Vision Statement of JASSM
The vision of the Joint Air-to- Surface Standoff Missile program is to create a collaborative working environment through the appreciation of the human resource and the strengths of the workforce. It is keeping an entrepreneurial culture and environment which steams on new plans and dealings which eliminating the bureaucracies in carrying a project. It is based on giving people a sense of confidence through continually given opportunities of working with the program and owning the project wholly which ensures collaboration between the various department and professions. It is to foster the alliance throughout the period of the project and thus ensuring effectiveness. This also entails the reduction of the team of service for the project to give the chance to new ideas. This is ensuring that new thoughts are brought into the system and hence ensuring the survival of the project through the different phases of the project (Poole, 2010). Most importantly is that we deal with high level of innovation brought through collaboration in the project and replacing the mechanical predominance of the military and project management with new innovative ideas in the system? Standoff rocket program, therefore, focuses on delivering to the national and central security high-quality missiles at the shortest time possible while focusing on cost reduction. It is through engagement and collaboration therefore that we give highly affordable and quality aircraft missiles (Poole, 2010).
Key Actions that Terry little took to foster higher levels of performance
For Terry little to take over the project management leadership successfully, he did not hesitate to take various radical moves to ensure the project sustainability (Dinsmore & Cabanis, 2011). Firstly, we can credit to Terry the transformational changes taken in the organizational. Terry was able to take in action the various changes into the organization for the JASSM project. This is where he was able to arouse positive changes into the organization through the various cause of actions as will be discussed here. Terry Little pioneered various positive changes with the aim of changing the culture of work and to keep all the individuals focused on one major goal which is getting high-quality missile at the minimum cost possible (Poole, 2010). Various key actions taken for the transformative change are discussed below:
Alteration of the mission the strategy to enhance the performance. Terry Little initial action when given the position was altering the documents as well as time plans set in the previous administration (Poole, 2010). The first statement altered the mission of the organization by reducing the contractor sourcing period to a period of six months. Secondly, Terry Little went ahead to editing the Single Acquisition Management Plan (SAMP) according to his mission which would later belong to the entire organization. HHHHe changed 90% of the large detailed document to half and hence correcting which he had referred to as ‘a piece of junk’. This was a great leadership skill as many leaders are never willing to write their own SAMP but rather a source from others who are not aware of what is needed. This was a great move in showing leadership and accountability (Poole, 2010).
On people, Terry Little first action was conveying a meeting for the communication of the new changes in the organization. Terry Little went ahead to demonstrate how the new strategies would be achievable. This was though training the individuals/ employees on the management of the project. He invested highly on taking people to learn in other successful companies and also giving seminars to the employees (Dinsmore & Cabanis, 2011). More so, he created an organizational environment which encourages individuals to be courageous and accountable for their actions. Through collaboration and proper communication served with high trust in the organization, the Terry was able to ensure that each of the individuals had confidence in the decisions they made in the implementation of the project (Poole, 2010).
On the organizational culture, Terry had a very clear conscience that he would not work with the existing culture if he intended to get any different results. His priority was to change the detail-oriented, bureaucratic and complicated structure culture to a more flexible manageable culture. He, therefore, created a culture guided by the philosophy of autonomy and trust. Commitment and trust also formed one of the best blocks and principles in the organization and hence instilling project ownership and confidence (Dinsmore & Cabanis, 2011). The results observable in the culture at the end, therefore, was mutual accountability in decision making and a sense of ownership of the project (Poole, 2010).
On the knowledge, Terry invested highly in acquitting the various personnel with the knowledge necessary for team work and continued trust. This was done through direct communication with the team members on the necessary steps to make in the implementation of the project as a whole. Most importantly, Terry’s first action was taking the individuals for learning trips to the various highly performing organizations where they would get the necessary knowledge about the project (Poole, 2010). To the contractors, Terry ensures that communication was done through the weekly meeting which were aimed at passing the knowledge of what was expected of them and hence enhancing the process of refining the requirements. Knowledge acquisition strategy is a recommendable strategy which ensures that the organization is endowed with the necessary intellectual resources (Glick & Huber, 2008).
Fallacies, Consistencies, and Inconsistencies in Terry Little’s leadership tactics
As in other management styles and techniques, Terry’s management styles was faced with various fallacies, consistencies as well as inconsistencies. This means that it had various positive performance levels as well as some critics which were revealed by various individuals in the organization. Some of the fallacies as revealed by the various engineers were in the minimization of the costs. Most of the project engineers in the project management team could not deceive how the costs would be cut as Terry proposed. It was a fallacy failing to pay attention to the finer details in the establishment of the costs (Dinsmore & Cabanis, 2011). Communication to the members of the project management body would not discern how Terry expected his requirements to be achieved.
On the consistencies, Terry was able to set comprehensive objectives which he was able to see through their implementation. To explain strategy and philosophy of ‘Doing business more like the business,' Terry was able to show ‘How to do it' through investing in people and the positive culture created. Terry was very consistent in what he had to do and especially taking much time in fostering alliances, giving people a sense of confidence as well as developing collaborative relations (Glick & Huber, 2008). The many meeting held with the contractors, their representatives and the fellow workers in the project, Terry was able to create a reliable alliance which would continually foster alliances and collaborative relations and hence simplifying the work to be done. Terry was able to define the requirements and the later expectations through constant communication with the contractors. The ultimate success of the project was enhanced by communication ability as well as fostered alliances (Glick & Huber, 2008).
Some of the inconsistencies cited by the project management which was questionable were Terry's preference to keep the smoker with much impact and intelligence while trying to maximize on his technical capabilities. Terry and Lynda advocated for less paper work presentation and decided that oral presentations would be more appealing in the selection of the supplier selection (Glick & Huber, 2008). They argued that this type of communication in this culture would ensure dialogue and interaction which would then achieve better results. However, this was not acceptable by most government processes, but it was said to work perfectly in this case. Thirdly, Terry was said to be in consistence in his character of not keeping up with various individuals who would not change their culture to a positive favorable culture with the project. He was said to sack individuals who would not perform to the expectations and those who would not develop confidence what was to be done (Glick & Huber, 2008).
In my position as the project management, I would still have enhanced performance through fostering alliances and collaboration relations. However, to reduce the number of critics and dissatisfactions, I would have established a communication link between the new operation and various government and senior management bodies to ensure continuous update. This would eliminate the high level of operation criticism while at the same time ensuring support from the group (Glick & Huber, 2008). This would be most probable in the case where there is cultural clash which is usually addressed through proper communication. This would have probably reduced the level of criticism in the organization hindering the implementation of the project.
Recommendations
Project management leadership is a highly desirable skills for the successful implementation of projects in the day to day business. Some of the recommendations for the successful accomplishment of the JASSM project are:
Firstly, the management would have established proper communication with the various senior officials to enhance the adoption of the changes recommended for the project. The delivery of the presentation should also be established to enhance the methods of presentation of the project by the contractors to ensure fee and fair selection process. Lastly, it is important for Terry to ensure that the means of communication of the organizational changes were able to communicate to all individuals concerned with the project. Communication is an important factor for the effective communication of any given messages and information. For cooperation and collaborative implementation of any given project in an organizational setting, communication is an incredible component which should never be overlooked. Communication of even the finest details is very important in ensuring the criticism and resistant to change avoided as much as possible.
References
Dinsmore, P. C., & Cabanis-Brewin, J. (2011). The AMA handbook of project management. New York: American Management Association.
Glick, W. H., & Huber, G. P. (2008). Organizational' change and Redesigning: Idea and insight for improving performance. New York, NY [u.a.: Oxford Univ. Press.
Poole, M. S. (2010). Organizational change and innovation processes: Theory and methods for research. Oxford: Oxford Univ. Press.
