project management and organizational change management
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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.
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“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?
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“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.
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
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“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.
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.
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“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.
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
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“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.
Example
Leadership
Centralized pool of dedicated resources
Applied standard
processes
Skilled resources
Integrated organizational
change management
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“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.
Practice Concept
• Swimming– The more laps you swim– The better your strokes– The faster you go
Practice, Practice, Practice!
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“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.
Goal
Transformation Ready Organization
Process
PeopleAssessment
EPMO
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“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.
Step 1: Assessing your Readiness for Change
Step 2: The People
Step 3: Program Management Best Practices
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“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.
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
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“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.
Plot the resultsSponsors
Change Agents
TargetHistory
Resistance
0
5
10
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“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.
Step 1: Assessing your Readiness for Change
Step 2: The People
Step 3: Program Management Best Practices
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“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.
It is all about “The People”
• Change Agents
• Sponsors
• Target Population
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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”
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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”
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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
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“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.
Step 1: Assessing your Readiness for Change
Step 2: The People
Step 3: Program Management Best Practices
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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
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Scope Management
Scope Management– Identify, document, sign-off– Communicate to management and change agents– Baseline– Apply standard change control
Sounds easy right?
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Communication Plan
Communication Plan is the roadmap
Artifacts:• Communication matrix• Marketing plan• Internal Media plan
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Integrated Reporting
Project
Corporate strategic
goals
Continuous Improvement
Analysis
Portfolio
Program
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Risk
Risk must be addressed
Plan
Identification
Analysis
Contingency
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Everyone impacted by the change is a target. Set up mitigation plans and execute as required to deal with sources of resistance.
Execute Mitigation
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Why utilize the EPMO?
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Basics of EPMO
41% of PMO’s already perform some functions under the organizational change management umbrella
Methodology/ Process
Training, Coaching, Mentoring
Reporting
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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
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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
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Conclusion
PeopleProcess
(101)Success
EPMO
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Questions?
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“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.
Contact Information
Susan Boyd
703-965-3454
Session LDR14