Change Management and Communications for PMI July...
Transcript of Change Management and Communications for PMI July...
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Change Management and
Communications for
Complex Projects
PMI Memphis
July 2010
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Agenda
• Roles in Change Management
• Elements of a Change Plan
• Critical Success Factors
• Stages of Communication
• Commonly Used Frameworks
• Books and Helpful Materials
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Roles in a Change Initiative
S
ATA
TT
Sponsor(s)
Change Agents
Change Targets
Com
munication
Com
munication
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Elements of a Change Plan
• Stakeholder Analysis
• Definition of Metrics
• Communication Plan
• Training Plan
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Critical Success Factors for Change
• Targets must trust and believe the Change Sponsor(s) and Change Agents
• Stakeholder expectations must be accurately set
• People should be given information before they discover it on their own
• Adequate training, which makes people comfortable doing their work in the new environment, must be provided
• No one should have more change than they can cope with forced upon them
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Stages of Communication
Awareness:
• What is changing?
– Why do we have to change?
– Why now?
• What is not changing?
• Where or from whom do I get
information?
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Stages of Communication
Engagement:
• What’s in it for me?
• Why do I have to participate?
• Isn’t this more work for the same pay?
• How can this be rewarding for me?
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Stages of Communication
Commitment:
The change initiative must have the
dedication and determination of people at
all levels – executive, middle management,
individual contributor
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Stages of Communication
Action:
• Once roles and responsibilities
are clear, everyone involved
must execute
• Project Managers and the PMO should
keep all levels apprised of status, issues,
resource needs and skill needs
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What Do Organizations Forget?• Communication must be two-way
– listening and adapting are just as important as informing
• Different people are motivated by different things– the sponsor(s) can begin by addressing groups but eventually
must appeal to individuals
• Some resistance to change is justified– (see “listening and adapting” in first bullet)
• Some external customers and suppliers– may need to know what is changing too
• Some communication must be face-to-face– because everyone knows important messages are
delivered in person – not via email or memo
• Managing change must be done by every person– on the project team, not just the change management
consultants
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Commonly Used FrameworksADKAR – by ProSci
• Awareness
• Desire
• Knowledge
• Ability
• Reinforcement
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Commonly Used Frameworks
Kotter’s 8-Step Model for Change
1. Create Urgency
2. Form a Powerful Coalition
3. Create a Vision for Change
4. Communicate the Vision
5. Remove Obstacles
6. Create Short-term Wins
7. Build on the Change
8. Anchor the Changes in Corporate Culture
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Helpful Information
• John Kotter’s book, Leading ChangeISBN-10: 0-87584-747-1
• The Change Management Pocket Guideby Kate Nelson and Stacy AaronISBN: 0-9767359-0-3
• ProSci’s Change Management Learning Centerhttp://www.prosci.com/cm-new.htm
Contact Info: [email protected]
Thank you!