By Allen Stines, PhDPresented 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 o...
AgendaDefining “change management”My operating principles & experiencesEnabling & sustaining change: an emergent modelStak...
Why is managing change important?2008 McKinsey worldwide survey of 3,199 executives reported thatonly about 1 in 3 such in...
What is Change Management?Art and science of attempting to forecast the unknown, andaddressing complex issues that arise i...
Change Management is not…                        ‐ My operating principles ‐Communications management is not change Manage...
Change Management                           ‐ My operating principles ‐One size never fits all: each person, team, departm...
Enabling & Sustaining Change                                                                                        All ab...
Stakeholder Management is fundamentalStakeholder advocacyStakeholders are all around:   Internal (e.g., corporate, busines...
Stakeholder engagement     High                                                      Full                Stakeholder      ...
Plan   Coordinate       Manage      Adapt                      Goal                        Potential deliverables•   Opera...
Sense                Assess       Mitigate             Monitor                       Goal                                 ...
Align              Enable       Drive      Innovate                        Goal                               Potential de...
Anchor     Transition       Sustain          Acculturate                Goal                           Potential deliverab...
Your thoughts & Questions?                             15
About the presenter   Allen Stines, PhD   e‐mail:  allenstines@gmail.com   LinkedIn:  www.linkedin.com/in/allenstines   Al...
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Leveraging Change Management To Enable Successful Projects - PMI LEAD CoP Webinar Pres (Mar 29, 2011)

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Project Management Institute (PMI) LEAD Community of Practice (LEAD CoP) webinar presentation (Mar 29, 2011) - Leveraging Change Management To Enable Successful Projects - by Allen Stines, PhD

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Leveraging Change Management To Enable Successful Projects - PMI LEAD CoP Webinar Pres (Mar 29, 2011)

  1. 1. By Allen Stines, PhDPresented Mar 29, 2011:Webinar - Project Management Institute (PMI) LEAD Community of Practice (CoP) Copyright © 2011 Allen Stines
  2. 2. Purpose of this presentationEngage Project Managers (PM) who are interested in enhancing their skill set around managing organizational and operational changeStart a conversation and engage PMs who are interested in sharing best practices: what works and what doesn’t workPromote 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) 2
  3. 3. AgendaDefining “change management”My operating principles & experiencesEnabling & sustaining change: an emergent modelStakeholder engagementChange management workstreamsYour thoughts, comments, & questions 3
  4. 4. Why is managing change important?2008 McKinsey worldwide survey of 3,199 executives reported thatonly about 1 in 3 such initiatives were successfulIBM’s 2008 “Making Change Work” surveyed 1,500 practitionersworldwide about 60 percent of the projects FAILED to fully meettheir objectives.2009 article in McKinsey Quarterly noted that surveys conductedduring the previous 10 years yielded the same results that onlyabout 30 percent of change-related initiatives were successfulBusiness transformations fail to fully meet their objectives not onlybecause of a lack of change management activities but alsobecause of poor change management frameworks 4
  5. 5. What is Change Management?Art and science of attempting to forecast the unknown, andaddressing complex issues that arise in complex organizationalsystemsAttempt to devise a journey though unchartered territorySeries of activities aimed at improving the odds of successfullyimplementing an initiative that seeks to change the way anorganization operatesChange management is about enabling people and promotingstakeholder responsibilityChange management and Project Management goals are at thesame time complementary and antagonistic/contradictory 5
  6. 6. Change Management is not… ‐ My operating principles ‐Communications management is not change Management Communication should be viewed as a tool, not an end In most cases, propaganda does not work as an effective tool to promote changeTraining delivery is not change Management Training is also a tool, not an end Training should be viewed as a component of a broader learning/knowledge management/diffusion strategyChange management is not about “eradicating” resistance Resistance does not automatically result in obstructionism or sabotage Resistance and skepticism can be healthy, provided that they are handled properlyChange does not always need to be driven from the topIt is close to impossible to develop a systematic, detailed, step by stepchange management package that can be applied “out of the box”without a considerable level of customization 6
  7. 7. 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 wayCM provides an opportunity to “ground” expectationsCulture change is HARD Change in process, technology, or policy will not automatically result in a change in culture if a change in culture is needed, it should be an initiative of its own, managed by Org Development expertsThe people best equipped to drive change are not necessarily thepeople who are very familiar with the status quoThe overarching goal is for the change to be IMPLEMENTED WITH theimpacted stakeholders, as opposed to having it be IMPOSED ON them 7
  8. 8. Enabling & Sustaining Change All about the stakeholders Manage Plan Change Mgmt is an oxymoron Management Systemic approach 4 major workstreams Coordinate Manage the change process, not attempt to control it Scope creep is the norm A good sensing network is key! Sensing & Mitigate  Sense  Stakeholder advocacy is key! Monitoring Willingness to question assumptions Assess  Opportunities to improve the effectiveness of the deployment Network of change leadersDrive   Align Sustainment Sustain Anchor  Equipping people for change Enhancing buy-in/ownership Transition  Making sure the change sticks Enable  Enablement Copyright © 2011 Allen Stines
  9. 9. Stakeholder Management is fundamentalStakeholder advocacyStakeholders are all around: Internal (e.g., corporate, business unit, functional areas, …) External (e.g., customers, suppliers, regulators, …) Project teamsStakeholder stratification can be difficult. One size never fits all shouldn’t simply lump a functional area or operational area together finding 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 effectiveManaging change impacts 2 degrees remote Understanding the impacts not just on stakeholders but on stakeholders’ stakeholders 9
  10. 10. Stakeholder engagement High Full Stakeholder Engagement groups ACCOUNTABILITY ACCEPTANCE The change strategy should focus on Commitment moving stakeholders up the curve until they reach their respective expected level of engagement Internalization Awareness Project team Low Initiation Transition Levels of stakeholder engagementAwareness: Individuals are knowledgeable of the goals of the initiative & its perceived/anticipated impactsInternalization: Individuals understand the (+/-) impacts to their job and to their functional area. They have begun torecognize the personal gaps that must be filled in order to operate in the new environmentCommitment: Individuals are actively gaining the skills and knowledge they will need to operate in the new environmentFull Engagement: Individuals are actively working to further improve the desired future state so that it better fits theneeds of their functional areas or teams 10
  11. 11. Plan Coordinate Manage Adapt Goal Potential deliverables• Operationalization of the change • Change plan w/ rolling wave management/enablement strategy planning window• Planning, scheduling, estimating • Roles/responsibilities• Adaptable strategy and dynamic • Programmatic success factors plan • Transformation roadmap• Scope management/ dynamic prioritization• Comprehensive systemic roadmap (2 degrees of freedom)Examples:• Transformation leads leaving (change in priorities)• Transformation roadmapping• Vendor selection gone awry 11
  12. 12. Sense Assess Mitigate Monitor Goal Potential deliverables• Design and management of a • Identification of barriers good “sensing network” • Change impact analysis (e.g., change agents, change leaders) • Org critical success factors• Proactive identification and management of organizational & • Stakeholder stratification (assessment) operational risks to the business • Cultural assessment*• Issue mitigation • Learning effectiveness• Effective stakeholder engagement • Communication effectiveness• Grounding of assumptions • Establishment of change agent network • Proactive problem solving • Change readiness strategy & planExamples:• Managing change from the middle * Purpose is not to attempt to change the culture but to understand cultural constraints• Enterprise rollout• Dynamic operating model 12
  13. 13. Align Enable Drive Innovate Goal Potential deliverables• Stakeholder alignment • Expectation setting• Leadership alignment • Communication plan• Organizational realignment • Talent development/Learning and• Systemic alignment (strategies, people, development strategy processes, technologies, policies, …) • Adaptation of deployment• Expectation management strategy• Shared ownership/buy-in • Organizational/business readiness• Equipping people to tackle the plan change • Org design activities• Knowledge diffusion• Diffusion of innovationsExamples:• Systemic cascade in business unit• Alignment expectations across leadership• Risk-based enterprise-wide deployment 13
  14. 14. Anchor Transition Sustain Acculturate Goal Potential deliverables• Start with co-ownership that • Transition strategy & plan leads to a full transfer of (not exit strategy) ownership • Readiness plan• Change sustainment • Benefits realization framework• Acculturation of the change • Sustainability planning • Smooth transition • Full transfer of ownership of “new way of doing things”Examples:• Engineer CoP• Lunch & learns by business/owners 14
  15. 15. Your thoughts & Questions? 15
  16. 16. About the presenter Allen Stines, PhD e‐mail:  allenstines@gmail.com LinkedIn:  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).  16

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