PROGRAMME IN PROJECT MANAGEMENT (PPM) 5 PERSONAL REFLECTION AND PEOPLE SIDE, IMPROVEMENT PLAN

NAME CODE

: Khomotso Setlotlo : P000058-05-2011

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Table of Contents
1. PERSONAL REFLECTION......................................................................................................................... 3 1.1 STRENGTH AND WEAKNESS .......................................................................................................... 3

1.2 BACKING UP OF STATEMENTS WITH RESULTS FROM QUESTIONARE FEEDBACK FROM GROUP & OTHER SOURCES ....................................................................................................................................... 3 1.3 2. PERSONAL DEVELOPMENT PLAN .................................................................................................. 4

PEOPLE SIDE AND IMPROVEMENT PLAN .............................................................................................. 4 2.1 2.2 STAKEHOLDER ANALYSIS & IMPROVEMENT PLAN ....................................................................... 4 PROJECT TEAM IMPROVEMENT PLAN .......................................................................................... 6 TEAM DESCRIPTION .............................................................................................................. 6 TEAM ANALYSIS FRAMEWORK.............................................................................................. 6 THEORATICAL INPUT/BACKUP .............................................................................................. 8 RECOMMENDATION ............................................................................................................. 9

2.2.1 2.2.2 2.2.3 2.2.4 2.3 3.

CHANGE STRATEGY/PLAN ................................................................................................................. 9 Reference ............................................................................................................................................ 10

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1.
1.1

PERSONAL REFLECTION
STRENGTH AND WEAKNESS
1. Strength a) Strong vision, able to outline what needs to be achieved in a long run by the team and organisation. b) Technical knowledge, possess the right knowledge for the job. c) Communication, able to communicate at all levels of structures and articulate clearly what needs to be done and achieved. d) Decisive in what needs to happen and when. e) Team player, able to listen to others input and also perform what is expected of me. 2. Weaknesses a) Short tempered, sometimes I become intolerant of members who always seems to be ignoring instructions. b) Trust too much c) Feel pity for those that are unable to perform d) Performing several tasks at a go. e) Inability to say no.

1.2

BACKING UP OF STATEMENTS WITH RESULTS FROM QUESTIONARE FEEDBACK FROM GROUP & OTHER SOURCES
a) In terms of situation leadership, im not balanced as I focus more on high task and relationships. More effort is put in this area other than the rest. I need to see high impact areas dealt with as a matter of yesterday without any excuses. b) My second area of competence is high relationships but with low tasks. This I manage well as my job requires more interaction with executive most of the time, thus spending more time advising and not performing anything. c) My third area is high tasks with low relationship. I dont have anything under low relationship and low task as im required to build good relationships with all of my stakeholders. d) In terms of effective leadership scale, im a +12, thus meaning effective leadership is provided to team members.

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e) In conflict situation I tend to be aggressive and assertive. Thus meaning if someone is hostile to me I return the favour whiles at the same time being logical. f) Im also assertive as I believe in what im saying to be true and tend to persuade people to think in the same manner as I do. g) In terms of Belbin team roles, im a sharper and plant. h) I have the ability to preserve and enjoy to be under pressure at all time, dont have to be told what needs to be done. I cant understand a person who succumb to pressure or doesnt know what is expected of them. I like to work around people who can think outside the box. i) Im creative and able to conceptualize ideas for implementation and cant stand those who dont think in the same breath as I do.

1.3

PERSONAL DEVELOPMENT PLAN

a)

2.
2.1

PEOPLE SIDE AND IMPROVEMENT PLAN

STAKEHOLDER ANALYSIS & IMPROVEMENT PLAN
1. The Team a) Im involved with a team, which its main aim is to improve Good Corporate Governance in the Limpopo Provincial Administration. The deliverables are supposed to be achieved through support to the 13 votes of the province, by rendering advice on how to clear audit matters and device new controls on exceptions identified. The other critical deliverable is support to the governance structures of the province, namely Standing Committee on Public Accounts (SCoPA), Audit Committees and Provincial Technical Committee on Finance through interpretation of financial prescripts and guidelines. b) The team is made out of 6 support staff and 1 leader, of which 1 of the support staff is competent enough to can render some meaningful support. 2. Stakeholder Analysis Listing of Stakeholders SCoPA Portfolio Committees of the Legislature
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Auditor General Internal Audit Audit Committee Director General Heads of Department Chief Financial Officers Chief Risk Officers Human Resource Unit (within own organisation) Sustainable Resource Management Categorizing of stakeholders a) People with influence, high impact and in favour Internal Audit Audit Committee Director General Heads of Department Chief Financial Officers b) People with influence, high impact and against N/A (Not Applicable), at the current stage. c) People who are influenced, low impact and in favour SCoPA Portfolio Committees of the Legislature Auditor General Sustainable Resource Management Chief Risk Officers

d) People who are influenced, low impact and against Human Resource Unit (within own organisation) 3. Plan to improve relationship with stakeholders Stakeholders Steps to improve relationship People with influence, high impact and in Keep on rendering credible advice on favour improvement of governance and be seen to be adding value. People with influence, high impact and Not applicable at the current stage, but if against all stakeholders see value in our presence,
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will keep this block clean. People who are influenced, low impact and Our interaction with our supporters, must in favour be of influence, even though they might not move out of the current block, we need to be visible to them and be seen to be providing value to the whole chain of command. People who are influenced, low impact and We have to capacitate the human against resource unit and make them understand the importance of our unit and also outline the correct staffing plan. The need for competent team members has to be stressed and that skills are of outmost importance for rendering critical financial and governance advice.

2.2
2.2.1

PROJECT TEAM IMPROVEMENT PLAN

TEAM DESCRIPTION

1. The Team a) Im involved with a team, which its main aim is to improve Good Corporate Governance in the Limpopo Provincial Administration. The deliverables are supposed to be achieved through support to the 13 votes of the province, by rendering advice on how to clear audit matters and device new controls on exceptions identified. The other critical deliverable is support to the governance structures of the province, namely Standing Committee on Public Accounts (SCoPA), Audit Committees and Provincial Technical Committee on Finance through interpretation of financial prescripts and guidelines. b) The team is made out of 6 support staff and 1 leader, of which 1 of the support staff is competent enough to can render some meaningful support.
2.2.2 TEAM ANALYSIS FRAMEWORK

2.2.2.1 CORE

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a) The purpose of the team is clear and well defined as rendering of technical advice on financial and audit (internal & external) matters to governance structures and votes within the Limpopo provincial administration. b) Capable leadership is provided to the team as skilled individuals have been appointed in key leadership positions. c) Values for the team are clearly defined as those of honesty, integrity and accountability.
2.2.2.2 STRURCTURE

a) The team has divers demographics on basis of gender, race, culture and age. There is a need to balance all the differences, but values of the team have been defined as a culture of the team as they are well embedded in all cultural activities of different team members. b) The team has clear roles outlined, which add up to the overall performance of the organisation. From the team roles, individual members roles or activities have been developed and agreed to with each team member. Each member of the team has been allocated areas of performance which are measured on a monthly basis to determine performance and attainment of objectives set out. c) The team, as a mirror image of the whole organisation, has a formal hierarchy system, with a sponsor, team leader, sub-division heads and support staff. all members of the overall team, have adequate responsibilities of what is expected of them.
2.2.2.3 PATTERN

a) Members of the team are expected to report frequently on achievements and challenges experienced during the execution of responsibilities. b) Clarity and direction is provided where it is observed that the team members might be going astray of the outlined targets. c) Reporting is in the form of reports and verbal to both clients and team leader. Team members are suppose to e actively involved in advising clients on challenges faces.
2.2.2.4 PERFORMANCE

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a) Team performance at this stage is not satisfactory. This is not due to poor leadership, but the capability and will of team members to comprehend what is expected of them. b) The organisation had a critical function to perform at the onset, but that function became redundant as years went by. Instead of finding alternative relevant areas for placement for the concerned individuals, an uninformed decision was taken to locate those members into teams that they would not fit in. c) Performance of the team, is at its lowest levels due to inability of team members to perform tasks allocated. d) Formal and informal training has been offered, but progress is at its minimal or none existent.
2.2.2.5 CULTURE

a) There are two distinct cultures within the team and the organisation as a whole. Those who were members of the organisation at its inception, especially the older generation, hold a view of being against change and new ways of doing things. While younger members who join the organisation recently, are of constant change and bigger challenges. b) The leadership of the organisation also is of an opinion of setting quick wins and utilising the younger generation in attaining those goals. But at the same time ignoring the older generation and hopping that as soon as they are out of the system, new ways of performing task will then be adopted. c) Its not the team on its own that might be seen to be disfunctional, but the entire organisation still has a long way to go before all teams within the organisation can gel as a well oiled machine and strat delivering on its mandate.
2.2.2.6 CONTEXT

a) The context in which the organisation is operating, either a province or country wide, is of none performance and condoning none achievement of set goals. b) There is a sense of doing things as and when an individuals feels obliged and there is no sense of urgency and doing the right things always or always doing the right things. 2.2.3 THEORATICAL INPUT/BACKUP a)
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2.2.4

RECOMMENDATION a)

2.3

CHANGE STRATEGY/PLAN
The aspect that would require urgent change from my team, would be attainment of new or increasing the skills levels within the team. a) Increase the urgency Communicate the need to obtain new skills set by the team. This can be done through either shifting of the current work force to areas that might be suitable for them or capacitating the current work force to be able to deal with the requirements of their positions. The ability to interpret legislation and advice accordingly is the key to the success of the team b) Building the guiding team Assess the capability of the current members of the team, to determine their skills levels. Those that are showing capability to increase potential, design a program for improving skills. Those who fall short of showing capability, identify areas of transfer in terms of skills set. c) Getting the vision right Providing leadership and guidance of interpretation of statutes by the oversight structures. Add value to good corporate governance of the provincial administration. Assist in reducing negative audit outcomes of the provincial votes/departments. d) Communication for buy-in Through the annual performance plan of the organisation, communicate the vision and goals to be achieved by the unit to outside stakeholders. Through formulation of operational plans, communicate the desired targets of individual members of the team.

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Through formulation of individual performance instrument, document and agree outputs against target for each member of the team and outline deliverables together with evaluation criteria.

e) Empowering action Provide on the job training and leadership, to ensure that team members feel that they are still on the right cause. Allow team members to initiate new ways of doing things, thus eliminating the risk of resistance. f) Creation of short term or quick wins Set short term and quick wins, which will indirectly guide teams members on goals to be achieved. Reward members on attainment of goal set to encourage performance and not competition between members. Competition between team members should be discouraged at all cost as that might harm progress of the team. g) Sustaining the effort Continuous support should be provided to ensure attainment of goals and new ways of doing things. h) Making change stick New ideas are made the way of life for the team members. They are taught to think outside the box and move away from comfort zones. Members of the team are encouraged to be vigilant of new ideas as they may affect them in the way operations are change continuously.

3.

REFERENCE
a) Stey H, Basson G, Carruthers M, Du Plessis Y, Kruger D, Pienaar J, ProzeskyKuschke B, van Eck S and Visser K. 2008. Project Management, A multi-disciplinary approach, second edition. The change management process p.272-273 b) Porter E.H. 1973. Strength development inventory. Personal strength assessment services (Conflict management style survey-Marc Robert)

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