project managers as instrument of change (change agents in action)
TRANSCRIPT
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““Change Management”Change Management”
How do you incorporate Change Management Best Practices in your project?How do you incorporate Change Management Best Practices in your project?
Merling SapeneMaster Human System Intervention
CSR CertificateCertified APMG International Change Management Trainer
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Project Managers… what is stopping us?
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Workshop Objectives
Understand the link between Project Management and People Change Management (101)Collective become aware of the Project Construction People Change Management challengesBrainstorm and discover key findings to enhance project success
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Does the person create the Journey?
… or the Journey create the person?
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Change is a Journey…not easyPersonal and Organizational
Transition Change
Situational Psychological
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Introduction to Change Management
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Change Management?
“Managing change is helping people cope with changes in the workplace and getting them through the transition period from the current to the future state with as few disruptions as possible”.
Change Management, Jeffrey M. Hiatt, Timothy J. Creasey
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Organizations don’t change, individuals change
• Individuals change, one at a time, at different paces.• This collective change creates the future state.
TRANSITION FUTURECURRENT
The secret to successful change? one person at a time.
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Individual Change Curve
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«Change /«Change / Creativity Tension»Creativity Tension» VisionVisionCurrentCurrentRealityReality
Phases of Change
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«Change /«Change / Creativity Tension»Creativity Tension» VisionVisionCurrentCurrentRealityReality
Ending“Letting Go”
Preparing
Phases of Change
Source: Bridges
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«Change /«Change / Creativity Tension»Creativity Tension» VisionVisionCurrentCurrentRealityReality
Ending“Letting Go”
Transition“No-man land”
Preparing Managing
Phases of Change
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«Change /«Change / Creativity Tension»Creativity Tension» VisionVisionCurrentCurrentRealityReality
Ending“Letting Go”
Transition“No-man land”
New Beginning
Preparing Managing Reinforce
Phases of Change
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Impact
People are uncomfortable with …but prefer the current state
DisorientationDisorientation- Anxiety
- Self-Criticism
- Collusive Relationships
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Impact
Transition stage creates stress and anxiety
ExplorationExploration- Insight
- Avoidance
- Undirected energy
ReorientationReorientation- Conflict
- Realization of loss
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Impact
The future state is unknown or not well understood
EquilibriumEquilibrium- Discovery-hopeful-skeptical
- Acceptance-impatience
- Trusting-enthusiasm
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Why Change Management?Increase probability of project success
Speed of adoption of the change
Ultimate utilization - buy in
Proficiency – individuals performing at the level expected
Manage resistance/adoption to change
Source: Prosci
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Facts
“Over the last 15 years, the amount of major change in organizations that failed has remained constant at 70%”
Maurer (2010), Keller & Aiken, (2008)
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Why project fail?
1- Sponsors don’t express, model and reinforce the change2- Change Saturation – many changes at the same time3- Success definition (time, budget) vs implementation4- Not clear change definition5- Project plan not including change management6- Don’t learn the lessons from the past7- Change agents? Change roles not clear or enough8- Lack skills to manage resistance9- Not building readiness early enough10- One way communication plans
Source: Implementation Acceleration – Implementation Management Association
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Effective Change Management requires two perspectives
23
Communications
Resistance/Concern Management
Coaching
What we are trying to achieve:
having each person go
through the phases of change
What we do:
Change Management
Sponsor Roadmap- Engagement
Impact and Resistance Management
Most usually forgotten steps
Most usually neglected activities
Coaching
Education Training
Sponsor Roadmap- Engagement
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Best Practices In Use
PROJECT MANAGER – YOU, AS CHANGE AGENT
Believe you can make the differenceUse yourself as an instrument of changeDetach yourself from « the system »Be passionate, patient, flexible and LISTEN!
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Identify and measure the personal and organizational impact of change in your project
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Change
Why change? What is changing?Where? Who is impacted? When?How?
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Impact Assessment how to?
1- Define the extent of the change proposed 2- Determine key differences between the as is and to-be3- Focus on the possible effects of the key differences from step #2 & on the transition possible effects4- Sort and prioritize the possible effects (#3) from the key differences (#2) based on risk and possibility 5- Document the changes and define action plan (engagement, training, education, communication, etc)
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Stakeholders Assessment
Stakeholder concept:“A stakeholder is defined as any individual, group or
organization that can affect, be affected by, or perceive itself to be affected by a change initiative”
Source: Cabinet Office 2011
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High
Low High
Pow
erPo
wer
InterestInterest
Keep Satisfied
ManageClosely
Monitor KeepInformed
Power / Interest
Stakeholder Matrix
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Stakeholder Analysis
None Search & Reports Creation, Workflow, Search & Reports
POWER to influence
USAGE
User Group Size
XXXX
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Stakeholder Management…
“We are in the position to influence over an individual, a group or an organization, but who has
NO DIRECT POWER to make changes or implement”
“One can help a human system to help itself”
“Influence who has influence”
“Working Through Conflict”, J.Folger
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Identify and deal with resistance
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Actions taken by individuals and groups when they perceive an
ongoing change as a threat to them.
Resistance
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Team Dynamics
• Who are the resisters
• How to deal with resistance
Dealing with resistance
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10%
80% 10%Innovators Early
AdoptersLate
AdoptersResisters
The Driver The FrontPassenger
The Rear Passenger The Tag-Along
The Driver:“The innovator who is waiting for change”
The Passenger:“Early adopter who will listen and get onboard if there is good leadership”
The Rear Passenger:“Late adopter who will stay in the backseat and wait and see”
The Tag-Along:“Resists change, disengages and eventually leaves”
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Fortune 500 says 3 things about RESISTANCE
1. Resistance is the primary reason changes failed; not technical skills, not resources
2. People don’t see that they are resisting; they often see it as survival
3. Resistance is often a reaction to the way the change is led
In a survey done in 2007
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Four Types of Resistance to Change…
People truly believe, based on their own information and that the diagnosis and action plan are wrong.
CognitivePeople believe that the proposed change violates fundamental values that have made the organization what it is.
Ideological
People are reticent to try new things based on their emotions due to past experience they have a low level of tolerance for the uncertainty.
PsychologicalPeople perceive that the proposed change will lead to a loss of power or autonomy.
Power Driven
Team Dynamics
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Tactics for Managing Resistance
Type of Resistance
Cognitive (Information)
Ideological(Values)
Power Driven(Lost of power)
Psychological(Emotions)
How-to Guide
• Listen with an open mind – they might be right• Provide them with information: ex: Case for change• Answer their questions
• Make the new values positive • Reformulate organizational strengths to fit the new
direction• Anchor your change in forgotten historical values
• Validate if it is a perception or a real lost of power• If real build support with the senior executive group to
address it properly – build plan for the future
• Make clear “what’s in it for me”• Provide moral support• Celebrate early success
Team Dynamics
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Resistance Management Tips
Invest in documenting and analyzing impacts - analyze (role, function, process, job)Diagnose why people are resisting, adapt your strategyDon’t underestimate middle management!LISTEN
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7 Tips for Managing Resistance
Team Dynamics
1. Expect it
APPLY CHANGE MANAGEMENT EARLY IN A PROJECT
2. Identify the Root Cause 3. Address it Formally
4. Active and Visible Participation of Sponsor5. Communicate: Need for Change, Impacts &Benefits (WIIFM)
6. Include Middle Management in an active role
7.
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Engage your Sponsor
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Executive Leader who has overall authority:
- Legitimizes and approves change- Has control (or power) over necessary
people and resources.
Sponsor
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Why is the Sponsor so important?
WHAT HAPPENS WITHOUT STRONG SPONSORSHIP?Delay in the project due to misalignment
More user resistance, more difficult adoption
Lack of Business ownership, more effort from the project team
Overall, no achievement of the expected return on investment
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Sponsor Roadmap-Engagement
• Identify key leaders - Sponsors • Link leader’s heart/values/interest with
the « core » of your project•Show them « the way »•Have one-on-one and face-to-face
customized meetings, to ensure buy-in•Nurture a « coalition of sponsors »
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Example of a Sponsor Engagement Roadmap with Implementation Quality Gates within our IT PLM Projects
GATE 1 GATE 2 GATE 3 GATE 4(as many as required)
GATE 5 GATE 6
Preliminary Project Charter
Detailed Solution Selection
Final Project Charter
Detailed People Change Mgt Plan
Deployment Go / no-go
Transition to Sustainment
Detailed Analysis Implementation
Problem documented (High-level requirement)Preliminary Stakeholder list, including sponsorHigh-Level Case for Change, includes value statement & impactEnsure it’s a Business PriorityAlign on governance
Recommended detailed Solution : benefits / value defined, impacts, risks, key success factors, KPI defined for value identification Stakeholder list with an evaluated level of Business engagementGovernance in place
Overall Change Management StrategyProject Statement with plan & budget agreement, with level of involvement of the Business going forward and RASCIStakeholder list with level of engagement measured
Change Management detailed Strategy & drafted plan
Satisfactory UAT resultSupport Model ready for stabilization & sustainmentGo / No Go for deployment (Business readiness)
Stabilization completed, Support Model in Sustainment in place within the Business Usage & KPI measure by the Business (did we solve the Business problem?)
Sign Preliminary Project Charter
Approve Solution Selection
Sign Final Project Charter
Approve the Strategy
Give the Go to deploy
Approve Closure Project Statement
Now what?Define a detailed
solution
Now what?Plan the project
Now what?Develop & Plan Implementation
Now what?Continue Development & Execute Implementation
Now what?Deploy
Now what?Close the project & Sustain the solution
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Other Change Management aspects
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Communications
Strong Case for ChangeUse same key messages through the projectBe creative and systematicMaximize tools and venues in placeUse videos, media… teasers. Etc.
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Education and Training
Don’t underestimate the effort/investment requiredExperience LearningInteractive approach
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Coaching & Support Model
Ask the right questionsSupport with your “heart” Be genuine – no personal interestThink “sustainment” and “turn-over”
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Develop a change management plan integrated with your project plan
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Change Management Plan integrated with the Project Plan
CONFIDENTIAL –
PMO Phases
Lean Methodology
Leadership Engagement & Project Scoping
Business Analysis
Communication
Education & Training
Phase 2Phase 2
Customer Customer Solution StrategySolution Strategy
Phase 4
Realization
Phase 5
FinalPreparation
Phase 6
Stabilization
Phase 7
Project Closure
Phase 3Phase 3
BlueprinBlueprintt
Realization & Final PreparationEvaluation Delta Requirements
Project Readiness
Go-Live & Support
Build CM Strategy &
Project Plan
Define Detailed Requirements& Solution
Define Engagement
Strategy
Define & Communicate People Impacts
Build and Deploy Communication Strategy & Action Plan
Support Site’s Engagement Activities
Define Education & Training Strategy
Test
Assess End-User Readiness
On-board Power-Users
Develop and / or Update Training Material
Sus
tain
men
t
Prepare and Deploy Training
BA CM
Phase 1Phase 1
OpportunityOpportunity
Gate 1 Gate 2 Gate 3 Go-Live
Define High-Level Requirements &
Solution
Requirements & Solution Sign-Off
Phase 0Phase 0
DemandDemand
Explore & Influence Business Opportunities
Build Case for Change
Define Stakeholder & Impact Map
On-Site Support
LessonsLearned
User “How To”Support
Change Management Plan integrated with the Project Plan(example in IT projects)
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Knowledge Area Process A.Initiating Process Group
B.Planning C.Executing D.Monitoring and
ControlingE.Closing
4
Project Management Integration A.4.1 Provide CM input for project charter A.4.2 Build CM case for+D5 change
B.4.1 Develop CM project plan, integrated with
the PM
C.4.1 High Level Impact Analysis C.4.2 Leadership commitment assessment (readiness) C.4.3 Build an education -training strategy (if applicable)- plan an deployment
D.4.1 Readiness
assessment
H.4.1 Post project CM assessment
5
Project Scope Management B.5.2 Stakeholder
analysis B.5.3 High level
Change Management
Strategy
C.4.2 Change Management Scope Assessment
E.5 Lessons Learned
6Project Time Management
7
Project Cost Management B.7.4 Cost estimating
Change Management
Activities
8Project Quality Mangement
On-Going
9
Project Human Ressource Management
10
Project Communication Management
B.7.5 Short Term communicatin
Activities
F.10.1 Develop a communication strategy
#NAME?
11Project Risk Management
B.5 Change Management Risk Analysis
12Project Procurement Management
11 ll
Project Management Process Groups
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Key Change Management Elements in your projects
Case for changeChange Management Strategy/planStakeholder mapImpact Analysis/riskCommunication- Leadership engagement strategyEducation and Training –strategy – planFrom Learning to Action planSupport and sustainment planChange Readiness
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Change
Why change? Case for Change What is changing? Impact AnalysisWhere? Impact AnalysisWho is impacted? Stakeholder Map – Org Impact AnalysisWhen? CM and PM PlansHow? Change Management Strategy –Transition strategy definition - Communication, Education & engagement
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Insights…
“ The secret of making something work in your life is the deep desire to make it work – the faith and belief that it can work- then to hold that clear
definite vision and see it working out step by step without doubt or disbelief. ”
-Eileen Caddy