1.

Project Selection and Portfolio Management

1.1. Project Screening and Selection:

Organisations need to do good project screening and selection to make sure that projects are in
line with their business goals. The Analytical Hierarchy Process (AHP) is a strong way to check
out projects. AHP uses an organised method that includes comparing two things at a time and
doing maths (Darko et al., 2019). This method takes many things into account, giving a thorough
and organised review. Its organised nature helps people make decisions by using a reasonable
process to set priorities for criteria.
The checklist method is another good way to screen people. The checklist method is an easy and
simple way to evaluate projects because it uses a list of organised factors (Biasutti, 2017a).
Checklists help people make consistent decisions because they are easy to use and provide a
clear way to compare a project's potential to set criteria.
1.2. Migration from SAP to Salesforce:
The Hilti Group's move from SAP to Salesforce is a big and complicated project that will affect
many parts of the business. Based on what the Project Management Institute (PMI) says, this
change is more like a programme than a project. On the other hand, programmes are made up of
a group of related projects that are managed together to reach larger strategic goals. For Hilti, the
migration is not just one task; it is a set of interconnected tasks that help the company reach its
bigger business goal of becoming more digitally focused.
This connection with programme management is very important because it lets you see the
whole web of tasks that need to be done to move from SAP to Salesforce. Programme
management makes it easier for different parts to work together, making sure that they all work
together to help the organisation reach its digital change goals (Schwarzmüller et al., 2018) .
Because of this, programme management is the best way to handle this multifaceted project,
which fits perfectly with Hilti's long-term goal for digital progress.
1.3. Challenges in Portfolio Management:
S Dreyer, talk about common problems in portfolio management. Hilti's big project shows how
these problems apply to portfolio management. Keeping track of resources well in 23 countries
and organising the work of more than 20,000 workers is a huge task (Dreyer et al., 2022) . The
sheer size of the project means that resources need to be carefully allocated to make the best use
of them. Because the digital change environment is always changing, it's hard to find a balance
between short-term wins and long-term strategic goals.
Hilti's project will only work if she can handle her resources well. (Dreyer et al., 2022) say that
the issue is not only allocating resources but also making sure that they are properly matched
with the goals of digital transformation. To make sure the project is a success overall, it's
important to find the right mix between current needs and the bigger picture of digital
transformation.
Table 1: Challenges in Portfolio Management

Challenge Description

Resource Managing resources efficiently across 23 countries for over 20,000

Constraints employees.

Strategic Balancing short-term gains with the long-term digital transformation

Alignment strategy of the company.

Managing the project's materials needs a lot of care because it is so big and varied. To make
Hilti's digital transformation plan work, they need to solve problems with managing resources
and making sure their strategies are aligned.
In general, using the Analytical Hierarchy Process and the checklist method to screen projects
makes it easier to make choices. Because it is so big and fits with the company's digital plan,
Hilti's project to move from SAP to Salesforce is better suited for programme management.
Problems in managing portfolios, as explained by Doorasamy, (2017) , make it clear how
important it is for Hilti's big digital transformation project to have good resource management
and strategy alignment.

2. Organisational Context

2.1. Linking Hilti's Project to Strategic Goals Using the TOWS Matrix:
A useful framework for connecting Hilti's project to the company's strategic objectives is the
TOWS matrix, a strategic planning tool created by (Del Giudice et al., 2017) . This matrix
matches external opportunities and threats with internal strengths and weaknesses to enable a
thorough examination. In order to effectively connect the project's internal strengths—such as an
established global presence and a workforce proficient in technology—with external
opportunities such as the increasing demand for digital solutions—a comprehensive TOWS
matrix analysis is necessary for Hilti. In order to mitigate external dangers like possible
interruptions during the transition, it is imperative to simultaneously address internal weaknesses
such as possible resistance to change. Under these circumstances, the TOWS matrix assumes a
pivotal role in facilitating strategic alignment, guaranteeing that the project efficiently advances
Hilti's overarching strategic objectives.

Table 2: TOWS Matrix Analysis for Hilti's Project

Strengths Weaknesses

Established global presence Potential resistance to change

Technologically adept workforce Complexity in managing diverse stakeholders

 Opportunities Threats

Growing demand for digital solutions Potential disruption during the transition

Competitive advantage through Technological risks and uncertainties

innovation

The initiative is strategically positioned by combining Hilti's advantages—a technologically

savvy staff and a well-established global presence—with outside opportunities, such as the
growing market for digital solutions (Doorasamy, 2017). Hilti can take advantage of new trends
by utilising its technology know-how and global network, which will keep it relevant and
competitive in the digital market. It also becomes necessary to address internal flaws
concurrently. Threats, such as possible interruptions during the transition and technical hazards,
can be effectively mitigated by managing any opposition to change and navigating the intricacies
associated with varied stakeholders (Virine and Trumper, 2019). In the dynamic world of digital
transformation, Hilti's project is positioned to not only fix its deficiencies but also leverage its
natural strengths thanks to this strategic alignment, which was influenced by a thorough
investigation of both internal and external elements.

2.2. Comparing Organizational Structures:

Organisational structures must be carefully considered in light of Hilti's project. Traditional
departments that specialise in particular tasks make up the functional framework. Whereas the
Projectized structure is entirely project-focused, the Matrix structure blends functional and
projectized components.

Table 3: Comparison of Organizational Structures

Structure Key Characteristics Applicability to Hilti's Project

Type

Functional Siloed departments, clear Inefficient for cross-functional

hierarchy collaboration

Matrix Dual reporting, balance of Balances specialization and project

power focus

Projectized Project-centric, no functional Ideal for the dynamic nature of the

silos migration

Given the nature of Hilti's project and the body of scholarly literature, a matrix structure is
advised. It achieves equilibrium by permitting functional specialisation and guaranteeing project
focus. This is essential for a complicated project that involves information migration between
several nations.

2.3. Organizational Culture and its Impact:

An essential factor in the success of a project is organisational culture. Regarding Hilti's project,
two salient features come to light. First off, staff members are more likely to accept the
technology change from SAP to Salesforce if the company culture encourages creativity and
adaptation. Second, by making sure that staff members feel heard and included in decision-
making, a culture that promotes cooperation and open communication can lessen resistance to
change.
Organisational culture has a big influence on Hilti's initiative. A culture that prioritises
innovation will make it easier for new technologies to be adopted and promote a more seamless
transition. On the other hand, a change-resistant culture may cause resistance from the
workforce, which would impede the project's advancement.
In summary, a TOWS matrix analysis, strategically exploiting strengths to capitalise on
opportunities, and correcting weaknesses to mitigate threats are all necessary to align Hilti's
project with the company's strategic goals. Based on a comparison, a matrix structure is the
suggested organisational structure since it offers the necessary balance for a project with this
level of complexity. For the project to succeed, organisational culture more especially, the
creativity and collaborative culture is essential.

3. Project Governance

3.1. Evaluation of Project Governance Pillars:

Project governance, which is based on the ideas of Structure, People, and Information, is very
important to the success of Hilti's big project because it makes it easier to make decisions, hold
people accountable, and talk to each other.
3.1.1. Structure pillar
Part of the Structure pillar is setting up a governance system that spells out roles, responsibilities,
and ways for people to report problems. Because Hilti's project affects people all over the world,
a strong governance framework needs to be put in place. A well-defined framework sets up clear
lines of power and accountability and makes sure that the ways decisions are made are in line
with company goals (Maceika et al., 2021) . With the problems that come with a project that
crosses 23 countries, this is especially important.
3.1.2. People pillar
When it comes to the people side of governance, the People pillar focuses on behaviour, team
relationships, and competencies. In Hilti's project, it's very important to make sure that everyone
on the team has the skills they need for the move. Creating an attitude of cooperation on the team
and dealing with any resistance to change are also very important things to think about.
According to a study by Del Giudice et al., (2017) , the project team's behaviour must be in line
with government goals for the project to be successful.
 3.1.3. Information pillar
The Information pillar stresses how important it is to have up-to-date and correct facts in order to
make good decisions. In Hilti's case, good information governance makes sure that stakeholders
get useful project updates and new information. Scholarly study shows that information
governance is very important for making things more open and lowering risks
(Maceika et al., 2021)
. Because moving from SAP to Salesforce is so complicated, it's important to have the right
information at the right time to avoid problems and make sure the project goes as planned.
3.2. Analysis of Key Stakeholder Roles:
Key stakeholders like the project manager, project board, and project stakeholders must be able
to do their jobs well for Hilti's project to be successful.
3.2.1. Project manager
The job Manager is in charge of the whole job and making sure it gets done. In Hilti's case, the
project manager is very important for making sure that the complicated move across 23 countries
goes smoothly. Academic literature stresses how important it is for project managers to have
strong leadership and communication skills in order to deal with problems and make sure the
project is a success (Kerzner, 2018).
3.2.2. Project board
The Project Board's job is to rule, keeping an eye on things and setting long-term goals. For
Hilti, one of the project board's jobs is to make sure that the project fits in with the company's
plan for going digital. This fits with what Maceika et al., (2021)) found, showing how important
a project board is for strategic coordination.
3.2.3. Project stakeholders
Plan the project Stakeholders, such as Hilti workers and people who will be affected by the
project, offer different points of view. Keeping track of their goals and interest is very important
for success. Canco et al., (2021) study stresses how important it is to involve stakeholders to
reduce opposition and get everyone on board with the project.
3.3. Potential Impact of the Board of Directors:
The Board of Directors has a lot of power over Hilti's project. They make decisions and decide
how to use resources. It is very important that they play a part in strategy alignment and
governance oversight.
The Board of Directors can make a good contribution by making sure that the project fits in with
the overall strategy and goals of the company. Academic literature, like (Hermawan et al., 2021)
work, shows how important it is for projects to have backing from the top and be aligned with
the company's goals.
But problems could happen if the Board finds that people don't understand or don't want to
follow the digital transformation plan. (Martinsuo and Geraldi, 2020) talk about how important it
is to have good communication and engagement strategies in order to get the Board's support and
get past any problems that might come up.
Overall, for Hilti's project to have good Project Governance, it needs a strong framework that
covers the three main areas of Structure, People, and Information. Key players, such as the
Project Manager, the Project Board, and the Project players, must work together to do their jobs.
The Board of Directors' possible effect shows how important it is for strategic unity and clear
communication for Hilti's big digital transformation project to succeed.

4. Leadership

4.1. Adapting Leadership Styles Using a Situational Leadership Model:

Using a situational leadership model is important for good guidance during the changing parts of
Hilti's project. Hersey and Blanchard came up with the Situational Leadership Theory (SLT),
which describes four types of leadership that can be used at different stages of a project:
4.1.1. Style 1 (S1): High task/low relationship - Directing
A directing method works well in the beginning of a project, when the tasks are clear but team
members might not have the right skills. The project leader gives clear directions and keeps a
close eye on everything. When clear and direction are very important, this high-task, low-
relationship behaviour works well (Pedersen, 2019). This style might work for Hilti's project
during the planning part to make sure there is a clear path for moving from SAP to Salesforce.
4.1.2. Style 2 (S2): High task/high relationship - Selling
As the project goes on and people on the team get better at their jobs, a selling method becomes
useful. With this style, you have to explain things to your team members and convince them to
follow your lead. The leader gives direction and support, with a focus on teaching to improve the
team's skills (Greene and Stellman, 2018). During the execution part of Hilti's project, selling can
help people work together and solve any problems that come up during the migration process.
3. Style 3 (S3): High relationship/low task - Participating
A participating method works well when everyone on the team has gained skills and confidence.
The boss gets everyone on the team involved and helps them make decisions. This type of
participation makes working together and being involved better (Kerzner, 2018). A participative
leadership style can help the team come up with new ideas and solve problems during the testing
and optimisation process of Hilti's project, where they are the experts.
4.1.3. Style 4 (S4): Low task/low relationship - Delegating
In the final phases of the project, when team members are highly skilled and motivated, a
delegating approach is suitable. The leader empowers the team by providing minimal guidance,
fostering a sense of ownership (Zhao et al., 2017). This style may be applicable during the post-
migration phase of Hilti's project, allowing the team autonomy in fine-tuning and monitoring the
Salesforce system.
4.2. Differentiating Project Champion and Project Sponsor Roles:

4.2.1. Project Champion:

A project champion is someone who really believes in the project and helps get it done, even
when things get tough. They support the project and make sure it fits with the organization's
goals ( (Kerzner, 2018). In Hilti's project, a champion could be a top executive who is pushing for
the move from SAP to Salesforce as part of the digital transformation.
 4.2.2. Project Sponsor:
But a Project Sponsor has a more official job and is in charge of the organisation. Sponsors get
the resources the project needs, give it strategic direction, and make sure it fits with the
company's general goals (Zhao et al., 2017) . In Hilti's case, the CEO might be the project
manager, holding power and making sure that the company's goals are aligned.

(Zhang et al., 2018), stated about the different roles in academic literature. The project champion
is a passionate supporter, and the project sponsor gives the project the means and strategic
direction it needs. This difference is very important for making sure that the project has both
public support and the organisational support it needs.
Overall, for Hilti's project to be successful, leadership methods must be changed based on the
Situational Leadership Model. As the project moves through its different stages, a flexible
method that includes both leading and delegating is needed to make sure that the team does its
best work. For full project support, it's also important to know the difference between a Project
Champion and a Project Sponsor. A Project Champion is a champion, while a Project Sponsor is
a strategic authority.

5. Advanced Planning and Scheduling

5.1. Comparing Project Management Methodologies:

For Hilti's complicated SAP to Salesforce move project to go well, they need to pick the right
project management method. An important thing to remember is that both Agile and Waterfall
have their own pros and cons.

5.1.1. Agile Methodology:

Advantages
The agile method has clear benefits that make it a good fit for Hilti's fast-paced digital change
project. For starters, it gives team’s freedom, so they can easily adjust to changes. With Hilti's
project going so quickly and covering so much ground, this adaptability is very helpful for
meeting changing needs and adapting to changes in the market (Watkins, 2017). Second, Agile
encourages stakeholders to work together and stresses ongoing involvement. This makes sure
that stakeholders are involved in the whole project, which improves communication and helps
people understand how needs change over time (Schlüchter and Retucci, 2023).

Disadvantages
But there are some problems with Agile as well. It's hard to plan for results because they aren't
always predictable, especially in big projects like Hilti's. Because Agile is iterative and flexible,
it might be hard to accurately predict how a project will turn out, which could make partners and
project sponsors nervous (Kerzner, 2019). Another problem is that it can be hard to document
things because agile tries to put working software ahead of detailed documentation. These
changes make things more flexible, but they can be a problem in places with strict rules or when
detailed project reports are needed (Layton, Ostermiller and Kynaston, 2020) . Even with these
problems, Agile is still a good choice for Hilti's revolutionary project because it is flexible and
involves all stakeholders.

5.1.2. Waterfall Methodology:

Advantages:
The organised and sequential approach of the Waterfall method makes it a clear winner when it
comes to project management. First, it offers a structured method with clear steps that must be
taken in order from the beginning to the end. This structured nature makes it easier to handle and
keep track of each project phase, giving project teams a clear way to work together
(Aroral, 2021)
. Second, Waterfall makes sure there are clear milestones by setting clear phases and goals
that serve as guides along the project timeline. These milestones make a clear road plan that
makes it easier to track progress and make sure that smaller goals are in line with the big project
goals (Kisielnicki and Misiak, 2017).

Disadvantages
But Waterfall has some problems that come with it. The method isn't very flexible, which is a big
problem, especially in situations where needs are changing quickly, like Hilti's digital change.
Being able to adapt to changes is harder once the project has started, which could make it hard to
meet new goals (Kisielnicki and Misiak, 2017) . Another problem is that problems may not be
found until after the design phase. This is called the testing phase. This can cause delays and
higher costs that weren't planned for, which can make the total project schedule and budget hard
to meet (Halani and Jhajharia, 2022) . Even though Waterfall has these problems, its structured
and milestone-based approach makes it good for projects with clear and stable needs.

5.1.3. Recommendation for Hilti's Project:

Considering the extensive nature and the evolving requirements of Hilti's project, the Agile
methodology is recommended. The flexibility and stakeholder collaboration aspects of Agile
align well with the dynamic nature of the digital transformation. Furthermore, Agile's iterative
approach allows for continuous improvements and adjustments, ensuring that the project stays on
course even as requirements evolve. Studies support the use of Agile in projects characterized by
uncertainty and changing requirements. Lin & Chong, (2017) highlight Agile's effectiveness in
environments where the project's goals and requirements are not well-defined initially, making it
suitable for Hilti's scenario.

5.2. Evaluating Critical Path and Critical Chain Scheduling Techniques:

5.2.1. Critical Path Scheduling:

Advantages:
There are clear benefits to critical path scheduling, but it also has some problems. One of its best
features is that it lets you plan things in a certain order. This makes it easy for project teams to
see the order of tasks, which helps them find connections and set priorities for work (White, 2023)
 . Critical Path Scheduling also lets you see which tasks are the most important and, if they
are late, how they will affect the general timeline of the project. This information helps project
managers focus on the most important tasks that will make the project a success
(Moradi and Shadrokh, 2019)
.

Disadvantages
But it's important to be aware of the problems with Critical Path Scheduling. It doesn't take
resource limitations into account, so it doesn't show much resource thought. This can cause
resources to be used inefficiently and cause problems with the project's progress (Kerzner, 2017).
In addition, the method isn't flexible enough to make changes quickly. Making changes to the
schedule without affecting the general project timeline can be hard, which makes it less flexible
for unplanned events (Moradi and Shadrokh, 2019).

5.2.2. Critical Chain Scheduling:

Advantages:
Critical Chain Scheduling has a lot of benefits, but it also comes with some problems. One big
benefit is that resources are used more efficiently. This scheduling method makes sure that
resources are used efficiently throughout the project by taking resource limits into account. This
reduces bottlenecks and boosts total productivity (White, 2023). Critical Chain Scheduling also
includes buffer management, which adds project gaps in a planned way to deal with unknowns.
This feature gives you the freedom to respond to changes without affecting the project's main
path, which makes it more adaptable (Masri and Masri, 2019).

Disadvantages
There are, however, some problems with Critical Chain Scheduling. The method's complexity is
a big problem that needs to be carefully planned and watched. The project management process
may be made harder by this amount of complexity, which calls for more knowledge and care
(White, 2023). Additionally, the method has a learning curve that affects project teams in the
beginning stages. Teams might need some time to get used to the critical chain method, which
could slow down the early stages of the project (Masri and Masri, 2019).

5.2.3. Recommendation for Hilti's Project:

Because Hilti's transfer project is so big and needs so many resources, Critical Chain Scheduling
is suggested. This method makes the best use of resources, which is very important when
managing a job with over 20,000 people in 23 countries. And adding project gaps makes the
project more flexible when there are unknowns or changes in what needs to be done. Academic
research (Ewing, Men and O’Neil, 2019) backs up the idea that Critical Chain Scheduling is a
good way to manage uncertainty and make the best use of resources. This method works well for
the difficulties that come up with big projects like Hilti's digital change.
Overall, Hilti's project is a good fit for using the Agile method and Critical Chain Scheduling
because it is flexible and requires a lot of resources. To improve the project's chances of success,
these suggestions are based on scholarly literature and tried-and-true project management rules.

6. Managing and Leading Change

6.1. Advising the CEO on Change Management:

Change management is very important for Hilti's project because over 20,000 workers in 23
countries are going through a big digital transformation. People suggest the ADKAR model
(Awareness, Desire, Knowledge, Ability, and Reinforcement) because it helps people change in
a planned way. This model works well with the size of the project and makes sure that the plan is
complete (Fernandez and Rainey, 2017).
6.1.1. ADKAR Model:
1. Awareness: Ensure employees understand the need for change. Utilize
communication channels, such as town hall meetings or internal newsletters, to
disseminate information about the project's objectives and benefits
(Fernandez and Rainey, 2017)
.
2. Desire: Generate enthusiasm and support for the change. Involve key influencers
within the organization to champion the project, emphasizing how it aligns with
individual and organizational goals (Ewing, Men and O’Neil, 2019).
3. Knowledge: Equip employees with the necessary information and skills for the
change. Implement training programs tailored to different roles and responsibilities,
ensuring everyone has the required competencies for the new Salesforce system
(Biasutti, 2017b).
4. Ability: Ensure employees can implement the change successfully. Provide ongoing
support, mentorship, and resources to address any challenges encountered during the
migration from SAP to Salesforce (Fernandez and Rainey, 2017).
5. Reinforcement: Sustain the change by celebrating successes and reinforcing the
benefits. Recognize and reward individuals and teams for adapting to the new system,
fostering a positive culture around the digital transformation (White, 2023).
6.1.2. Involving People in the Change Management Process:
For change management to work, the people who will be touched need to be involved. Setting up
a Change Advisory Board (CAB) with people from various areas, such as sales, marketing, and
IT, makes sure that different points of view are taken into account when decisions are being
made (Whiteley, Pollack and Matous, 2021) . Focus group discussions, surveys, and other forms
of regular feedback can be used to get ideas and concerns from workers at all levels.
Addressing Discomfort of Change:
1. Communication Strategies: It's important to communicate in a clear and regular way.
Use a variety of methods, like leadership video messages, intranet updates, and letters, to
explain why the change is happening and what the benefits will be.
 2. Engagement and Involvement: Allow workers to take part in making plans and
decisions. By giving people some power over the change, this makes them feel like they
own it and lowers their anxiety.
3. Training and Support Programmes: Give your workers thorough training on the new
Salesforce system to help them get better at using it and feel more confident doing so.
Offer help through specialised helpdesk services to quickly handle questions and
problems.
4. Cultural Integration: Make sure the change fits in with the mindset of the organisation.
Show how the company's beliefs and long-term goals are supported by the digital
transformation, making it a natural step forward rather than a big change
(Halani and Jhajharia, 2022)
.
5. Leadership Role Modelling: Leaders are very important for making change happen.
Leadership sets a good model for employees to follow by acting in the ways that are
wanted and showing enthusiasm for the change (Sanchez, Micaelli and Bonjour, 2019).
Hilti's project calls for a multifaceted method to managing and leading change. Using the
ADKAR model gives you an organised way to meet the needs of each person who wants to
change. Involving people in the decision-making process and giving them support also helps ease
the discomfort that comes with change. By using these strategies, Hilti can effectively handle its
digital change, which will ensure that the new Salesforce system is adopted successfully.

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