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UMD Project Management SymposiumMay 7-8, 2020 Slide 1
Scott HineDeputy Director, Corporate Business SystemsOffice of the Chief Financial OfficerU.S. Department of Energy (DOE)2020 Project Management Symposium
CHANGE MANAGEMENT
UMD Project Management SymposiumMay 7-8, 2020 Slide 2
• Quick question• Change management defined• Psychological reactions to change• Pain points impacting acceptance• Change management tool kit
Learning Objectives
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• How many of you had to learn/use a new system, process, dataset and thought:– The old one was fine– I don’t understand why we are making a change– No one consulted with me and I am something of an expert– I am going to complain to leadership about this– I am just not going to use it and will develop a work-around
By a show of hands…
Getting over a painful experience is much like crossing monkey bars. You have to let go at some point in order to move forward. -C.S. Lewis
UMD Project Management SymposiumMay 7-8, 2020 Slide 4
Minimizing resistance to organizational change through involvement of key
players and stakeholders. –BusinessDictionary.com
An organized, systematic application of the knowledge, tools, and resources of
change that provides organizations with a key process to achieve their business
strategy. – PMI.org
A systematic approach to dealing with change, both from the perspective of an organization and on the individual level. A somewhat ambiguous term, change
management has at least three different aspects, including, adapting to change,
controlling change, and effecting change. A proactive approach to dealing with
change is at the core of all three aspects. – PMI.org
A structured approach to moving an organisation from the current state to the
desired future state. – APM.Org
The process, tools and techniques to manage the people side of change to
achieve the required business outcome. Change management incorporates the organizational tools that can be utilized
to help individuals make successful personal transitions resulting in the
adoption and realization of change. –Prosci.com
What is Change Management?
UMD Project Management SymposiumMay 7-8, 2020 Slide 5
Leadership IQ conducted a study involving over 30,000 employees. And among the many questions asked was “This organization openly shares the challenges facing it.”
Why So Many Change Management Efforts Fail
UMD Project Management SymposiumMay 7-8, 2020 Slide 6
Initiation Planning Executing Controlling Closing
Change Management
Project Life Cycle NexusWith Change Management
Source: PMI Five Phases of Project Management
UMD Project Management SymposiumMay 7-8, 2020 Slide 7
UMD Project Management SymposiumMay 7-8, 2020 Slide 8
• Perceptions– No real additional value and
costing $$ we do not have• Feelings
– Why are they making my life difficult
• Ownership– Not invented here
• History– We never did it that way…
Pain Points Impacting Acceptance
UMD Project Management SymposiumMay 7-8, 2020 Slide 9
• Identify advocates at multiple organizational and cultural levels both internally and externally
• Early and continual engagement with stakeholders (Initiation thru Closing)– Provide opportunities for stakeholders to be heard
and recognized• Include stakeholders in the change control
process (lessons learned leading to a best practice)
Change Management Tool Kit - Closing the Gap Between Resistance and Exploration
Communication
(Interaction)
Conciliation(Resolution)
Collaboration
(Partnership)
Stakeholder Defined:1: A person entrusted with the stakes of bettors;2: One that has a stake in an enterprise;3: One who is involved in or affected by a course of action - Merriam-Webster
UMD Project Management SymposiumMay 7-8, 2020 Slide 10
• Requirements owner(s)– Executive level (non political)
• Well respected technical and operational SMEs• Generation representation
– Silent Generation through iGen/Gen Z• Influential external stakeholders
– Long standing customer, academia, NGO, non-profit
Identify Advocates at Multiple Levels both Internally and Externally
Source: Careerplanner.com
Generation NameBirthsStart
BirthsEnd
The Silent Generation 1925 1945
Baby Boomer Generation
1946 1964
Generation X (Baby Bust)
1965 1979
Xennials 1975 1985Generation Y The Millennials Gen Next
1980 1994
iGen / Gen Z 1995 2012Gen Alpha 2013 2025
To exist is to change, to change is to mature, to mature is to go on creating oneself endlessly. -Henri Bergson
UMD Project Management SymposiumMay 7-8, 2020 Slide 11
• Develop and maintain a communication plan (see handout)• Share DRAFT requirements as early as possible
– Address both:• The way we say we get things done• The way we really get things done
– Post to intranet/internet site– Seek constructive feedback (not pot shots)– Develop and share comment resolution matrix
• Invite stakeholders to weekly project status meetings and monthly Program Management Reviews (PMRs)
• Conduct user experience sessions with SME and key stakeholders• Go to office team meetings and present the status of the project and where/how
stakeholders can get involved.
Early and Continual Engagement with Stakeholders
If you don’t like something change it; if you can’t change it, change the way you think about it. -Mary Engelbreit
UMD Project Management SymposiumMay 7-8, 2020 Slide 12
• Develop a CCB policy in collaboration with the stakeholders• Membership should include:
– System owner– IT (non voting)– Legal– Stakeholders (from multiple levels)
• Other CCB attendees:– Operations entities impacted– Change request submitter
• Conduct quarterly meetings• Publish meeting minutes (including how people voted)
Include Stakeholders in the Change Control Process
Change the changeable, accept the unchangeable, and remove yourself from the unacceptable. -Denis Waitley
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• Difficult and if done poorly will threaten an otherwise good project
• Requires a holistic communication and outreach strategy – before you start the project
• Engage stakeholders throughout the life of the project
Synopsis –Change Management:
Communication(Interaction)
Conciliation(Resolution)
Collaboration(Partnership)
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UMD Project Management SymposiumMay 7-8, 2020 Slide 15
Questions, Answers, Discussion
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Contact information
Scott Hine, Deputy DirectorCorporate Business SystemsU.S. Department of Energy Office of the Chief Financial Officer [email protected]: 202.586.9744
Executive Sponsor of FedPM CoPGet involved at https://gov.max.go/fedpmcop