Leveraging Change Management To Enable Successful Projects - PMI LEAD CoP Webinar Pres (Mar 29,...
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Transcript of Leveraging Change Management To Enable Successful Projects - PMI LEAD CoP Webinar Pres (Mar 29,...
By Allen Stines, PhD
Copyright © 2011 Allen Stines
Presented Mar 29, 2011:Webinar - Project Management Institute (PMI) LEAD Community of Practice (CoP)
Purpose of this presentationEngage Project Managers (PM) who are interested in enhancing their skill set around managing organizational and operational change
Start a conversation and engage PMs who are interested in sharing best practices: what works and what doesn’t work
Promote Change Management/Change Enablement (systemic approach) as a key component of projects having direct/indirect impacts on people in an organization
Share tools and approaches that enhance the skill set and change management competencies of project managers
Push the envelope and engage you in discussions around various topics related to Change Management (CM) and Project Management (PM)
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AgendaDefining “change management”
My operating principles & experiences
Enabling & sustaining change: an emergent model
Stakeholder engagement
Change management workstreams
Your thoughts, comments, & questions
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Why is managing change important?
2008 McKinsey worldwide survey of 3,199 executives reported that only about 1 in 3 such initiatives were successful
IBM’s 2008 “Making Change Work” surveyed 1,500 practitioners worldwide about 60 percent of the projects FAILED to fully meet their objectives.
2009 article in McKinsey Quarterly noted that surveys conducted during the previous 10 years yielded the same results that only about 30 percent of change-related initiatives were successful
Business transformations fail to fully meet their objectives not only because of a lack of change management activities but also because of poor change management frameworks
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What is Change Management?Art and science of attempting to forecast the unknown, and addressing complex issues that arise in complex organizational systems
Attempt to devise a journey though unchartered territory
Series of activities aimed at improving the odds of successfully implementing an initiative that seeks to change the way an organization operates
Change management is about enabling people and promoting stakeholder responsibility
Change management and Project Management goals are at the same time complementary and antagonistic/contradictory
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Change Management is not…‐My operating principles ‐
Communications management is not change ManagementCommunication should be viewed as a tool, not an endIn most cases, propaganda does not work as an effective tool to promote change
Training delivery is not change ManagementTraining is also a tool, not an endTraining should be viewed as a component of a broader learning/knowledge management/diffusion strategy
Change management is not about “eradicating” resistanceResistance does not automatically result in obstructionism or sabotageResistance and skepticism can be healthy, provided that they are handled properly
Change does not always need to be driven from the top
It is close to impossible to develop a systematic, detailed, step by step change management package that can be applied “out of the box” without a considerable level of customization
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Change Management‐My operating principles ‐
One size never fits all: each person, team, department, business unit, regional area, .. might cope with change in their own, distinct way
CM provides an opportunity to “ground” expectations
Culture change is HARDChange in process, technology, or policy will not automatically result in a change in cultureif a change in culture is needed, it should be an initiative of its own, managed by Org Development experts
The people best equipped to drive change are not necessarily the people who are very familiar with the status quo
The overarching goal is for the change to be IMPLEMENTED WITH the impacted stakeholders, as opposed to having it be IMPOSED ON them
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Enabling & Sustaining ChangeAll about the stakeholdersChange Mgmt is an oxymoronSystemic approach4 major workstreamsManage the change process, not attempt to control itScope creep is the normA good sensing network is key!Stakeholder advocacy is key!Willingness to question assumptionsOpportunities to improve the effectiveness of the deploymentNetwork of change leadersEquipping people for changeEnhancing buy-in/ownershipMaking sure the change sticks
Plan
Coordinate
Manage
Sense
Assess
Mitigate
Align
Enable
Drive Anchor
Transition
Sustain
Management
Sensing & Monitoring
Enablement
Sustainment
Copyright © 2011 Allen Stines
Stakeholder Management is fundamental
Stakeholder advocacy
Stakeholders are all around:Internal (e.g., corporate, business unit, functional areas, …)External (e.g., customers, suppliers, regulators, …)Project teams
Stakeholder stratification can be difficult. One size never fits allshouldn’t simply lump a functional area or operational area togetherfinding the right level of granularity can be tricky (e.g., some groups could be as large as 1,000 and others as small as 2)as a rule of thumb, the more granular and customized, the better (conversely, the more granular, the higher the overall level of effort)
The interaction must be 2-way to really be effective
Managing change impacts 2 degrees remoteUnderstanding the impacts not just on stakeholders but on stakeholders’ stakeholders
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Stakeholder engagementACCEPTA
NCE
High
Low
Initiation Transition
ACCO
UN
TABIL
ITY
Stakeholdergroups
Project team
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Internalization
Commitment
FullEngagement
Awareness
The change strategy should focus on moving stakeholders up the curve until they reach their respective expected level of engagement
Levels of stakeholder engagement
Awareness: Individuals are knowledgeable of the goals of the initiative & its perceived/anticipated impacts
Internalization: Individuals understand the (+/-) impacts to their job and to their functional area. They have begun to recognize the personal gaps that must be filled in order to operate in the new environment
Commitment: Individuals are actively gaining the skills and knowledge they will need to operate in the new environment
Full Engagement: Individuals are actively working to further improve the desired future state so that it better fits the needs of their functional areas or teams
Plan Coordinate Manage Adapt
Goal
• Operationalization of the change management/enablement strategy
• Planning, scheduling, estimating• Adaptable strategy and dynamic
plan• Scope management/ dynamic
prioritization• Comprehensive systemic roadmap
(2 degrees of freedom)
Potential deliverables
• Change plan w/ rolling wave planning window
• Roles/responsibilities• Programmatic success factors• Transformation roadmap
Examples:• Transformation leads leaving (change in priorities)• Transformation roadmapping• Vendor selection gone awry
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Sense Assess Mitigate Monitor
Goal
• Design and management of a good “sensing network”(e.g., change agents, change leaders)
• Proactive identification and management of organizational & operational risks to the business
• Issue mitigation• Effective stakeholder engagement• Grounding of assumptions
Potential deliverables
• Identification of barriers• Change impact analysis• Org critical success factors• Stakeholder stratification (assessment)
• Cultural assessment*• Learning effectiveness• Communication effectiveness• Establishment of change agent
network• Proactive problem solving• Change readiness strategy & plan
Examples:• Managing change from the middle• Enterprise rollout• Dynamic operating model
* Purpose is not to attempt to change the culture but to understand cultural constraints
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Align Enable Drive Innovate
Goal
• Stakeholder alignment• Leadership alignment• Organizational realignment• Systemic alignment (strategies, people,
processes, technologies, policies, …)
• Expectation management• Shared ownership/buy-in• Equipping people to tackle the
change• Knowledge diffusion• Diffusion of innovations
Potential deliverables
• Expectation setting• Communication plan• Talent development/Learning and
development strategy• Adaptation of deployment
strategy• Organizational/business readiness
plan• Org design activities
Examples:• Systemic cascade in business unit• Alignment expectations across leadership• Risk-based enterprise-wide deployment
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Goal
• Start with co-ownership that leads to a full transfer of ownership
• Change sustainment• Acculturation of the change
Potential deliverables
• Transition strategy & plan (not exit strategy)
• Readiness plan• Benefits realization framework• Sustainability planning• Smooth transition• Full transfer of ownership of “new
way of doing things”
Examples:• Engineer CoP• Lunch & learns by business/owners
Anchor Transition Sustain Acculturate
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Your thoughts & Questions?
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About the presenter
Allen Stines, PhDe‐mail: [email protected]: www.linkedin.com/in/allenstines
Allen Stines is a business transformation & strategic change architect who has designed, managed and enabled business transformation initiatives in a wide range of functional areas including operations, IT, HR, finance, supply chain, market management, and various technical areas. He has worked in a variety of industry sectors such as energy, manufacturing, education, government, and health care.Over the past decade Allen has led a broad range of initiatives aimed at transforming the way an organization conducts business. He’s driven systemic change while aligning stakeholders across multiple functional areas, designing and implementing strategies that enable the transformation of businesses by mitigating organizational risks and strengthening the overall alignment of people and business processes to support and execute strategy.He also conducts research and is collaborating on a series of articles defining a risk‐based change management framework. Allen has completed undergraduate degree programs in Business Operations (BS), Applied Math & Statistics (BS), and graduate degree programs in Systems Management (MS), Educational Computing (AGC), and Workforce & Organization Development (PhD).
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