Title i Title The SeWA ProjecT MAnAgeMenT Model DR. RASHID ALLEEM ii Title SEWA Project Management Model Alleem Research & Development Center Tel : +971 6 5689770 Email : [email protected] P.O. Box 1610, Sharjah UAE Copyright © Dr. Rashid Alleem 2018. All rights reserved. The right of Dr. Rashid Alleem to be identified as the Author of this Work. ISBN : 976-969-9637-42-1 This book is sold subject to the condition that it shall not, by way of trade or otherwise, be lent, resold, hired out, or otherwise circulated without the publisher’s prior written consent in any form of binding or cover other than that in which it is published and without a similar condition including this condition being imposed on the subsequent purchaser and without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronics, mechanical, photocopying, recording or otherwise), without the prior written permission of both the copyright owner and the above-mentioned publisher of this book. Any person or a company who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages. Knowledge Partner: Supported by: alleemsdgcom www.alleemsdg.com Email: [email protected] iii Title iv Title For my beloved daughters Eman, Reem, and Hind. May God continue to bless them with peace and grace. v Title ALSO BY DR. RASHID ALLEEM The SEWA Way I Am Committed Is Success a Sin? Inspirational Stories New Year Resolutions My Leadership Secrets Successful Marketing Plan The SEWA Marketing Plan The SEWA Brand Leadership My Green Journey in Hamriyah Tolerance-Harmony in Difference The SEWA Customer-Centric Model Alleem Sustainable Development Goals The 13 Critical Traits of Team Dynamics Sustainability -the Fourth Wave of Economy The SEWA Brand Turnaround & Rejuvenation For free download and more information about the above books, contact: Alleem Knowledge Center [email protected] www.alleem.com vi Title CONTENTS Foreword ix 1 Introduction 3 How To Read This Book Part one: A Thorough Turnaround 4 13 What to Do 24 My Priority 29 Projects, Projects, And Projects 32 The Iron Triangle 37 Do Us A Flavor 41 Brand With Potential 46 Shoshin 48 Room Of Possibilities 54 Stay Eager 58 Implement A Change Program 63 Part Two: The Sewa Project Management Model Performance Monitoring 67 The Secret 70 Go/No-Go Decisions 72 Stage 1: Imagineering 76 Stage 2: Ecomagination 89 Stage 3: CRItRAL Thinking 93 Stage 4: Execution 108 Stage 5: Knowledge Capture and Storage 124 131 The Way Forward 133 Acknowledgments 134 About The Author vii Title The SeWA ProjecT MAnAgeMenT Model viii Title FOREWORD His Excellency Dr. Rashid Alleem understands how to breathe life into organizations. He does that by challenging the status quo and by inspiring those around him. Change is never easy. Most people fear it. However, His Excellency knows that an organization that will adapt is one that will thrive. Prior to his arrival, Sharjah Electricity and Water Authority, or SEWA, was in disrepair. His Excellency recognized that the only way to reverse the negative trend at SEWA was to alter the institutional culture. The financial losses, low morale, and lack of customer trust occurred because the old system prevented anyone from becoming a stakeholder in the organization’s success. In order to reverse the course and meet the challenge assigned by His Highness Sheikh Dr. Sultan Bin Mohammed Al Qasimi, His Excellency needed to change SEWA’s routine. Change can be risky. Those that propose change are often ques- tioned. Internally, doubt is common amongst the people that we try to lead. Externally, critics will focus on anything negative to under- mine a leader’s efforts to pioneer new practices. But a true leader must have the courage to risk failure. Courage is not the absence of fear. Courage is the willingness to persevere despite being afraid. A leader has not demonstrated courage until they have accepted risk. This is the difference between an actual leader and a career administrator. Another sign of leadership is strength. But that doesn’t mean that a leader must bear the weight of an organization on their own back. The most effective leaders are ones that leverage the capabilities of their own people. When barriers are eliminated and collaboration ix CONTENTS ForTeitwloerd is embraced, ideas flourish. His Excellency recognized this. He recruited new talent to integrate with legacy workers. He broke down horizontal departments and vertical command barriers. He created a safe environment to share inventive thoughts. This not only enhances communication, but it also enables all employees to feel vested as contributors to the improvements in the organization. Like His Excellency, my approach to funding infrastructure is to proactively embrace innovation. When I first arrived at Johnson Con- trols, the JCI Structured Finance business was stationary. It had a traditional way to do business and lacked innovation. It passively waited to follow the market and struggled to keep pace. We changed all of that. Now it’s part of our mission to be creative. We think less about the financial services that Johnson Controls wants to supply and more about what our customers demand. We seek to understand our cus- tomers. To use a medical phrase, we prefer to diagnose the ailment before we prescribe the medicine. At the same time, we collaborate both internally and externally. This communication has inspired in- novation. His Excellency shares the same philosophy. Readers of The SEWA project management model will learn from His Excellency’s management approach and can hopefully implement a similar style in their own organizations. Ben Speed Global Executive Director Structured Finance Johnson Controls International,USA x CONTENTS