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 organization 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 Change Management The application of knowledge, Is a systematic approach to skills, tools and techniques to dealing with change, both from project activities to meet project the perspective of an requirements. organisation and on the individual level. Change Project management is a management has at least three methodical approach to planning different aspects, including: and guiding project processes adapting to change, controlling from start to finish change, and effecting change. Source: Source: 1- PMBOK 4 th edition 1- ManagingChange inOrganization – a practice guide 2- http://searchcio.techtarget.com/definition/project- 2- http://searchcio- management midmarket.techtarget.com/definition/change-management
Objectives Project Management Change management Solution is: Solution is: Designed Embraced Developed Adopted Delivered Used = Efficiency = Proficiency Source: www.change-management.com
Types of Change Incremental (Evolutionary) Transformational (Revolutionary) Pace is slow and occur over Happens in one or only a few time strokes in short time frame Adaptation is in small, steps Adaptation must occur rapidly Success is dependent on recognizing that change is Success is dependent on taking place acceptance and engagement in change Examples: Examples: Behavioral Change Outsourcing Culture shift in an organization 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 Fear of to be Change measured Lose Control Fear of Threat to commitment Security
The Change Journey Commitment Exploration Resistance Denial 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 Establish a sense of urgency Create the guiding coalition Unfreeze Develop the change vision Communicate the vision for buy-in Empower broad-based action Implement the Generate short-term wins change Never let up Incorporate changes into the Refreeze 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 Manage Facilitate Embrace Change Change 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
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 Communicating, organizing Communication and managing presentations, attending meetings, Stakeholders and their expectations reporting to sponsors Stakeholder management, managing teams Interfacing with project Planning Change management planning Competencies for managing change (with Anat H. Nahmias), International Journal of Project Management (2010)
The PM and CM Skills - Comparison Differences Change Managers Project /Program Managers Changing behaviors & org culture Coordination and mgmt of meetings Strategic decisions Preparation of users Team development Organizational structuring Reporting to board and business Political diffusion Impact analysis Selling the change Champion schemes Involvement in process analysis work Training and education of affected staff Competencies for managing change (with Anat H. Nahmias), International Journal of Project Management (2010)
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