Winning with People in Project Portfolio Management

From Accidental Change Management to

Intentional Change Leadership

Agenda

The Change Management Role in Project Portfolio Management

The Accidental Change Manager

The Intentional Change Leader

Moving from Accidental to Intentional Change Leadership

Q&A

Tools & Resources

2

Objectives

3

Share insights and practices to enable

you to lead change more effectively

within your programs and projects

Provide practical information and tools

as a takeaway

Today’s Panel

4

Jesse Jacoby Founder & Managing Principal

www.EmergentConsultants.com

AJ Holley Change Management Practice Leader

www.Daptiv.com

Formula for Project Success

5

Q x E = S Successful project

through rigorous

project portfolio

management &

strong change

management

Engagement of the

people through

strong change

management

Quality business

solution through

rigorous project

portfolio

management

Why Change Management Matters

48% of executives and managers believe they do not have the necessary

capabilities to effectively deliver change or sustain it2

Companies under-invest in organizational change management, allocating, on

average, only 5% of the overall system implementation budget to the change

management effort3

Sources:

1) 2014 Best Practices in Change Management (Prosci, 2014)

2) Culture’s Role in Enabling Organizational Change (Katzenbach Center at Booz & Co, 2013), a survey of 2,219 executives and managers worldwide

3) 10 Best Practices in Organizational Change for Project Managers (Gartner, 2011)

6x Projects with excellent change management programs were

six times more likely to meet or exceed their objectives than

those with poor change management programs1

YET…

6

Accidental Change Management

7

Common Mistakes

Believing that

Change Management =

Communications or Training Only

Over-Reliance on HR

Viewing Change

Management as an

Event

Communicating Only

When Answers Are Known

Dictating

Change From On High

Appealing Only to the

Rational-Logical

Declaring “victory” too soon

8

“Intentional change leadership”

What “Intentional change leaders” do:

Source:

*10 Best Practices in Organizational Change for Project Managers (Gartner, 2011)

Budget for organizational change.

Gartner recommends allocating an

average of 15% of program

budget to organizational change

management activities*

Use change experts early in the

process to assess the magnitude of

the change

Integrate organizational change

management activities into the

program and project plans

Know what good practice looks

like. We’ll briefly review four areas

now – Executive Sponsorship,

Communications, Training &

Learning, and Sustainment

9

Executive Sponsorship

10

“Anointed” project sponsor

Sponsor calls in to the project

kick-off

Sponsor receives regular status

updates

Sponsor sends an email about the

project periodically

Resistance is discussed behind

closed doors

“On-time, on-budget” is the cheer

from the top

Change management is reviewed

separately from other project

meetings or presentations

ACCIDENTAL

(What often occurs)

INTENTIONAL

(What should occur)

Build Alignment

with Leaders

Provide

Active Support

Lead by

Example

Invite

Feedback

Celebrate Wins in

High-Profile Ways

Embed

Change

Communications

11

Communicate project status

Communicate information from

the top down

Communicate using formal emails

Communicate only when answers

are known, and “just the facts”

Delegate communications to HR

or Communications team

Using rational/intellectual

information to overcome

resistance

ACCIDENTAL

(What often occurs)

INTENTIONAL

(What should occur)

Leverage

Multi-Channel

Equip

Influencers

Promote

Dialog

Communicate

Messages x 10

Inspire

Change

Training & Learning

• Training strategy is developed by

project team

• Training addresses technical skill

gaps

• Training content is developed by

the project team

• Training content is delivered in

one or two formats

• Feedback about the training is

collected anecdotally

ACCIDENTAL

(What often occurs)

INTENTIONAL

(What should occur)

Assess

Holistically

Leverage

Internal Experts

Involve

Stakeholders

Use Multiple

Formats

Measure

Effectiveness

12

Sustainment

13

Calling the implementation a

success after the final project

milestone is achieved

Consider the project completed

after everyone has been trained

Send announcement for project

close

Hope and pray that ROI is realized

ACCIDENTAL

(What often occurs)

INTENTIONAL

(What should occur)

Codify

Changes

Reward &

Recognize

Institutionalize

Expectations

Plan for

Sustainment

You can influence all of these factors

14

Minimum 15%

Budget for

Change

Embed Expert

Change

Resources

Integrate Change

Activities

Know What

“Intentional Change”

Looks Like

Additional Resources

15

Executive Sponsor Assessment from Change Accelerator

www.changeaccelerator.com

Transformation & Change

White Papers

Get them free at:

www.emergentconsultants.com/ppm

Q&A and Discussion

16