Project Management Waffa Karkukly, PhD, PMP, ACP, CMP - - PowerPoint PPT Presentation

The Value in Aligning Change Management and Project Management

Waffa Karkukly, PhD, PMP, ACP, CMP info@globalpmosolutions.ca http://Globalpmosolutions.ca

About Me

• Dr. Waffa Karkukly, PMP, ACP, CMP

Managing Director of Global PMO Solutions Education & Certifications

• PhD – (Doctorate in Strategy and program mgmt.), Skema University - France
• MIT - (Master in Information Technology), Northwestern University – USA
• BsC – (Bachelor in Computer Information Systems), DePaul University - USA
• PMP - (Project Management Professional), PMI - USA
• ACP - (Agile Certified Professional), PMI - USA
• CMP – (Change Management Practitioner), APMG - UK

Work Experience

• 20 years in IT, Project Management, and Consulting
• Founder of Global PMO Solutions., a Management Consulting and Training firm,

specialized in project, program, portfolio, and PMO Implementation

• Leading strategic organizational change programs to connect strategy and delivery

ranging from fortune 100 to start-ups

• Author of 2 books, and public speaker at PMI and other project events.

About Global PMO Solutions - GPS

GPS was founded in 2009 to assess organizations PMO’s, revitalize PMO practices, and Build PMO’s, portfolio management as core competency. The vision grew due to the founder’s extensive experience in organization transformation, process improvement, and change management leveraging LEAN and AGILE practices among many other

• rganization effectiveness principles. In addition, due to the founder’s understanding of

adult learning and pragmatic hands on training that deliver results at the individual level and organizational level. Since then we have evolved to deliver solutions and trainings which connects the elements of strategy and execution to produce results.

info@globalpmosolutions.ca

Outline

 The landscape of Change  PM and CM Definitions and Objectives  Drivers to Change Resistance and how to address them  Overview of Change Management Models  Areas of Alignment between CM and PM  Value of this alignment (individuals, groups, organizations)  Tips on being a change leader / Agent  Key Take Away  Q & A

Reflect on Recent Change

Take a moment to think of an example of organizational restructure (i.e. a new organization design) change that you have experienced.

Was it Successful? Did it go smoothly?

What were your feelings early on? Later? What did the people around you say about it?

The landscape of Change Management

 PMI  CMI  ACMP  ADKAR - Prosci  Conner method  APMG

Definitions

Project Management The application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is a methodical approach to planning and guiding project processes from start to finish Change Management Is a systematic approach to dealing with change, both from the perspective of an

• rganisation and on the

individual level. Change management has at least three different aspects, including: adapting to change, controlling change, and effecting change.

Source: 1- ManagingChange inOrganization – a practice guide 2- http://searchcio- midmarket.techtarget.com/definition/change-management Source: 1- PMBOK 4th edition 2- http://searchcio.techtarget.com/definition/project- management

Objectives

Project Management Solution is: Designed Developed Delivered = Efficiency Change management Solution is: Embraced Adopted Used = Proficiency

Source: www.change-management.com

Types of Change

Incremental (Evolutionary)

 Pace is slow and occur over

time

 Adaptation is in small, steps  Success is dependent on

recognizing that change is taking place Examples:

 Behavioral Change  Culture shift in an organization

Transformational (Revolutionary)

 Happens in one or only a few

strokes in short time frame

 Adaptation must occur

rapidly

 Success is dependent on

acceptance and engagement in change Examples:

 Outsourcing  Mergers and Acquisitions

Responses to Change

Almost each of us go through personal and work change. In general people don’t mind change; they just don’t like to be changed – especially when change is forced on them or they have no input to it.

Source: Leadership in project management

Drivers to Change Resistance

Reluctance to be measured Fear of Change Fear of commitment Lose Control Threat to Security

The Change Journey

Denial Resistance Exploration Commitment

http://blueiceconsulting.co.uk/DBS_HumanChangeCurve.htm

Plan for Change Management

 Agreement on a common vision for change  Strong executive leadership to….. communicate the vision and sell the business case for change.  Educate employees about how their day-to-day work will change  Measure whether or not the change is a success  Reward, Reward both monetary and social

The Change Models

Model 1: Kotter’s Change Model – 8 steps Model 2: Lewin’s Change Model – 3 Stages Model 3: Bridge’s Change Model – 3 Stages

Source: 1- Lewin (1951) 2- Bridges (1991) 3- Kotter(1995)

Model 1 - Kotter’s 8 Steps

Source: 1- (Lewin (1951) 2- Bridges (1991) 3- Bullock and Baten (1985)

Model 2 – Lewin’s three-stage

Source: 1- (Lewin (1951) 2- Bridges (1991) 3- Kotter(1985)

Model 3 – Bridges

Source: 1- (Lewin (1951) 2- Bridges (1991) 3- Bullock and Baten (1985)

Models in comparison

Lewin Model Kotter Model Unfreeze Establish a sense of urgency Create the guiding coalition Develop the change vision Communicate the vision for buy-in Implement the change Empower broad-based action Generate short-term wins Never let up Refreeze Incorporate changes into the culture

Key Areas of alignment

What areas does CM and PM need to align ? Recent research workshop conducted in Toronto, summer 2014 with Project and Change SME confirms that alignment between CM and PM are required in the following areas………. See Next Slide

http://pmworldjournal.net/article/integration-change-management-project-management/

Key Areas of alignment

 Objectives and outcome  Common language and terminologies  Processes and methodologies  Roles and Responsibilities  Tools and Resources  Training and Awareness  Stakeholder Management

The Value in CM and PM Alignment

 The Value expected from CM and PM alignment

benefits three areas:

 Benefits to individuals  Benefits to groups  Benefits to organizations

Tips on becoming a Change Leader

Change leaders

 Must be an effective communicator to show the “what’s in it for

me” and why the change at hand is of an interest to the team’s self interest.

 Need to establish incentives to hasten the team’s pace in

adopting the proposed change.

 Must be attentive to both the ‘soft’ and ‘hard’ sides of change

• management. The hard side includes the use of a structured

change management approach and tools Organization leaders

 Must recruit and utilize change champions  Must be a role model

The Project Manager as a Change Leader

 Leadership  Communication  Stakeholder Management  Attitude toward change

“All projects are about change and all change involves leadership” Anonymous

“The best leaders of change are not ones who

dictate their plans, but those who bring vision; inspire people with a sense of urgency; and then help them to bring their own creativity to the project.” Economist Intelligence Unit, 2008

Embrace Change Facilitate Change Manage Change

Who Leads Change Management

 Crawford and Nahmias

have proposed this decision matrix

 Crawford and Nahmias

have proposed this decision matrix

 The matrix helps to

determine what mix of project and change management expertise may be needed for a given project

The PM and CM Skills - Comparison

Similarities

Change Managers Project /Program Managers Communication and managing Stakeholders and their expectations Communicating, organizing presentations, attending meetings, reporting to sponsors Stakeholder management, managing teams Interfacing with project Change management planning Planning

Competencies for managing change (with Anat H. Nahmias), International Journal of Project Management (2010)

The PM and CM Skills - Comparison

Change Managers Project /Program Managers

Changing behaviors & org culture Preparation of users Organizational structuring Political diffusion

Differences

Involvement in process analysis work Champion schemes Selling the change Impact analysis Training and education of affected staff Coordination and mgmt of meetings Strategic decisions Team development Reporting to board and business

Competencies for managing change (with Anat H. Nahmias), International Journal of Project Management (2010)

Key Take away Message

 Change management is defined as the process, tools and techniques

to manage the people side of change to achieve a required business

• utcome

 Change is often resisted simply due to poor communication,

because people have not been given the chance to understand the reason for and the benefits anticipated from the change

 There are many change management methodologies including

Kotter’s, Lewin’s, Bridge’s, etc

 Many organizations today are concerned with organizational change;

• ffer learning opportunities, memberships, and frameworks for

change

 Project management and change management are complementary

and need to be aligned for organization success

 Change leaders need to have the leadership attributes that makes

them the “change Agents” for their projects and organization.

Q & A