This document discusses integrating project, process, and change management to maximize business value. It begins with introductions and an agenda. It then explains why projects often fail due to treating these areas separately rather than together. An integrated approach considers them interconnected and essential. Case studies demonstrate success through this approach, such as assessing needs, establishing governance, and achieving goals for a bank. The value of the integrated model is outlined as realizing objectives, improved experiences, on-time delivery, and minimized risks.

1. Integrating Project,
Process & Change
Management to
Maximize
Business Value
May 2019
Helping Clients Succeed

2. Personal Introductions

3. Farzad Khan MBA, P.Eng., PMP
3
Farzad Khan is an accomplished business
professional with over 18 years of
management consulting experience.
His experience spans across banking,
retail and professional services industries.
Farzad offers a unique integrated
approach of combining Project, Process &
Change Management to deliver on client’s
business goals.
farzad.khan@strategicfront.com

4. Agenda

5. Agenda
5Integrating Project, Process and Change Management
Integrating Project, Process & Change Management
Why Projects Fail1
Value of Project, Process
& Change Management2
Success Stories3

6. Why Projects Fail

7. Why Projects Fail
7
33% of projects fail because of lack of involvement from senior management
Source: Dilbert Comics
Integrating Project, Process and Change Management
Source: University of Ottawa

8. Why Projects Fail
8
Statistics indicate organizations’ concern of project failure
97.5% 37% 17%
Project Failure Rate
97.5% of companies fail to
complete all their projects
successfully.
(Source: Gallup Bus. Journal –
Feb 2012)
Failed to achieve objectives
37% of the projects failed to
achieve business objectives.
(Source: PMI Pulse of the
Profession 2017)
Detrimental IT Projects
17% of IT projects go so badly,
they threaten the existence of the
company.
(Source: McKinsey 2012 article on
Delivering Large Projects)
Integrating Project, Process and Change Management

9. Achieving success through learning from failure
9
Projects fail because organizations take a silo approach to three key
interconnected ingredients that optimize business value
Integrating Project, Process and Change Management
Project Change FailureProcess

10. Why Projects Fail
Common reasons for adopting an isolated approach
Task
Merging
Failure
Within
Success
Missing
the Big
Picture
Ignoring
Behaviour
al Aspects
Failure
Task Merging
Considering process
and change
management as sub
tasks of a project
Missing the Big
PictureFailing to realize the
importance of processes
and the magnitude of its
impact
Failure Within
SuccessToo focused on
project delivery,
ignoring objectives of
the organization
Ignoring Behavioural
AspectsFailing to recognize the
two different sides of a
project; Technical and
Human Side
10Integrating Project, Process and Change Management

11. Value of Project,
Process & Change

12. Value of Project, Process & Change
12
Integrating project, process and change management results in success of your
initiative
Project
Management
Process
Management
Change
Management
Success
Integrating Project, Process and Change Management

13. Value of Project, Process & Change
13
Successful project leaders follow an integrated approach for executing projects
Integrating Project, Process and Change Management
Maximizing Business Value
Through a strong integrated foundation of…
Project Management Process Management Change Management
• Maturity Assessment
• Agile Project
Management
• Program & Project
Delivery
• Business Process
Design
• Process Digitization &
Automation
• Robotic Process
Automation
• Change Assessment
• Change Planning
• Change Delivery
People Tools Techniques Service

14. Value of Project, Process & Change
14
Results of an integrated project management approach
Organization
Objectives Met
Improved Human
Experience
Financial Targets
Achieved
Delivery within
assigned
Timeline
Project Execution
Risk Minimized
Integrating Project, Process and Change Management

15. Success Stories

16. Client Cases
In today’s rapidly changing
marketplace, progressive
organizations need agile
business advisors to help
them thrive.
At StrategicFront, we
provide an agile delivery
model to help clients
achieve their full potential
through our integrated
approach.
<Document title | Date >
Gap in managing project
execution risk of a bank
Post-merger integration
to realize full value
Adoption of new agile
processes by a bank
Working with cross
functional teams to
device a new risk
management technique
Assessing integration
needs against, Short,
Medium and Long term
goals
Gap assessment
followed by robust
training & communication
based on Agile practices
Established the
Governance,
Methodology & Tools to
measure and manage
Execution Risk exposure
and align with OSFI
requirements
Successful integration for
Short & Medium term
goals were completed by
the end of engagement.
The client also had a
clear road map to
achieve long term goals
The new Agile practices
were well understood by
client’s project teams
and adopted in most
projects. Also enhanced
the Agile practices based
on our expertise
Issue
Approach
Outcome

17. Comments / Questions?

18. Thank you
farzad.khan@strategicfront.com
+1 (647) 924 - 1650
We look forward to speaking with you.
Our offices
276 Fifth Avenue, Suite 704
New York, New York 10001 USA
100 King Street West, Suite 5700
Toronto, Ontario M5X 1C7 Canada
Contact us
www.StrategicFront.com
18Integrating Project, Process and Change Management

19. Thank you for your time.
19
If you have any questions please don’t hesitate to
contact us at:
▪ info@strategicfront.com