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UMD Project Management SymposiumMay 7-8, 2020 Slide 1

Scott HineDeputy Director, Corporate Business SystemsOffice of the Chief Financial OfficerU.S. Department of Energy (DOE)2020 Project Management Symposium

CHANGE MANAGEMENT


• Quick question• Change management defined• Psychological reactions to change• Pain points impacting acceptance• Change management tool kit

Learning Objectives


• How many of you had to learn/use a new system, process, dataset and thought:– The old one was fine– I don’t understand why we are making a change– No one consulted with me and I am something of an expert– I am going to complain to leadership about this– I am just not going to use it and will develop a work-around

By a show of hands…

Getting over a painful experience is much like crossing monkey bars. You have to let go at some point in order to move forward. -C.S. Lewis


Minimizing resistance to organizational change through involvement of key

players and stakeholders. –BusinessDictionary.com

An organized, systematic application of the knowledge, tools, and resources of

change that provides organizations with a key process to achieve their business

strategy. – PMI.org

A systematic approach to dealing with change, both from the perspective of an organization and on the individual level. A somewhat ambiguous term, change

management has at least three different aspects, including, adapting to change,

controlling change, and effecting change. A proactive approach to dealing with

change is at the core of all three aspects. – PMI.org

A structured approach to moving an organisation from the current state to the

desired future state. – APM.Org

The process, tools and techniques to manage the people side of change to

achieve the required business outcome. Change management incorporates the organizational tools that can be utilized

to help individuals make successful personal transitions resulting in the

adoption and realization of change. –Prosci.com

What is Change Management?


Leadership IQ conducted a study involving over 30,000 employees. And among the many questions asked was “This organization openly shares the challenges facing it.”

Why So Many Change Management Efforts Fail


Initiation Planning Executing Controlling Closing

Change Management

Project Life Cycle NexusWith Change Management

Source: PMI Five Phases of Project Management


• Perceptions– No real additional value and

costing $$ we do not have• Feelings

– Why are they making my life difficult

• Ownership– Not invented here

• History– We never did it that way…

Pain Points Impacting Acceptance


• Identify advocates at multiple organizational and cultural levels both internally and externally

• Early and continual engagement with stakeholders (Initiation thru Closing)– Provide opportunities for stakeholders to be heard

and recognized• Include stakeholders in the change control

process (lessons learned leading to a best practice)

Change Management Tool Kit - Closing the Gap Between Resistance and Exploration

Communication

(Interaction)

Conciliation(Resolution)

Collaboration

(Partnership)

Stakeholder Defined:1: A person entrusted with the stakes of bettors;2: One that has a stake in an enterprise;3: One who is involved in or affected by a course of action - Merriam-Webster


• Requirements owner(s)– Executive level (non political)

• Well respected technical and operational SMEs• Generation representation

– Silent Generation through iGen/Gen Z• Influential external stakeholders

– Long standing customer, academia, NGO, non-profit

Identify Advocates at Multiple Levels both Internally and Externally

Source: Careerplanner.com

Generation NameBirthsStart

BirthsEnd

The Silent Generation 1925 1945

Baby Boomer Generation

1946 1964

Generation X (Baby Bust)

1965 1979

Xennials 1975 1985Generation Y The Millennials Gen Next

1980 1994

iGen / Gen Z 1995 2012Gen Alpha 2013 2025

To exist is to change, to change is to mature, to mature is to go on creating oneself endlessly. -Henri Bergson


• Develop and maintain a communication plan (see handout)• Share DRAFT requirements as early as possible

– Address both:• The way we say we get things done• The way we really get things done

– Post to intranet/internet site– Seek constructive feedback (not pot shots)– Develop and share comment resolution matrix

• Invite stakeholders to weekly project status meetings and monthly Program Management Reviews (PMRs)

• Conduct user experience sessions with SME and key stakeholders• Go to office team meetings and present the status of the project and where/how

stakeholders can get involved.

Early and Continual Engagement with Stakeholders

If you don’t like something change it; if you can’t change it, change the way you think about it. -Mary Engelbreit

https://view.officeapps.live.com/op/view.aspx%3Fsrc=http:/www.acq.osd.mil/ncbdp/narp/docs/sd0818.docx


• Develop a CCB policy in collaboration with the stakeholders• Membership should include:

– System owner– IT (non voting)– Legal– Stakeholders (from multiple levels)

• Other CCB attendees:– Operations entities impacted– Change request submitter

• Conduct quarterly meetings• Publish meeting minutes (including how people voted)

Include Stakeholders in the Change Control Process

Change the changeable, accept the unchangeable, and remove yourself from the unacceptable. -Denis Waitley


• Difficult and if done poorly will threaten an otherwise good project

• Requires a holistic communication and outreach strategy – before you start the project

• Engage stakeholders throughout the life of the project

Synopsis –Change Management:

Communication(Interaction)

Conciliation(Resolution)

Collaboration(Partnership)


Questions, Answers, Discussion


Contact information

Scott Hine, Deputy DirectorCorporate Business SystemsU.S. Department of Energy Office of the Chief Financial Officer [email protected]: 202.586.9744

Executive Sponsor of FedPM CoPGet involved at https://gov.max.go/fedpmcop

http://ee.doe.gov

change management - university of maryland › pm2020 › wp-content › ... · change, both from...

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