embracing change in project mdiycmanagement and in your career

Embracing Change in Project M d i Y CManagement and in Your Career

Dr. Ginger Levin, PMP, PgMPg , , gOPM3 Certified Assessor and Consultant

Project Management Consultant and Educator

954-783-9819 (office)954 803 0887 ( ll)954-803-0887 (cell)954-783-9235 (fax)

[email protected]@aol.com1© Ginger Levin, 2010

Presentation Overview

A O i f Ch M tAn Overview of Change ManagementChange Management and Project ManagementChange Management and Your Careerg gParting Thoughts

2© Ginger Levin, 2010

ChangeChange

It is constant in our lives today.It is constant in our lives today.Nothing remains the same.All changes involve people!All changes involve people!Organizations of all type change.It is rare to remain in one organization for ourIt is rare to remain in one organization for our careers.It is inevitable in project and program managementIt is inevitable in project and program management.Different approaches are required for different types of changesof changes.

© Ginger Levin, 2010 3

Key QuestionsKey Questions

How can we best cope with change?How can we best cope with change?

What strategies are the most effectiveWhat strategies are the most effective for use on our projects and in our careers?careers?


DefinitionsDefinitions

Changes are of different intensity andChanges are of different intensity and speed and can occur at the individual, the group the organizational or the societalgroup, the organizational, or the societal level (Kasper and Maryhofer, 2002) Change is strategic “the movement of aChange is strategic – the movement of a company away from its present state toward some desired future state totoward some desired future state to increase its competitive advantage” (Hill and

)Jones, 2001, p. 486)© Ginger Levin, 2010 5

Change Acceptance ProcessChange Acceptance Process

1) Unfreezing -- prepare the stakeholders for the change – each person must see why the change is needed

2) Ch i ti t th t k h ld f h2) Changing -- motivate the stakeholders for change; make the change meaningful to stakeholders so each stakeholder internalizes it in his or her work

3) Refreezing -- change is accepted, new ways of working are in place, stakeholders are following them, and the change is reinforced and ingrainedand the change is reinforced and ingrained

© Ginger Levin, 2010 6Adapted from Lewin, 1947

Another ApproachAnother Approach

1) Establish a sense of Successful changeurgency

2) Create a guiding coalition3) Develop a vision and a

Successful change then = motivation to overcome resistance ) p

strategy4) Communicate this vision5) Empower others to act on

and high quality leadership

5) Empower others to act on the vision

6) Plan for and create short wins

A change leader directs the process!

wins7) Consolidate improvements8) Produce more changes9) A h h9) Anchor new approaches© Ginger Levin, 2010 7

Adopted from Kotter, 1996

Change Management TasksChange Management Tasks

Define the type of Define the changeDefine the type of change and its dimensions

Define the change methods to useManage the transition

Define the change process

gto the new approachCommunicate the

Describe the roles, communications

h d d l

change – internally and externally

methods, and culture Plan and control the h bj tichange objectives

© Ginger Levin, 2010 8Adopted from Gareis, 2010


An Overview of Change ManagementAn Overview of Change ManagementChange Management and Project M tManagementChange Management and Your CareerParting Thoughts


Change and Project ManagementChange and Project Management

M t hi h t t j tMatching change management to project management is a new challenge for organizational

leaders.

Leaders want their changes to be more successful.

They see project management as a way to gain high performance.


Adapted from Trehorel, 2007

Projects, Programs, and Portfoliosj , g ,Projects Programs Portfolios

Projects have a narrow scope with specific deliverables.

Programs have a wide scope that may have to change to meet the benefit expectations of th i ti

Portfolios have a business scope that changes with the strategic goals of the

i tideliverables. the organization. organization.

The project manager tries to keep change to a minimum.

Program managers have to expect change and even embrace it.

Portfolio managers continually monitor changes in the broad environment.

Success is measured by budget, being on time, and products delivered to specification.

Success is measured in terms of Return on Investment (ROI), new capabilities, and benefit delivery

Success is measured in terms of aggregate performance of portfolio components., p p benefit delivery. p p p

Leadership style focuses on task delivery and directives in order to meet the success criteria.

Leadership style focuses on managing relationships and conflict resolution. Program managers need to facilitate and manage the political aspects of stakeholder management.

Leadership style focuses on adding value to portfolio decision-making.

Project managers manage technicians, specialists, etc.

Program managers manage project managers.

Portfolio managers may manage or coordinate portfolio management staff.

Project managers are team players who motivate using their knowledge and skills.

Program managers are leaders providing vision and leadership.

Portfolio managers are leaders providing insight and synthesis.

Project managers conduct detailed planning to manage the delivery of products of the project.

Program managers create high-level plans providing guidance to projects where detailed plans are created.

Portfolio managers create and maintain necessary process and communication relative to the aggregate portfolio.

Project managers monitor and control tasks and the work of producing the project products.

Program managers monitor projects and ongoing work through governance structures.

Portfolio managers monitor aggregate performance and value indicators.

11

products. structures.

© Ginger Levin, 2010 Adapted from PMI’s Standard for Program Management – Second Edition, 2008

Change RolesChange Roles

Change Role DescriptionOwner Responsible for strategic change management

Responsible for change resultsDefines the strategic requirementsM k t th hMarkets the change

Manager Responsible for operational change managementHandles the transitionAssures compliance with any standardsAssures compliance with any standardsDeals with resistance

Agent Part of the change teamProvides information to others about the changeProvides information to others about the changeDeals with resistanceImplements change measures in the organization

Expert Provides advice as to how to handle the changep g

© Ginger Levin, 2010 12Adapted from Stummer and Zuchi, 2010

But, We All Resist Change –Wh D ?What to Do?

Type of Resistance Reason for ResistanceypGeneric resistance Culture of rejection, refusalPerson-based resistance Personality of a rejecting typePerson based resistance Personality of a rejecting type

of person – a “nay sayer”

Provided resistance Too much pressure;overloaded with the change requirements and implications

Argumentative resistance Weakness in terms of the purpose of the change

© Ginger Levin, 2010 13Adapted from Lindinger and Goller, 2004

Often, the Problem is a Lack of I f iInformation

People are taken by surprise.People are taken by surprise.Only a few people are in the know.There is no advance warning of the changeThere is no advance warning of the change.Limited, if any, meetings are held to describe why the change is occurringwhy the change is occurring.No one “owns” the change; it is imposed.The decision has been made we must thenThe decision has been made, we must then accept it.People then resist the changePeople then resist the change.


Then and Now???Then and Now???THEN NOW

Change Bureaucratic organizations Agile organizationsChange Bureaucratic organizationsPainful processInstitutional actions

Agile organizationsBig adventuresMore revolutionary

Change Management

Top downOrdered and directedStrict methods

Top down and Bottom UpGuided approachesFlexible methodsI l iInclusive

People Involved “C” Level top managers Everyone is a change agentChange managersEnd usersEnd users

Communications Approaches

Explain, convince, decrease resistance, control

MeetingsConversationsDialog ,share, participate,control Dialog ,share, participate, consider as an opportunity

© Ginger Levin, 201015

Adapted from Lehman, 2010

Reality?Reality?

Past:Organization

uses pre-Future:

Organization li k CM t PM

Present:defined

approacheslinks CM to PMProjects and

changes in the pipeline

Change is gmanaged

as a project

© Ginger Levin, 2010 16Adapted from Lehman, 2010

Group DiscussionGroup Discussion

Assume you are managing a large program that isAssume you are managing a large program that is scheduled to last six years. There are five projects in your program; three are under way. There also is some non-

j t k Y t i i t l t l kiproject work. Your team is a virtual team; people working on the program are located in three continents. You know changes of many different types are going toYou know changes of many different types are going to occur, and as the program manager, you want to implement them without any major disruptions to your team.Wh t h ld d ??What should you do??

© Ginger Levin, 2010 17Adapted from Levin, 2010

SuggestionsSuggestions

1) Prepare a change management plan1) Prepare a change management plan2) Recognize some changes are mandatory; while

others may be optional but may benefit the y p yprogram

3) Realize some changes are more risky) g y4) Describe the process to follow when a change

occurs on the program5) Determine how to communicate the change

© Ginger Levin, 2010 18Adapted from Levin and Green, 2009

Group ExerciseGroup Exercise

Managing Projects and Organi ational ChangeManaging Projects and Organizational Change


InstructionsInstructions

Work with your team to determine how youWork with your team to determine how you might best implement the change in each scenarioscenario.How would you introduce it?H ld i t t it?How would you overcome resistance to it?How would you create a culture that exploited and embraced change on your project?


Group 1Group 1Assume you are managing a project that is considered to be the most important one in your company; in fact you are often asked tomost important one in your company; in fact, you are often asked to report directly on its project to your CEO and other members of the executive team. However you just learned that your company now has merged withHowever, you just learned that your company now has merged with another company. Your project was for the development of a new product; the other company also is working on a similar product and is almost finished, while your project has at least two years to go.is almost finished, while your project has at least two years to go.Your team now is to work for the other team to complete the project immediately. You will no longer be in charge but will report to the other project manager.other project manager.You are devastated with this news. You do not even know how to tell your team, and you can see a number of people probably will lose their jobs. What should you do?lose their jobs. What should you do?


Group 2Group 2You feel you are doing an outstanding job on your project. Your customer is extremely satisfied, and she compliments you at every meeting. You have met or exceeded the dates for each deliverable, and you are under budget.Your customer calls and invites you to meet with the Executive Team. She tells you there are no problems; they just want a status updatetells you there are no problems; they just want a status update.The meeting occurs, and before you begin your presentation, the CFO says that he is very dissatisfied with your work; he says it does not meet his expectations. He tells you it is a waste of his time to be even in the p ymeeting, and you are not even allowed to deliver your presentation.You and your team had never met him before.He tells you unless you can meet his demands, he will terminate your project.You are in shock as you thought all was well. Your customer does not say a word to compliment your work. What should you do?


Group 3Group 3You are the project manager to re-organize one of the business units in your company This business unit has been lagging in its profits and theyour company. This business unit has been lagging in its profits, and the executive team is disappointed in its management structure and attitudes of the staff. You and your team are to report to the executive team of the company.yYou schedule a meeting with the head of the business unit to kickoff this project.He was in shock as he had not been told that his unit was in trouble, and he defiantly says he will not meet with you at this time.You inform the executive point of contact; soon, a kickoff meeting is set up.At the kickoff meeting, you know immediately you are in a hostile

i t d h b t t d Y k denvironment, and you are unsure how best to proceed. You know you need the cooperation of this business unit manager and his staff for success.What should you do? How can you change this business unit from being a resister to being supportive of this transformation project?resister to being supportive of this transformation project?


Group 4Group 4You have been selected to manage a project that will contribute to the safety of the nation’s milk supply This project has a number of key stakeholders atof the nation s milk supply. This project has a number of key stakeholders, at the federal and state government levels as well as in the dairy industry.You feel the best approach is to have a kickoff meeting with involvement by all of the key stakeholder groups.all of the key stakeholder groups.During this meeting, you find that everyone has a different view as to what you are to do on your project.Your own team is confused, and your sponsor provides no direction to you y p p yduring this session.You know that unless there is a common vision for the project that it will not succeed.The kickoff meeting rapidly turns into a gripe session. You try to facilitate the session ,but people just start screaming at one another on issues unrelated to your project. What should you do? How can you best handle these stakeholders so thereWhat should you do? How can you best handle these stakeholders so there is a common vision? How can you gain support for your project?


Group 5Group 5Assume you are working as a government contractor. You were so pleased to find that

t t f th N ti l A hi d R d Ad i i t ti dyour company won a contract from the National Archives and Records Administration, and you will be the project manager. The purpose of your project is to set up an electronics records management system for this Agency.You have assembled a team of SMEs in this field and are excited you have won the contract. You set up a kickoff meeting with the government’s point of contact.During the kickoff meeting, it is apparent that you did not win the contract because of the experience of your team, but because your price was lower than the competition. The government representatives really wanted another vendor to win, whom they had worked g p y , ywith on other projects.However, now you must manage this contract. Your first deliverable is rejected, and the government representative tells you that you must replace the technical lead as her work is inferior even though she is nationally recognized as a SME in the area.is inferior even though she is nationally recognized as a SME in the area.You find a replacement. But, the replacement also cannot meet the customer’s expectations. You realize you are in trouble and probably never can meet the expectations – something l ill b Wh t d i thi it ti ?always will be wrong. What can you do in this situation?



An Overview of Change ManagementAn Overview of Change ManagementChange Management and Project ManagementManagementChange Management and Your CareerParting Thoughts


Changes in Our CareersChanges in Our Careers

It is rare to stay with one organizationIt is rare to stay with one organization today for our entire careers.It is rare to stay in the same fieldIt is rare to stay in the same field.We need to continually embrace change

d l it it t d t !and exploit it to our advantage!


Six Key RulesSix Key Rules

1) Actively consider what you want to do1) Actively consider what you want to do2) Network, network, network3) Th hi h th i t t3) The higher you go, the more important

chemistry begins4) Keep your resume current and active5) Have your references ready) y y6) Have a two-minute introduction


However,W F M Ch llWe Face Many Challenges

Our work is increasingly complexOur work is increasingly complex.The economy is stagnant.C titi iCompetition is common.Virtual teams now are the norm, not the exception.Downsizing continues.gMergers and acquisitions increase.


Group ExerciseGroup Exercise

Career ChangesCareer Changes


Group 1Group 1Throughout your career, you have been recognized as a key technical expert. You have advanced in your organization because of your technical skills and have decided not to pursue a managerial path. You do have your PMP and recently obtained ITIL certification and plan soon to sit for the PgMP examPgMP exam. Now, you find in your organization that you are working for a young manager – 20 years younger – whom you feel does not appreciate your technical expertise.You find more and more that you are excluded from meetings.When you do see your manager, she rarely asks you for technical advice.She has a MBA but lacks project management experience and credentials.You do not feel you are a valued employee by your new manager.You are concerned that if there is another downsizing, you will be in the first group that is laid off – what should you do?


Group 2Group 2Finally, your organization has recognized the value of project management, and projects are considered organizational assetsprojects are considered organizational assets.Assume because of your project management credentials (PMP, PgMP, and a Masters in Project Management) that you were asked to be a senior staff member in a recently established Enterprise Program Management Office. Youmember in a recently established Enterprise Program Management Office. You are looked up to by many as you are one of the highest ranking minorities in the organization.You love your new job, and you are enjoying helping others learn about project management and setting up PM processes and procedures for people to follow. You also get to give seminars on best practices and attend project management conferences to learn about new approaches and trends.You come into the office on Monday and find that over the weekend there was aYou come into the office on Monday and find that over the weekend, there was a major reorganization and now you are working as a manager of over 100 people in a business unit. The EPMO was discontinued. You meet with your new manager, and he informs you that he does not believe women and minorities should be in the work force. You are appalled at his attitude. What should you do?


Group 3Group 3Assume you are a recent graduate with a MBA with a concentration in project management. You just joined your company one month ago. You were assigned to a project that has been under way for six years.You are learning about the project and find that no one on the team seems to meet with the customer You wonder why but do not want to ‘make any waves’meet with the customer. You wonder why but do not want to make any waves so soon. Time passes, and finally, you feel you need to ask some questions. You learn some team members have been on this team for the entire six years.You decide to speak with the project manager to try to learn the true status. You p p j g yfind out that he is not concerned; in fact, you learn that the customer (an executive) who requested the project six years ago has died. No one met with his successor. The group seems content to just continue to do their jobs and hope no one asks them what they are doinghope no one asks them what they are doing.This is certainly not an ideal situation. However, you like the company and its products and services. You do not want to offend your team. But, you also do not want to work on a project that is not high on the organization’s portfolio or ot a t to o o a p oject t at s ot g o t e o ga at o s po t o o oeven on it at all. What should you do?© Ginger Levin, 2010 33

Group 4Group 4Assume you are the Director of your organization’s IT Division. You have seven active projects, and three are considered to be high priority; other projects are approved and are in the pipeline. You have an excellent team; many have the latest skills, and your project managers all are qualified with PMPsPMPs. Your organization, though, is looking for ways to cut its expenses and has decided to outsource your Division. It realizes it can use an off-shoring company instead of using in-house resources for the IT work.All of your team are to lose their jobs in 30 days. You have been told you will lose your job once the transition is complete, and the outsourcing company is ‘up to speed’ on all the current projects and those in the pipelinepipeline.Rumors are going around, and you have to notify your team. They wonder why you are surviving the layoffs even though you have explained you will lose your job in the near future. How can you best help your team? What ose you job t e ea utu e o ca you best e p you tea atshould you do for your own career?


Group 5Group 5Since you graduated from college, you have continued to get promotions and are i i th l i Y ti i j t t d irising up the scale in your company. You are active in project management and in

your PMI chapter. You see many opportunities in your company in which you feel improvements definitely would benefit the organization. You point these out as often as possible, but no one seems to listen to your ideas. Recently, you asked your manager if you could obtain reimbursement to take the PgMP exam, and your request was denied because of lack of training funds.You feel your career has peaked, as you see that you are in a group of people who have similar credentials and are all about the same age; opportunities for g ; ppadvancement do not seem to be available. You are not happy at work, and at home you continually complain about how bad your day was. However, your family loves Alaska and does not want to move to another location, and there are limited opportunities in your own city.pp y yYou are offered an opportunity to head a PMO, and the salary is much higher than what you are making now with more benefits. However, it is in Iowa; your family is opposed because they feel it will be too warm in Iowa. This is your dream job. What should you do?should you do?


Improve Your Own PerformanceImprove Your Own Performance

Focus on your own continuous improvementy pRecognize that most time is spent on coordinating initiatives and working with others – interpersonal

blproblemsOn projects, people spend <90% of their time on high-priority, value added activities (O’Neil, 1999)On programs the emphasis on people issues is greater as the program manager is coordinating work done by project and operations managersOn portfolios, there are more stakeholders and more interpersonal issues; changes increase as the portfolio is rebalanced


Create aP l I PlPersonal Improvement Plan 1 of 4

Establish a baselineEstablish a baselineRecognize your own key competenciesRecognize your weaknessesRecognize your weaknessesConsider your best performance on a project and your worst performanceand your worst performanceConsider situations in which you felt you would not succeed but did succeedwould not succeed but did succeed

Use the baseline to see if your performance is improving or is staticperformance is improving or is static


Personal Improvement Plan 2 of 4Personal Improvement Plan 2 of 4

Define a personal process to followDefine a personal process to followFocus on areas in which you have control and influenceFocus on areas in which you can be productive but not on ones in which you lack control

E t bli h f it i dEstablish performance criteria on your own and compare them to those of your manager has set up for youup for you

If your organization lacks individual performance plans, suggest it set up these plans



Consider the following questions:Consider the following questions:Where does my program, project, work package fit in – is it important to the overall organizational strategic plan and portfolio?What is my organization’s future strategy?

Does it have a strategic plan?Does it have a strategic plan?

Why do some programs and projects fail today in my organization?What are the key characteristics of those programs and projects that succeed?Am I involved in ones that fail or ones that succeed?Am I involved in ones that fail or ones that succeed?



Track your own personal planTrack your own personal planTrack your work every daySee how you are spending your timeSee how you are spending your time

Are you multi-tasking too much???Does your own plan need change because ofDoes your own plan need change because of organizational changes?

What would you like to leave as a personalWhat would you like to leave as a personal legacy?

How would you like to be perceived?How would you like to be perceived?© Ginger Levin, 2010 40

Adapted from Levin, 2010


An Overview of Change ManagementAn Overview of Change ManagementChange Management and Project ManagementManagementChange Management and Your CareerParting Thoughts


Parting ThoughtsParting Thoughts

“Failure is not fatal, but failure to change might be.” John , g gWooden (former outstanding UCLA basketball coach)

“If you don't like something change it; if you can't change it change the way you think about it ” Mary Engelbreit (artistit, change the way you think about it. Mary Engelbreit (artist and illustrator)

“If you don't like something, change it. If you can't h it h ttit d ”change it, change your attitude.” Maya Angelou (poet)

“Everything you now do is something you have chosen to do. Some people don't want to believe that. But ifto do. Some people don t want to believe that. But if you're over age twenty-one, your life is what you're making of it. To change your life, you need to change your priorities ” J h C M ll ( th d k )your priorities. John C. Maxwell (author and speaker)


Thank You!Thank You!


Contact InformationContact InformationDr. Ginger Levin, PMP, PgMPCertified OPM3 Assessor and ConsultantProject Management Consultant and Educator954-783-9819 (office)954-803-0887 (cell)[email protected]


embracing change in project mdiycmanagement and in your career

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