the project management process - week 4
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Project Management
4. Managing Project Change
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Week 4
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Managing project change
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InIn Project Project ManagementManagement
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There areThere are
22
Types of changeTypes of change(that we talk about)(that we talk about)
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Change ControlChange Control
Change Change ManagementManagement
&&
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Change ControlChange Control
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You had a plan
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Now things are changing
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What are you going to do?
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What are ____________ going to do?you
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baseline
controlcommunicate
value
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Measure change against
your baselinebaseline
http://www.flickr.com/photos/jsome1/477085398/
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Control the change with a processprocess
http://www.flickr.com/photos/m-c/181007636/
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Communicate, always communicate
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What’s the value of the change? http://www.flickr.com/photos/noahwesley/120499365/
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The other type of changeThe other type of change
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Change managementChange management
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PeoplePeopleChange managementChange management
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– Managing Change– Organizational Change– Organizational Culture– Project Manager and Change– Avoiding Failure
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http://www.flickr.com/photos/hotteaapparel/2196486642/
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Timing is everything
• Scheduling projects to not all hit the users at once
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Volume of change
• Change fatigue
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http://en.wikipedia.org/wiki/Technological_singularity
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Why change?
• SWOT
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Responses to change
Make a list of positive and negative responses
-+
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How do you feelfeel when you have to tellhave to tell others
things are changing?
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How do you feelfeel when you are toldyou are told things are
changing?
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John Kotter’s 8 steps
1. Establish a sense of urgency2. Create a coalition3. Develop a clear vision4. Share the vision5. Empower people to clear obstacles6. Secure short-term wins7. Consolidate and keep moving8. Anchor the change
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Invite people to participate
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Customers who get a chance to complain and are then satisfied are more loyal than
customers who have never had a problem.
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resistance
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culture
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Figure 1.3 Figure 1.3 Organisational cultures Organisational cultures (Cadle & Yates, 2005, p7)(Cadle & Yates, 2005, p7)
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Figure 1.4 Figure 1.4 Sociability/solidarity matrix Sociability/solidarity matrix (Cadle & Yates, 2005, p9)(Cadle & Yates, 2005, p9)
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Figure 3.7 Figure 3.7 Key dimensions defining and organizations culture Key dimensions defining and organizations culture (Gray & Larson, 2006, p74)(Gray & Larson, 2006, p74)
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Figure 3.9 Figure 3.9 Cultural dimensions of and organization supportive of project Cultural dimensions of and organization supportive of project managementmanagement (Gray & Larson, 2006, p76).(Gray & Larson, 2006, p76).
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The pm as a change agentThe pm as a change agent
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Project success depends on change
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• Stages in a change program:– Launching the project– Winning hearts and minds– Skilling the end-users– After go-live
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identify audiences and the actions you want
identify the barriers which audiences have and tell them about the benefits that will
result
choose communication channels and controls
that you will use to check understanding
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adkar
a d k a r
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10steps
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Kotter’s 8 steps
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Successful projects have planned for change
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Someone is accountable for change management
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http://www.flickr.com/photos/jsome1/477085398/
http://www.flickr.com/photos/m-c/181007636/
http://www.flickr.com/photos/felipearte/44808639/
http://www.flickr.com/photos/noahwesley/120499365/
http://www.flickr.com/photos/hotteaapparel/2196486642/
http://flickr.com/photos/hlthenvt/401556761/sizes/l/
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BetterProjects.net
Title page pic care of carf & CC @ Flickrhttp://flickr.com/photos/beija-flor/823940255/