Research Topic: Project Management Tools: Force Field Analysis, Project Management Wheel

and GroupNorms and Change Models

Name of Researcher: Rudynen Elaurza

Introduction:

Project management and change management are two closely related disciplines that are
critical for the success of any organization. Project management involves planning, organizing,
and controlling resources to achieve specific goals within a specific timeframe. Change
management, on the other hand, is the process of managing organizational change effectively.

The impact of project management on change management is significant. Projects often involve
change, and project managers must be able to manage this change effectively. They must
identify and manage the risks associated with change, communicate with stakeholders, and
ensure that the change is implemented smoothly.

Effective project management can help to facilitate change management by providing a

structured approach to managing change. Project management methodologies, such as Agile or
Waterfall, provide a framework for managing projects and can help to ensure that change is
managed effectively.

Additionally, project managers can help to create a culture of change readiness within an
organization. By involving stakeholders in the project planning and execution process, project
managers can help to create a sense of ownership and buy-in for the change that is being
implemented. This can make it easier to implement changes and can help to reduce resistance
to change.

Project management tools provide a structured approach to managing change and create a
culture of change readiness, project managers can help ensure that changes are implemented
smoothly and successfully.

Discussion:

FORCE FIELD ANALYSIS

Force field analysis is a basic tool for root cause analysis that can help you take action once the
root cause has been identified. The method is predicated on the idea that any condition results
from an equilibrium between forces for and against the existing state. Reinforcing positives and
eliminating or lowering negatives will help bring about a change by balancing the opposing
forces and/or boosting the favorable forces.
Force Field Analysis was created by Kurt Lewin in the 1940s. Lewin originally used it in his work
as a social psychologist. Today, however, it is also used in business, for making and
communicating go/no-go decisions.
Force field analysis does the following:

● Presents the positives and negatives of a situation so they are easily comparable.
● Considers all aspects of making the desired change.
● Encourages agreement about the relative priority of factors on each side of the balance
sheet.
● Encourages honest reflection on the underlying roots of a problem and its solution
(American Society for Quality, 2023).

How to Conduct a Force Field Analysis

Step 1: Define your plan for change

What is your goal for the change?

Step 2: Brainstorm forces for change

What are the forces you can think of that would help you move forward with your plans?
Remember to look at factors in both the internal and external environment.

Step 3: Brainstorm forces against change (Reyes, 2022)

What are the forces that are blocking you from implementing the changes?

Templates and Example Links:

https://tinyurl.com/ForceFieldAnalysisWorksheet
https://tinyurl.com/ForceFieldAnalysisTemplate
https://tinyurl.com/FFAApplicationExamples

Project Management Wheel

The Forsberg, Mooz & Cotterham "orthogonal" model of project management is a model
intended to illustrate dynamics and consists of three parts. First, a wheel consisting of nine
spokes representing: Project Requirements; Organizing Options; Project Team; Project
Planning; Opportunity and Risk; Project Control; Project Visibility; Project Status; and Corrective
Action. The rim, ProjectLeadership, holds the whole wheel together. This wheel rotates and
progresses along the Life Cycle axle (Wideman, 2003).

Diagram Link:
https://tinyurl.com/OrthogonalModelofPM
This project management process generally includes four phases: initiating, planning, executing,
and closing. Some may also include a fifth “monitoring and controlling” phase between the
executing and closing stages.

Diagram Link:
https://tinyurl.com/PMCycle4Stages

The Project Management Lifecycle: 4 Steps

1. Initiating
● Communicating with stakeholders to understand the purpose and desired outcomes of
the project
● Identifying project scope
● Determining SMART goals (specific, measurable, achievable, relevant, and time-bound)
● Clarifying resources like budget and time constraints
● Confirming team size and roles required
● Determining how often and which stakeholders will be involved throughout the project
● Compiling a project proposal and project charter

2. Planning
● Deciding on milestones that lead up to goal completion
● Developing a schedule for tasks and milestones, including time estimates and potential
time buffers
● Establishing change processes
● Determining how and how often to communicate with team members and stakeholders
● Creating and signing documents such as non-disclosure agreements (NDAs) or requests
for proposal (RFPs)
● Assessing and managing risk by creating a risk register
● Holding a kick-off meeting to start project

3. Execute and complete tasks

● Using tools like GANTT or burndown charts to track progress on tasks

● Responding to risks when they manifest
● Recording costs
● Keeping team members motivated and on task
● Keeping stakeholders informed of progress
● Incorporating changes via change requests

4. Close projects
● Conducting retrospectives and take notes of changes you can implement in the future
● Communicating to stakeholders of the end of the project and providing an impact report
● Communicating with the new owners of a project
 ● Creating a project closeout report
● Celebrating the end of the project and your successes (Coursera,2022)

PMBOK

The foundation for project management theory is called process groups. Although relegated to
one of many project ‘models’ in the PMBOK version 7, it is a well-established sequence of
events that guides the project life cycle as a whole, as well as each iteration within the project.
They are not project phases, although phases often result in the full cycle of process groups.
The five process groups are:

● Initiating
● Planning
● Executing
● Monitoring & Controlling
● Closing (Roseke,2021)

Diagram Link:
https://tinyurl.com/PMBOKProjectManagementCycle

Fig.1 Summary of Project Documents Deliverable per phase (Roseke,2021)

Behavioral Analysis and Norms Diagnostic (BAND) Tool

Companies and organizations can discover and comprehend the social norms that influence
economic behavior with the use of the behavioral analysis and norms diagnostic (BAND) tool.
To prioritize goods and procedures that improve accessibility, usage, and customer pleasure,
BAND makes it simple to gather, analyze, and use consumer/clientele feedback.

Templates and Example Links:

https://tinyurl.com/BandToolDiagram
https://tinyurl.com/BandToolApplicationExample

Social Norms Exploration Tool (SNET)

The SNET assists users in learning about: (a) the social norms that are most important in
influencing the behaviors of interest in a given context; and (b) the organizations or people that
have an impact on those behaviors (reference groups). It offers a structured procedure that
users may use to design goals, educate personnel, choose and create tools from a variety of
participatory activities, gather data, analyze the data, and present conclusions.

Templates and Example Links:

https://tinyurl.com/SNETDiagram
https://tinyurl.com/SNEToolApplicationExample

Lewin's Change Management Model

Kurt Lewin created one of the fundamental theories for comprehending organizational change in
the 1940s, and it is still relevant today. His three-stage process of change is referred to as
Unfreeze - Change - Refreeze, and it is the basis for his model. Lewin, a physicist and social
scientist, used the example of altering an ice block's shape to explain organizational
development.

Templates and Example Links:

https://tinyurl.com/LewinsChangeManagementModel
https://tinyurl.com/LewinsModelVisualParadigm
https://tinyurl.com/LewinsCMModelTemplate

Stage 1: Unfreeze
Before you can create a new method of working, you must first prepare the organization to
recognize that change is necessary, which entails dismantling the current status quo.

Steps:
● Determine what needs to change by surveying your team or organization to understand
the current state.
● Understand why change has to take place.
 ● Use Stakeholder Analysis and Stakeholder Management to identify and win the support
of key people within the organization.
● Frame the issue as one of organization-wide importance.
● Create a compelling message about why change has to occur.
● Use your vision and strategy as supporting evidence.
● Communicate the vision in terms of the change required.
● Emphasize the "why."
● Remain open to employee concerns and address them in terms of the need to change
(Mindtools,n.d.).

Stage 2: Change
People start to resolve their uncertainty and look for new ways to accomplish things during the
change stage after the uncertainty caused in the unfreezing stage. Individuals begin to act and
believe in ways that support the new course.

Steps:
● Communicate clearly and often throughout the planning and implementation of the
changes
● Respond to inquiries in a direct and forthright manner, resolve issues quickly, and link
the need for change to operational requirements

Stage 3: Refreeze

The organization is prepared to refreeze when the changes are taking shape and individuals are
supporting the new methods of working. External indicators of the refreeze include a uniform
organizational structure, job descriptions, and so on.

Steps:
● Identity what supports the change.
● Identify barriers to sustaining change.
● Ensure leadership support.
● Create a reward system.
● Establish feedback systems.
● Adapt the organizational structure as necessary.
● Keep everyone informed and supported.
● Celebrate success

Conclusion:

Project Management Tools in project management are critical for achieving project success.
These tools provide a framework for managing projects, which helps to ensure that all aspects
of the project are considered, and nothing is overlooked. Here are some reasons why project
Management Tools are important in project management:
 ● Clarity of objectives: Project Management Tools provide clarity of objectives, which helps
to ensure that all team members are on the same page regarding what is expected of
them. This helps to reduce confusion and misunderstandings and ensures that everyone
is working towards the same goal.

● Better planning: Project Management Tools form part of comprehensive planning, which
includes developing a project plan, defining project scope, identifying project risks, and
estimating project costs and timelines. This planning level helps ensure that the project
is well-organized and can be executed efficiently.

● Improved communication: Project Management Tools provide structured approaches

that facilitate improved communication between team members, stakeholders, and
project sponsors. By following a structured approach, everyone knows what is expected
of them, and communication channels are well-defined, which helps to prevent
miscommunication.

● Increased control: Project Management Tools provide greater control over project
deliverables, timelines, and costs. This level of control ensures that the project stays on
track, and issues are identified and addressed promptly.

● Higher success rate: Using project Management Tools in project management increases
the likelihood of project success. By following a well-defined process, project managers
can ensure that all critical factors are considered, and risks are managed proactively.

Project Management Tools are part and parcel of forging strong foundations in project
management because they provide clarity of objectives, better planning, improved
communication, increased control, and a higher likelihood of project success. By using a
structured approach, project managers can ensure that their projects are well-organized,
efficiently executed, and achieve their desired outcomes.

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Athuraliya, A. (2020, March 16). Force Field Analysis | A Comprehensive Guide with Templates.
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‌ ucidity. (2021). Introduction to Force Field Analysis | Resources | Get Lucidity. Getlucidity.com.
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Guide to the Project Life Cycle. (n.d.). Www.projectengineer.net.

https://www.projectengineer.net/guide-to-the-project-life-cycle/

Reyes, J. (2022, April 28). Understanding Force Field Analysis. SafetyCulture.

https://safetyculture.com/topics/force-field-analysis/

Coursera. (2021, September 1). 4 Phases of the Project Management Lifecycle Explained.
Coursera. https://www.coursera.org/articles/project-management-lifecycle

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Tools for Effective Project Planning in Community Development. HANDBOOK 1 ALL

MODULES. (n.d.). Retrieved February 22, 2023, from
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https://www.alignplatform.org/sites/default/files/2020-01/social_norms_exploration_tool_snet.pdf