what every project manager should know about change management
Post on 15-Apr-2017
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CHANGE MANAGEMENTIN PROJECTS
By Edda Nömmela
WHY: Project Failure
TOMANAGEMENT
INTROCHANGE
DEFINITIONChange management is the application of structured processes and set of tools for leading the people side of change to achieve a desired outcome (Prosci, 2016).
It focuses on the PROCESS –how change is implemented.
IN AN IDEAL WORLD
If I build it, everyone will use it
If I build it, everyone will use it immediately
If I build it, everyone will use it effectively
IN A REAL WORLDOrganizations are introducing more EMPOWERING structures, cultures and ways of working
Change management is discretely incorporated into the existing roles and responsibilities of project managers.
INTERPERSONAL and POLITICAL SKILLS are needed to work cross-functionally with a diverse group of stakeholders
WHAT IS CHANGE MANAGEMENT
Crucial part of a change project
Deals with the most important yet most unpredictable aspect of the implementation; THE PEOPLE
Each and every project manager should know the basics
Meet
objectives
Finish on time and on budget
Return On Investment (ROI) realized
LEADERSHIP
CHANGE
MANAGEMENT
PROJECT
MANAGEMENT
(Prosci, 2016)
“Valley of despair”
Without change management With change management
WHY IS IT IMPORTANT(Newton, 2007)
PROJECTFAILURE
PART I
FOR INTERNAL USE ONLY
A TYPICAL PROJECT
10
0%
10%
20%
30%
40%
50%
60%
2002 2004 2006 2008 2010 2012 2014
Successful
Challenged
Failed
(The Standish Group International, 2015)
No stakeholder involvement
EARLY WARNING SIGNS OF FAILURE
No documented success criteria
(Kappelman et al. 2006)
AND CHALLENGED PROJECTS
Top 5 responses for what project managers would do better next time:
1. Engage sponsors better
2. Start change management activities sooner
3. Emphasize employee engagement and involvement
4. Secure sufficient resources for change management
5. Improve communications
(Hiatt & Creasey 2003, p. 129.)
MANAGINGCHANGE
PART II
Common vision and direction that is
separate from the past
Find sponsors and supporters to
create a guiding coalition
Craft an implementation
plan including quick wins
Communicate extensively and
encourage involvement
Consolidate gains and produce more
change
Reinforce and institutionalize the
change
Commitment
Engagement
Awareness & understanding
PRINCIPLES
“if you fail to plan, then you plan to fail” Remember the 5 P's:
Proper Planning Prevents Poor Performance
Projects are 90% planning, 10% implementation
There are no IT projects!If a project is seen solely as an IT project, getting the buy-in from business teams is a lot more difficult the project is likely to fail
FOR INTERNAL USE ONLY
FAMOUS CHANGE MANAGEMENT MODELS
16
Lewin 1951 Kotter 1996 Beer et al. 1990 Nadler 1998
Unfreeze1. Establish a sense of urgency2. Create a guiding coalition
1. Commitment to change through joint diagnosis of business problems
1. Recognize the change imperative
Move/Change
3. Develop a vision and strategy 2. Develop shared vision
2. Develop a shared direction4. Communicate the vision
5. Empower employees to action3. Consensus, competence to enact and cohesion around new vision
6. Generate short-term wins7. Consolidate gains and produce more change
4. Spread through all departments without push from the top
3. Implement change
Refreeze 8. Incorporate changes into the culture
5. Institutionalize through formalpolicies
4. Consolidate change
6. Monitor and adjust in response to problems
5. Sustain change
ORGANIZATIONS HAVE MANY DIMENSIONS
CHANGES HAVE TO BE ANALYZED FROM ALL
DIMENSION: WHAT
CHANGES AND HOW?
DATA
PROCESSES
SYSTEMS
CULTURE
PEOPLE
STRUCTURETASKS
CHANGEACTIVITIES
PART III
KEY CHANGE MANAGEMENT ACTIVITIES
Change analysis and planning
Stakeholder engagement
Communication
Expectations management
Training coordination
Change monitoring / follow-up
INSPIRING CHANGE
SEE:Point to the destination and why it’s worth going there
FEEL:Knowing isn’t enough – make people feel something
CHANGE:Shrink the change – find small milestonesBuild the guiding teamBehaviour is contagious – build habits
Remember: What looks like a people problem is often a situation problem
(Heath & Heath 2010)
RESISTANCE TO CHANGE
Resistance is a way of saying ‘NO' to change.
Change brings new choices that create uncertainty.
Their resistance is expressed through a lack of motivation and low commitment to change.
What looks like resistance is often lack of clarity.
The best approach to managing resistance is an open and honest dialogue with the resistors, where their concerns are heard and addressed.
SUMMARY
Managing change(s) is an essential value-adding activity in successful project management.
People’s behaviour, attitude and support often decide if a project is a success or a failure.
Most projects won’t have a special resource for doing change management. Therefore, it is essential that every project manager knows the basicsabout change analysis, stakeholder engagement, communication and managing resistance.
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