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Managing the People Side of Change


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All projects and programs are designed to deliver lasting and successful change. Yet research on project management confirms that most projects fail to meet the triple constraint (time, budget and scope) and fail to deliver the expected ROI. The most important barriers to success are "soft", people-related factors such as sponsorship, communication and culture. These are more important than "hard" factors such as resources, business process, and technology. This presentation covers the linkage between change management practice and project success, provides tips on diagnosing and addressing resistance to change, presents a framework to understand the factors affecting change capacity (skill and motivation), and describes the key roles, deliverables and best practices for change management within the project lifecycle.

Published in: Business, Technology

Managing the People Side of Change

  1. 1. Managing the PeopleSide of Change: AnApplied FrameworkBrian Richardson, PMP
  2. 2. Introduction
  3. 3. Change Management Overview“A temporary endeavor to create a uniqueproduct or service.” - PMBOK “As project managers, we turn good intentions into positive outcomes.” – Bill Clinton, 2010 PMI Global Congress North America
  4. 4. IntroductionThe Value of Change ManagementThe Language of ChangeA Framework for ChangeThe Process of Change
  5. 5. The Value of Change Management
  6. 6. Value of Change Management Failure Success Typical Challenges 59% 41%80% 70%70% 58%60% 49%50%40%30%20%10% 0% Corporate Culture Changing Underestimating The “soft” stuff is Mindsets and Project the hard stuff. Attitudes Complexity
  7. 7. Value of Change Management Failure 20% ROI Delivery160% Key Success Factors 100% Success140% 90% 80% 80%120% 70%100% 60% 80% 50% 92%143% 40% 60% 72% 70% 65% Those who master 30% 55% 40% 20% change are more 10% 20% successful. 35% 0% 0% Sponsorship Involvement Communication Culture of Change Change Agents High Change Skill Low Change Skill
  8. 8. The Language of Change
  9. 9. Language of ChangeAll change is dependent on individual changecapacity.Resistance to change is: 1) Natural 2) Unavoidable 3) Predictable 4) ManageableStakeholder language provides clues to diagnoseand act upon resistance and support.
  10. 10. Language of Change Stakeholder 1 – “I support the change, but don’t understand why we need to focus on it now. My team is very busy and we don’t have time for new projects.”Stakeholder 2 – “I support the change, butdon’t understand what you need from meand my team.” How is the resistance different? Which is more difficult to address?
  11. 11. Individual Factors Motivation Competence • Attitudes • Knowledge • Goals • Skills • Critical Behaviors • Aptitude The drive to Having the requisiteaccept and adopt knowledge and skills the change. to accept and adopt the change.
  12. 12. Recognizing Motivation Issues What are some questions or behaviorsfrom stakeholders that indicate a deficit of motivation?
  13. 13. Motivation IssuesThis change is a low priorityThis change is not necessaryThis is not the right timeThis change is not a good use of my timeI do not know why we are doing thisI’m not sure we are solving the real problemThis change is not practicalDeflection/2nd –hand feedback (Have you considered…?, Are you aware that …?, I’m hearing that…)Where is the data that says that…Anger, silence, defensiveness, repeating questionsWithholding information or resources
  14. 14. Recognizing Competence Issues What are some questions or behaviorsfrom stakeholders that indicate a deficit in competence?
  15. 15. Competence IssuesI don’t understand…I am not clear on…I don’t know what to do nextI don’t know how this affects meWhen is this happening?How will this be implemented?Who is responsible for . . .?What is the plan for…?I need more information about…
  16. 16. Diagnosing Resistance• Confront resistance honestly and directly• Restate concerns, then discuss• Ask for clarification – Is the issue that you don’t have enough information, or that you don’t support the change?• Ask for a solution – What would you suggest we do next? – What/who could change your mind?
  17. 17. A Framework for Change
  18. 18. Change Management FrameworkA tool to simplify our view of a complex realityUsed in all phases of the PM lifecycleA diagnostic framework and a solutionframework
  19. 19. Change as a System: RCG Framework
  20. 20. Change as a System: RCG Framework
  21. 21. Change as a System: RCG Framework
  22. 22. Change as a System: The RCG Framework
  23. 23. Change as a System: RCG Framework
  24. 24. The Process of Change
  25. 25. Process of ChangeChange Management is a professional disciplinewith proven tools, methods and best practices.Change managers can help PMs deliver: 1) Urgency 2) Commitment 3) ReadinessThe RCG Change Management Framework isused to diagnose and solve change issues.
  26. 26. Initiate PhaseInitiate • Establish vision • Create a sense of urgency Goals • • Build a senior guiding team Assess initial individual and organizational readiness • Framework (diagnostic) Tools • Stakeholder Analysis • Change Readiness Assessment
  27. 27. Initiate PhaseInitiate RCG Change Management Framework • Diagnose issues and opportunities • Identify competence and motivation challenges and opportunities • Identify Organization, Business Process, Culture and Leadership challenges and opportunities
  28. 28. Plan PhasePlan • Plans to achieve the desired stakeholder commitment and readiness levelsGoals • Maintain urgency, energy and motivation • Continue to engage Senior Guiding Team • Establish and engage Field Guiding Team(s) and Change Team(s) • Framework (solution planning)Tools • • Change Management Plan Communication and Involvement Plan • Measurement Plan (Monitor and Control)
  29. 29. Plan PhasePlan RCG Change Management Framework • Validate plan and approach • Identify solutions
  30. 30. Execute PhaseExecute • Achieve planned stakeholder commitment and readiness levels Goals • Achieve quick wins • Continue to engage Senior Guiding Team, Field Guiding Team(s) and Change Team(s) • Solicit and incorporate feedback • Plan Phase Deliverables Tools • Implementation Checklist • RCG Change Management Framework (diagnostic and solution)
  31. 31. Execute PhaseExecute RCG Change Management Framework • Identify competence and motivation barriers and accelerators • Identify Organization, Business Process, Culture and Leadership challenges, opportunities and solutions
  32. 32. Monitor and Control PhaseMonitor andControl • Monitor and address the stakeholder commitment and readinessGoals • Detect and address resistance and support • Make stakeholder expectations measurable goals • Measure goal achievement • Plan Phase Deliverables • Measurement Plan Tools • • Change Readiness Assessment RCG Change Management Framework (diagnostic and solution)
  33. 33. Execute PhaseExecute RCG Change Management Framework • Evaluate data in context • Identify competence and motivation measures • Identify Organization, Business Process, Culture and Leadership measures • Root cause analysis
  34. 34. Close and Sustain PhaseClose and Sustain • Establish long-term Change ownership • Document outstanding readiness and Goals commitment issues and next steps • Report goal achievement • Document lessons learned and best practices • RCG Change Management Framework (diagnostic) Tools • Initiate Phase Deliverables • Measurement Plan • Change Summary
  35. 35. Close and Sustain PhaseClose and Sustain RCG Change Management Framework • Evaluate data in context • Evaluate competence and motivation • Evaluate Organization, Business Process, Culture and Leadership
  36. 36. Change within PM Process Close and Initiate Plan Execute Sustain• Increase Urgency • Plan for Urgency and • Enable Action • Don’t Let Up• Build Guiding Team Commitment • Create Short-Term • Make It Stick• Get the Vision Right • Change Management Wins • Roles and• Stakeholder Analysis Plan • Execute Change Plan Responsibilities • Communication and • Execute • Change Summary Involvement Plan Communication and Involvement • Implementation Checklist Monitor and Control • Communicate for Buy-in and Commitment • Measurement Plan • Change Readiness Assessment • Detect and Address Resistance and Support
  37. 37. Course Wrap-Up – Key PointsValue of Change• Project success is dependent on managing the people aspect of change• Organizations that master change are more successful (80% vs. 41%)Language of Change• Resistance to change is natural and unavoidable, but manageable• Language helps us distinguish Motivation issues from Competence issues
  38. 38. Course Wrap-Up – Key PointsFramework for Change• Individual change capacity is influenced by Organization, Business Process, Culture, Leadership factors• PMs can use the framework to help diagnose and solve change issuesProcess of Change• Change management has proven methods that map to the PM lifecycle• Change Managers help PMs deliver urgency, commitment and readiness
  39. 39. Contact Information AcceleratedConsulting Staffing Training Coaching Facilitation Brian Richardson, PMP • Email: • LinkedIn: • Twitter: @briandrichardso • Web: