project management and organizational change management

Project Management and Organizational Change Management

Creating a Transformation Ready Organization

PMI Global Congress, Vancouver - LDR14

Susan BoydPM Solutions

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

How can you help your organization

prepare for changes that will inevitably

come?

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Agenda

• Today’s Environment

• Goal with Example

• Step 1: Assessing your Readiness for Change

• Step 2: The People

• Step 3: Program Management Best Practices

• The Role of the EPMO

• 10 Common Leadership Mistakes

• Conclusion

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Today’s environment

• The world is changing at an incredible pace, the economy is unpredictable

• Mergers and Acquisitions happening at light speed• Restructurings are a common occurrence• Shifts in business strategy• Internet is transforming how, where and when people and

organizations buy as well as who they buy from

Industries are being re-defined and companies continue to re-invent themselves.

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Definitions

• Transition — movement, passage, or change from one

position, state, stage, subject, concept, etc., to another;

change.

• Transformation — A marked change, as in appearance

or character, usually for the better.

 There is one word common to both terms — CHANGE

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Example

Leadership

Centralized pool of dedicated resources

Applied standard

processes

Skilled resources

Integrated organizational

change management

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Practice Concept

• Swimming– The more laps you swim– The better your strokes– The faster you go

Practice, Practice, Practice!

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Goal

Transformation Ready Organization

Process

PeopleAssessment

EPMO

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Step 1: Assessing your Readiness for Change

Step 2: The People

Step 3: Program Management Best Practices

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Assessing Your Readiness for Change

• Recommend formal structured assessment approach

• Identify implementation strengths and weaknesses

• Measure potential resistance and probability of success

• Categories:– Sponsorship– Target population– Cultural resistance

• Identify current state and understand desired future state

• Document the gaps

– Change agents– History

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Plot the resultsSponsors

Change Agents

TargetHistory

Resistance

0

5

10

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Step 1: Assessing your Readiness for Change

Step 2: The People

Step 3: Program Management Best Practices

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

It is all about “The People”

• Change Agents

• Sponsors

• Target Population

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

How do you ensure individual success

• Create a Change team– Document their goals and description; they

should not change– Look for experts and stakeholders, people

with authority who possess good management and communication skills

– Team members who are analytical, creative and open minded

– Turn around “the resistors”

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

How do you ensure individual success

• Confirm Sponsorship– Great leadership– Active participation and support throughout

change lifecycle

• Target Population– Must have “skin in the game”

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

How do you ensure organizational success

– Culture of an organization is similar to that of a person’s personality; collective pattern of behaviors, values and “unwritten rules”

– When strategic changes are consistent with the culture, higher chance of success; when not consistent, higher chance of failure

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Step 1: Assessing your Readiness for Change

Step 2: The People

Step 3: Program Management Best Practices

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Key Program Management Best Practices

Sanction as a formal strategic Program and

apply best practices

Highlight 4 key areas: – Scope Management– Integrated Reporting

– Communication– Risk

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Scope Management

Scope Management– Identify, document, sign-off– Communicate to management and change agents– Baseline– Apply standard change control

Sounds easy right?

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Communication Plan

Communication Plan is the roadmap

Artifacts:• Communication matrix• Marketing plan• Internal Media plan

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Integrated Reporting

Project

Corporate strategic

goals

Continuous Improvement

Analysis

Portfolio

Program

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Risk

Risk must be addressed

Plan

Identification

Analysis

Contingency

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Everyone impacted by the change is a target. Set up mitigation plans and execute as required to deal with sources of resistance.

Execute Mitigation

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Why utilize the EPMO?

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Basics of EPMO

41% of PMO’s already perform some functions under the organizational change management umbrella

Methodology/ Process

Training, Coaching, Mentoring

Reporting

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Utilizing the EPMO

Present System Future State

How to go from present to future?

• Process Changes• New System

Implementations• New Organization

Structure

Coaches and Mentors work with teams and reinforce new processes and standards

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

10 Common Leadership Mistakes

Allowing the vision to fade

Changing priorities

Assigning responsibility without authority

Placing results ahead of people

Inadequate recognition

Not making time for your team

Being too “hands off”

Not “walking the walk”

Not delegating

Misunderstanding your role

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Conclusion

PeopleProcess

(101)Success

EPMO

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Questions?

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

Contact Information

Susan Boyd

njsboyd@gmail.com

703-965-3454

Session LDR14