Presentation by Donna Unitt on 30 November 2017 at Robert Gorden University, Aberdeen

1. APM Enabling Change SIG
Change Management in a
Project Environment
Donna Unitt
APM Scotland Branch
30th November 2017

2. Agenda
 Introductions
 Enabling Change Specific Interest Group (SIG) Overview
 Change Management – Setting the Scene
 Project and Change Management Relationship
 Change and the Individual
 Change and the Organisation
 Communications & Stakeholder Engagement
 Change Management in Practice
 Enabling Change SIG Methods & Standards Theme
 Summary
 Questions & Close

3. Introduction:
Donna Unitt
 Over 25 years in Supply Chain Logistics
 Over 20 years delivering change and transformation
programmes and projects
 Head of Delivery for Rocket Consulting – an SAP Partner
 Member of APM for 17 years
 APM Enabling Change SIG – Methods & Standards
Theme Lead
 Certified APMP Change Management Practitioner
 Sing in a large community choir – performed at the Albert
Hall & Symphony Hall

4. Introductions - You
 Overview of Types of Roles
• Head of Projects / Project Delivery / Project Director
• Programme or Project Manager
• Implementation Manager
• Project Management Office
• Project Management Students
• Change Manager / Change Agent
• Other

5. Enabling Change SIG Mission
The SIG’s mission is to‘improve the
change capability of organisations,
teams and individuals’

6. Themes Practitioner Groups
Events, Membership &
Communications
Methods & Standards
Collaboration – External
(OU, CMI, APMP)
Innovation
(Research, L&D,
Software)
Collaboration – Internal
(SIG’s, Branches)
Transport
FinancialServices
PublicServices
Change
Community –
>500 members
Enabling Change SIG
Utilities
Manufacturing

7. Change Management-Setting the Scene
 APM Body of Knowledge Definition -
Change Management is a structured
approach to moving an organisation from
the current state to the desired future state.
 Change Management
– is about adoption – getting a critical mass of
people committed to sustain the change.
 Project Management
– is about installation – focusing on a plan
built around events and time.

8. What is Change Management
 Change Management is about realising the
benefits of the change or projects

9. What Change Management Is Not
 The governance of programmes.
 IT Change Management in relation to the Information
Technology Infrastructure Library (ITIL), a set of practices for IT
Service Management.
 Change Control of scope, milestones, etc. in project
management.
 Change Control within Quality Management Systems (QMS)
and Information Technology (IT) systems, which is a formal
process used to ensure that changes to a product or system are
introduced in a controlled and coordinated manner.

10. STOP
 To install a new solution is not enough for the change to be successful –
putting a new system will not mean people will use it
 Change Management focuses on making sure that those affected by
the change are on board to make it successful
‘To be’
PEOPLE
PeopleSystems/
Technology
Operations
‘As is’
PEOPLE
PeopleSystems/
Technology
Operations

11.  The world is becoming more VUCA (volatile, uncertain,
complex and ambiguous)
 Projects are becoming larger, more complex, more
software intensive and more political
 Formal tools and techniques have their place
 Must address people’s behaviour and how they
understand themselves and their role
Why do we need to focus on Change
Management ?

12. Change Management & P3

13. Change & The Individual
• Learning Preferences
• Individual Differences
• Conflicts and Compliments
• Learning Model
• Learning Dip
• Managing the Transition
• Individual Motivation
• Rewards and Punishment
• Personal Growth

14.  The learning process has implications on job
performance
 Skilled performance or mastery associated
with unconscious competence is fluent and
quick and errors are infrequent
 As soon as a learner has to pay conscious
attention to the skill and especially before
basic competence is achieved – productivity
declines and error rates can climb, meaning a
significant fail in job performance
 When planning any change which will involve
people in learning new skills where they have
previously been highly competent, a learning
dip such as this must be expected and
planned for
The Learning Dip

15. Change & The Organisation
• Metaphors
• Culture – how its shaped
• Culture and Climate
• Emergent Change / Planned Change
• Drivers for Change
• Portfolio, Programmes and Projects
• Developing Vision / Vision Statement
• Viewpoints and Perspectives
• Change Leadership
• Change Roles – Sponsor / Agents
• Line Management
• Change Readiness

16.  Level 1 – visible artefacts and products – e.g.
office layout, furniture , who gets what etc.
 Level 2 – Norms and Values
– norms are shared and accepted sense in an
organisation of what is ‘right’ or ‘wrong’
– Values are the basis on which something is seen
as ‘good’ or ‘bad’
 Level 3 – Basic Assumptions - e.g. the
assumption that ‘ all people are equal’ bias
assumption are seldom articulate but underpin
many of the norms and values of some
societies
Levels of Organisational Culture

17. Communication & Stakeholder
Engagement
• Stakeholder Definition & Identification
• Segmenting / Grouping Stakeholders
• Personas
• Empathy Maps
• Mobilising Stakeholders
• Influencing through Demonstration
• Communication Barriers
• Cognitive Bias
• Feedback Mechanisms
• Communication Approaches
• Communication Channels
• Fostering Collaboration

18.  Influencing Strategies
 Identify and target the early adopters – some stakeholders are best engaged by
others
 Listening as a means of mobilisation – seek first to understand then be understood
 Lead with meaning and emotion – emotion trumps reason
 Influencing through demonstration – demonstration trumps argument
Managing Relationships & Mobilising
Stakeholders

19. Feedback Mechanisms
 Feedback lets the sender know how the message has been
received , it turns the communication into a two way process
 Allows a more meaningful exchange to take place and
enables the receiver to be equally involved in the process
 During communication, feedback provides valuable
information about whether a message has been understood
as it was intended
 To make this work the sender must be prepared to listen to
the incoming feedback and respond accordingly
 Gathering feedback from people throughout a change
initiative, both individually and collectively, is an effective
activity to monitor the effectiveness of communication efforts

20.  Successful communication and engagement
your approach must appeal to peoples hearts as
well as minds
 Use both logical reasoning to explain the drivers
and approach to change and also appear to their
emotions:
– Symbolic actions and symbolism
– Use of metaphors
– Use of narrative and storytelling
Appealing to Hearts and Minds

21. Using Stories to Engage People
 Research a resolution that addresses a problem
– e.g. the merger was successful and went smoothly
 Overcome a challenge successfully
– e.g. the two companies had very different cultures
 Have a clear key message which is the main point of
the story
– e.g. each company has their speciality and strengths, but
together they are much stronger, offer a better service
and have more opportunities
 Use rich sensory language to make it come alive
– e.g. describe some of the characters involved, the angst
they felt, their thoughts and concerns
 Move people to action
– e.g. be clear on what they should do next – e.g. get
involved in the forums to offer your ideas

22. Change Management In Practice
• Change Impact / Risks / Business Continuity
• Impact Assessment
• Change Methodology & Tools
• Resistance – Psychological Contract
• Strategy to Manage Resistance
• Building & Sustaining Momentum
• Education / Learning – Training Plan
• Environment & Methodologies
• Sustaining Change
• Levers and Leverage
• Adoption Levels / Critical Mass
• Re-enforcing Systems

23.  Emotional – exert an internal pressure to change such as guilt, pride or a
feeling of involvement
 Procedural – imposed by the process a person needs to follow, so the change
becomes toed into how things are done and is not optional as later parts of
work cannot be completed until the new way of working has been completed
 Structural – implicit in the way the organisation is controlled and the way the
elements of the organisation are grouped together or managed separately
 Encourage the right behaviour and deal decisively with behaviour that could
undermine the success of the change
Types of Levers

24.  Leaders are looking for ways to reduce the risk and failure levels of their
organisations’ change initiatives, and using a structured, co-ordinated
approach to change helps prepare for planned and unplanned changes.
 Different ways of managing change are termed methodologies, frameworks,
models and approaches, and definition of these are as follows:
– Methodology – a system of methods used in a particular area of study or activity
– Framework – a basic structure underlying a system, concept, or text
– Model – a representation of a person or thing or of a proposed structure
– Approach – a way of dealing with a situation or problem
Approaches to Change Management

25. Approaches to Managing Change
 Approach should be overarching and holistic
 Approach should be integrated with the organisation strategy
 Practical to deploy
 Understandable and not too technical in language
 Structured
 Must identify change success factors and benefits
 Must be communicated throughout the organisation
 Take into consideration the culture of the organisation
 Consider scale and type of change

26. Lewin

27. Kotter

28. Creating sense of
urgency
Sharing the vision
– positive and
clear outcome
Committed
change leaders
Provide direction,
guidance and
support the
change
Involvement
Learning
environment
Rewards
Communication
– two way
feedback
Middle and First
Line Managers
responsible for
their area
Empowerment
Change Leaders
People buy into
the change -
WIFM
Inspired and
motivated
Personal
connections
Support through
transition
Relationships
Responsibility
Learning Curve
Shared Change
Purpose
Change Leadership Powerful
Engagement
Committed Local
Sponsors
Strong Personal
Connection
Sustained Personal
Performance
An Example Approach

29. Key Success Factors for Change
 Formulate a clear vision and strategy, supported by well-defined
benefits
 Ensure strong leadership and sponsorship
 Define and follow a well-structured and integrated approach
 Understand, engage with, build commitment from and support
key stakeholders
 Build a strong change team with the necessary capabilities for
success
 Measure the success of the change initiative

30. Measuring Change Success

31. Change Benefits

32. APM Enabling Change SIG -Change
Methods & Standards Theme
Our Objective
 Increase awareness of available change methods and
standards
 Through:
• Micro-site
• Reference documents
• Common Themes & Lessons learned
• Sharing Best Practice

33. Methods & Standards Documents
Headings
Representing
Change
Capabilities &
Methods
Common
Vocabulary
Library of
Professional
Knowledge /
Reference
Sources
Change
Management
Press &
Publication
Reference
Library
Enabling Change
Case Studies
Change
Methodologies
Change
Management
Professional
Horizons
Definitions
References
Development Experience
Introduction to
Managing
Change Book

34. Documentation Overlaps & Links
Common
Vocabulary
Headings for
Representing
the Change
Capabilities /
Methods
Library of
Professional
Knowledge /
Reference
Sources
Change
Management
Press &
Publications
Reference
Library
Enabling Change
Case Studies
Change
Methodologies
Change
Management
Professional
Horizons
Beginner /
Novice
Expert /
Change
Leader
Intermediate /
Practitioner
Introduction to
Managing
Change Guide

35. Introduction to Managing Change
Guide
 Programme and project managers directly managing
change and transformation programmes and projects,
 An accessible introduction to the change management
discipline within a familiar context, and a starting point
for those who have little background in the field
 For project professionals working in a change
management environment, it helps raise awareness of
the language and concepts involved

36.  Each other
 Events
 Micro-site
 Newsletter
 Spark Collaboration
 Contact me!
donna.unitt@rocket-consulting.com
What resources are available to help
you take this further?

37. Summary
 It’s all about the people
 Change takes time – build this into your plans
 Start with a vision – make sure its clear
 Engage the Stakeholders
 Recognise any Trade Offs
 Work with the Willing
 Communicate even if you don’t have all the answers
 Listen / Feedback / Action
 What are Silent One’s Thinking
 Learn and Adapt, Constantly Evaluate

38. Questions?