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.


How can you help your organization

prepare for changes that will inevitably

come?


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


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.


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


Example

Leadership

Centralized pool of dedicated resources

Applied standard

processes

Skilled resources

Integrated organizational

change management


Practice Concept

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

Practice, Practice, Practice!


Goal

Transformation Ready Organization

Process

PeopleAssessment

EPMO


Step 1: Assessing your Readiness for Change

Step 2: The People

Step 3: Program Management Best Practices


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


Plot the resultsSponsors

Change Agents

TargetHistory

Resistance

0

5

10



Step 2: The People



It is all about “The People”

• Change Agents

• Sponsors

• Target Population


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”


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”


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



Step 2: The People



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


Scope Management

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

Sounds easy right?


Communication Plan

Communication Plan is the roadmap

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


Integrated Reporting

Project

Corporate strategic

goals

Continuous Improvement

Analysis

Portfolio

Program


Risk

Risk must be addressed

Plan

Identification

Analysis

Contingency


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

Execute Mitigation


Why utilize the EPMO?


Basics of EPMO

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

Methodology/ Process

Training, Coaching, Mentoring

Reporting


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


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


Conclusion

PeopleProcess

(101)Success

EPMO


Questions?


Contact Information

Susan Boyd

[email protected]

703-965-3454

Session LDR14

project management and organizational change management

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