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CHANGE MANAGEMENT
The Project Manager as an Agent of Change
Mary T. Dirlam, PMP
Thursday, July 19, 2012
WHAT DO ALL PROJECTS HAVE IN COMMON?
Projects
introduce change
PMs
deliver projects
PMs
are therefore Agents of Change
WHAT IS CHANGE?
Standard
definition:
A transformation, modification or
alteration
Our
Reality:
Making people do something different than
how they are used to doing it
WHAT IS CHANGE MANAGEMENT
Countering the natural organizational resistance
to change
Pioneers:
Elisabeth Kubler-Ross: worked with terminally ill
patients
Spencer Johnson: writer of business fables
John P. Kotter: Harvard Business School professor
and organizational change expert
KUBLER-ROSS: PHASES OF GRIEF
Denial – “This isn’t happening”
• Anger – “Why is this happening?”
• Bargaining – “I’ll do anything to delay/stop
this from happening”
• Depression – “Why bother if this is
happening anyway”
• Acceptance – “This is going to happen, and
everything will be OK”
•
SPENCER: “WHO MOVED MY CHEESE”
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Change Happens – They keep moving the cheese
Anticipate Change – Get ready for the cheese to
move
Monitor Change – Smell the cheese so often you
now when it is getting stale
Adapt to Change Quickly – The quicker you let go
of the old stale cheese the sooner you can enjoy the
new fresh cheese
Change – Move with the cheese
Enjoy Change – Savor the adventure and enjoy the
taste of the new cheese
Be Ready to Change Quickly and Enjoy It Again
– They keep moving the cheese
KOTTER: “LEADING CHANGE”
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Create a sense of urgency – Why this is important
Develop a guiding coalition – How will this be
implemented
Develop a vision for the future – What will things
look like after this is implemented
Communicate the vision – What you need to know
about what we are implementing
Empower broad-based action – How you can have
an impact
Generate short-term wins – What can we achieve
now
Don’t let up – How to stay committed
Make it stick in the organizational culture –
How this is part of the organization’s long-term plan
for success
HOW DOES CHANGE MANAGEMENT FIT
INTO PROJECT MANAGEMENT?
How
do we define project success?
How
are long-term usability and customer
satisfaction factored in?
Who
owns change management – PM or
stakeholders? Or is it a partnership?
CHANGE MANAGEMENT AS PARTNERSHIP
Engage Operations Management early
Leverage Subject Matter Experts from the
business
Provide regular communications to business
stakeholders and impacted business units
The role of Business Process Design
Shared ownership of training
Communications planning with an eye on change
Change Management as part of Project
Management
PROJECT KNOWLEDGE AREAS
Integration Management
• Scope Management
• Time Management
• Cost Management
• Quality Management
• Human Resource Management
• Communications Management
• Risk Management
• Procurement Management
•
DEFINING A CHANGE MANAGEMENT
KNOWLEDGE AREA
Change Planning – create a change management
plan for how changes to current processes will be
documented and communicated to project
stakeholders
• Change Definition – identify and document
processes and procedures that will be impacted by
the implementation of project deliverables
• Control Change – execute change management as
defined in the change management plan
• Change Verification – document the impact of the
project deliverables and the effectiveness of the
change management plan for lessons learned
•
1. CHANGE PLANNING
Inputs
Enterprise Environmental Factors
Organizational Process Assets
Project Communications Plan
Project Timeline
Tools and Techniques
Expert Judgment
Templates, forms and standards
Outputs
Change Management Plan
2. CHANGE DEFINITION
Inputs
Organizational Process Assets
Project Scope Statement
Approved Change Requests
Tools and Techniques
Product Analysis
Process Analysis
Expert Judgment
Outputs
Process Documentation – Current State
Process Documentation – Future State
3. CONTROL CHANGE
Inputs
Change Management Plan
Completed Deliverables
Process Documentation
Tools and Techniques
Organizational Process Assets
Expert Judgment
Templates, forms and standards
Outputs
Approved Communications
4. CHANGE VERIFICATION
Inputs
Approved Communications
Stakeholder Feedback
Tools and Techniques
Process Analysis
Outputs
Change Management Plan Updates
Communications Management Plan Updates
Organizational Process Assets Updates
ADDITIONAL READING
On Death and Dying – Elisabeth Kubler-Ross
Who Moved My Cheese? – Spencer Johnson
Leading Change – John P. Kotter
A Pocket Full of Change – Peter de Jager