Project Management Variance and Change

1. London School of Business and Finance

2. 1. Introduction
2. Designing the organisation
3. Project life cycle
4. Project tools and techniques
5. Resourcing and budgeting
6. Implementation
7. Communication and culture
8. Variance and change
9. Risk management and uncertainty
10. Project outcomes

3. 1. About this lecture
2. Why is this important?
3. Types of variance
4. Managing variance
5. Changes in the environment
6. Six images of managing change
7. What changes in organisations?
8. Resistance to change
9. Communicating change
10. Exercises

4. www.lifesip.com

5. 1. About this lecture
2. Why is this important?
3. Types of variance
4. Managing variance
5. Changes in the environment
6. Six images of managing change
7. What changes in organisations?
8. Resistance to change
9. Communicating change
10. Exercises

6.  Projects take time to complete – often many
months.
 During the period a project is running,
change is inevitable.
 The changes can be either external to the
project, or internal.
 Such changes could have a serious impact on
the success of the project.
 The project manager needs to understand
these changes ...
 ... and to take appropriate action.

7. 1. About this lecture
2. Why is this important?
3. Types of variance
4. Managing variance
5. Changes in the environment
6. Six images of managing change
7. What changes in organisations?
8. Resistance to change
9. Communicating change
10. Exercises

8. 1. Requirements
2. Budget
3. Schedule

9. 1. About this lecture
2. Why is this important?
3. Types of variance
4. Managing variance
5. Changes in the environment
6. Six images of managing change
7. What changes in organisations?
8. Resistance to change
9. Communicating change
10. Exercises

10. 1. Identifying variance
2. Analysing variance
3. Making the decision
4. Execution
5. Monitoring

11. 1. About this lecture
2. Why is this important?
3. Types of variance
4. Managing variance
5. Changes in the environment
6. Six images of managing change
7. What changes in organisations?
8. Resistance to change
9. Communicating change
10. Exercises

12. 1. Political
2. Economic
3. Social and cultural
4. Technological
5. Environmental
6. Legal

13. 1. About this lecture
2. Why is this important?
3. Types of variance
4. Managing variance
5. Changes in the environment
6. Six images of managing change
7. What changes in organisations?
8. Resistance to change
9. Communicating change
10. Exercises

14. 1. Director (intended outcomes)
2. Navigator (partially intended outcomes)
3. Caretaker (unintended outcomes)
Controlling:
Shaping:
1. Coach (intended outcomes)
2. Interpreter (partially intended outcomes)
3. Nurturer (unintended outcomes)
Managing Organizational Change” Palmer, Dunford & Akin (2009)

15. 1. About this lecture
2. Why is this important?
3. Types of variance
4. Managing variance
5. Changes in the environment
6. Six images of managing change
7. What changes in organisations?
8. Resistance to change
9. Communicating change
10. Exercises

16. 1. First order (incremental)
2. Second order (transformational)
Incremental Discontinuous
Anticipatory Tuning Reorientation
Reactive Adaptation Re-creation
Managing Organizational Change” Palmer, Dunford & Akin (2009)

17. 1. About this lecture
2. Why is this important?
3. Types of variance
4. Managing variance
5. Changes in the environment
6. Six images of managing change
7. What changes in organisations?
8. Resistance to change
9. Communicating change
10. Exercises

18. 1. Dislike of change
2. Discomfort with uncertainty
3. Perceived negative effect on interests
4. Attachment to the established culture
5. Perceived breach of psychological contract
6. Lack of conviction that change is needed
7. Lack of clarity as to what is expected
8. Belief that the proposed change is inappropriate
9. Belief that the timing is wrong
10. Excessive change
11. Experience of previous change
12. Disagreement with the way the change is managed
Managing Organizational Change” Palmer, Dunford & Akin (2009)

19. 1. About this lecture
2. Why is this important?
3. Types of variance
4. Managing variance
5. Changes in the environment
6. Six images of managing change
7. What changes in organisations?
8. Resistance to change
9. Communicating change
10. Exercises

20. Managing Organizational Change” Palmer, Dunford & Akin (2009)
high
little
low
great
Amount of information transmitted
Communication
effectiveness
Spray & pray
Tell & sell
Underscore & explore
Identify & reply
Withhold & uphold

21. 1. About this lecture
2. Why is this important?
3. Types of variance
4. Managing variance
5. Changes in the environment
6. Six images of managing change
7. What changes in organisations?
8. Resistance to change
9. Communicating change
10. Exercises

22. 1. Of the 6 PESTEL factors, which one do you
think is the most common source of change
in projects?
2. Consider two projects you have experience
of: one which handled change well, the
other badly. What were the key differences?

23. www.stevecartledge.com

24. 1. About this lecture
2. Why is this important?
3. Types of variance
4. Managing variance
5. Changes in the environment
6. Six images of managing change
7. What changes in organisations?
8. Resistance to change
9. Communicating change
10. Exercises

25. 1. Introduction
2. Designing the organisation
3. Project life cycle
4. Project tools and techniques
5. Resourcing and budgeting
6. Implementation
7. Communication and culture
8. Variance and change
9. Risk management and uncertainty
10. Project outcomes