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HOUSTON, TX, USA | 5 – 8 NOVEMBER 2017
#PMOSym
PMO17BR315
Drive Faster Adoption of PMO Capabilities to Deliver Stronger Business Outcomes
Nicole Doyle | PMO Program Leader
Procter & Gamble
Introduction
• Nicole Doyle
– PMP, MSP
– PMI OPM Advisory Group Member
– 20+ years with Procter & Gamble
– Currently in Global Business Services
– Last 6 years in global PMO leadership roles
– Experience in IT, shared services, and business
transformation
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Learning Objectives
• Understand what organizational change management and adoption are and how important they are to achieving a PMO’s business goals
• Learn a simple change management framework and how to incorporate change activities into the PMO’s transformation plans
• Learn some practical change management techniques you can easily apply to drive change faster and more effectively
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PMO Capabilities enable Strategy Implementation
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Organizational Context
• Vision
• Mission
• Strategy
• Policy
• Organization Structure
• Business Model
• Business Processes
• Success Metrics
• Executive Commitment
PMO Enabling Capabilities
• Strategic Alignment
• Methodologies and Tools
• Governance
• Competency/ Talent Management
The Organization’s
Active Portfolios,
Programs and Projects
Strategic Results and
Benefits Realization from
Portfolio of Programs and
Projects
Adapted from PMI’s Implementing Organizational Project Management Practice Guide
PMOs only deliver value when capabilities are
adopted by stakeholders
PMO
Enables
Business
Value
PMO Customers/
Stakeholders
Adopt
CapabilitiesPMO Leverages
Organization
Change
Management
PMO Executes
Projects/Program
to Deliver
Capabilities
Competitive Advantage
Alignment of Strategy and Execution
Increased Customer Satisfaction
Increased Productivity
Effective Operations
Improved Cost Control
Improved Market Competitiveness
Predictable Delivery Performance
Improved Communications
Efficient Decision Making
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Change is hard
• PMOs usually can’t just mandate capabilities
• Majority of your stakeholders are pragmatists looking for
solutions not just change
• Pragmatists want:
– Incremental change
– Stay with the pack
– Solutions to their current problems
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Change is hard
• What are some challenges/barriers you face in getting your
organizations to adopt new/enhanced capabilities?
• Respond at Pollev.com/pmipoll
• Drag responses into order and submit
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What is Organizational Change Management?
• The process, tools and techniques to manage the people side of
change to achieve a required business outcome.
• A change could involve:
– Solutions/tools/systems
– Work processes
– Business models
– Organization structures or job roles
– A combination of those
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Getting Started: Critical Success Factors
• Before implementing any new capabilities...
– Strong sponsorship for the PMO and it’s charter within the
organization
– Clear vision and business outcomes focus
– Recognition change is a journey, not a one-time event
– Set the stage for stakeholder collaboration, empowerment
and engagement
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Implement capabilities via a PMO Transformation
Program
• Apply program management best
practices
• Clearly define overall vision,
strategic objectives and benefits,
as well as the benefits each of the
capabilities will contribute
• Recognize multiple changes will be
impacting the same people
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“Brand” the Overall PMO Transformation Program
• Example “Professionalizing Delivery”
• Consistent branding across different projects
• Leverage combined communications
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Framework for Organization Change Management
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Formulate Change
Plan Change
Implement Change
• Awareness
• Desire
Manage Transition
• Knowledge
• Ability
Sustain Change
• Reinforcement
Adapted from PMI’s Managing Change in Organizations: A Practice Guide and
Prosci’s ADKAR model
Formulate & Plan the Change
• Ensure strong executive sponsorship for change
• Identify/clarify need for change
• Assess readiness for change
• Delineate scope of change
• Staff key change roles
• Define change approach
• Plan stakeholder engagement
• Plan transition and integration
• Align with the project plan
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Staff Change Managers
• Accountable for managing the change for a specific stakeholder group
• Highly in-touch with and respected by the stakeholder group
– Defines gives & gets
– Engage and involve stakeholders
– May own training & communications
– Measure progress of transition
– Other activities...
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WHO needs to change?
• Create a list of Stakeholder/User Groups
– Segment them into groups
• Assess for each group
– What impact will this project have?
High/Medium/Low
– What is the compelling reason for this group
to change?
– What do we need/expect from this group to
make change successful? “Gives”
– What benefits will this group get? “Gets”
– Who are the key influencers for this group?
– What are the risks to a successful change?
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WHAT are the gives and the gets?
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• Gives – what’s in
it for them, the
projected benefits
• Gets – what’s
expected of them
to make the
change
successful
Example: Users of New PPM System
Gets • Better reporting capability and insights
• Streamlined work process
• One system of truth, less data reconciliation
• Ability to work anywhere
• More visibility to X
• Less time spent doing things they don’t want to
do/low value work
Gives • Learn the new system – take training
• Have new responsibilities/expectations
• Enter data a new way
• Have to migrate data
• Deal with a transition period
• Spend more time on X to save a lot more time on Y
• Now more transparency
• Follow a new process
WHAT are the risks?
• For each group, what could potentially go wrong in the transition
from current to future state
– Anticipate and factor into the plans
• Examples:
• Users don’t know how to change b/c they don’t go to training
• Users don’t change b/c user’s management doesn’t support the change
• Users don’t have enough time to change b/c it takes more effort than
expected or something else conflicts with the change timing
• How can you mitigate these risks?
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Formulate Change
Plan Change
Implement Change
• Awareness
• Desire
Manage Transition
• Knowledge
• Ability
Sustain Change
• Reinforcement
Discover Design Build Test Ready Launch Leverage
WHEN should the change activities occur?
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Launch PlanAgreement
Project
Lifecycle
Change
Framework
Phases of Change Management aligned with project lifecycle
Example Change Management Plan
• Enablement Plan - show example
• [Pull snippet out from example – to be added]
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Creating Awareness
• It’s all about communication
– Giving heads up that change is coming and “why” change is needed
– Not too much detail yet – don’t lose the main message
• Watch outs
– Comfort with the status quo
– Credibility of the sender
– Misinformation
– Debate/denial on reasons for change
Awareness
of the need for change and the
nature of the change
Awareness Tools & Techniques
• Refer to the “gives” & “gets” when creating communications
• Global messages
– One pager project fact sheet
– Standard slide deck
– Message track
– Management videos
• Standard materials for the global message that can be tweaked for the location message
– Email from manager – managers can put their own perspective on the message
– Management presentation in organization meeting – customize standard slide deck
– 1-to-1 discussions managers and employees
Articulate the “Why”
The Global “Why?”
The Local “Why?”
The Personal “Why?”
Communicating the Answer
for “Why?”
• Global > 2-3 sentences // define the
primary driver, value, or strategy
• Local > repeat Global Message // amend
with 2-3 more sentences to define
business area objective(s) and share
some high-level milestones
• Personal > repeat Local Message //
append with team specific goals and
objectives; share specific dates for
training, “Go Live!”, cut-over, etc.
Articulate the “Why”
The Global “Why?”
(Message Track)
The GLOBAL “Why?”
[examples]
• “We’ll be able to reduce costs by
eliminating work that’s not aligned to our
corporate strategy.”
• “We can increase revenue by improving
time to market on our products and
services.”
• “We can decrease risk with better control
of projects and resource assignments.”
Articulate the “Why”
The Global “Why?”
The Local “Why?”
The LOCAL “Why?”
[examples]
• “Our department will be able to work
on the right projects that align to
corporate strategy.”
• “Our organization will be able to
manage our projects more efficiently
and have better alignment between
work and resources.”
• “We can improve our execution by
tracking actuals against estimates.”
Articulate the “Why”
The Global “Why?”
The Local “Why?”
The Personal “Why?”
The PERSONAL “Why?”
[examples]
• “I’ll know I’m working on projects
that deliver value to the
company.”
• “I’ll know that I have the right
resources on my projects, and
those resources won’t be
overcommitted.”
• “I’ll have more of a voice in
communicating actual time
required to complete Projects.”
Sharing the Message – Who is the preferred
sender of each message?
• CEO // CIO
• Steering Committee
• Department Head
• Team Lead
• Project Team
• Direct Manager
0% 10% 20% 30% 40% 50% 60% 70% 80%
Other
Change management team leader
Change management team member
Project team leader
Project team member
Human Resources representative
The employee's supervisor
Department head
Senior manager
Executive manager
CEO/President
Percent of respondents
Business messages
Personal messages
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
How to talk about the change to overcome
resistance
Positives Negatives
Change
No Change
(Status Quo)
Most people focus here
And here
How to talk about the change to overcome
resistance
Positives Negatives
Change
No Change
(Status Quo)1 3
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5
“Today, some aspect is going well..”
“But, if we don’t change, this bad thing will happen...”
“Change is going to involve some bad/hard things...”
“But it is worth is for the good things change will bring...”
Creating Desire
• “Marketing and expectations-setting”
• Making it personal – go from global/local to personal message
– What’s In It for Me
– How’s it going to impact me
• Give reason to believe there are benefits of changing
• Fear of penalty for not participating
• Desire to be part of something
• Willingness to follow a leader
• Alternative is worse
• More details than the Awareness stage
Desire
to participate in and support the change
Creating Desire
• Watch outs
– Comfortable with the status quo
– No What’s In It for Me
– Negative previous experience with change
– An organization’s track record with change
– Fear of the unknown
– Personal situation
Desire Tools & Techniques
• Key Users/Ambassadors – involvement, testimonials
• Coalition of Supporters – key leaders/influencers
• “Marketing materials” – videos, flyers, emails
• Roadshow presentations
• Other creative ways to engage users – contests/gamification,
online discussions
• Top down expectation-setting
Building Knowledge
• Training
• Coaching
• Hands on experience
• Access to helpful information
Knowledge
on how to change
Building Knowledge
• Watch outs
– Insufficient time for training
– Not enough resources available for coaching and training
– Lack of access to information
– Big skill gaps
– Different learning styles
– One size does not fit all
– Engagement/multi-tasking in a webex world
– Poor quality, out-of-touch training – doesn’t speak to the user’s real life situation
– Learning too early
Knowledge
on how to change
Knowledge Tools & Techniques
• Training approaches – consider audience and learning needs
– Hands on vs. demo
– Web-based
– Videos
– Self-taught (no training)
– Shadowing / parallel run
– Office hours
– How-to guides
– FAQs
– Lunch & learns
– Discussion groups
– Certification tests or knowledge checks
Hybrid approaches – Change Managers define what’s going to work best for their stakeholders
Growing Ability
• Help users apply what they learning
– Hands on practice
– Coaching and role-modeling
– Feedback
Ability
to implement required skills and
behaviors
Growing Ability
• Watch outs
– Too busy to develop skills
– Help not easily available
– Can’t even log on (complicated access or installation
process)
– Don’t have something “real” to go apply skills on
Ability
to implement required skills and
behaviors
Ability Tools & Techniques
• Coaches
• Key users
• SMEs
• Office hours
• Monitoring/measuring/checking
• Good support model
• Personal outreach to users
• Specific actions to take when leaving the training within a certain timeframe
• Know & Grown Plans
• Newsletters
• Discussion groups
Reinforcing the Change
• How to sustain the change
– Rewards & recognition
– Celebrations
– Scorecards/tracking
• You get what you measure
• Tracking progress of a transition
– Change Big Rocks
– Ongoing feedback
Reinforcement
to sustain the change
Reinforcing the Change
• Watch outs
– Something else competing with the change
– Mixed messages/inconsistent messages
– No reinforcement for accomplishments
– Rewards not meaningful
Reinforcement
to sustain the change
Reinforcement Tools & Techniques
• Scorecards/measures
• Positive feedback from immediate managers
• Recognition from senior leaders
• Celebrations
• Sharing success stories
• Newsletters
• Discussion groups/user forums
Formulate Change
Plan Change
Implement Change
• Awareness
• Desire
Manage Transition
• Knowledge
• Ability
Sustain Change
• Reinforcement
Discover Design Build Test Ready Launch Leverage
Recap
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Launch PlanAgreement
Project
Lifecycle
Change
Framework
Will your change effort succeed?
• Boston Consulting Group studied thousands of change projects
and came up with a formula
• DICE score – 4 most important factors that seem to correlate
with success
• http://dice.bcg.com
Closing – Your Personal Action Plan
• Next week:
– For a current capability that has had slow/low adoption, what are 1 or 2 things that could
be done to improve adoption?
– For the next PMO capability (new method, process, tool) assess change management
plans. Are there immediate learnings you can apply?
• Next 90 days:
– Develop a change management plan covering all aspects of change framework.
– Do stakeholder segmentation and analysis.
• Next 12 months:
– All PMO capabilities build change management activities into plans.
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Contact Information
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Nicole Doyle
• P&G Global Business Services
• PMI Advisory Group Member,
Organization Project Management