The Value in Aligning Change Management and Project Management

Transcription

1 The Value in Aligning Change Management and Project Management Waffa Karkukly, PhD, PMP, ACP, CMP

2 About Me Dr. Waffa Karkukly, PMP, ACP, CMP Managing Director of Global PMO Solutions Education & Certifications PhD (Doctorate in Strategy and program mgmt.), Skema University - France MIT - (Master in Information Technology), Northwestern University USA BsC (Bachelor in Computer Information Systems), DePaul University - USA PMP - (Project Management Professional), PMI - USA ACP - (Agile Certified Professional), PMI - USA CMP (Change Management Practitioner), APMG - UK Work Experience 20 years in IT, Project Management, and Consulting Founder of Global PMO Solutions., a Management Consulting and Training firm, specialized in project, program, portfolio, and PMO Implementation Leading strategic organizational change programs to connect strategy and delivery ranging from fortune 100 to start-ups Author of 2 books, and public speaker at PMI and other project events.

3 About Global PMO Solutions - GPS GPS was founded in 2009 to assess organizations PMO s, revitalize PMO practices, and Build PMO s, portfolio management as core competency. The vision grew due to the founder s extensive experience in organization transformation, process improvement, and change management leveraging LEAN and AGILE practices among many other organization effectiveness principles. In addition, due to the founder s understanding of adult learning and pragmatic hands on training that deliver results at the individual level and organizational level. Since then we have evolved to deliver solutions and trainings which connects the elements of strategy and execution to produce results. info@globalpmosolutions.ca

4 Outline The landscape of Change PM and CM Definitions and Objectives Drivers to Change Resistance and how to address them Overview of Change Management Models Areas of Alignment between CM and PM Value of this alignment (individuals, groups, organizations) Tips on being a change leader / Agent Key Take Away Q & A

5 Reflect on Recent Change Take a moment to think of an example of organizational restructure (i.e. a new organization design) change that you have experienced. Was it Successful? Did it go smoothly? What were your feelings early on? Later? What did the people around you say about it?

6 The landscape of Change Management PMI CMI ACMP ADKAR - Prosci Conner method APMG

7 Definitions Project Management The application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is a methodical approach to planning and guiding project processes from start to finish Change Management Is a systematic approach to dealing with change, both from the perspective of an organisation and on the individual level. Change management has at least three different aspects, including: adapting to change, controlling change, and effecting change. Source: 1- PMBOK 4 th edition 2- Source: 1- ManagingChange inorganization a practice guide 2-

8 Objectives Project Management Change management Solution is: Designed Developed Delivered = Efficiency Solution is: Embraced Adopted Used = Proficiency Source:

9 Types of Change Incremental (Evolutionary) Pace is slow and occur over time Adaptation is in small, steps Success is dependent on recognizing that change is taking place Examples: Behavioral Change Culture shift in an organization Transformational (Revolutionary) Happens in one or only a few strokes in short time frame Adaptation must occur rapidly Success is dependent on acceptance and engagement in change Examples: Outsourcing Mergers and Acquisitions

10 Responses to Change Almost each of us go through personal and work change. In general people don t mind change; they just don t like to be changed especially when change is forced on them or they have no input to it. Source: Leadership in project management

11 Drivers to Change Resistance Fear of Change Reluctance to be measured Lose Control Threat to Security Fear of commitment

12 The Change Journey Denial Resistance Commitment Exploration

13 Plan for Change Management Agreement on a common vision for change Strong executive leadership to.. communicate the vision and sell the business case for change. Educate employees about how their day-to-day work will change Measure whether or not the change is a success Reward, Reward both monetary and social

14 The Change Models Model 1: Kotter s Change Model 8 steps Model 2: Lewin s Change Model 3 Stages Model 3: Bridge s Change Model 3 Stages Source: 1- Lewin (1951) 2- Bridges (1991) 3- Kotter(1995)

15 Model 1 - Kotter s 8 Steps Source: 1- (Lewin (1951) 2- Bridges (1991) 3- Bullock and Baten (1985)

16 Model 2 Lewin s three-stage Source: 1- (Lewin (1951) 2- Bridges (1991) 3- Kotter(1985)

17 Model 3 Bridges Source: 1- (Lewin (1951) 2- Bridges (1991) 3- Bullock and Baten (1985)

18 Models in comparison Lewin Model Kotter Model Establish a sense of urgency Create the guiding coalition Unfreeze Develop the change vision Communicate the vision for buy-in Empower broad-based action Implement the change Generate short-term wins Never let up Refreeze Incorporate changes into the culture

19 Key Areas of alignment What areas does CM and PM need to align? Recent research workshop conducted in Toronto, summer 2014 with Project and Change SME confirms that alignment between CM and PM are required in the following areas. See Next Slide

20 Key Areas of alignment Objectives and outcome Common language and terminologies Processes and methodologies Roles and Responsibilities Tools and Resources Training and Awareness Stakeholder Management

21 The Value in CM and PM Alignment The Value expected from CM and PM alignment benefits three areas: Benefits to individuals Benefits to groups Benefits to organizations

22 Tips on becoming a Change Leader Change leaders Must be an effective communicator to show the what s in it for me and why the change at hand is of an interest to the team s self interest. Need to establish incentives to hasten the team s pace in adopting the proposed change. Must be attentive to both the soft and hard sides of change management. The hard side includes the use of a structured change management approach and tools Organization leaders Must recruit and utilize change champions Must be a role model

23 The Project Manager as a Change Leader Leadership Communication Stakeholder Management Attitude toward change Manage Change Facilitate Change Embrace Change The best leaders of change are not ones who dictate their plans, but those who bring vision; inspire people with a sense of urgency; and then help them to bring their own creativity to the project. Economist Intelligence Unit, 2008 All projects are about change and all change involves leadership Anonymous

24 Who Leads Change Management Crawford and Nahmias have proposed this decision matrix Crawford and Nahmias have proposed this decision matrix The matrix helps to determine what mix of project and change management expertise may be needed for a given project

25 The PM and CM Skills - Comparison Similarities Change Managers Communication and managing Stakeholders and their expectations Project /Program Managers Communicating, organizing presentations, attending meetings, reporting to sponsors Stakeholder management, managing teams Interfacing with project Change management planning Planning Competencies for managing change (with Anat H. Nahmias), International Journal of Project Management (2010)

26 The PM and CM Skills - Comparison Differences Change Managers Changing behaviors & org culture Preparation of users Organizational structuring Political diffusion Impact analysis Selling the change Champion schemes Involvement in process analysis work Training and education of affected staff Project /Program Managers Coordination and mgmt of meetings Strategic decisions Team development Reporting to board and business Competencies for managing change (with Anat H. Nahmias), International Journal of Project Management (2010)

27 Key Take away Message Change management is defined as the process, tools and techniques to manage the people side of change to achieve a required business outcome Change is often resisted simply due to poor communication, because people have not been given the chance to understand the reason for and the benefits anticipated from the change There are many change management methodologies including Kotter s, Lewin s, Bridge s, etc Many organizations today are concerned with organizational change; offer learning opportunities, memberships, and frameworks for change Project management and change management are complementary and need to be aligned for organization success Change leaders need to have the leadership attributes that makes them the change Agents for their projects and organization.

28 Q & A