as All the required marking criteria have been met.
Planning and
Scheduling
Managing and Distinction as All the required marking criteria have been met.
Leading
Change