1 Advanced Project Management

Hilti Group, an international organization that produces professional products in the construction sector, is planning to migrate from the traditional SAP to the cloud-based customer relationship management system, Salesforce. This move aims to enhance their sales and marketing opportunities, achieve competitiveness in the market, and provide more flexibility to the organization. The project was initiated in 2018 but is yet to be completed. To ensure the successful completion of the project, various features of project organization such as project collection and portfolio management, scheme governance, organization context, and guidance will be analyzed (vom Brocke et al., 2010). Planning and scheduling, as well as managing change within the organization, will also be discussed to ensure the smooth integration of the new IT system. Hilti Group is a world leader in the construction industry, with around 32,000 employees functioning in more than 120 countries. Their contribution to making construction sites quicker and safer is immense. By integrating a cloud-based CRM system, Hilti Group aims to further increase its business and achieve growth in the competitive market (Ozcáriz Lindstrom, 2022). Hilti Group goals to create supportable value and optimistic relationships with its clients through difference and market management. They believe that by obtaining market leadership, they can achieve better prices and increase their market share. To achieve this, they can pursue digital platform transformation-based projects such as Initiative Resource Planning, Supply Chain Organization and Customer Relationship Management. These projects can help the organization manage its business operations at every level by connecting all sources of information and organizing business elements and practices systematically. By implementing a cloud-based CRM system, Hilti Group can collect, store, manage, and access valuable information easily (Andersson et al., 2021). 3

project information and enable informed decision-making. The simplified scoring model consists of a basic grid that facilitates the comparison of multiple projects and their attributes. Using this model, project managers and team members can determine the essential elements and their respective timelines to prioritize the most efficient project. Scoring Model 6

centric product line.  Multinational brand with global operations. increasing the competitiveness of 20,000 employees.  Develop a market- centric product line using advanced technology (Pidun and Pidun, 2019). affect performance  Using Salesforce for Digital transformation can increase the risk of cyber threats. Internal Weaknesses  Limited understanding of salesforce and other advanced Technologies.  Use of traditional technology to perform the operations WO Strategy  IT skills among employees can be improved with the technological advancement of the cloud-based CRM system.  The current project will provide an opportunity to integrate advanced technologies in internal operations. WT Strategy  Limited IT understanding among the staff members can affect the competitiveness of the company  Providing training to the workers in this increasing inflation can be a significant challenge (Dlouhá, 2021). Based on the link between the company's approach and scheme, a project organizational structure may be the best fit for the Hilti Group. This structure allows the company to form teams specifically for a particular project, with clear roles and responsibilities. In this structure, team members work under the project manager and can report directly to them. This structure is particularly useful when a company is undertaking a project that is distinct from its regular operations, and it requires specialized skills and expertise. 9

Stage Gate: This framework is a plan management model that divides a project into phases, each of which accomplished before affecting. The framework emphasizes the importance of gate reviews, which are conducted at the end of each stage to assess progress and make go/no-go decisions (Cooper, 2022). Advantages:  Structured approach: The framework provides a clear structure for project management, which makes it easier to plan, execute, and control projects.  Risk management: The gate reviews help identify risks and provide an opportunity to mitigate them before moving on to the next stage. Disadvantages:  Time-consuming: The framework can be time-consuming, as each stage requires a gate review, which can cause delays in project completion.  Costly: The framework requires resources to be allocated to each stage, which can increase the overall cost of the project. OCG Gateway: The OCG Gateway framework is a project governance model that provides a series of gateways, which are critical decision points in a project's life cycle. The framework emphasizes the importance of objective, transparent, and evidence-based decision making (La Rocca, 2021). The advantages of the OCG Gateway framework are: Advantages:  Transparency: The framework provides transparency to stakeholders, as decisions are based on objective evidence and data.  Risk management: The gateways help identify risks and provide an opportunity to mitigate them before moving on to the next stage. Disadvantages: 12

have a clear understanding of the project scope, timeline, budget, risks, and stakeholders (Keil and Zangrillo, 2023). According to academic literature, the role of the project leader is vital for project success. The project leader must possess technical expertise, leadership skills, communication skills, and problem-solving skills to handle complex projects. The project leader must have a strong vision, mission, and strategy for the project and must be talented to connect this vision effectively to the project team and stakeholders. The scheme leader must also be able to inspire and inspire the project team to achieve project goals. In the case of the Hilti Group project, the project leader must have technical expertise in the construction industry and must possess strong leadership skills to lead the project team effectively. The project leader must also have excellent communication skills to manage stakeholder expectations and must be able to anticipate and mitigate project risks effectively. To achieve project champions efficiently, the project leader must recognize individuals who are avid about the scheme and who have the influence to promote it within the organization. The project leader must also provide project champions with the resources and support they need to be effective advocates for the project (Ozcáriz Lindstrom, 2022). The leader in charge of implementing a cloud-based CRM system must ensure that sufficient resources are available to prevent delays. These incomes can include finances, tools and tackle, time, and capable personnel to carry out the necessary activities. The migration to a new IT system may cause team members to lose motivation, and the project leader must address any negativity and uncertainty related to the change. Because this is a large-scale plan, it is essential to keep all investors, with the large staff, informed throughout the project's life cycle to avoid misunderstandings, miscommunication, and uncertainty. The Project leader is accountable for confirming that team members are fully aware of varying needs and necessities, as well as planned objectives, in order to attain on-time project delivery. If there are any changes in the plan phases, the Project leader must obtain support from the board associates and top-level organization before incorporating them into project activities (Lintz, 2020). 15

 Clear Structure: Waterfall methodology provides a clear structure, which makes it easier to understand project milestones, timelines, and goals.  Predictability: Waterfall methodology is predictable and provides a clear understanding of project requirements, which can help to manage expectations and ensure project success.  Documentation: Waterfall methodology emphasizes which helps to confirm that project requirements and goals are well-defined and understood by all stakeholders.  Faster time to market: Agile methodology emphasizes rapid development, enabling projects to be completed more quickly and reducing the time to market.  Improved quality: Agile methodology promotes collaboration and continuous feedback, resulting in a higher-quality final product. Disadvantages:  Rigidity: Waterfall methodology is rigid and does not allow for changes or changes once a phase is finished. This can lead to project delays and increased costs.  Customer Involvement: Waterfall methodology does not prioritize customer participation, which can result in a final product that does not meet customer prospects.  Limited Flexibility: Waterfall methodology is less flexible than Agile, which can limit the ability to adapt to changes and unforeseen circumstances (Andrei et al., 2019). Recommended methodology I can provide some general information about project management methodologies that can help guide your decision. Agile methodology: This approach is characterized by iterative and incremental development, delivering a product in short sprints. Agile allows for changes in necessities and priorities as the project developments, ensuring that the final product meets the customer's needs. Agile is often used in software development but can be adapted to other industries as well. 18

Obstacles and barriers associated with the change must be identified, and proactive risk strategies should be implemented to remove them for a smooth change management process. Short-term wins should be created for the team members to develop a sense of victory and motivation at the early phases of the change. Constant improvement in the change procedure is necessary to achieve success. The project leaders should share the success of the change process with the team members and stakeholders and ensure that the change becomes an integral part of the business culture, which helps in overcoming resistance to future change. Essential support should be providing to new and current users to enlarge their information related to the change (Ozcáriz Lindstrom, 2022). Conclusion The report recommends that Hilti Group adopts a new Salesforce cloud-based CRM system to improve customer relationships through efficient project and change management. The organization should use a scoring model to identify the best project to pursue and select an appropriate governance structure. Employing the waterfall project methodology and Kotter's 8-step change model will assist project leaders and managers in achieving objectives and seamlessly integrating the new IT system while effectively managing team member and stakeholder feedback. References  ABDULLAI, B. & NUREDINI, B. 2020. B2B or B2C, this is the question: A case study over implementation of B2B and B2C models in the same sector and a cross- company e-business model evaluation.  ANDERSSON, T., WARELL, A., ÖLVANDER, J. & WEVER, R. 2021. Product Portfolio Management in Industrial Design: a model of design strategies for mature portfolios. International Journal of Product Development, 25 , 343-368.  ANDREI, B.-A., CASU-POP, A.-C., GHEORGHE, S.-C. & BOIANGIU, C.-A. 2019. A study on using waterfall and agile methods in software project management. Journal of Information Systems & Operations Management , 125-135. 21

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 SOLBACH, J. G. P. 2021. Performance Management through Compensation and Motivation: An Intervention Study Beyond Pay for Performance in the Sales Force. Universität St. Gallen.  THESING, T., FELDMANN, C. & BURCHARDT, M. 2021. Agile versus waterfall project management: decision model for selecting the appropriate approach to a project. Procedia Computer Science, 181 , 746-756.  VOM BROCKE, J., PETRY, M., SINNL, T., KRISTENSEN, B. Ø. & SONNENBERG, C. 2010. Global processes and data: The culture journey at Hilti Corporation. Handbook on Business Process Management 2: Strategic Alignment, Governance, People and Culture , 539-558.  VOM BROCKE, J., WEBER, M. & GRISOLD, T. 2022. Design science research of high practical relevance: dancing through space and time. Engineering the Transformation of the Enterprise: A Design Science Research Perspective. Springer. Appendix Self-evaluation 23

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