Collaborative Management

COL L ABORA T I V E
MA N A G E ME N T
Objective
• Introduction to Collaborative Management
• Collaboration Systems
• Leadership styles
• Collaborative approach
• Collaborative tools
• The Arc's Model
• The ESSIM initiative
• Collaborative systems
• Change management
• Collaborative Project Management
• Project Management Architecture
• Conflict Management
Objective
Hey there! Welcome to this Course on ‘Collaborative Management’. Let us
meet four different people with different roles and responsibilities.
© ManagementStudyGuide.com. All rights reserved.

Objective

Objective

Objective

Objective

Objective
Even though all these people are working for different

departments and their roles and responsibilities differ, they all
are working for “Crystal Solutions,” a company which develops
content on various subjects.
Objective
They have never missed the deadline and have been providing a
high-quality service to their clients consistently. They were
highly successful in their assignments because of the
collaborative techniques followed in their office.
Objective
Jack Andrews, the CEO of Crystal Solutions, is a Collaborative

Leader and has trained his employees on various collaborative
techniques. Employees are aware of how to collaborate with
others to create or produce something.
Objective
Jack Andrews uses various collaborative tools like 3-step

onboarding, role-switching, team-swaps, and unconventional
business meetings, etc.

Objective
These collaborative techniques have led to innovative

approaches to projects, new processes to accomplish key tasks
and shared ideas on varied responsibilities.
Objective
Let’s now le
arn
about ‘Coll
aborative
Manageme
nt’ in detai
l.
Objective
• The Arc's Model
What is Collaborative Management?
Combination of various
management techniques is
called as Collaborative
Management. It is used to
enlighten a sense of unity
and teamwork among
managers, supervisors and
the employees in an
organization. In other words,
it is an act of working
together to achieve a
common goal within a
timeframe.
Concept behind collaborative management
The concept behind collaborative management style is −
Mana c y a nd
gers a ffi ci en o f
allowe re Any weaknesses E tiv i ty
u c
collab d to
found among pro anization
d
orate
their h e o rg c ed
streng the members of t nh a n
ths wi r e e f
their t th a s e o
the team is u
achiev eam to beca rative
e the collectively l a b o
goal. co l e nt.
overcome. n a g em
ma

Management by Objectives
The process of defining the

objectives to be achieved
within an organization is
called Management by
Objectives. Both the
management and employees
agree to the objectives.
They understand their roles
and responsibilities to
achieve the goals.

Steps in Management by Objectives
The MBO process involves five steps −
Evaluating
performance
Give
reward
Monitor
progress
Set worker
Review
objectives
organizational
objectives

Advantages of Management by Objectives
Some of the important advantages of MBO are given below −
Motivation − It encourages employee job satisfaction and

commitment.
Better communication and Coordination − Harmonious relationships

within an organization are built by doing frequent reviews of the
objectives and interactions between superiors and subordinates.
Clarity of Goals − Subordinates have a higher commitment towards

the objectives set by themselves than those imposed on them by
others.

Features of Collaborative Management
Team members actively participate in the planning,

controlling, and networking processes which involve
using information, communication, and collaboration
modules.
In Collaborative Management, management is for all

team members and not reserved solely for managers.
There is a high level of transparency among the team

members, and knowledge and information are shared
among team members.
Collaborative process
A collaborative process scores over a traditional process in many ways
−
Participants understand Collaboration as a perspective and a way to build

rapport with each other as well as the organization. They don’t consider
it as a tactic or a set of skills or tools.
It guides an organization by giving a clear and

elaborative way to achieve the goal collectively.
Trust is the central pillar on which
the entire organization is built, and
it overcomes initial hesitance or
suspicions.

Collaborative process
A collaborative process scores over a traditional process in many ways
−
Participants work here not to satisfy their own interests but for the entire
organization and team members.
There is wide inclusion of, and openness to, all needed

perspectives.
Joint participation and action from
team members produce tangible,
substantial, and sustainable results.

Collaborative Decision Making
• Collaborative Decision Making (CDM)

aims at improving the flow of
information among the superiors
and the subordinates.
• In CDM, decisions are made based

on the views shared by leaders and
team members. Awareness is also
created on the consequences of the
mutual decisions made.

Collaborative Decision Making
There are two central assumptions to
CDM − • Better information will lead to
better decision-making. Tools
and procedures should be
kept ready to adapt to
changing conditions.
• Valuable decisions and actions

are taken after pooling the
knowledge, information,
values, and preferences of
various team members. The
team members get a chance
to learn from each other.

Objective
• The Arc's Model
Collaboration system
A collaboration system comprises of a

set of tools which allow the team
members to share their ideas and
talents with other members. This
helps in accomplishing the tasks both
efficiently and effectively.

Collaboration system
A collaboration system is influenced by

numerous factors. There are two
fundamental aspects that need to be
customized to align with the goas and
also need to be taken into
consideration when it comes to
corporate culture.
Types of collaboration system
The two types of collaboration systems are:-
Chasing answers to the unknown questions, using

Unstructured
tools to share information about the problems at
collaboration
stake, and increasing personal productivity.
Structured Sharing common knowledge, written rules,

collaboration structured and set workflow that does not change.

Structured collaboration
Our focus here is on

structured collaboration as it
is widely used in all sectors.
Introspection of behavior
and communication is
encouraged by structured
collaboration. It aims to
increase the success of the
organization as the team gets
engaged in collaborative
problem-solving.

Positive Aspects of Structured Collaboration
1 5
It is easy to
2 4 All members
organize. on the team
It is excellent
3 There is no
understand
and
for hierarchal contradiction acknowledge
structured in relation to their position
organizations. It increases information. and act
proficiency. accordingly.

Limitations of Structured Collaboration
• It does not foster innovation.
• There is same workflow information with no variance at all.
• It can cause conflicts.
• It is intended for repetitive industry.
• It needs to be managed and supervised all the time.

Collaboration According to Corporate Cultures
In order to create a collaborative working environment, the employees need to
be motivated and rewarded at times.
L e t u s l o o k a t a s m a l l exa m p l e .
S t r u c t u re d c o l l a b o ra ti o n w i l l n o t I n c o n t ra r y, s t r u c t u re d
jelly with Google because it is c o l l a b o ra ti o n w i l l a l i g n w e l l
v e r y i n n o v a ti v e a n d l o a d e d w i t h w i t h a m a n u fa c t u r i n g c o m p a ny
new ideas and challenging l i ke M R F b e c a u s e t h e
u n a n s w e re d q u e s ti o n s . T h e re i s c o n ti n u o u s w o r k fl o w i s c r i ti c a l
n o p l a c e fo r i n n o v a ti o n i n a to t h e o rga n i za ti o n ’s o u t p u t .
s t r u c t u re d c o l l a b o ra ti o n b e c a u s e
of the boundary of common
k n o w l e d ge .

Objective
• The Arc's Model
Leadership style
Collaborative leadership style is

required to get efficient and
effective results across boundaries.
A collaborative leader builds good
relationships, solves problems, and
constructively handles conflicts. In
contrast, a traditional leader is more
autocratic and takes absolute
control over his team and never
consults his team member while
making decisions.

Traditional Vs. Collaborative – Power
Traditional Leaders − In the Collaborative Leaders − The new

traditional corporate approach, the approach of collaborative leadership
power is vested with one single recognizes that power is most
authority. Power in this old school significant in a collective team.
corporate hierarchy is based on Collaborative leaders allow solutions
longevity and no priority for results. Vs. to develop from the best ideas of the
group and take a team approach in
problem-solving.

Traditional Vs. Collaborative – Information
Traditional Leaders − Traditional Collaborative Leaders − Collaborative

leaders consider access to leaders assume that sharing of
information is power and maintain information is the cornerstone of
ownership of data as their hallmark. success. More the availability of cross
They share information on a “need to training more will be the
know” basis, and this allows Vs. opportunities to develop and
traditional leaders to maintain implement creative approaches to
authority and control. problem-solving.

Traditional Vs. Collaborative – Idea Generation
Traditional Leaders − Traditional Collaborative Leaders − The art of

leaders do not entertain ideas or collaboration gives everyone on the
suggestions from their team team a voice. Collaborative leaders
members. Decisions are taken by top are generally open to suggestions or
executives as information is closely ideas from their team and recognize
guarded and withheld from team Vs. that brainstorming and different
members. perspectives can bring unique
insights.

Traditional Vs. Collaborative – Problem Solving
Traditional Leaders − In a traditional Collaborative Leaders − In a

corporate culture, team members are collaborative environment, the power
not allowed to participate and of group approach in problem-solving
express their views. Solutions are is recognized. Solutions are
generally delivered to team members. brainstormed among team members
Vs. and facilitated by the management.

Traditional Vs. Collaborative – Rules
Traditional Leaders − There is a series Collaborative Leaders − A

of policies, rules, and regulations on collaborative leader encourages
which traditional corporate culture is superiors and subordinates to work
relied on. Both this culture and together. All information, knowledge,
hierarchy compel the managers and skills, resources, and efforts are
the team leaders to stick a specific set Vs. shared. This allows roles and
of roles and responsibilities. responsibilities to evolve and
fluctuate. Based on the greater good,
further responsibilities and power are
distributed.
Traditional Vs. Collaborative – Resolving Issues
Traditional Leaders − In a traditional Collaborative Leaders − Team

culture, issues are often solved by the members are assigned with more
individual without analyzing the root responsibility while team leaders are
cause of the problem. The managers more involved in the process because
seek temporary solutions instead of Trust is considered as a pillar in
instituting beneficial change that Vs. collaborative leadership. These
could prevent issues. leaders analyze the root cause of the
issue and address it promptly and
keep the work moving forward
efficiently.
Traditional Vs. Collaborative – Feedback
Traditional Leaders − Most traditional Collaborative Leaders − In a

corporations follow a system of semi- collaborative environment, both
annual or annual performance superiors and the subordinates are
review. Feedback is not given daily. equally valued. They work closely on
a daily basis. Instant feedback is
given in this type of environment.
Vs.

Skills and attitudes
One of the demanding skill of collaborative leaders is to

address conflict constructively and effectively as soon as it
Mediation
arises. Expertise in handling conflicts and mediation skills
are considered as the top priority.
A complete understanding of the organizational culture and

personality type of their team members is essential to share
Influencing control and choose the best approach in influencing other
team members.
A successful collaborative leader has skills in networking

Engaging and relationship building. This means communicating with
others clarity, managing high-stress situations, and involving other
team members in decision-making at the right time.
Skills and attitudes
Complex collaborative situations require a forward-looking

attitude of mind, coupled with an ability to quickly
Agility
assimilate facts and ask incisive questions and take
necessary actions.
Managing relationships is not an easy task, and it takes time.

Patience Collaborative leaders should take a calm and measured
approach in building and managing relationships.
Empathy A collaborative leader must be open-minded and should

listen to the views of team members.

Are You a Collaborative Leader?
You can discover whether you are a
collaborative leader or not by assessing
yourself on the following questions −
• Are you a part of a global network like
’Youngistaan’ Organization?
• Do you regularly blog or tweet employees
about trends, ideas, and the people you
encounter outside your organization?
• How often do you meet with parties
outside your organization who are not
directly relevant to your immediate job
demands or current operations?
• Are you on the group of any outside
organizations?
• How diverse is your immediate team in
terms of nationality? Gender? Age?
Religion? © ManagementStudyGuide.com. All rights reserved.
You can discover whether you are a collaborative leader or not by assessing
yourself on the following questions −
Does the compensation of your direct Do your reports have
reports depend on any collective both performance
goals or reflect any collective and learning goals?
responsibilities and duties?
Do members of
your group have What specifically have
any joint you done to eradicate
responsibilities power struggles within
beyond their your group?
individual goals? © ManagementStudyGuide.com. All rights reserved.
You can discover whether you are a collaborative

leader or not by assessing yourself on the following
questions −
Do you manage dynamically—forming and disbanding teams

quickly as a situation arises?
Do the right people in your company know they can “close” a

discussion and make a decision?
Does your group debate ideas vigorously but then unite

behind the decisions made?
Objective
• The Arc's Model
Collaborative approach in problem solving
The Collaborative Problem Solving

(CPS) model demonstrates
effectiveness with employees with a
wide range of professional, social,
emotional, and behavioral challenges
across a variety of different settings
from various consumers, clients, team
leaders, and team members in the
company.

As applied to the organization, the • First, the collaborative
model sets forth two major tenets −
approach analysis the root
cause of the issue, and the
bugs present rather than
merely pointing out the
mistakes.
• Second, these issues and

problems are resolved after
mutual discussions where
everybody speaks, and
everybody listens rather
than showing superiority
and trying to dominate.

• One should accept the fact that a unique alternative will be

encountered in solving problems because different ideas are shared
by team members.
• Resolving problems collaboratively is not very complicated. The

leaders need to have experience as well as patience. It will take a
while for all involved members to feel comfortable.
Plans of CPS
When the task

completed deviates
from the objective to be
achieved, we need a
plan. CPS has three
options for how to
respond to problems
solving. Let us call them
as Plan A, Plan B, and
Plan C.

Plans of CPS – Plan A
Plan A is very popular because

we have good expectations
from the team members. Even
though it is popular, it causes
challenging behavior. The
team leaders impose their will
upon the trainees, a skill that
the trainees lack. By pursuing
Plan A, the possibilities of
challenging ideas from
different members are high.

Plans of CPS – Plan B
Plan B involves four basic steps.
Brainstorming solutions Working of the trainee

and sharing views and the leader together
together with the to assess potential
leaders and trainees. solutions and choosing
one that is both realistic,
mutually satisfactory,
effective, and efficient.
Identifying and sharing the Identifying and

leader’s concerns about the understanding the trainee’s
same issue. concern and opinion about
the problem.
Plans of CPS – Plan C
Plan C is strategic in nature.

All issues can’t be solved at
once, and all objectives can’t
be achieved at the same time.
Plan C prioritizes the tasks and
works which should be
accomplished first. By putting
some problems or unmet
expectations on the “back
burner” while addressing
issues that are of a higher
priority, some challenging
behaviors are reduced.

Wicked Problem Solving
Many Programs present complex

problems that are difficult to
resolve, but some throw up truly
'wicked problems' that project
management professionals find
absolutely impossible to tackle.
These wicked problems are often

difficult to define and are informed
by a web of conflicting views from
many team members typically from
across organizational boundaries.

Solving wicked problems includes three key features −
• A commitment to engage team members.
• Judgment based on both qualitative and quantitative

techniques.
• Focus on results and benefits.

Team members engage in a collaborative

journey of consultation and engagement
with wicked problems.
There are invariably a wide range

of opinions and ideas on the
nature of the problem and the
‘right’ solution.
By bringing all the affected parties

together, project managers can build
a sense of shared ownership so that
commitment to solutions and their
delivery becomes much more likely.
MCQ
Q. Which of the following plan prioritizes tasks

and is strategic in nature?
Plan B
Plan C
Plan D
Plan A
Click on the radio button to

select the correct answer!
MCQ

and is strategic in nature?
‘Plan C’
pri oritizes
Plan B tasks an
d strateg
in nature ic
Plan C .
Plan D
Plan A
Click here to continue!

MCQ

and is strategic‘P
inlnature?
an C ’ prioritize
tasks an s
Plan B d strateg
in nature ic
Plan C .
Plan D
Plan A

Objective
• The Arc's Model
What are collaborative tools?
Collaborative tools are classified based on their level of functionality concerning
collaboration and document managing capability. Tools can be grouped as follows:-
Group & File
Document Hand-
ling
Computer
Conferencing
E l e c t r o n i c M e e ti n g
System
Electronic Workspace
Let us look at each in detail.

Group and File Document Handling
Working with documents and handling

files is the core functionality of this
category.
• Employees have minimal access to
these files/documents because
there is a high possibility for
individual editing, documenting/
managing files, and storing it in a
& F i le
central database.
Grou p
• Contemporary work on documents
m e n t
can also be a part of a group d o c u
document handling tool in addition dl i n g
to basic communication capabilities han
such as e-mail notification and
tweets.
Computer Conferencing
• Employees can work on each

other’s screen and work on
documents simultaneously.
• Real-time text talk and meetings

have become a reality because of
computer conferencing.
• Files and documents are shared,

p ute r
and there is space for threaded
Com i n g
meetings.
fere n c
Con
• Audio and video conferencing are
quite common mode of
communication.
Electronic Meeting System
• Members of the meetings get

notification through email or chat.
Audio and video conferencing
facilities are used as a tool for
conducting real-time discussions.
• Participants can show and annotate
PowerPoint presentations, share
live software applications, and even
ro n i c
work simultaneously on
Elect g
documents.
e ti n
• Finally, meeting-centered activities Me
support the meeting process
Sy s te m
including its set-up, maintenance of
the agenda, and distribution of the
minutes after the meeting.
Electronic Workspace
• Electronic workspace primarily

provides a common space to
coordinate and organize work of
team members.
• Electronic workspace is used to

store data, solve problems through
discussions, keep to-do lists and
r on i c
Elect
various other information.
ks p a c e
• There are workspaces for different
W o r
teams, and individuals may be
members of several workspaces.

Objective
• The Arc's Model
ARC’s Collaborative Management Model
ti o n s , c o ll ab orations,
x i n te r a c ti o ns, applica t reamlined
t h e co m p le h o ld s a re s
All a n enterprise
and proce s se s t h a t
M a n ag e m e nt Model.
h A R C ’s C o ll aborative
throug
s , t he h e a rt of the CMM
T h re e in t e rsecting axe ll t h e p r o cesses in
• g a
o d e l is u s e d in describin
m
.
an enterprise
o r k fo r o r g a nizing,
C M M is t h e framew th e ke y b u s iness
• d controllin g
li s h in g , a n
estab terprise.
s e s o f a n e n
proces
d a m ig ra ti on path
e x is ti n g c o n ditions an
• It maps e r w o rd s, it aligns
for progress.
In o th
s w i t h th e ir business
T investmen t
fa c tu r in g I
manu
strategy.

How are the People Affected?
ARC has found out that all companies are struggling with these questions −
Where can we get the
1 2
How can we leverage
our existing best ROI when
technology to realize implementing new
real measurable innovations?
financial savings?
3
How do we get the
broader team aligned
as an agent for
significant positive
change?

What are the Benefits of CMM?
The benefits of CMM are−
Using CMM not only helps in sharing information, but it also operates in
the context of a broader business process workflow.
Foundation for managing business processes and operational
performance is provided by applying CMM.
The CMM model provides a starting point for a team to define their company's specific
strategy and build consensus. The output is a credible plan with clear business benefits.

Objective
• The Arc's Model
ESSIM Forum
The ESSIM Forum is a

collection of all
organizations, groups,
and individuals having
an interest in the
ESSIM Initiative.

Principles
The proposed principles that provide the foundation for the ESSIM
Collaborative Planning Model include the following −
Inclusion Accountability Network
1 2 3 4 5 6 7
Jurisdiction Consensus Dispute Learn by
resolution doing
Let’s look at each in detail.

Jurisdiction
Jurisdiction
• All mandates, departments, agencies,
and groups within the planning
processes are included using an
integrated framework.
01
• Consistency in planning is required.
• Government sector meetings take
place within a two-part structure. The
Regional Committee on Ocean
Management (RCOM) and the Federal-
Provincial ESSIM Working Group has
the ability to work horizontally.

Inclusion
Inclusion
• The ESSIM Initiative is open to all levels.
• It is mandatory for all sectors to actively

and effectively participate in the ESSIM
02
forum.

Consensus
Consensus
• Only through stakeholder collaboration
consensus is achieved and maintained.
This is the fundamental principle of the
ESSIM initiative.
03
• Participants work towards consensus in
good faith. The process is designed in
such a way that lack of consensus
cannot be used as a tactic for the delay.
• If consensus is absent, the respective

government’s departmental mandates
are used in decision-making processes.

Accountability
Accountability
• ESSIM members are accountable for the
specific results.
• Members are also accountable to each
other to ensure that their input is fully
04
informed and reflective of constituents’
views and interests.

Dispute Resolution
Dispute Resolution
• A multi-level system is required for
effective dispute resolution.
• This system assists parties to discuss
differences in understandings,
05
perspectives, styles, interests, values,
and institutional structures and
processes.

Network
Network
• Only through an efficient network,
participants get opportunities for
dialogue and consensus at several
levels.
06
• The authority and responsibility of
existing organizational mandate is
confirmed by efficient network.

Learn by Doing
Learn by Doing
• Currently, ESSIM comprises of several
working groups developing ecosystem.
• The adaptive nature of ESSIM allows it
to plan, act, learn, adapt, and move
07
forward through the use of a
structured, disciplined approach to
dialogue.

The ESSIM Forum
ESSIM Forum comprises of

organizations, groups, and
individuals or stakeholders.
These stakeholders have the
ability to influence others or get
influenced by others, or they
have an interest in the ESSIM
initiative.

ESSIM Planning Office
It coordinates with
the regional, national
and international
processes and
provides resources for
conflict resolution.
It provides
coordination and
support for the The planning office
ESSIM Forum and includes expertise
the Stakeholder plan development
Roundtable. procedures.
ESSIM Stakeholder Roundtable
The roundtable
is represented by ESSIM
sectors and stakeholders. Even
though non-members are
enabled to participate, the
maximum size of the
ESSIM stakeholder roundtable
is limited to 28 members
and not
beyond that.

ESSIM Collaborative Planning Challenges
Represen- Effective Coordination Links Physical
tation working boundaries
Few challenges require ongoing attention in the design and implementation of the
ESSIM collaborative planning model. These are −
Let’s look at each in detail.
Representation
Represen-
• The planning office should
prepare guidelines to make
all the individuals to
Representation
tati on
express their views,
interests, knowledge, and
concerns of all sectors.

Effective working
• All multi-stakeholder
processes include working
with a number of various Eff ecti ve
Effective Working
aspects of diversity.
• It includes recognizing,
appreciating, and managing working
diversity holds an integral
part of each process.

Coordination
• The capacity and commit-
ment of the government
sector groups are critical
Coordination
Coordination
because all the complexity
associated with ESSIM is
related to government
mandates, legislation,
regulation, and policies.
• Although ESSIM affirms the
primacy of individual
jurisdictional mandates, it is
intended that the parties
seek consensus on integrated
and collaborative outcomes.

Links
• ESSIM area is linked with so
many team processes, and it Links
is vital to check whether
these links are well
established.
Links
• Other processes include the
Gully Marine Protected Area
Advisory Committee, Coral
Conservation Plan, and
Scotia-Fundy Fisheries Round
Table.

Physical boundaries
• The boundaries of the ESSIM
area are based on both
Physical
Physical boundaries
ecological and political
grounds.
• If the decision is made to
increase the present boundaries
boundaries, then the
Planning Office needs to
develop a consultation plan,
specifically to involve the
stakeholders who are
engaged, as the boundaries
expand.

Objective
• The Arc's Model
What is collaborative system?
A Collaborative System
is a data framework
used to encourage
proficient sharing of
information, reports,
records, data, and
learning among groups
and representatives in
an association.

Collaborative Risk Management
The likelihood that an
undesirable episode
happens to make any
misfortune to an
organization is known
as risk. In Collaborative
Risk Management
(CRM), the
representatives over the
organization team up
flawlessly to decide and
oversee chances on a
standard way.

Collaborative Risk Management
The basic duties of CRM are as follows −
01 02 03
To elevate To ensure a level of To ensure clear,
adherence to confidence in the specific, and
norms and best stated technical appropriate
practices (through approach such that information is
consultancy and the time and costs available to allow
audit) in design. estimated are not business execution
undermined by teams to complete
radical changes their planning with
during the project respect to the
delivery phase. given time bounds
and costs.

CRM in Lifecycle of a Product / Solution
The CRM approach suggests that

hazard administration work conjures
within the whole lifecycle of the item. In
each of the stages, the CRM hazard
work is fundamental for evaluating and
addressing risks.

Idea generation phase
Ideas are filtered and Major areas addressed
chosen based on under the weaknesses and
strategic alignment, threats sections are the
corporate value, and different risks posed to the
executive risk. product / solution idea.
The risk management team works with the

business planning teams conducting the
analysis of SWOT (Strengths, Weaknesses,
Opportunities, and Threats) for the new
project considering strategic alignment and
business value of the
© ManagementStudyGuide.com. All idea.
rights reserved.
Toward the end of this stage, the
proposition is evaluated altogether at the
Idea Approval Checkpoint. This
checkpoint goes about as a channel and
advances just those recommendations
which have been passed to seek after.
The result of this checkpoint will be

pass / fail. The essential components in
the decision-making process is to analyze
the risk associated with the
project/product and evaluate the
solution.
A collaborative management team is

created after passing the business
proposal. This team is for the project
which demands risk management
responsibilities.
Business Planning Phase
• The business plan is reviewed,

and it is either accepted or
rejected at the Project
Initiation Checkpoint.
• This checkpoint confirms that
the business proposal is still
viable.
• The CRM team does a
thorough study of the product
landscape in an organization’s
environment context and
analysis various risks the
product faces so that these
can be factored in the plan.
Definition Phase
• In the Definition phase, the

product plan is designed after
getting details from the
project plan.
• The project plan reviews the
work and checks whether the
product is ready to move into
the delivery phase.
• Additionally, it also confirms
that the business proposal
remains viable as well as
feasible.

Delivery Phase
• After the Delivery phase, there

is a Launch Checkpoint.
• At this checkpoint, the project
is transformed from delivery
to deployment.
• All issues related to
deliverables are addressed
during this phase.
• Deliverables here refer to
elements like product,
infrastructure, content, etc.

Delivery Phase
• A Fitness for Launch Risk Review is set up in a collaborative setting,

the output of which is recorded in the CRM Scorecard.
• This Scorecard indicates the concerns as well as the queries related
to unresolved technology standards, misalignment, or any other
significant levels of risk.
• The function of this Fitness checkpoint is to confirm that the
proposition is functional, scalable, stable, and ready to be
presented to clients and that all the risks represented by CRM
Scorecard have been addressed effectively.
Deployment Phase
• This phase is Revenue

Generation Checkpoint.
• The CRM gives approval that
the product can be sold,
administered, and supported
in a target region.
• It confirms that the product is
free from any significant risks,
and the product is up to the
agreed performance.

Obsolescence Phase
• It includes Closure Checkpoint.
• The main objective of this

Closure checkpoint is to
confirm that the product has
achieved its end of life.

Advantages of the CRM Approach
The CRM approach offers several advantages which are discussed below.
Shared ownership − Greater

ownership is fostered among teams
to understand and address risks.
Decentralized implementation − The

organization works in a decentralized
manner where the teams working
across the primary functions
collaborates with the CRM team.

Advantages of the CRM Approach
The CRM approach offers several advantages which are discussed below.
• Optimal resource utilization − Risks are identified, addressed, and resolved

before they actually emerge. The resources are utilized in an optimum
manner.
• Leveraging of consumer’s understanding of the domain − In this approach,

most of the risks are addressed by the time the product comes up for a
launch. Risks are identified early, and they are attended before they become
disasters.

MCQ
Q. After which of the following phase a Launch

Checkpoint is placed?
Definition phase
Delivery phase
Deployment phase

MCQ
‘Dfollowing
Q. After which of the
el phase a Launch
Checkpoint is placed?ivery Phase
is the ph ’
ase after
Definition phase whi
ch Launc
C h
h
Idea generation phaseeckpoint is
placed.
Delivery phase
Deployment phase

MCQ
Q. After which of the following phase a Launch

‘Delivery
Checkpoint is placed?
is the ph
Ph ase’
Definition phase ase after
which La
unch
Checkpo
Idea generation phase int is
placed.
Delivery phase
Deployment phase

Real Life Examples
Let us now look at a

real life example to
understand how
collaborative systems
are used to build a
team.

Real Life Examples
In the Introduction part of this

course we learnt how Jack
Andrews collaborated his
employees and delivered best
results.
Now, in this real life example let

us look at how he implemented
various collaborative techniques
among the employees.

Real Life Examples
3-Step
Onboarding
– Coach
When new employees join

Crystal Solutions, they shadow
an experienced coach who helps
the recruits to integrate into the
team. After the initial phase,
Jack Andrews, the CEO assigns
New recruits Coach the new employees to shadow
other people, so they get to
have more than one “coach.”

Real Life Examples
3-Step
Onboarding
– Mini
teams Whenever a new and easy
project comes, Mary Smith, as
requested by Jack Andrews,
assigns it to mini-teams to
handle those projects. These
smaller units comprise of
employees who haven’t worked
Mini teams Relationships together. This way, new hires get
an opportunity to work and
develop relationships with
everyone they collaborate with.

Real Life Examples
3-Step
Onboarding Leadership rotates on these
– Leader- projects to test their leadership
ship skills. Mary Smith, who has
rotation been working as a team leader,
gives way to Linda, the next
experienced person to lead the
team. Also, since project teams
always have different people on
them, everyone in the company
Mary Smith Linda gets to know each other at some
point by working together. This
level of exposure and
collaboration resulted in very
strong teamwork.
Real Life Examples
Role
switching
In Crystal Solutions, they follow

an unconventional method
called as Role Switching. Usually,
proofreaders and content
writers swap their roles for a few
months. Spending a day in your
colleague’s shoes highlights their
Content writer Proofreader efforts, which brings more
understanding and respect for
one another.

Real Life Examples
Team Swaps
There are 5 teams in Crystal
Solutions – Team A, B, C, D, and
E. Once Team A was overloaded
with work, and they assigned
few content writing assignments
to Team B which had less work.
Team B created the content, but
they were not aware of the
formats and color codes
Team A Team B followed by Team A. After
accomplishing the tasks, Team B
submitted the work to the client
and got poor feedback because
of the formatting errors.
Real Life Examples
Team Swaps
To avoid these errors, Jack

Andrews introduced Team Swap
method. Under this method,
couple of content
writers/designers from each
team will move to the other
team and work there for a few
months to gain knowledge about
Team A Team B their team-specific formats. This
type of collaborative method
was a boon to the whole
organization.

Real Life Examples
Unconven-
tional
business Jack introduced something
meeting unusual called First Friday. On
first Friday of every month,
business meetings were held,
employee review was done,
promotions and awards were
distributed to best performers
followed by an open bar event.
Lunch club was also introduced
to celebrate their success and
enjoy fine dining with their
colleagues.

Real Life Examples
After implementing these collaborative methods, there was increased

employee morale; output was creative and better division of labor.
Objective
• The Arc's Model
What is Change Management?
Change management is a process, an enterprise specialty, and a

body of knowledge. The notion of change management as a
process or task can be described as a double-edged sword.
• The first edge is applied internally in an

First edge organization. It aims to implement new methods
and systems more effectively within a company.
• The second edge is applied to the changes over

Second edge which the company has little practice or no
control.

Change as a system
A systems approach involves two important foundations −
01
First, it establishes
that nothing can
change without
affecting every part
02
of the system to
Second, change in
which it belongs.
any single part of
a system
influences every
other part of the
system.

The Change Problem
• The change Problem includes one or more divisions or groups, the

entire enterprise, or one or more aspects of the company’s
environment.
• The foundation of the system requires answers to at least these five
“W”s and one “H” (Who, What, Why, Where, and When…then
How).
• The following few examples can be used to formulate specific
questions −
o Who from the company needs to be involved in the change?
o What exercises need to be changed?
o Why do we need to change our ongoing practices?
o Where the changes are needed the most?
o When will the company consider implementation?
o How to change our traditional practices for better?
Change Program Phase
The process model is structured in three phases −
Creating the change foundation − It aligns leadership and

business elements through customer-focused goals,
Phase 1
sponsorships, and securing commitments and
capabilities.
Designing the change plan − Its objective is to align the

Phase 2 corporate mission with the change plan and determine
the challenges.
Implementing the change plan − Through effective

Phase 3 communication program and client management, it
focuses on deploying the change.

Communication Process and Strategy
Communication plays a vital role in strategic,
tactical, and personal levels in creating change.
Communication is important to −
• Align employee and enterprise performance with
business objectives.
• Enable clients to understand, and embrace
change through education and persuasion.
• Deliver specific notes on the change
(five W’s and one H)
• Support feedback, review, and interaction to
ensure ownership and success.
• Motivate to act.
• Involve through a strong “what’s in it for me”
approach.
• To be effective and efficient, a change
management team includes minimum one
communication expert, who is then supported by
a team of communication specialists.
Duties of change communication team
The duties of the change communication team include −
Identification of issues
that affects each Determination of the
segment having an combined
impact due to the communication tools
change. needed.
Creation of effective Assuring that

measures to assess appropriate feedback
communication and review
efficiency and mechanisms exist.
effectiveness.
MCQ
Q. In which of the following phases leadership is

aligned with business elements?
Designing the change plan
Creating the change foundation
Implementing the change plan
ARC ESSIM Phase

MCQ
‘Creati
ng the
aligned with business elements?
change
foundplan
Designing the change
ation’ ali
leadfoundation gns
Creativity the change ership w
businessith
ele
ments.
Implementing the change plan
ARC ESSIM Phase

MCQ

‘Creelements?
aligned with business ating the
change
Designing the change plan
foundati
on’ aligns
leadefoundation
Creativity the change rsh
ip with
business
elplan
Implementing the change ements.
ARC ESSIM Phase

Objective
• The Arc's Model
Coordination and Collaboration
• The two essential

components are Coordination
and Collaboration for
handling a project.
• Coordination is within a
location for traditional
projects, and across locations
for distributed projects.
• Collaborative Project
Management Architectures
(CPMAs) is essential to build
systems which can overcome
the challenges.

Traditional Project Management Scenarios
• While carrying our Project

Management, team
members fall prey to many
mistakes or pitfalls.
• The team members should
focus on overcoming these
mistakes and find out the
root cause of the issue.
• By combining all the root
causes, the team members
can easily analyze the reason
for the failure of a project.

Over-emphasizing of PM
• Traditional project management often employs a simple passive reporting

mechanism instead of a dynamic teamwork coordinating approach.
• In many companies, the project management methodology is assumed as

a corporate reporting tool rather than an efficient system that the various
parts of the company can use to help themselves.
• In this type of situation, information flow is less among project

contributors.

Ineffective and Inefficient Communication
1
Misunderstandings due to
inexplicit or poor communication.
2
Members having a poor grasp
regarding the problem.
3
Different interpretations by
different team members.
In traditional PM,
communication may be
ineffective due to many
reasons −

Ineffective and Inefficient Communication
Communication is also inefficient or not up to the mark because of
various reasons like −
Reason #1
Untimely
communication. Reason #2
Failure to update latest
notification to every
team member who
Reason #3
needs to know. Poor communication
skills and capabilities are
mostly cited as the main
reason for project
failure.

Reactive Management
Reactive management defines a passive PM
• Reactive project managers rarely
strategy in which project managers conduct
incomplete planning with a hope that plan for the future and just react
everything will be fine in the end. to what has happened. They don’t
review their experiences to gain
insight.
• Employees spend more time on

rectifying errors and reworking on
deliverables.
• Another common issue is all the

rework in reactive management
has to be done manually.

Lack of an Electronic Project Repository
Lack of an electronic repository is a company-wide problem as well as a
project-specific issue. A paper-based repository has several limitations like −

Lack of an Electronic Project Repository
e p o s it o r y le ads to
o n ic project r
n e l ec t r
Lack of a t d o c u m e n t a tion.
rojec
inadequate p n t h e c u rrent
concentr a t e o
m b e r s
• Projec t m e
at h e r in g i n f ormation
ec t ra t h e r than g
p ro j
e d a t a la t e r stage.
us
which can be
e p r o j ec t a re no t
m a ti o n re l at ed to th t h ey are
• Infor re s to r e d ,
d , a n d e ve n if they a
store u n o r ga n i zed.
a n d
unstructured

Objective
• The Arc's Model
Project Management Architecture
The Project Management Architecture serves as an overview of collaborative PM −
• Inputs and outputs of the system.

• Factors that need to be considered by the system.
• Services provided by the system.
• How services coordinate and integrate with one another.

Mauer’s Project Coordination Architecture
cti v e s
d o b je
c e s , an w h ile
re s o ur i np u ts a nd
e t , e m e s ,
Budg nder syst s, process tputs.
m e u uti o n m o u
co s , s ol sy st e
du c t n d e r e a nd
pro m e u n aly z
i c s c o to a c e.
m et r u s e d r m a n
s a re e r fo
ic p
Metr e project
in
exam

Components in Project Coordination System
The four major components in the project coordination system are −
The project control The project

component − It supports repository − It
monitoring of the project, functions as a project
allows team members to memory. All
assess the present state, information about
and collect the metrics. the project is stored
here.
The project execution The project planning

component − It supports component − It allows team
and encourages workflow members to measure the
management with the help levels of dependencies
of project plan. It allows between information items
re-planning and re- and plan the project in terms
scheduling. © ManagementStudyGuide.com. All rights reserved. of time and resources.
Collaborative PM Architecture
Collaborative PM Architecture includes
four core components − Project
Presence
Collaborative Collaborative
Project Cycle PM Support
Architecture Levels
Collaborative
Knowledge
Let us look at each one in detail Management.
Project presence
Project Presence:-
Presence can be described
as the sense of being within
an environment, and it
refers to presence in real
world. The following three
components support
Collaborative distributed project members
PM to build a better shared
Architecture understanding of the project
context.
• Project dictionary
• Business Rules and
Policies
• Project Context
Information
Collaborative Support Levels
Collaborative Support
Levels:-
As people collaborate, there
are three modes in which
Collaborative people can work in a
PM collaborative manner −
Architecture • Collected work
• Coordinated work
• Concerted work

Collaborative Knowledge Management
Collaborative Knowledge
Management:-
Knowledge Management
focuses on managing data,
information, and knowledge
at the corporate level. Collaborative
Knowledge can be divided PM
into two categories − Architecture
• Tacit knowledge − to
know how and what.
• Explicit knowledge − to
know about facts, figures
and theories.

Project Cycle
Project Cycle
Project Cycle highlights the
contents that require
collaborative support. It has
four major steps.
• Step 1 - Having a clear
understanding about the Collaborative
project. PM
• Step 2 - Making a plan for Architecture
achieving the project
goals.
• Step 3 - Executing the
project plan
• Step 4 - Identifying the
sign-off criteria
Objective
• The Arc's Model
What is Conflict?
Conflict is a relationship among two

or more opposing parties, based on
actual or perceived differences in
needs, interests,
and goals.
Conflict is a part of our

professional, personal and social
life, and is often required for the
dynamics of change.

Challenges in conflict management
Conflict management is challenging because of the following reasons −
The origins of a conflict are

often complex and diverse.
Multiple conflicts may go on at
the same time.
Conflicts are dynamic (ever-

changing) and interactive social
processes that are difficult to
handle.

What Causes Conflict?
There are five major sources of conflict regardless of whether the conflict is
seen as interpersonal, intrapersonal, inter-organizational, communal, or
social −
R e l a ti o n s h i p
D a t a c o n fl i c t s
c o n fl i c t s
• Relationship conflicts occur • Data conflicts occur because
because of:- of:-
o Negative emotions o Lack of necessary
o Misunderstandings/ information to take good
misperceptions decisions
o Poor communication o Lack of proper tool

What Causes Conflict?
• Interest conflicts are caused by

competition over perceived or actual
incompatible requirements.
• Structural conflicts are caused due to
oppressive patterns of human
relationships like limited resources or
authority, geographic constraints like
distance or proximity, too little time,
or too much time.
• Value conflicts are caused because of
perceived or actual incompatible
belief systems. Differences in values
cause serious disputes and cannot be
solved through negotiations alone.

Collaborative Procedures for Managing Conflict
Determining an appropriate response is

a very essential outcome of conflict anal-
ysis. Some key attributes for managing
conflicts are discussed below −
• Negotiation − A group discussion and
decision-making process among
opposing parties. Its objective is to
settle an agreement that ends the
dispute.
• Mediation − The process where an
acceptable third party known as the
mediator with limited or no
authoritative decision-making power
assists the main parties in a conflict to
resolve their dispute.

Collaborative Procedures for Managing Conflict
Determining an appropriate response is

a very essential outcome of conflict anal-
ysis. Some key attributes for managing
conflicts are discussed below −
• Arbitration − An informal process
whereby the parties submit the issues
at stake to a mutually agreeable third
party, who makes the decision and
both the parties cooperate for them.
• Adjudication − A process whereby an
authority, a judge, or other official
makes a decision based on the norms,
policies, rules, regulations, and values
of the society, and in conformity with
legal statutes.

Collaborative Conflict Management – Steps
Step 5 − Explore the issues and

interests
Step 2 − Develop
Step 3 − Inform a conflict
stakeholders about management
the strategy strategy
Step 1 − Analyze the
conflict
Step 6 − Specify the
information needs
Step 7 − Prioritize the Step 4 − Establish
issues ground rules for the
negotiation
Collaborative Conflict Management – Steps
Step 12 − Develop a written

agreement
Step 9 − Develop
Step 10 − Evaluate criteria for
the options evaluating
options
Step 8 − Generate
options
Step 13 − Approve the
agreement
Step 14 − Implement the Step 11 − Reach an
agreement agreement
Practice
Let us now practice all

that you have learned
about Collaborative
Management.

Practice
o u r c h oic e , do some
o se a n y 5 M N Cs o f y r the
Cho a nd a n sw e
a rc h o n th e i n ternet
rese q u e s tions:
fo llo w i n g
c o ll a b o ra te with
H o w do es th e CEO
•
/h e r s u b o r d i nates?
his r e u sed to
o f t o o ls a
• What type e m e m bers?
it h t h
collaborate w lv e d using
c ts a re s o
• How confli n iq u es?
a ti ve t e c h
collabor

Case Study
1. What type of tools and

methods should Peter
Peter Hein is appointed use to collaborative the
as a CEO for a leading team members?
software company in 2. How can he use
New York. They have Collaborative Project
branches in other places Management
also and people of Architectures while
various diversities work handling a project?
in that company.

Summary
• Combination of various management techniques is

called as Collaborative Management.
• The two essential components are Coordination and

Collaboration for handling a project.
• The Collaborative Problem Solving (CPS) model

demonstrates effectiveness with employees with a wide
range of professional, social, emotional, and behavioral
challenges across a variety of different settings from
various consumers, clients, team leaders, and team
members in the company.

Summary
• Many Programs present complex problems that are

difficult to resolve, but some throw up truly 'wicked
problems' that project management professionals find
absolutely impossible to tackle.
• As people collaborate, there are three modes in which

people can work in a collaborative manner −
o Collected work
o Coordinated work
o Concerted work

Glossary
C
T
E
D
Click each alphabet to learn more. P
Glossary
Collaboration – In other
words, it is an act of working C
T
together to achieve a
common goal within a
timeframe. It is used to
enlighten a sense of unity
E
and teamwork among
managers, supervisors and
the employees in an
organization.
D
Glossary
C Traditional Leaders – In the

traditional corporate
approach, the power is
T
vested with one single
authority.
Power in this old school
corporate hierarchy is based
E on longevity and no priority

for results.
D
Glossary
C
ESSIM – The ESSIM Forum is
T
E
a collection of all organiza-
tions, groups, and individuals
having an interest in the
ESSIM Initiative.
D
Glossary
C
T Definition Phase – In the
E
Definition phase, the
product plan is designed
after getting details from the
project plan.
D The project plan reviews the

work and checks whether
the product is ready to move
P
into the delivery phase.
Click each alphabet to learn more.

Glossary
C
Project Management
Architecture – The Project
Management Architecture
T
E
serves as an overview of
collaborative PM − Inputs
and outputs of the system;
Factors that need to be
considered by the system;
Services provided by the
system; How services D
P
coordinate and integrate
with one another.
Click each alphabet to learn more.
Congr a t u la t io
ns!
sf u l ly Co m pl e te d
You have Succes
the Module on
‘Collaborative
Management’!

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COL L ABORA T I V E

© ManagementStudyGuide.com. All rights reserved.

© ManagementStudyGuide.com. All rights reserved.

© ManagementStudyGuide.com. All rights reserved.

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Even though all these people are working for different

Jack Andrews, the CEO of Crystal Solutions, is a Collaborative

Jack Andrews uses various collaborative tools like 3-step

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These collaborative techniques have led to innovative

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The process of defining the

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Some of the important advantages of MBO are given below −

Motivation − It encourages employee job satisfaction and

Better communication and Coordination − Harmonious relationships

Clarity of Goals − Subordinates have a higher commitment towards

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Team members actively participate in the planning,

In Collaborative Management, management is for all

There is a high level of transparency among the team

Participants understand Collaboration as a perspective and a way to build

It guides an organization by giving a clear and

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There is wide inclusion of, and openness to, all needed

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• Collaborative Decision Making (CDM)

• In CDM, decisions are made based

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• Valuable decisions and actions

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A collaboration system comprises of a

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A collaboration system is influenced by

The two types of collaboration systems are:-

Chasing answers to the unknown questions, using

Structured Sharing common knowledge, written rules,

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Our focus here is on

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• It does not foster innovation.

• There is same workflow information with no variance at all.

• It can cause conflicts.

• It is intended for repetitive industry.

• It needs to be managed and supervised all the time.

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Collaborative leadership style is

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Traditional Leaders − In the Collaborative Leaders − The new

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Traditional Leaders − Traditional Collaborative Leaders − Collaborative

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Traditional Leaders − Traditional Collaborative Leaders − The art of

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Traditional Leaders − In a traditional Collaborative Leaders − In a

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