what does change management have to do with project...

What Does Change Management Have to

Do With Project Management and

Why Should I Care?

The Goal for Today

Ensure a clear understanding of what “change

management” is and is not

Identify some classic barriers and roadblocks

Review two change management methodologies

and how they integrate with project management:

1. Prosci Integrated System

2. The 8 Step Process for Leading Successful

Change: John Kotter

Take home some “tricks-of-the-trade”

1/15/2015 Edwards Project Solutions Proprietary 2

Words of Wisdom From???

“All strategic change happens through

programs and projects.

Projects and programs by their nature create change,

and sophisticated organizations know strategic

change happens through projects and programs.

Project, program and portfolio managers who want

their organizations be successful need the skills to

manage change front and center in their talent

portfolio.”


Project Management Institute

“All strategic change happens through

programs and projects.

Projects and programs by their nature create change,

and sophisticated organizations know strategic

change happens through projects and programs.

Project, program and portfolio managers who want

their organizations be successful need the skills to

manage change front and center in their talent

portfolio.” - http://www.pmi.org/Knowledge-Center/Change-Management.aspx


What Is Change Management?

Defining and instilling new values, attitudes, norms, and behaviors within an organization that support new ways of doing work and overcome resistance to change;

Building consensus among customers and stakeholders on specific changes designed to better meet their needs; and

Planning, testing, and implementing all aspects of the transition from one organizational structure or business process to another.

www.gao.gov/special.pubs/bprag/bprgloss.htm#sectC


What Does Change Management Have to Do With

Project Management and Why Should I Care?


I hate this new

system!!!! It never

works the way I

think it should!!!!

Have You Ever Met Someone Like This While

Managing A Project?


Or How About Someone Like This?

Don’t even think

about changing

the way I do my

work!!!!


Projects Inherently Involve Change…

…and the hardest element to change is people.


…and the hardest element to change is people

“Never underestimate the power of the mind to disempower.”

— John P. Kotter, The Heart of Change




And just in case you think that resistance to change is a

modern invention…






"There is nothing more difficult to take in hand, more perilous

to conduct, or more uncertain in its success, than to take the

lead in the introduction of a new order of things."

— Niccolo Machiavelli, The Prince (1532)



And just in case you think that resistance to change is a

modern invention…



The Good News??

Change management is an art and science

much like project management

Once this concept is embraced, then

managing change simply becomes a part of

managing the overall project

And, when change is managed effectively,

projects are more successful!!!


Who “Does” Change Management?


Middle managers

and supervisors

Change

management

resource/team

Executives and

senior managers

Project

team

Project

support

functions

Each ‘gear’ plays a

specific role based on

how they are related to

organizational change

Copyright Prosci 2014. All rights reserved.

Key Roles in Change Management



Executives and

senior managers

Executives and senior

managers – fulfilling

the role of sponsors of

change

Employee-facing

Middle managers and

supervisors – fulfilling

the role of coach for

their direct reports

Middle managers

and supervisors

Enabling

Change

management

resource/team

Change management resource

or team –

applying a structured approach

and enabling others

Project

team

Project team – integrating

the “people side” of change

Project

support

functions

Support functions –

providing expertise

Identifying Resistance to Change

We’ve always done it this way

They tried to change it before and it failed

No one will follow the new guidelines anyway

Are you saying we’ve been doing our job wrong?

It’s too hard to change that process now

I don’t understand why we have to change?

The CEO doesn’t appear to be changing – why should I?

It won’t work here

Am I going to lose my job?

WIIFM


Behaviors of Resistant Leaders

Minimal communications

Not modeling behavior

Too busy – not engaged

Starts the process and then disappears

Expects the managers to “take care of everything”

1/15/2015 Edwards Project Solutions Proprietary

Resolving Resistant Leader Issues

Communications must come from most

appropriate source

Provide data on increased success with active

leadership engagement

Acknowledge the reality of conflicting priorities

Invite them to team meetings

Ask for their commitment to stay engaged;

discuss the best ways to make that happen


Behaviors of Resistant Managers

Protecting turf

Withholding information or resources

Undermining credibility of change agents

Micromanaging

Controlling all communications and decisions


Resolving Resistant Manager Issues

Communications must come from leadership

The behavior needs to be addressed directly

Listen to their concerns

Be fair…Give them a chance to change and

resolve any issues

But…Clearly define the expected behaviors, the

consequences of not changing, and establish a

timeline for resolution


Behaviors of Resistant Staff

“Forgetting” about the change

Complaining to everyone

Asking a lot of questions

Increased anxiety and fear

Increased absenteeism

Decreased work output

Decreased quality of work

Active resistance1/15/2015 Edwards Project Solutions Proprietary

Resolving Resistant Staff Issues

Communications must come from their manager

The behavior needs to be addressed directly

Listen to their concerns

Be certain that the vision and reason for change is

very clear

Be fair…Give them a chance to change and resolve

any issues

But…Clearly define the expected behaviors, the

consequences of not changing, and establish a

timeline for resolution


What is ADKAR?

A: Awareness

D: Desire

K: Knowledge

A: Ability

R: Reinforcement


Why People Change

“People change what they do less because

they are given analysis that shifts their

thinking than because they are shown a

truth that influences their feelings.”-- John P. Kotter, The Heart of Change


Change Management Defined - Again

Change management is the process, tools and

techniques to manage the people-side of

change to achieve the required business

outcome. It involves understanding how an

individual goes through change (ADKAR) and

the organizational tools available to support

that transition (like communication,

sponsorship, coaching, training, etc.). -- Change-Management.com


Change vs. Project Management

Change management is like project

management, but it focuses on the 'people

side' of change instead of the technical side of

the change. Like project management, change

management follows a structured process.

And like project management, change

management has a set of tools to support the

transition.

-- Change-Management.com


Comparing Change Managementand Project Management

Focus:

Technical side of moving from

current state to future state

Focus:

People side of moving from

current state to future state

Process:

• Initiation

• Planning

• Executing

• Monitoring/

controlling

• Closing

Process:

Organizational:

• Preparing for

change

• Managing

change

• Reinforcing

change

Individual:

• ADKAR

Tools:

• Statement of work

• Project charter

• Business case

• Work breakdown structure

• Budget estimations

• Resource allocation

• Schedule

• Tracking

Tools:

• Individual change model

• Readiness assessment

• Communication plans

• Sponsorship roadmaps

• Coaching plans

• Training plans

• Resistance management

• Reinforcement

Current

state

Transition

state

Future

state

Project management

Change management

© Prosci 2012. All rights reserved.


Integration of Project Managementand Change Management

Solution is designed,

developed, and delivered

effectively

(Technical side)

Solution is embraced, adopted

and utilized effectively

(People side)

+

Project management and change management have a joint

value proposition oriented toward business results.

= Success

Current

state

Transition

state

Future

state

Project management

Change management

© Prosci 2012. All rights reserved


John Kotter’s 8 Step Process

Step 1: Increase Urgency

Step 2: Build Guiding Teams

Step 3: Get the Vision Right

Step 4: Communicate for Buy-in

Step 5: Enable Action

Step 6: Create Short-term

Wins

Step 6: Create Short-term

Wins

Step 7: Don’t Let Up

Step 8: Make it

Stick

Step 8: Make it

Stick

Create a

Climate for

Change

Engage and Enable the

Whole Organization

Implement and

Sustain the Change

-- From The Heart of Change

Field Guide


Build an adequate level of energy that will get the change

started – it is a call to action!

Engage the right people; build a sense of trust and

commitment within the team

The vision is the glue, the reason for initiating the change

Create A Climate for Change

Step 1: Increase Urgency

Step 2: Build Guiding Teams

Step 3: Get the Vision Right


Communicate, communicate, communicate…

Remove obstacles - encourage risk-taking – stay visible

and actively engaged

Create and/or identify the wins – they are not an

accident!

Step 4: Communicate for Buy-in

Step 5: Enable Action

Step 6: Create Short-Term Wins

Engage & Enable Whole Organization


Always Celebrate Short-Term Wins!!!

“Celebrate what you want to see more of.”

-- Thomas J. Peters


Oops…What If It’s Not a Win?

Openly and honestly acknowledge and explain any failures

Describe any lessons learned

Explain any implications for the vision and the team

Credit the team for their effort – do not lay blame

“It is on our failures that we base a new

and different and better success.”

-- Havelock Ellis

“Fail early, fail often, but always fail forward.”

-- John Maxwell, Failing Forward


Stay focused – this is not the time to relax

Keep the long-term goal and purpose in sight

Reinforce short-term wins, behavior changes and

change momentum

Step 7: Don’t Let Up

Step 8: Make it Stick

Implement and Sustain the Change


Prosci Research

Information

and

Outcomes



Prosci History

• Research company founded in 1994

• Sponsor of the Change Management Learning Center

• World leader in change management research and

product development

• Focused on building internal change management

competency



Prosci Research History


1998 First Change Management Study – 102 participants

2000 Second Change Management Study – 152 participants

2003 Third Change Management Study – 288 participants

2005 Fourth Change Management Study – 411 participants

2007 Fifth Change Management Study – 426 participants

2009 Sixth Change Management Study – 575 participants

2011 Seventh Change Management Study – 650 participants

2013 Eighth Change Management Study – 822 participants


Geographic Distribution

United States, 34%

Australia and New Zealand, 25%

Canada, 15%

Europe, 14%

Africa, 5%

Asia and Pacific Islands, 3%

Latin America, 2%

Middle East, 2%

Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.

Geographic distribution of participants in Prosci's 2013 study


Size of Participant Organizations

0%

5%

10%

15%

20%

25%

30%

35%

Lessthan$10M

$10M -$25M

$25M -$50M

$50M -$100M

$100M -$250M

$250M -$500M

$500M -$1B

$1B -$2.5B

$2.5B -$5B

Morethan $5B

Pe

rce

nt

of re

sp

ond

en

ts


Size of participant organizations in Prosci's 2013 study

2003

2005

2007

2009

2011

2013


Scope of Projects

0%

10%

20%

30%

40%

50%

60%

Within aworkgroup

Singledepartment

Multipledepartments

Singledivision

Multipledivisions

Entireenterprise

Perc

en

t of

respon

den

ts


Scope of projects reported on in Prosci's 2013 study

2000

2003

2005

2007

2009

2011

2013


Number of Employees Impacted

0%

5%

10%

15%

20%

25%

30%

Lessthan 50

51 to100

101 to500

501 to1000

1001 to5000

More than5000

Perc

en

t of

respo

nd

en

ts


Number of employees impacted by the projectsreported on in Prosci's 2013 study

2000

2003

2005

2007

2009

2011

2013

Meeting Project Objectives

16%

46%

77%

96%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor(n=244)

Fair(n=653)

Good(n=834)

Excellent(n=165)

Perc

ent

of re

spo

ndents

tha

t m

et

or

exc

eeded p

roje

ct obje

ctives

Overall effectiveness of change management program* Data from 2007, 2009, 2011 and 2013


Correlation of change management effectiveness to meeting project objectives


Staying on Schedule

16%

32%

54%

72%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor(n=293)

Fair(n=793)

Good(n=1032)

Excellent(n=181)

Perc

ent

of re

spondents

that w

ere

on o

r ahead o

f sch

edule



Correlation of change management effectivenessto staying on schedule


48%

63%

71%

81%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor(n=258)

Fair(n=737)

Good(n=1001)

Excellent(n=180)

Perc

en

t o

f re

sp

on

de

nts

th

at

we

re o

n o

r un

de

r b

ud

ge

t



Correlation of change management effectiveness to staying on budget

Staying on Budget


Sponsor Access

50%

42%

65% 67%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Little or no accessthroughout project

Inadequate access -difficult to get on calendar

Adequate access -scheduled meetings

More than adequateaccess - open door

Perc

ent

of re

spondents

that m

et

or

exc

eeded p

roje

ct o

bje

ctives

Level of sponsor access


Correlation of sponsor access to meeting project objectives


Sponsor Effectiveness

25%

34%

67%

85%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Sponsor was veryineffective (score < 2)

Sponsor was ineffective(score between 2 and 3)

Sponsor was effective(score between 3 and 4)

Sponsor was veryeffective (score between

4 and 5)

Pe

rcen

t o

f re

spo

nde

nts

tha

t m

et o

r exce

ed

ed

pro

ject

ob

jective

s

Average sponsor effectiveness rating


Correlation of sponsor effectiveness to meeting project objectives


What Does PMI Say?


P e o p le -d e p e n d e n t w ith o u t a n y fo rm a l p ra c tic e s o r p la n s

M a n y d if fe re n t ta c tic s u s e d

in c o n s is te n tly

E xa m p le s o f b e s t p ra c tic e s e v id e n t

S e le c tio n o f c o m m o n a p p ro a c h

C o n tin u o u s p ro c e s s

im p ro ve m e n t in p la c e

H ig h e s t ra te o f p ro je c t fa ilu re , tu rn o ve r a n d

p ro d u c tiv ity lo s s

L itt le o r n o c h a n g e m a n a g e m e n t a p p lie dA d h o c o r

A b s e n tL e v e l 1

S o m e e le m e n ts o f c h a n g e m a n a g e m e n t a re b e in g a p p lie d in is o la te d p ro je c ts

Is o la te d

P ro je c tsL e v e l 2

C o m p re h e n s ive a p p ro a c h fo r m a n a g in g c h a n g e is b e in g a p p lie d in m u lt ip le p ro je c ts

M u lt ip le


O rg a n iza tio n -w id e s ta n d a rd s a n d m e th o d s a re b ro a d ly d e p lo y e d fo r m a n a g in g a n d

le a d in g c h a n g e

O rg a n iza tio n a l

S ta n d a rd sL e v e l 4

H ig h e s t p ro f ita b ility a n d re s p o n s ive n e s s

C h a n g e m a n a g e m e n t co m p e te n c y is e v id e n t in a ll le ve ls o f th e o rg a n iza tio n a n d is p a r t o f th e o rg a n iza tio n ’s in te lle c tu a l p ro p e r ty a n d

c o m p e tit ive e d g e

O rg a n iza tio n a l C o m p e te n c yL e v e l 5

P e o p le -d e p e n d e n t w ith o u t a n y fo rm a l p ra c tic e s o r p la n s

M a n y d if fe re n t ta c tic s u s e d

in c o n s is te n tly

E xa m p le s o f b e s t p ra c tic e s e v id e n t

S e le c tio n o f c o m m o n a p p ro a c h

C o n tin u o u s p ro c e s s

im p ro ve m e n t in p la c e

H ig h e s t ra te o f p ro je c t fa ilu re , tu rn o ve r a n d

p ro d u c tiv ity lo s s

L itt le o r n o c h a n g e m a n a g e m e n t a p p lie dA d h o c o r

A b s e n tL e v e l 1

S o m e e le m e n ts o f c h a n g e m a n a g e m e n t a re b e in g a p p lie d in is o la te d p ro je c ts

Is o la te d


C o m p re h e n s ive a p p ro a c h fo r m a n a g in g c h a n g e is b e in g a p p lie d in m u lt ip le p ro je c ts

M u lt ip le


O rg a n iza tio n -w id e s ta n d a rd s a n d m e th o d s a re b ro a d ly d e p lo y e d fo r m a n a g in g a n d

le a d in g c h a n g e

O rg a n iza tio n a l

S ta n d a rd sL e v e l 4

H ig h e s t p ro f ita b ility a n d re s p o n s ive n e s s

C h a n g e m a n a g e m e n t co m p e te n c y is e v id e n t in a ll le ve ls o f th e o rg a n iza tio n a n d is p a r t o f th e o rg a n iza tio n ’s in te lle c tu a l p ro p e r ty a n d

c o m p e tit ive e d g e

O rg a n iza tio n a l C o m p e te n c yL e v e l 5

Prosci®Change Management Maturity Model


A Brief Recap

Resistance to change is normal

Actively managing change is not an option

Change management + project management = successful projects!!!

Communicate, communicate, communicate

Active and visible leadership from the project sponsor is incredibly important

Everyone has a role, and every role is important

Recognize that the pace of acceptance of change varies from person to person

People can make or break your project; engage them as allies


…What Change

Management Has to

Do With Project

Management and

Why You Now Care!!!

So Who Can Tell Me…


Thank You For Your Time!

Jana Hussmann Meacham, PMP, CSSGB, Certified

Prosci (ADKAR) Change Management Professional

EDWARDS PROJECT SOLUTIONS

6085 Marshalee Drive• Suite 140 • Elkridge, MD 21075

Office: (800) 556-2506 • (443) 561-0180

Fax: (443) 561-0199

Email: [email protected]

[email protected]

Also Visit our website at:

Website: www.EdwPS.com


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