project managers are makers and change managers are shakers

Project Managers are Makers – Change Managers are Shakers!

Gail Severini & Alexander Stanisic

May 28, 2015

© 2015 Global Knowledge Training LLC. All rights reserved. 04/15/2023

Attendee Information

Open and hide your control panel with orange arrow

Join audio Mic & Speakers to use VoIP Telephone and dial in using the info

provided

Submit questions via the questions pane

Note: Today’s webinar is being recorded.


Presenters

Alexander Stanisic

Gail Severini


Project Management and Change Management

Project Managers –

Makers?

Change Managers – Shakers?


Webinar Objectives

You will learn about:

Similarities and differences between project management and change management

How change managers and project managers come at the same goal of maximizing ROI for their organizations, but from different perspectives

When project managers are required to take on the role of change manager and why integration is unavoidable – and expected


Polling Question: What Is Your Role?

Project Manager?Change Manager?Business Analyst or similar?Change Analyst or similar?None of the above


Agenda

Similarities and differences between project management and change management1Challenges and opportunities for project and/or change managers2 Conclusion and learning more3 Q&A4

Project Managers are Makers


Project Management Perspective



We call them (human) resources,

not people!

We see

deliverables, not

business value!We speak about

project outcomes,

not business

impact!

We implement baseline!


We Are Makers!

We make things happen!We move project objectives toward reality!We DO the change!


We Are Makers!

We make things happen! How? First, we make money! And stated objectives! With happy stakeholders

Project managers DO the change!


What Change Managers Do?

Project manager’s assumptions:

Communications

Training

People


Where is the Starting Point?

Change Management?Project Management?

Change Managers are Shakers


Change Management Perspective


How PMs Think Users Feel About the Change …

What a great idea!Can’t wait to get on that new

thing!This is awesome!Some genius designed and

implemented this wonderful solution!


How CMs Think Users Feel About the Change …

Source: 5 Stages of Grief, Elisabeth Kübler-Ross 1969

Shock stage: • Initial paralysis at hearing the bad news

Denial stage:• Trying to avoid the inevitable

Anger stage: • Frustrated outpouring of bottled-up emotion

Bargaining stage: • Seeking in vain for a way out

Depression stage: • Final realization of the inevitable

Testing stage:• Seeking realistic solutions

Acceptance stage: • Finally finding the way forward


The Theory Behind the Practice

HopeAnchored with

the familiar“Burning Platform”

Daryl Conner


Sounds Great in Theory – What About Practice?

We engage people!

We help manifest business value!

Focus on people

and interactions

We help leaders

change first!


Grow Commitment

Time

De

gre

e o

f S

up

po

r t f

or

t he

Ch

an

ge

8. Internalization

6. Adoption5. Experimentation

4. Positive Perception

3. Understanding

2. Awareness

1. Contact

7. Institutionalization

Source “The eight stages of building commitment” Daryl Conner

Termination

Rejection

Inaction

Negative Perception

Confusion

Unawareness

http://www.connerpartners.com/blog-posts-containing-downloadable-tools/the-eight-stages-of-building-commitment

Challenges and Opportunities


Challenge – Why is Strategic Change Harder?

Not every change is created equal – don’t treat them the same

TransformativeIncremental


Incremental Transformative

IncrementalPlanned from a start point, end is

visibleFamiliar, clear directionLinear, predictable, MINOR

disruption of expectationsModifies methods, systems and

behaviorsMINIMAL shift in politicsMost WILL make the journey

TransformativeDesigned from the future, only

outcomes are definedDifferent, unrecognizableEmergent, dynamic, MAJOR

disruption of expectationsModifies beliefs, mindsets &

behaviorsMAJOR shift in politicsMany will NOT make the journey

Adapted from “Exploring a Project’s “Degree of Difficulty” Daryl Conner

http://www.connerpartners.com/how-challenging-is-the-change/exploring-a-projects-degree-of-difficulty

http://www.connerpartners.com/how-challenging-is-the-change/exploring-a-projects-degree-of-difficulty


Simple Formula

The more disruption the project creates,

the more change management you need.


For Example…

Culture change, by definition, is transformative

Modifies methods, systems Modifies beliefs, mindsets& behaviors & behaviors

Most WILL make the journey Many WILL NOT make the journey

MINIMAL shift in politics MAJOR shift in politics


For Example…

Organization Design, by definition, is transformative

Modifies beliefs, mindsets & behaviorsMAJOR shift in politicsMany will NOT make the journey


Challenge – Roles

Do I need a dedicated Project Manager?Do I need a dedicated Change Manager?Do I need both Change Manager and Project Manager?Do I need a Project/Change Manager as one?


You Need a Separate CM When …

Not just a question of capacity it is a question of expertise and focusOn transformative change, PMs should seek a full time, experienced

change management professional (and may need a small team) Examples of transformative change:

Delivery modernization, e.g. a shift to more self-service functionality (online, kiosks)

Internal re-structuring, e.g. a service—or a product—to customer-centric focus

Cross silo, process-intensive systems, e.g. Enterprise Resource Planning (ERP) or Customer Relationship Management (CRM)


Opportunities – Criteria

Change management activities at the project level?Or project management activities at the change level?

*From Managing Change in Organizations: A Practice Guide, Project Management Institute, Inc., 2013, Figure 6-2; 6.3, 98.


Opportunities – Sensemaking Activities

Gossip, discussions, sharing experience, rumours, social

networking, chat

Networking, individual interviews, team meetings,

information meetings, decision meetings, facilitated

workshops, coaching and mentoring, training


Opportunities – Getting to ROI (Realization)

Installation:

New systems or processes are successfully implemented. Users are trained and have started using the new “way”

Realization:

Benefits are being achieved, for example savings are seen on the bottom line, more capacity is available and being used for higher value work

Are we there yet? No …

Conclusion and Learning More


Conclusion

Shaking? Doing the right thing

(change)?

Making? Doing things right (project execution)?


Conclusion – Approach

Walk in both set of shoes. You need both!


Conclusion – Maybe it Takes More …

© Gail Severini, Symphini Change Management Inc., 2014

http://gailseverini.com/2014/06/07/new-model-to-understand-strategy-execution-success/



Outperform Components

1. Agile Culture

This dimension of the organization's culture is geared specifically for adaptation, where leaders and employees at all levels have a predisposition for change. They are ready and resilient.

2. Engaged Board

A focus on short termism (this quarter’s results) is toxic for transformational change. This mindset is set at the very top of the organization.

An engaged Board is looking at a 3-5-10 year horizon and supporting leadership in prioritization across these terms.

3. Engaged Leaders

An engaged leadership team works together across silos with the best interests of the Enterprise in mind.

They recognize that leading transformational change is unlike any other operational leadership role.

They surface and resolve resistance. They build and sustain commitment. They actively support initiatives throughout implementation and they watch for the leading and lagging realization indicators.




Outperform Components

4. Agile Strategy

Transformation is emergent. Great transformational strategy can only estimate the future. It must also be adaptive.

5. An Execution Engine

• Governance • Sponsorship (at multiple levels)• Organization Development • Learning and Development • Business Process Re-engineering • Business Analysis • Change Management • Portfolio, Program and Project Management

6. Benefits Realization

Assuring that the organization obtains the full benefits envisioned in the Business Case, Business Plan or Strategy Plan requires follow through.

It requires a vigilance that begins with conception and only ends when results have been validated.

Most organizations do not monitor for full benefits realization. There are many systemic reasons for this.

Winners overcome these both with mindsets, governance structures and capabilities.



OUTPERFORM

Working on any of these components

will improve results ...

and, sub-optimization of any one of them

will hinder your ability to outperform.

The Secret Is … [and]


Conclusion – Future

CollaborativeIntegratedAgileInnovative


Polling Question: Project/Change Readiness Status

Maker:• Safely

lead/manage projects at your organization?

Shaker:• Ready to

change your organization?

Learner:• There is a

long road…

Dreamer:•

Hopeless.

Integrator:• It’s

already happening!


Project Management Workshops

Organizational Change Management

2 days – 14 PDUs

Project Management Fundamentals

3 days – 21 PDUs

www.globalknowledge.ca


Leadership and Business Solutions

Leading Transformation

1 day – 7 PDUs

Leading Project Teams

3 days – 21 PDUs


Questions?


PDU

PMI R.E.P. Number: 1999

PMI Activity Name: Project Managers are Makers; Change Managers are Shakers

PMI Activity ID/Number: WBNR0528

PDU Amount: 1 PDU


Continue the Conversation

@gkcanada

Alexander Stanisic

@_sensemaking

Gail Severini

@gailseverini


Find Out More


On-demand & live webinars, white papers, courses, blog...

www.gailseverini.com

Change management, strategic execution...

Thank you!

[email protected]@globalknowledge.com

project managers are makers and change managers are shakers

Business

global knowledge training

change management perspective

project management perspective

project managers assumptions

project objectives

change s

role of change manager

managers shakers