Managing the People Side of Change: An Applied Framework

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Describes the factors affecting individual competence and motivation and a process to manage organizational change. Presented at 2010 PMI Global Congress - North America in Washington DC.

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Managing the People Side of Change: An Applied Framework

  1. 1. Managing the People Side of Change: An Applied Framework Session # PRJ29 Brian Richardson, PMP Richardson Consulting Group, Inc. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
  2. 2. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use onlyManaging the People Side of Change Learning Objectives At the end of this session, you will be able to: • Use the Richardson Consulting Group Change Management Framework™ to understand individual, organizational, business process, leadership and cultural factors that affect change • Diagnose barriers and recognize change accelerators • Understand the planning and management process for the change management aspect of projects and programs
  3. 3. Agenda • Overview • Case Study • The RCG Framework • Planning for Change • Diagnosing Barriers • Wrap-up “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use onlyManaging the People Side of Change
  4. 4. Overview A 2008 IBM Making Change Work Study found: • Most significant project challenges were people-oriented: – 58% Changing mindsets and attitudes – 49% Corporate culture – 35% Underestimating project complexity • Top performing organizations reported key success factors as: – 92% Top management sponsorship – 72% Employee involvement – 70% Honest and timely communication – 65% Corporate culture that motivates and promotes change – 55% Change agents “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use onlyManaging the People Side of Change
  5. 5. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Case Study Focus on root causes and issues – not solutions Managing the People Side of Change
  6. 6. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Individual Factors Managing the People Side of Change Motivation • Attitudes • Goals • Critical Behaviors Competence • Knowledge • Skills • Aptitude Having the requisite knowledge and skills to accept and adopt the change. The drive to accept and adopt the change.
  7. 7. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Recognizing Motivation Issues What are some questions from stakeholders that indicate a lack of motivation? Managing the People Side of Change
  8. 8. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Recognizing Motivation Issues Managing the People Side of Change • This change is a low priority • This change is not necessary • This is not the right time • This change is not a good use of my time • I do not know why we are doing this • I’m not sure we are solving the real problem • This change is not practical • Have you considered… • Are you aware that … • I’m hearing that… • Where is the data that says that… • Anger/silence/defensiveness/repeating questions
  9. 9. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Recognizing Competence Issues What are some questions from stakeholders that indicate a deficit in competence? Managing the People Side of Change
  10. 10. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Recognizing Competence Issues Managing the People Side of Change • I don’t understand… • I am not clear on… • I don’t know what to do next • I don’t know how this affects me • When is this happening? • How will this be implemented? • What is the plan for…? • I need more information about…
  11. 11. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Case Study Brainstorm solutions that may help solve the issues Managing the People Side of Change
  12. 12. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Change as a System: The RCG Framework Managing the People Side of Change
  13. 13. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Change as a System: The RCG Framework Managing the People Side of Change
  14. 14. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Change as a System: The RCG Framework Managing the People Side of Change
  15. 15. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Change as a System: The RCG Framework Managing the People Side of Change
  16. 16. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Change as a System: The RCG Framework Managing the People Side of Change
  17. 17. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Planning for Change Assign a professional change management manager to: • Conduct a change readiness assessment to identify potential change barriers and enablers • Develop a change management plan to leverage the change enablers and address the barriers through a coordinated series of interventions • Lead execution of the change plan • Monitor and control progress against the change plan Managing the People Side of Change
  18. 18. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Planning for Change The change manager gathers data from stakeholders and project team members to determine: • What are potential barriers to the change? • Who are potential enablers of the change? • What benefits to the organization are expected from the project/program? • What individual benefits are expected for members of each of the target stakeholder groups? Managing the People Side of Change
  19. 19. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Planning for Change Change Readiness Assessment • Level of assessment varies widely based on: – Project risk – Time – Scope/complexity • Variety of tools available to meet level of assessment – Surveys – Interviews – Focus groups Change Plan • Can vary widely depending on project needs – Ex: most projects need some communication work; not every project requires organizational restructuring • PM refers to handout as a tool to review the plan and identify areas addressed Managing the People Side of Change The change manager creates:
  20. 20. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Diagnosing Barriers to Change Once execution begins, solicit feedback in regular status and communication. • Are certain groups/individuals openly negative? – What reasons do they cite? – Do the reasons indicate a deficit in competence, motivation or both? – Can you convert them to advocates? • Are certain groups/individuals enthusiastic about the change? – What benefits and reasons do they cite? – Can you recruit them to help design, test, promote and support the change? Managing the People Side of Change
  21. 21. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Mapping to Project Lifecycle Initiation Planning Execution Close Monitor/ Control • Change Readiness Assessment • Include in high-level milestones • Change Plan • Include in WBS at phase, milestone, or major deliverable level • Change Manager executes plan • Change Summary • Detecting and reporting resistance and support • Taking corrective action Managing the People Side of Change
  22. 22. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Wrap-Up – Key Messages • Project and program success is dependent on effective change management • Failing to plan for change is planning to fail • Reaction and response to change happens at the individual level, and exists within a dynamic system • Projects with a professional change manager are more successful • Everyone on the project team needs to be aware of and respond to signs of resistance and support Managing the People Side of Change
  23. 23. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only Contact Information • Name: Brian Richardson, PMP • Email: brian@richardsonconsultinggroup.com • Phone: 773-474-1834 • Session Number # PRJ29 Managing the People Side of Change

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