View
2.367
Download
1
Tags:
Embed Size (px)
DESCRIPTION
All projects and programs are designed to deliver lasting and successful change. Yet research on project management confirms that most projects fail to meet the triple constraint (time, budget and scope) and fail to deliver the expected ROI. The most important barriers to success are "soft", people-related factors such as sponsorship, communication and culture. These are more important than "hard" factors such as resources, business process, and technology. This presentation covers the linkage between change management practice and project success, provides tips on diagnosing and addressing resistance to change, presents a framework to understand the factors affecting change capacity (skill and motivation), and describes the key roles, deliverables and best practices for change management within the project lifecycle.
Citation preview
Managing the People Side of Change: An Applied Framework
Brian Richardson, PMP
Introduction
Change Management Overview
“As project managers, we turn good intentions into positive outcomes.” – Bill Clinton, 2010 PMI Global Congress North America
“A temporary endeavor to create a unique product or service.” - PMBOK
Introduction
The Value of Change Management
The Language of Change
A Framework for Change
The Process of Change
The Value of Change Management
Value of Change Management
Success 41%
Failure 59%
49%58%
70%
0%10%20%30%40%50%60%70%80%
Corporate Culture Changing Mindsets and
Attitudes
Underestimating Project
Complexity
Typical Challenges
The “soft” stuff is the hard stuff.
Value of Change Management
Success 80%
Failure 20%
92%72% 70% 65% 55%
0%10%20%30%40%50%60%70%80%90%
100%
Sponsorship Involvement Communication Culture of Change Change Agents
Key Success Factors
143%
35%0%
20%40%60%80%
100%120%140%160%
High Change Skill Low Change Skill
ROI Delivery
Those who master change are more
successful.
The Language of Change
Language of Change
All change is dependent on individual change capacity.Resistance to change is:
1) Natural 2) Unavoidable3) Predictable4) Manageable
Stakeholder language provides clues to diagnose and act upon resistance and support.
Language of Change
Stakeholder 1 – “I support the change, but don’t understand why we need to focus on it now. My team is very busy and we don’t have time for new projects.”
Stakeholder 2 – “I support the change, butdon’t understand what you need from me and my team.”
How is the resistance different?
Which is more difficult to address?
Individual Factors
Motivation• Attitudes• Goals• Critical Behaviors
Competence• Knowledge• Skills• Aptitude
Having the requisite knowledge and skills to accept and adopt
the change.
The drive to accept and adopt
the change.
Recognizing Motivation Issues
What are some questions or behaviors from stakeholders that indicate a deficit of
motivation?
Motivation Issues
This change is a low priorityThis change is not necessaryThis is not the right timeThis change is not a good use of my timeI do not know why we are doing thisI’m not sure we are solving the real problemThis change is not practicalDeflection/2nd –hand feedback (Have you
considered…?, Are you aware that …?, I’m hearing that…)Where is the data that says that…Anger, silence, defensiveness, repeating questionsWithholding information or resources
Recognizing Competence Issues
What are some questions or behaviors from stakeholders that indicate a deficit
in competence?
Competence Issues
I don’t understand…I am not clear on…I don’t know what to do nextI don’t know how this affects meWhen is this happening?How will this be implemented?Who is responsible for . . .?What is the plan for…?I need more information about…
Diagnosing Resistance
• Confront resistance honestly and directly• Restate concerns, then discuss• Ask for clarification
– Is the issue that you don’t have enough information, or that you don’t support the change?
• Ask for a solution– What would you suggest we do next?– What/who could change your mind?
A Framework for Change
Change Management Framework
A tool to simplify our view of a complex reality
Used in all phases of the PM lifecycle
A diagnostic framework and a solutionframework
Change as a System: RCG Framework
Change as a System: RCG Framework
Change as a System: RCG Framework
Change as a System: The RCG Framework
Change as a System: RCG Framework
The Process of Change
Process of Change
Change Management is a professional discipline with proven tools, methods and best practices.
Change managers can help PMs deliver:1) Urgency2) Commitment3) Readiness
The RCG Change Management Framework is used to diagnose and solve change issues.
Initiate Phase
Initiate
• Establish vision• Create a sense of urgency• Build a senior guiding team• Assess initial individual and organizational
readiness
Goals
• Framework (diagnostic)• Stakeholder Analysis• Change Readiness Assessment
Tools
Initiate Phase
Initiate
RCG Change Management Framework
• Diagnose issues and opportunities• Identify competence and motivation
challenges and opportunities• Identify Organization, Business
Process, Culture and Leadership challenges and opportunities
Plan Phase
Plan
• Plans to achieve the desired stakeholder commitment and readiness levels
• Maintain urgency, energy and motivation• Continue to engage Senior Guiding Team• Establish and engage Field Guiding Team(s)
and Change Team(s)
Goals
• Framework (solution planning)• Change Management Plan• Communication and Involvement Plan• Measurement Plan (Monitor and Control)
Tools
Plan Phase
Plan
RCG Change Management Framework
• Validate plan and approach• Identify solutions
Execute Phase
Execute
• Achieve planned stakeholder commitment and readiness levels
• Achieve quick wins• Continue to engage Senior Guiding Team,
Field Guiding Team(s) and Change Team(s)• Solicit and incorporate feedback
Goals
• Plan Phase Deliverables• Implementation Checklist• RCG Change Management Framework
(diagnostic and solution)Tools
Execute Phase
Execute
RCG Change Management Framework
• Identify competence and motivation barriers and accelerators
• Identify Organization, Business Process, Culture and Leadership challenges, opportunities and solutions
Monitor and Control PhaseMonitor
and Control
• Monitor and address the stakeholder commitment and readiness
• Detect and address resistance and support• Make stakeholder expectations measurable
goals• Measure goal achievement
Goals
• Plan Phase Deliverables• Measurement Plan• Change Readiness Assessment• RCG Change Management Framework
(diagnostic and solution)
Tools
Execute Phase
Execute
RCG Change Management Framework
• Evaluate data in context• Identify competence and motivation
measures• Identify Organization, Business
Process, Culture and Leadership measures
• Root cause analysis
Close and Sustain Phase
Close and Sustain
• Establish long-term Change ownership• Document outstanding readiness and
commitment issues and next steps• Report goal achievement• Document lessons learned and best practices
Goals
• RCG Change Management Framework (diagnostic)
• Initiate Phase Deliverables• Measurement Plan• Change Summary
Tools
Close and Sustain PhaseClose and
Sustain
RCG Change Management Framework
• Evaluate data in context• Evaluate competence and
motivation• Evaluate Organization, Business
Process, Culture and Leadership
Change within PM Process
Initiate
• Increase Urgency• Build Guiding Team• Get the Vision Right• Stakeholder Analysis
Plan
• Plan for Urgency and Commitment
• Change Management Plan
• Communication and Involvement Plan
Execute
• Enable Action• Create Short-Term
Wins• Execute Change Plan• Execute
Communication and Involvement
• Implementation Checklist
Close and Sustain
• Don’t Let Up• Make It Stick• Roles and
Responsibilities• Change Summary
Monitor and Control• Communicate for Buy-in and Commitment• Measurement Plan• Change Readiness Assessment• Detect and Address Resistance and Support
Course Wrap-Up – Key Points
Value of Change• Project success is dependent on managing the
people aspect of change• Organizations that master change are more
successful (80% vs. 41%)
Language of Change• Resistance to change is natural and unavoidable,
but manageable• Language helps us distinguish Motivation issues
from Competence issues
Course Wrap-Up – Key Points
Framework for Change
• Individual change capacity is influenced by Organization, Business Process, Culture, Leadership factors
• PMs can use the framework to help diagnose and solve change issues
Process of Change
• Change management has proven methods that map to the PM lifecycle
• Change Managers help PMs deliver urgency, commitment and readiness
Brian Richardson, PMP• Email: [email protected]• LinkedIn: linkedin.com/in/briandrichardson• Twitter: @briandrichardso• Web: www.richardsonconsultinggroup.com
Consulting Staffing Training Coaching Accelerated Facilitation
Contact Information