1

PRESCRIBED COVER PAGE FOR ALL GROUP AND INDIVIDUAL ASSIGNMENTS

CRANEFIELD COLLEGE OF PROJECT AND PROGRAMME MANAGEMENT

GROUP ASSIGNMENT 2

FOR

MODULE: M2 (Programme-Managing Organisational Performance and Innovative Improvement)

Please include the following declaration:

“I/We hereby declare that this assignment is entirely my/our own work, and that it has not previously been submitted to any Higher
Education Institution. I/We also declare that all published and unpublished sources have been fully acknowledged and properly
referenced. This includes figures, tables and exhibits. Where modified by me/us, this has also been indicated.”

Print Name Signature ID Number

Coco Buthelezi 9201030344083
Tiisetso Timothy Molefi 8203235340082

Table of Contents

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PREAMBLE...................................................................................................................................................................................................................................................... 3
EXECUTIVE SUMMARY................................................................................................................................................................................................................................ 3
INTRODUCTION.............................................................................................................................................................................................................................................. 5
1. PROBLEMS IDENTIFIED.......................................................................................................................................................................................................................... 6
2. SWOT ANALYSIS....................................................................................................................................................................................................................................... 6
3. ROOT CAUSES........................................................................................................................................................................................................................................ 11
4. RECOMMENED SOLUTIONS................................................................................................................................................................................................................ 14
5. RECOMMENDATION............................................................................................................................................................................................................................... 19

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PREAMBLE

This is second team assignment for the module Programme Managing Organisational Performance and Innovative Improvement (M2)

The Case Study is based on Kerzner, Harold. 2006. "Project Management: A systems approach to planning, scheduling and controlling", 9 th
Edition, Wiley.

CASE QUESTION
Evaluate the case and propose a solution. Prioritise the steps to be taken in your approach, be systematic and motivate your assertions.

EXECUTIVE SUMMARY

This assignment maintains key themes and problems that have been identified in the Trophy Project. This assignment will extensively look at
the problems and root causes that were pertinent to the late delivery of the Trophy Project. A case study was utilised to identify and study the
problems in the Trophy Project, with the aim to apply the learnings from Steyn and Schmikl and other authors (2021) to address these issues,
and apply the theory tested in the learning outcomes. In the analysis, we will apply the following learning outcomes tested:

1. Application of leadership behaviour in a manner that results in shared vision and a sense of mission amongst the organisational
members as preconditions for organisational success
2. Explain with insight the organisational structures must serve as a vehicle for delivering organisational purpose in the industry 4.0
economy, and create organisational effectiveness through the design of jobs, sections and departments, and effectively managing the
cross functional value chain to enhance goal achievement and organisational success.

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3. Distinguish between project, programme and portfolio management in the context of the organisations evolutionary process and
maturity
4. Explain that managers in the industry 4.0 economy do best when managing organisations in an integrative, balanced manner by
employing the Balanced Scorecard-Programme management (BS-PM) system as an integrative link between corporate, business and
operations strategy

Firstly, in terms of methods and approach, we have enlisted the use of a SWOT Analysis method to identify the problems in granular detail.
Further we have utilised the Fishbone method to articulate the contributing factors and roots causes to the problems that have been identified.
Secondly, we have researched and identified solutions that we remedy the problems that have been indentified as per the analysis of the case
study. Lastly, we will provide assertions based on the solutions to conclude to a recommendation that will properly manage and mitigate these
problems for future.

RECOMMENDATION TO EXECUTIVE SUMMARY:

The Trophy Project is said to have failed by pure design, in that from inception there was no criteria set in assessing candidate competencies
in recruitment for projects, furthermore program schedules not being met contributed to project expenditures being excessive. The fact that the
labour costs were being allowed for functional managers to run pet project, emphasis a misalignment in values and a need for effectively
managing within industry 4.0 strategic transformational change requirements, as per Steyn and Schmikl (2021).

Based on Steyn and Schmikl (2021) the main gain(s) for strategic transformation is not only organizational efficiencies, first price is
organizational effectiveness. Strategic transformation programmes concentrate on what has known as ‘doing the right things’, for example
making certain that the right strategies (prescriptive or emergent) are implemented in order to enhance the strategic value proposition for

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Corporate. The authors weight in on there being four processes embed in the transformation and change process and Corporate is required
to:

1. articulate its vision and mission as a cohesive set of objective measures in easily understood terms
2. Communicate and link strategy to all ranks of the organisation
3. Initiate business planning which enables Corporate to foster integration of business and financial plans and
4. Process of feedback and learning which will enable Corporate to achieve innovative double-loop learning or feedback loop (BSPM)

INTRODUCTION

With reference to the Trophy Project, we will discuss the problems identified in the case study and provide a synopsis of the underlying
causes. Further, based on the analysis of the key underlying causes, we will provide solutions to remedy these problems, by extracting
learnings on the solutions demonstrated and highlighted by Steyn and Schmikl (2021). Thereafter we will conclude by providing
recommendations to each problem identified. In addition, various methods and techniques will be utilised to identify the problems, evaluate the
root causes, and provide solutions.

In the evaluation of the Trophy Project case study, a SWOT Analysis is the method we will utilise to identify the Strengths, Weaknesses,
Opportunities and Threats of the company and the Trophy Project. This method will assist us in assessing the current situation in the
organisation, by proactively identifying the Strengths and Weaknesses of the organisation and the Trophy Project. Furthermore, to mitigate
and eliminate potential Threats which are cumbersome to the success of the organisation and the Trophy Project, and to expand on the

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Strengths and explore Opportunities which will enable us to determine an improvement strategy to ensure the overall improvement and
success of the organisation, business processes, and essentially the successful implementation of the Trophy Project.

Based on the case, the below were the main problems identified:

1. PROBLEMS IDENTIFIED

a. Lack of leadership
b. Lack of committed and dedicated resources
c. Excessive project expenditures
d. Delays in project implementation and impact to the project schedule
e. No direct reporting structure or executive to oversee the project/programme.
f. Intervention by the customers in the project
g. No prototype unit completed - Vendors supplying component for the program were behind schedule

2. SWOT ANALYSIS

Below is a SWOT Analysis, which is utilised to illustrate and classify each problem into Strengths, Weaknesses, Opportunities and Threats:

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Figure 1, Templates Archive 2020

Strengths (Internal)
1. Recently accepted the Trophy Project
2. Support from corporate staff
3. Project communication and reporting – customer received progress reports timeously

2.2 Weaknesses (Internal)

1. Lack of support from corporate vice president
2. Inadequate/skilled resources
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3. Excessive project expenditures

4. Impact to project timelines/delays in project implementation
5. Constant changes to reporting structure/ no formal reporting structure
6. Threats to Reichart’s job security

2.3 Opportunities (External)

1. Establishing a PMO (Project Management Office) structure
2. Eliciting support from the functional and line managers to acquire project resources
3. Strengthening the client relationship
4. Establishing and collaborating with the assistant programme manager to meet the objectives of the Trophy Project
5. Enforcing a positive and collaborative company culture

2.4 Threats (External)

1. Continuous intervention by the client/customer in the project
2. Vendor supplying component for the programme were behind schedule
3. Deterioration of client/producer relationship

Upon the evaluation of the above SWOT Analysis, it is apparent that the Trophy Project has endured several Weaknesses, internal to the
organisation and Trophy Project. These weaknesses have incurred delays and incumbered the successful implementation of the Trophy
Project. In contrast, there are a number of Opportunities that have been identified, which can be utilised to improve the overall trajectory of the
Trophy Project, the overall organisation and any future programmes.

According to Kotter (1996) et al, the following are some common errors Why organisations fail to effect lasting change and transformations:

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1. Failure to Gauge the organisations Experience curve, current HR Architecture OD Level of skills
2. Failing to create a sufficiently powerful guiding coalition
3. Underestimating the power of vision
4. Permitting obstacles to block the new vision
5. Failure to size up change entry point and organisation’s maturity
6. Failure to create short-term wins
7. Neglecting to anchor changes firmly in the corporate culture

These common errors to effect long lasting transformation can be attributed to the themes highlighted in the case study, which have
perpetuated the problems for the Trophy Project.

Subsequent to our evaluation of the problems listed above, a method is required to analyse the root causes that to the problems identified.
Therefore, the Fishbone method has been enlisted to assist in identifying the causes and effects of each problem. A fishbone diagram is a
cause-and-effect tool that assists in making sense of the reasons for defects and failures in a process, (Trout 2020). In developing a fishbone
diagram, one of the steps is determining the factors contributing to the variations within the process, which are mainly: people, environment,
method, machine, material and measurement.

Trout 2020, define the 6 contributing factors as follows:

1. People – the functional and operational labour of people engaged in the design and delivery of the product
2. Environment – Environmental factors that are uncontrollable and unpredictable
3. Method – A production process and its contributing service delivery process
4. Machine – equipment, facilities, tools and systems used for production
5. Material – raw materials and components required to produce a desired end product

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6. Measurement – physical measurements i.e. distance, time, temperature, pressure

This method will assist in pinpointing, understanding and prioritising each root cause, to enable the establishment of possible solutions:

PEOPLE
METHOD
Lack of Leadership and support
from line and functional managers
Excessive project
expenditures
Inadequate Resources MACHINES

Functional Managers working on “pet Lack of Planning for project activities

projects” and deliverables
Computerization of tasks and
deliverables - project
Continuous intervention from client Customer changing the objectives could not be
programme and product in an handled by the computer Trophy Project
Deterioration of client/producer relationship attempt to solve problems progranme
Running Behind
Schedule
High staff turnover on project Vendors who were supplying
Progress reports components for the project were
Impact to project timelines/ delays in also running behind schedule
project implementation

No prototype units
Negative working environment & MEASUREMENTS completed
threats to job security

Constant changes to project MATERIALS

reporting structure

ENVIRONMENT

Figure 2, Template Lab 2020

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With reference to the problems listed in number 1 and the analysis of the Fishbone diagram, below is an overview of factors/ root causes
which have negatively impacted the Trophy Project, and contributed to the project running behind schedule:

3. ROOT CAUSES

3.1 Lack of leadership

Based on the case, the Trophy Project did not have a dedicated line manager or executive to oversee the overall programme, assign
project resources and control project expenditures. This created problems as the project was poorly managed, which impacted time,
costs, scope and quality of the programme. In addition, the corporate vice president’s behavior was negative towards Reichart and he
did not offer his assistance to get the project on track. The corporate vice president commented that if Reichart failed to bail out the
project as it was not performing, there would be consequences and he would hold Reichart accountable. This behavior and comment
negatively impacted Reichart as this threatened his job in the organisation. There was also lack of commitment from the functional
managers as they were also working on their ‘pet projects’ and provided inadequate support to the programme.

Further, the trophy project had a poor reporting structure as there were constant changes to reporting lines. Firstly, Reichart reported to
the project office, and later on this was changed to the operations manager. As the project continued, the reporting line was changed
from operations manager to divisional general manager. This created some instability for the project as there were unclear reporting
lines, and there was no continuous support to assist in getting the project on track. In addition, the project had changed their
programme managers for this project 3 times, which is indicative of the lack of structure and leadership in the organisation.

3.2 Lack of committed and dedicated resources

It is evident from the case study that there was poor support from the functional managers, as they did not assign resources to work
with Reichart on the project. Resources were deployed from other areas or departments, as other ‘pet projects’ ran concurrently in the

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organisation. ‘The resources allocated to the project were inadequate to keep up with the projects pace’, which could be attributed to a
lack of skill and expertise to work in a project environment.

3.3 Excessive project expenditures

Functional managers were charging labour time to the Trophy Project, which essentially incurred additional costs for the project, as
there was also an estimated cost overrun of 20%, six months after project initiation. In addition, no stringent budgets were allocated to
the project, to fulfill project requirements. The introduction of the computer programme also contributed to the excessive expenditures.
The programme was funded with approximately $50 000, and later it was discovered there was an additional cost of $15 000 required
for programming and storage. Unfortunately, the programme failed, and these costs were not recovered by the programme. Moreover,
the project budgets were not planned and properly managed by any senior manager or executive who would ensure that the budgets
were allocated resourcefully and fulfilled the necessary requirements for the project.

3.4 Delays to schedule and project implementation

The delays to the project schedule were primarily due to the lack of planning from Reichart. He did not develop a clear work breakdown
structure of all the activities and tasks to be managed for the Trophy Project and assign these tasks to the relevant people. Time was
wasted in completing project reports and presentations for the customer and the Monday standup meeting, instead of delivering on the
actual project. In addition, the functional manager did not allocate sufficient or adequate resources to complete the project deliverables.
There was no formal contingency plan developed to make up for the time lost and get project on track in order to meet the project
objectives. The delays to the schedule can also be caused by the vendors supplying the components to the project were running behind
schedule.

3.5 No direct reporting structure or executive to oversee the project/programme.

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In the case of the Trophy Project, there was no dedicated person Reichart could report to with regards to progress, eliciting guidance
and intervention where there were issues and risks that the project was facing. In addition, there was no immediate interventions from
the functional managers to assist in getting the project back on track. In addition, resources who were assigned to Reichart were not
competent to work at a pace in line with the project schedule.

3.6 Constant interventions by the customer in the project

Due to the project overrunning, the project was made aware of the delays. In attempts to remedy the situation, ‘the customer made
arrangements to assign a representative in Reichart’s department to be on-site’ and communicate with Reichart and the team as and
when required. The customer also demanded progress feedback with regards to ongoing project developments, as they were
dissatisfied with the project progress and the delays. This introduced some changes to the product and to the overall projected costs.
The customer was also changing the scope or the requirements to the programme, as they insisted on changing the programme and
product to solve issues that the project was experiencing. Which incurred costs and further delays to project completion. In contrast,
Reichart also failed to manage the client’s expectations by over promising to the client and not delivering on the project. Ultimately this
created some conflict and a deterioration of the relationship between Reichart and the customer, as the customer constantly intervened
and attempted to resolve the problems that emanated.

3.7 No prototype units completed

There were no prototypes units completed for the trophy project, firstly due to the fact that vendors who were supplying components to
the project were also running behind schedule. In addition, as there were no dedicated resources allocated to the project, some tasks
were impacted as there was no resource to complete it. There was also intervention by the customer that wanted to solve some of the
problems in the project, which also changed the product. These delays impacted the completion of a unit, which has a knock-on effect
to the completion of the project.

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As per the problems identified, and the root causes, below are the proposed solutions for Reichart to utilise, to mitigate potential risks and
assist him resolving the issues identified that have delayed the implementation of the Trophy Project.

4. RECOMMENED SOLUTIONS

4.1 Improving lack of Leadership

According to Kotter (1996) Leadership is the engine that drives change. The attitudes and behaviors of employees in any given
organisation is often driven by leadership success. Leaders in an organisation need to develop a clear strategy to lead its people
and enable the organisation to grow and meet its objectives. Driving internal transformation and change requires top management
and leaders to have an understanding of their employees’ behavioral traits and attitudes and consistently enable a supportive
organisational structure. Therefore, a key component to managing change successfully is the involvement of top management, with
an emphasis by leaders on behavioral change. Functional, Line and Programme managers in the Trophy Project need to be
adaptive in terms of how they approach uncertainties which are both internal and external to the organisation, which might impact
the programme. This will assist the organisation to effect transformation.

An emergent change management approach is required to deal with the uncertainties, changes to the environment and
responsiveness to change. According to Steyn and Schmikl (2021), emergent change is reliant on strategies that are human
focused, survival based, and uncertainty based. This approach will improve how functional and line managers in the Trophy Project
react to the impacts and delays to the implementation of the programme. Further enable the manager, in collaboration with the
team, to develop strategies to lead their employees to organisational success.

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4.2 Lack of committed and dedicated resources

As per the problems and root causes identified on the lack of committed resources, the programme should consider a strategic
organisational transformation approach to improve the performance of the overall programme. To eradicate lack of collaboration and
dedication of project resources. Steyn and Schmikl (2021), indicates that there must be coordination of effort in the whole value
chain. Which can be achieved by having transformational leadership and a supportive organisational culture. Based on the lack of
support from the functional managers and some senior members in the organisation, Reichart needed to firstly develop and
introduce a leadership process that is people focused, which would build on the strengths of the employees/resources. A leadership
process will enforce collaboration on both a programme and organisational level. The leadership process needs to articulate the
organisational vision and goals and illustrate how these would align to the Trophy Project, to ensure the objectives of the project are
met. Additionally, Steyn and Schmikl (2021) highlights that integrated organisational development intervention focused on behavior,
structural and operational change guided are needed. In turn, this will increase the effectiveness of people, practices and processes.
Secondly, Reichart could collaborate with the assistant programme manager, and delegate some responsibilities to him.

In parallel, another resolution would be the control of project resources. According to Kerzner, Resources are controlled by Line,
Functional and resources Managers. Therefore, it is critical for the project/programme manager to establish a good working
relationship with line managers who are responsible for assigning resources, to enable successful management of the project and
its resources.

4.3 Mitigating and managing excessive project expenditures

With regards to the implementation of strategic transformation and change programmes, the organisation must improve their
productive business processes, which will be centric to strategies that impact operations and processes. Executives or management
must be responsible for controlling and managing operational budgets. In this instance, a balanced scorecard can be utilised by
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management to ensure allocation of resources, especially where budgets are concerned. According to Steyn and Schmikl (2021) a
balanced scorecard can be utilised in linking of objectives to operations and both operational and strategic budgets. Additionally, it
enables an organisation to link its long-terms strategy to short-term. This can be a feasible solution in ensuring the management of
funds and controlling expenditures for the programme, by assessing the short-term, and how this impacts the long terms objectives.

As a long-term strategy, management can implement the business planning process, as per the balanced scorecard process for
managing strategy, to enable both line and functional managers to integrate their financial plans to that of the business. This would
also assist management in tracking and managing the use of expenditures to mitigate excessive spending. Based on the
implementation of a balanced scorecard, Reichart can be better positioned to measure the financial performance of the programme
and align it with the strategic objectives of the organisation and other programmes that are running concurrently, to eliminate
financial impacts to his project.

4.4 Delays to schedule and project implementation

With regards to the scheduling delays which impacted the programme, the critical issues identified was lack of planning in Reichart’s
part. Project planning is determining a acourse of action within a forecasred environment, plays an intricated part for achieving the
project deliverables from initiation to execution. Kerzner (1999) stipulates that project planning must be systematic and flexible enough
to handle unique project activities that must be performed overtime. In addition, successful project mangers must realise that planning is
an iterative process which must be performed. Reichart lacked a clear and concise plan, which articulated how the project deliverables
will be met. Firstly, Reichart should have prioritised the objectives of the project, and clearly defined which objectives were strategic. In
order to optimise the deliverables and reosurce allocation, the organisation must be designed to fit the project work plans and
schedules must be established to maximise the allocation of resources made, Kerzner (1999). At project initiation, Reichart should have
established a statement of work which describes the work to be accomplished for the project. Secondly, he should establish a project

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specification, identifying items that are in scope and out of scope for the project so that the team can prioritise on these first. Lastly, he
should define the work and activities into a work breakdown structure.

Reichart must ensure that care is taken in managing project operational work. As part of the prject baseline planning process, Steyn
and Schmikl (2021) indicates care should be taken to ensure that user requirements specifications, work breakdown structures,
statement of work, budgets and schedules must be taken into consideration.

4.5 Introducing a formalised reporting structure or executive to oversee the project/programme

The overall structure of the programme introduced challenges. There was no clear or standardised reporting structure in place, as there
were ambiguities between the roles of the project and programme. Based on the nature of the organisation’s, they developed products
for external customers, and operated in a cross functional organisation structure. The primary objective of the Trophy Project was to
develop products for their clients, which is typically based under the supply chain environment. Therefore, the programme would have
been well positioned if the programme and manager reported directly to the portfolio manager. In this portfolio structure, involvement is
required from portfolio, programme, project and process managers in the supply chain environment.

A portfolio reporting structure would encourage an integrative implementation of a corporate, business and operation strategy. Further it
will enforce collaboration across the organisation’s value chain. The portfolio reporting structure will enable a quick turnaround on
responsiveness to project issues and challenges, and also enable senior management to oversee the programme, and quickly remedy
situations which would impact deliverables being met.

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Figure 3, Steyn & Schmikl (2021), Generic structure of a Programme-managed Portfolio

4.6 Constant interventions by the customer in the project

The customer was dissatisfied due to the constant delays of the Trophy Project, as it was running behind, and no prototype unit
being developed, one year into the project. The delays were based on several factors, both internal and external, which negatively
impact the project timelines. Firstly, the portfolio structure needed to establish a productive business process, to mainly focus on
internal and external customer requirements and oversee product development. Secondly the programme would need to
appointment a process manager to manage and oversee the process. This will alleviate some responsibilities from Reichart, by
allowing him capacity to focus on other deliverables specifically related to the programme. Therefore delegating responsibilities

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would benefit the project as the tasks would be assigned to various individuals in the project, and allowing the project to complete
some project activities at a quicker pace. This approach will enable the project team to share the responsibilities, with regards to
project success and failures.

4.7 No prototype units completed

In the Industry 4.0 economy, it is important to maintain a virtual network of partners (VPN), especially in the design and development of
the organisational. A virtual network of partners can be utilised to enlist the core competencies of the partner network, to proactively
coordinate and integrate activities that are related to the organisation. In this case, the vendors supplying components for the
programme are a virtual partner to the organisation, as they are responsible for supplying key product components to the project. Based
on the learnings from Steyn and Schmikl (2021), a virtual network of partner organisations is formed for the purpose of timely providing
quality products and services at lower costs. Reichart should relook and revisit the organisation’s VPN, to obtain an additional vendor to
supply the components to his project, to mitigate potential risks for product delivery and eliminate any further delays. This could be a
contingency, in times where the original vendor is not in a position fulfill their obligations.

5. RECOMMENDATION
The Trophy Project is said to have failed by pure design, in that from inception there was no criteria set in assessing candidate competencies
in recruitment for projects, furthermore program schedules not being met contributed to project expenditures being excessive. The fact that the
labour costs were being allowed for functional managers to run pet project, emphasis a misalignment in values and a need for effectively
managing within industry 4.0 strategic transformational change requirements, as per Steyn and Schmikl (2021). Schedule reports being
conducted after six months for Reichart to only then engage with corporate and divisional staff highlights that he as a project manager failed to
seek maximum authority, gathering effective support from corporate which would in return allow him control over the level of support from
divisional general managers, functional managers and their direct reports, as alluded by Steyn and Schmikl (2021). In being informed of
project forecasts being 12 months being schedule and costs to overrun by 20% Corporate again failed to respond in a timely manner to
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events. The prescriptive approach to remedy the findings on the progress report broke little what Corporate had as an organizational structure
when the project manager was now faced with reporting to operations.

According to Steyn and Schmikl (2021:320), it is recommended that for Corporate to achieve a successful transition they must establish and
preserve a knowledge-based learning organization (a hybrid virtual dynamic learning organization - VDLO) and shift from a bureaucratic
mindset. There must be a clear understanding of roles and responsibilities from top management, lower management which includes
operational managers, portfolio managers, programme managers, as well as process and project managers, extending to group staff
expectations. This is achieved in performing cross-functional workstreams within the supply chain portfolio and project portfolios. Cross-
functional processes function in a matrix organizational structure, which are overseen by operational and project managers and who in turn
depend on functional managers and their direct reports. Both the operational and project managers not owning the human talents as direct
reports, they must refine on their leadership and interpersonal qualities to foster motivation for cross functional team members and give them
direction. In the short-term Corporate needs to evaluate preferred behavior and actions of all their stakeholders by ensuring that:

1. Executive management is aligned strategically – It is imperative that future project objectives be based on clear strategic intent
and leadership from the executive. All stakeholders to accept change as a constant and to safeguard against confusion, the
development of policy must be based on strategy, guiding the human resource on how to implement strategy
2. Top and functional management must provide continuous support – Gain continued support of all team members with top
management and functional management creating positive perceptions, by factoring trustworthiness in the organizational climate
3. System of authority, responsibility and accountability must be established –
4. Plan, organise, monitor and control operations
5. Foster excellent interpersonal and communication skills
6. Match the right people with the right jobs
7. Knowledge management and systems thinking must be applied
8. Apply continuous improvement
9. Set realistic information flow
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In the medium to long term Steyn and Schmikl (2021) advocate that the VDLO value chain schematic (BSPM System mentioned previosly)
incorporates all programme management initiatives, including the strategic transformation portfolio (see figure for the Virtual Dynamic Learning
Organisation Value Chain Schemaric). We have illustrated earlier that the systemic approach of programme management will function well
within the internal and external environmental variations. It is a customer centric emergent strategy and handles both the market volatility and
emergent responses required much better. When making use of high-performance teams, accelerated information dissemination is achieved,
which provides the needed learning and acquisition of knowledge necessary to inspire strategic transformation and innovative adaptation:

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Figure adapted from Steyn and Schmikl (2021) for the Virtual Dynamic Learning Organisation Value Chain Schemaric (Source: Steyn 2010)

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5.References:

1. Figure 1, Templates Archive 2020, 30 Blank SWOT Analysis Templates, viewed 29 August 2021, <https://templatearchive.com/swot-
analysis/>
2. Trout, J 2020, Fishbone Diagram: Determining Cause and Effect, viewed 07 September 2021, https://www.reliableplant.com/fishbone-
diagram-31877
3. Figure 2, Template Lab 2020, 47 Great Fishbone Diagram Templates and Examples [Words, Excel], viewed 4 September 2021, <
https://templatelab.com/fishbone-diagram-templates/>
4. Kotter, J.P. (1996), Leading Change, Harqvard Business School Press

5. Figure 3, Steyn. P and Schmikl. E (2021), Programme Managing Organisational Performance and Innovative Improvement Topic:
Understanding Transformation and Change (pp. 78)
6. Steyn P and Schmikl (2021), Programme Managing Organisational Performance and Innovative Improvement (pp. 196)
7. Steyn P and Schmikl (2021), Programme Managing Organisational Performance and Innovative Improvement (pp. 67)
8. Kerzner H (1999), Project Management: A Systems Approach to Planning, Scheduling and Controlling, 8 th edition, John Wiley & Sons
Inc, Ohio. (pp. 30)

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