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Have you ever delivered your project (i.e., an application) on time, on budget and to the requirements agreed to in writing only to learn that, two years later, the project deliverable is shelved because no one used it? Are you annoyed by stakeholders trying to change your project while you are in delivery mode? Projects bring about change in organizations - in structure, processes, tools and, inevitably, behaviour. Our project deliverables must enable business outcomes, and business outcomes can only be realized with organizational change. This interactive session will examine basic organizational change management theory and provide project managers with a basic toolkit that will enable participants to move from delivering deliverables to changing and transforming organizations.
This document provides an overview of change management and how it can enhance project success. It defines change management and distinguishes it from related concepts like project management. It discusses how change is personal and the importance of leadership, engagement, communication and feedback to successfully manage change. Change management principles like establishing a shared purpose and building commitment are reviewed in the context of projects and how change management can help ensure projects meet their objectives.
Prosci Webinar - Bringing Structure and Intent to Building Your Enterprise Ch...Prosci ANZ
No core competency will be more important in the future than the ability to deliver expected results from change. Building an enterprise-wide change management capability improves agility, mitigates saturation and improves change portfolio outcomes. But an enterprise capability takes more than “want to” and chatter. In this session, learn how to bring structure and intent to building your change management capabilities.
Succeeding in a change saturated environment - Being Human Change Community o...Prosci ANZ
We operate in change saturated organisations, in which the volume, speed and complexity of change is ever increasing. Constant change is the norm and as a result, managers and employees suffer from change fatigue.
In this interactive webinar, we will cover:
- What is change saturation?
- Common symptoms
- Snapshot of Best Practices Research
- Top 5 Tips to succeed with change in a change saturated organisation
- Q & A
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
The document describes an intermediate school district's efforts to implement a professional learning community (PLC) model across its diverse departments. It found that the district struggled to establish an urgent guiding team, develop a clear vision, communicate the need for change, empower staff, and celebrate short-term wins. While progress was made, challenges remained in fully implementing the PLC model and sustaining the changes over time throughout the organization.
How Agile and Project Management Can CoexistTechWell
Through the years—until agile software development took hold, that is—project management provided visibility to stakeholders and helped guide product development. However, as agile has risen to prominence with its de-emphasis on formal project planning, there are gaps that many organizations need to fill. James Hannon says that organizations now need to deal with the conundrum: Can agile and project management really coexist? Today’s manager must decompose both the standard project management flow and the agile development flow to look for symmetry and compatibility in their parts. This analysis will show that the agile backlog planning and sprint planning are excellent candidates to be integrated with the planning process from PMI. The analysis also shows that the best of the PMI methodology and agile can be woven together to give a renewed sense of agility and a vibrant logical approach to take on complex projects. The end result is a viable integration plan that you can use.
Oh wow! We are a lean and agile organization. Where do I fit as a traditional PM?
Product development organizations seek a competitive edge -- lean and agile practices are at the forefront of organizational change in most companies. Trapped in the undertow of the lean & agile transformation, the traditional PM is often left bewildered of the next step to take.
Dr. Dave Cornelius brings many years of experience in the IT industry and as an entrepreneur. Credentials include DM-IST, MBA, PMP, PMI-ACP, CSP, & SSBB. A consultant supporting the transformation to the Scaled Agile Framework (SAFe) at a Southern California company, Dr. Cornelius receives many concerns from traditional project managers about the PM role in a lean and agile organization.
You will find Dave volunteering in the traditional and agile communities to support fellow members and create new knowledge. Currently, Dave is teaching underserved kids in Los Angeles Scrum and software programming concepts using Alice (a Carnegie Mellon University technology teaching product).
A project manager is a highly skilled knowledge worker who has received rigorous training and knowledge in the process of achieving a globally recognized certification. In the lean and agile world, the project manager does not have an official role. The project manager’s role is distributed between the agile team members. The knowledge and skills obtained through certification is transferable in the lean and agile organization.
In a competitive business climate, all available brainpower must be present on deck to enable the organization to achieve enterprise agility and scale to meet customer, compliance, financial markets, internal opportunities, and competitive demands.
This paper evaluates the project manager (PM) role using the Scaled Agile Framework practice, and centers on PM participation in the lean and agile transformation as a strategic, leading, and/or lagging PM.
This document provides an overview of change management and how it can enhance project success. It defines change management and distinguishes it from related concepts like project management. It discusses how change is personal and the importance of leadership, engagement, communication and feedback to successfully manage change. Change management principles like establishing a shared purpose and building commitment are reviewed in the context of projects and how change management can help ensure projects meet their objectives.
Prosci Webinar - Bringing Structure and Intent to Building Your Enterprise Ch...Prosci ANZ
No core competency will be more important in the future than the ability to deliver expected results from change. Building an enterprise-wide change management capability improves agility, mitigates saturation and improves change portfolio outcomes. But an enterprise capability takes more than “want to” and chatter. In this session, learn how to bring structure and intent to building your change management capabilities.
Succeeding in a change saturated environment - Being Human Change Community o...Prosci ANZ
We operate in change saturated organisations, in which the volume, speed and complexity of change is ever increasing. Constant change is the norm and as a result, managers and employees suffer from change fatigue.
In this interactive webinar, we will cover:
- What is change saturation?
- Common symptoms
- Snapshot of Best Practices Research
- Top 5 Tips to succeed with change in a change saturated organisation
- Q & A
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
The document describes an intermediate school district's efforts to implement a professional learning community (PLC) model across its diverse departments. It found that the district struggled to establish an urgent guiding team, develop a clear vision, communicate the need for change, empower staff, and celebrate short-term wins. While progress was made, challenges remained in fully implementing the PLC model and sustaining the changes over time throughout the organization.
How Agile and Project Management Can CoexistTechWell
Through the years—until agile software development took hold, that is—project management provided visibility to stakeholders and helped guide product development. However, as agile has risen to prominence with its de-emphasis on formal project planning, there are gaps that many organizations need to fill. James Hannon says that organizations now need to deal with the conundrum: Can agile and project management really coexist? Today’s manager must decompose both the standard project management flow and the agile development flow to look for symmetry and compatibility in their parts. This analysis will show that the agile backlog planning and sprint planning are excellent candidates to be integrated with the planning process from PMI. The analysis also shows that the best of the PMI methodology and agile can be woven together to give a renewed sense of agility and a vibrant logical approach to take on complex projects. The end result is a viable integration plan that you can use.
Oh wow! We are a lean and agile organization. Where do I fit as a traditional PM?
Product development organizations seek a competitive edge -- lean and agile practices are at the forefront of organizational change in most companies. Trapped in the undertow of the lean & agile transformation, the traditional PM is often left bewildered of the next step to take.
Dr. Dave Cornelius brings many years of experience in the IT industry and as an entrepreneur. Credentials include DM-IST, MBA, PMP, PMI-ACP, CSP, & SSBB. A consultant supporting the transformation to the Scaled Agile Framework (SAFe) at a Southern California company, Dr. Cornelius receives many concerns from traditional project managers about the PM role in a lean and agile organization.
You will find Dave volunteering in the traditional and agile communities to support fellow members and create new knowledge. Currently, Dave is teaching underserved kids in Los Angeles Scrum and software programming concepts using Alice (a Carnegie Mellon University technology teaching product).
A project manager is a highly skilled knowledge worker who has received rigorous training and knowledge in the process of achieving a globally recognized certification. In the lean and agile world, the project manager does not have an official role. The project manager’s role is distributed between the agile team members. The knowledge and skills obtained through certification is transferable in the lean and agile organization.
In a competitive business climate, all available brainpower must be present on deck to enable the organization to achieve enterprise agility and scale to meet customer, compliance, financial markets, internal opportunities, and competitive demands.
This paper evaluates the project manager (PM) role using the Scaled Agile Framework practice, and centers on PM participation in the lean and agile transformation as a strategic, leading, and/or lagging PM.
What is the value proposition for agile? Does agile deliver on those benefits? What do the practitioners using it say?
In 2010, I began asking Scrum experts and practitioners about their perceived value of Scrum. A common response was, "it depends on what you mean by value." When presented with examples like return on investment or internal rate of return, they often stated that they don’t use those waterfall measures. However, when asked about value being nimble, they told me I was getting warmer...
During my doctoral research in 2013-2014, I interviewed 32 Scrum and Scaled Agile Framework (SAFe) practitioners from 17 industries in Southern and Northern California and Nevada to learn about the value of Scrum to their organizations based on their experiences. The practitioners included: four business leaders, three Scrum coaches, two product owners, eight Scrum masters, three Scrum team members, and 12 other professionals. The discussion continued with attendees at AgileOpen to capture additional insights.
Dr. Dave Cornelius is an experienced business and IT professional and globally recognized lean and agile catalyst that empowers others to achieve their very best. Dave’s specialty is leading and coaching co-located and distributed teams to deliver quality innovations from concept to cash. Learn more about Dave by visiting www.Dave-Cornelius.com and follow him on twitter @DrCorneliusInfo.
Have you successfully implemented Scrum on your team, but are finding the pain of scaling your Scrum deployment to the larger organization too much to handle? Is the Scrum of Scrums concept not working out the way you thought it would? Have you had success with scaling Scrum, and want to share what you’ve learned with others? If you answered yes to any of these questions, join us for this interactive session where Melanie Paquette shares the experiences of different of different types of organizations that have had success in scaling Scrum. The organizations profiled include a large, geographically dispersed team of over 300 embedded software developers as well as a smaller, mostly co-located team of 50 mobile application developers. Learn what these organizations have in common, and take back practical techniques you can use to scale Scrum, including how to leverage a traditional project management organization to help your scaling efforts, how to structure large teams to involve the right people, and how to work with geographical distribution.
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
This one is for all of us who want to endeavor in the domain of change management and take their profession as seriously as I do. If we want to avoid the ‘wellness’ stamp or the ‘nice-to-have’ connotation, we better get our act together!
The ‘act’ to my opinion is composed of four pillars, or ‘containers of work’ as I often refer to them. In the context of a project or a program these are ’streams’ that last from the startup until the very last phase of a project. Each of these project streams has a benefit that is defined in terms of the project’s return on investment.
Project and Change Management Trends, Where We Are and Where We Are Going.Mark Cichonski
A presentation done for the Appalacian State Project Management Club. Meant to be an introduction to project and change management for college students preparing to work in these fields.
Prosci Webinar - How to Integrate Change Management and Project ManagementProsci ANZ
For changes to deliver results and outcomes, structured approaches are needed for both the technical side of the change (through project management) and for the people side of the change (through change management). The technical side ensures that solutions are designed, developed and delivered effectively. The people side ensures that the solution is embraced, adopted and used proficiently. These two complementary disciplines share a common objective - to improve the performance of the organisation by implementing a change. However, bringing these two disciplines together can sometimes be challenging. This webinar looks at how to integrate change management and project management across five dimensions to deliver benefit realisation and a unified value proposition for change.
As more organizations begin to adopt agile on multiple, interdependent teams, how do we ensure that the success within a team can translate to success at the enterprise level?
Presented by: Sanjiv Augustine, President of LitheSpeed
The future of Change Management and Why it Matters to Project Managers May 20...Prosci ANZ
The document discusses the past, present, and future of change management and its importance for project managers. It describes three ages of change management: 1) a people-focused approach with good intentions, 2) an optional extra to support project success, and 3) a key success factor integrated with project management. Data shows that change management increases project success rates by focusing on adoption and individual transitions. The future holds embedding change capabilities into organizations and making change everyone's responsibility. Change management will continue to partner closely with project management to achieve benefits.
The document discusses the evolution of project management offices (PMOs) and how increasing complexity affects their performance. It notes that while PMOs were traditionally established to improve project satisfaction through standardized processes, this approach is ineffective in complex, unpredictable environments. As complexity rises from simple to chaotic, linear, mechanistic methods break down. Up to 75% of PMOs fail within 3 years due to not adapting to complexity and focusing only on compliance. A new approach is needed to help PMOs succeed in dynamic landscapes through principles like emergent strategy, learning, and building trust relationships. The Cynefin framework categorizes contexts from simple to complex/chaotic and suggests matching approaches to sensemaking and decision making.
Prosci Webinar: Developing Role-Based Change Competency in an ECM FrameworkProsci ANZ
Change capable organizations have gone beyond a core group of SME practitioners and extended change management competencies throughout the organization. Research shows that it takes an activated system that includes senior leaders, people managers, project teams and the front-line employees to successfully navigate an organization through times of change. In this session, learn why each role is crucial during change and how to develop role-based change competencies within an Enterprise Change Management framework.
This was a presentation given by Penny Hubbard-Brown and Stephen Wong of Mace to the APM Hong Kong branch membership and guests. The presentation was entitled 'What is proactive project management?'
The document discusses how engineering managers can adapt to an agile work environment. It describes how one company addressed common challenges like product owner and architect shortages by having managers take on those roles. Managers were also given responsibilities like goal setting, cross-team knowledge sharing, and helping teams improve practices. This engaged managers in delivery while addressing skills gaps. The company also emphasized team success for performance reviews and career goals over individual metrics. This helped managers and other leads transition successfully to agile.
Partnering with Project Managers Prosci CoP Webinar March 2016Catherine Smithson
Top Tips for Partnering Successfully with Project Managers - today's Prosci Community of Practice Webinar, drawing on the know how of our consulting team.
Project Managers are makers and Change Managers are shakersGail Severini
- Similarities and differences between project management and change management
- How change managers and project managers come at the same goal of maximizing ROI for their organizations, but from different perspectives
- When project managers are required to take on the role of change manager and why integration is unavoidable – and expected
Agile Organization can be summarized in 3 sentences:
The document discusses an agile organization and describes it as having an added value orientation, being a solution provider rather than standalone service provider, and relying on open innovation, agile architecture, craftsmanship, and agile management to continuously provide high quality solutions with short processing times.
Can Agile Work With a Waterfall Process?John Carter
This presentation was give to a Agile Community of Practice in a very large health care organization to help the Agile Team Leaders define and implement their Agile Transformation in their Waterfall environment. We show that combining Agile and Waterfall yields the best of both worlds for flexibility, time to deployment, and innovation.
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)Cprime
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This Webinar introduces an approach to building effective structures by introducing the concept of Agile governance.
Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. We also provide guidance on how to develop new recipes, when needed.
This webinar introduces the basic concepts of Agile governance. We will look at some existing concepts (such as Scrum of Scrums and SAFe), and lay the foundations for subsequent webinars that address specific scenarios of common interest.
Project Management is about delivering change, but change does not just happen, it needs to be planned, monitored and controlled. The APM Planning, Monitoring and Control SIG and the Enabling Change SIG held a fully booked one day conference called Planning for Change on 24th February 2016 in Birmingham.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
This document outlines an introduction to lean leadership workshop hosted by Lean Enterprise Academy. The purpose is to help leaders develop organizational and individual capabilities to sustain and expand lean transformation. The workshop aims to engage leaders in understanding lean thinking fundamentals and lean transformation processes. It also encourages reflection on organizational and individual lean efforts and identifies gaps to close between the current and desired states. The workshop covers lean principles, defining a lean vision and strategy, the roles of leaders and employees, and lean tools like A3 problem solving and PDCA.
Delivering is not enough, Becoming skilled in organizational change and trans...Elisabeth Bucci
Have you ever delivered your project (i.e., an application) on time, on budget and to the requirements agreed to in writing only to learn that, two years later, the project deliverable is shelved because no one used it? Are you annoyed by stakeholders trying to change your project while you are in delivery mode? Projects bring about change in organizations - in structure, processes, tools and, inevitably, behavior. Our project deliverables must enable business outcomes, and business outcomes can only be realized with organizational change. This presentation will examine basic organizational change management theory and provide project managers with a basic toolkit that will enable participants to move from delivering deliverables to changing and transforming organizations.
Change Community of Practice Webinar: Life after go live - what Change Manage...Prosci ANZ
Why do we need Change management post go live?
What are the Best Practices highlights
What does "post go live" Change Management look like?
What are the risks of cutting Change Management short
And the Top 5 tips from our consulting team!
What is the value proposition for agile? Does agile deliver on those benefits? What do the practitioners using it say?
In 2010, I began asking Scrum experts and practitioners about their perceived value of Scrum. A common response was, "it depends on what you mean by value." When presented with examples like return on investment or internal rate of return, they often stated that they don’t use those waterfall measures. However, when asked about value being nimble, they told me I was getting warmer...
During my doctoral research in 2013-2014, I interviewed 32 Scrum and Scaled Agile Framework (SAFe) practitioners from 17 industries in Southern and Northern California and Nevada to learn about the value of Scrum to their organizations based on their experiences. The practitioners included: four business leaders, three Scrum coaches, two product owners, eight Scrum masters, three Scrum team members, and 12 other professionals. The discussion continued with attendees at AgileOpen to capture additional insights.
Dr. Dave Cornelius is an experienced business and IT professional and globally recognized lean and agile catalyst that empowers others to achieve their very best. Dave’s specialty is leading and coaching co-located and distributed teams to deliver quality innovations from concept to cash. Learn more about Dave by visiting www.Dave-Cornelius.com and follow him on twitter @DrCorneliusInfo.
Have you successfully implemented Scrum on your team, but are finding the pain of scaling your Scrum deployment to the larger organization too much to handle? Is the Scrum of Scrums concept not working out the way you thought it would? Have you had success with scaling Scrum, and want to share what you’ve learned with others? If you answered yes to any of these questions, join us for this interactive session where Melanie Paquette shares the experiences of different of different types of organizations that have had success in scaling Scrum. The organizations profiled include a large, geographically dispersed team of over 300 embedded software developers as well as a smaller, mostly co-located team of 50 mobile application developers. Learn what these organizations have in common, and take back practical techniques you can use to scale Scrum, including how to leverage a traditional project management organization to help your scaling efforts, how to structure large teams to involve the right people, and how to work with geographical distribution.
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
This one is for all of us who want to endeavor in the domain of change management and take their profession as seriously as I do. If we want to avoid the ‘wellness’ stamp or the ‘nice-to-have’ connotation, we better get our act together!
The ‘act’ to my opinion is composed of four pillars, or ‘containers of work’ as I often refer to them. In the context of a project or a program these are ’streams’ that last from the startup until the very last phase of a project. Each of these project streams has a benefit that is defined in terms of the project’s return on investment.
Project and Change Management Trends, Where We Are and Where We Are Going.Mark Cichonski
A presentation done for the Appalacian State Project Management Club. Meant to be an introduction to project and change management for college students preparing to work in these fields.
Prosci Webinar - How to Integrate Change Management and Project ManagementProsci ANZ
For changes to deliver results and outcomes, structured approaches are needed for both the technical side of the change (through project management) and for the people side of the change (through change management). The technical side ensures that solutions are designed, developed and delivered effectively. The people side ensures that the solution is embraced, adopted and used proficiently. These two complementary disciplines share a common objective - to improve the performance of the organisation by implementing a change. However, bringing these two disciplines together can sometimes be challenging. This webinar looks at how to integrate change management and project management across five dimensions to deliver benefit realisation and a unified value proposition for change.
As more organizations begin to adopt agile on multiple, interdependent teams, how do we ensure that the success within a team can translate to success at the enterprise level?
Presented by: Sanjiv Augustine, President of LitheSpeed
The future of Change Management and Why it Matters to Project Managers May 20...Prosci ANZ
The document discusses the past, present, and future of change management and its importance for project managers. It describes three ages of change management: 1) a people-focused approach with good intentions, 2) an optional extra to support project success, and 3) a key success factor integrated with project management. Data shows that change management increases project success rates by focusing on adoption and individual transitions. The future holds embedding change capabilities into organizations and making change everyone's responsibility. Change management will continue to partner closely with project management to achieve benefits.
The document discusses the evolution of project management offices (PMOs) and how increasing complexity affects their performance. It notes that while PMOs were traditionally established to improve project satisfaction through standardized processes, this approach is ineffective in complex, unpredictable environments. As complexity rises from simple to chaotic, linear, mechanistic methods break down. Up to 75% of PMOs fail within 3 years due to not adapting to complexity and focusing only on compliance. A new approach is needed to help PMOs succeed in dynamic landscapes through principles like emergent strategy, learning, and building trust relationships. The Cynefin framework categorizes contexts from simple to complex/chaotic and suggests matching approaches to sensemaking and decision making.
Prosci Webinar: Developing Role-Based Change Competency in an ECM FrameworkProsci ANZ
Change capable organizations have gone beyond a core group of SME practitioners and extended change management competencies throughout the organization. Research shows that it takes an activated system that includes senior leaders, people managers, project teams and the front-line employees to successfully navigate an organization through times of change. In this session, learn why each role is crucial during change and how to develop role-based change competencies within an Enterprise Change Management framework.
This was a presentation given by Penny Hubbard-Brown and Stephen Wong of Mace to the APM Hong Kong branch membership and guests. The presentation was entitled 'What is proactive project management?'
The document discusses how engineering managers can adapt to an agile work environment. It describes how one company addressed common challenges like product owner and architect shortages by having managers take on those roles. Managers were also given responsibilities like goal setting, cross-team knowledge sharing, and helping teams improve practices. This engaged managers in delivery while addressing skills gaps. The company also emphasized team success for performance reviews and career goals over individual metrics. This helped managers and other leads transition successfully to agile.
Partnering with Project Managers Prosci CoP Webinar March 2016Catherine Smithson
Top Tips for Partnering Successfully with Project Managers - today's Prosci Community of Practice Webinar, drawing on the know how of our consulting team.
Project Managers are makers and Change Managers are shakersGail Severini
- Similarities and differences between project management and change management
- How change managers and project managers come at the same goal of maximizing ROI for their organizations, but from different perspectives
- When project managers are required to take on the role of change manager and why integration is unavoidable – and expected
Agile Organization can be summarized in 3 sentences:
The document discusses an agile organization and describes it as having an added value orientation, being a solution provider rather than standalone service provider, and relying on open innovation, agile architecture, craftsmanship, and agile management to continuously provide high quality solutions with short processing times.
Can Agile Work With a Waterfall Process?John Carter
This presentation was give to a Agile Community of Practice in a very large health care organization to help the Agile Team Leaders define and implement their Agile Transformation in their Waterfall environment. We show that combining Agile and Waterfall yields the best of both worlds for flexibility, time to deployment, and innovation.
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)Cprime
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This Webinar introduces an approach to building effective structures by introducing the concept of Agile governance.
Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. We also provide guidance on how to develop new recipes, when needed.
This webinar introduces the basic concepts of Agile governance. We will look at some existing concepts (such as Scrum of Scrums and SAFe), and lay the foundations for subsequent webinars that address specific scenarios of common interest.
Project Management is about delivering change, but change does not just happen, it needs to be planned, monitored and controlled. The APM Planning, Monitoring and Control SIG and the Enabling Change SIG held a fully booked one day conference called Planning for Change on 24th February 2016 in Birmingham.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
This document outlines an introduction to lean leadership workshop hosted by Lean Enterprise Academy. The purpose is to help leaders develop organizational and individual capabilities to sustain and expand lean transformation. The workshop aims to engage leaders in understanding lean thinking fundamentals and lean transformation processes. It also encourages reflection on organizational and individual lean efforts and identifies gaps to close between the current and desired states. The workshop covers lean principles, defining a lean vision and strategy, the roles of leaders and employees, and lean tools like A3 problem solving and PDCA.
Delivering is not enough, Becoming skilled in organizational change and trans...Elisabeth Bucci
Have you ever delivered your project (i.e., an application) on time, on budget and to the requirements agreed to in writing only to learn that, two years later, the project deliverable is shelved because no one used it? Are you annoyed by stakeholders trying to change your project while you are in delivery mode? Projects bring about change in organizations - in structure, processes, tools and, inevitably, behavior. Our project deliverables must enable business outcomes, and business outcomes can only be realized with organizational change. This presentation will examine basic organizational change management theory and provide project managers with a basic toolkit that will enable participants to move from delivering deliverables to changing and transforming organizations.
Change Community of Practice Webinar: Life after go live - what Change Manage...Prosci ANZ
Why do we need Change management post go live?
What are the Best Practices highlights
What does "post go live" Change Management look like?
What are the risks of cutting Change Management short
And the Top 5 tips from our consulting team!
three phase of change,management of complex change,organizational change, Kotter eight steps, Bullock and batten, planned change,machine political organism, beckhar and harris change formula organism, kotter eight step with example
Why do we need to get involved in change management uotWaleed Alqadi
This document discusses change management and why organizations need to get involved in managing change. It provides definitions of key change management terms and outlines several important aspects of effective change management, including:
1. Managing change is important for improving organizational performance. It requires a deliberate process that addresses the need for change and creates positive motivation.
2. Change management requires establishing clear guidelines, forming a team with authority to make strategic decisions, and communicating effectively to implement changes successfully.
3. Leadership plays a key role in change management by establishing credibility, defining the vision for change, and guiding employees through different phases from preparing for change to after the change is implemented.
4. For change management to be successful at the individual
How to do Change Management for mandatory changeProsci ANZ
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Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
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During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
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Delivering is not enough: Becoming Skilled in Organizational Change and Transformation
1. Delivering is not enough
Becoming Skilled in Organizational
Change and Transformation
1
Elisabeth Bucci
President, Projissima inc
September 17, 2019
2. Learning Objectives
At the conclusion of this session, participants will be able to:
(1) explain the components of an organizational change management
strategy and how to embed it in the project definition and execution;
(2) discuss how to manage the pitfalls of implementing organizational
change
2
3. Before we start
• A lot of info, sampler of 5-day certification training
• Lightning speed through theory
• Blue boxes are takeaways / pitfalls to avoid
• Emphasis will be on applying takeaways to the case study
3
4. Agenda
• Once Upon a Time
• What is Organizational Change Management and why does it matter?
• The Human Dynamics of Change
• Stakeholder Management & Engagement
• Communication & Engagement
4
7. …there was this Project…
• Company: engineering consulting firm (partnership model)
• Training Manager (TM) approached IT, how about a system to track
training (rather than Excel)?
• Business Analyst worked with TM to define requirements, in Excel,
prioritized
7
8. …cont…
• HR: hey, performance management too, instead of each manager
using Excel?
• Selection Committee: Training Manager + 2 key Engineering
Managers / Partners with great amount of influence
• Supplier selection process, demo by 5 suppliers
8
9. …cont…
• Demos scored using evaluation sheet (based on requirements)
• Purchase Order issued
• Selection team disbanded
• Schedule with Go-Live
• HR not in Go-Live, “maybe later”
9
10. …cont…
• Go-Live on-schedule, on-budget
• “Pilot” two months later, ran by TM
• Two years later license not renewed
• Back to Excel and PDFs sent by email
• PM & BA still traumatized
10
11. …and this Project Manager…
• During the project, something was wrong…but what?
• Did the only thing I knew how to do: deliver. (Angrily.)
• This presentation is the result of a five-year quest towards
understanding
• Journey included 30 days of practitioner certification training:
PRINCE2®, Managing Successful Programs®, Management of
Portfolios®, Managing Benefits™, Business Relationship
Management® and Change Management™
11
15. The Change Wheel
• Projects deliver change, move from As-Is to To-Be
• Challenge is: how do we climb the mountain?
– Need to change humans!
• Organizational Change Management = making the Change Wheel and
moving it over the mountain
15
17. Need to manage interplay of three key elements
Change
Impacts
Change
Risks
Business
Continuity
17
1. Organizational
2. Stakeholder
Disruption
caused by
change initiative
3 types, next
slide
Failure to
manage these
elements = we
don’t get over
the mountain
Source: See References
19. Why Organizational Change Management really
matters
• Not about holding hands singing Kumbaya!
• Is about not wasting money
• Organizational Change Management = risk mitigation strategy
• This is how to justify a Change Management budget
• This is why we must manage all risks (strategic, business), not just
project/program risks
19
Why spend all of this money if we get nothing for it?
23. What is Organizational Change Management?
23
art and science of managing the human
dynamics of change
Make the Change Wheel and move it over the
mountain!
24. Two dimensions creating complexity
24
+
individual
individuals
grouped in
organizations
=
complexity
26. Bridges Transition Model
26
Change Transition≠
actual events
in a project
schedule
human, psychological
process of letting go of
one pattern to engage
with another
Source: See References
28. Bridges Transition Model: take-aways
• Each journey is different (even for the same individual)
• Each individual is different (within the same change
initiative)
28
Individual change can only begin after the process of
transition is complete
29. Change and Learning
29
Planned change → Managed LearningX
process of
acquiring
knowledge
→ enduring change in
behaviour
Source: See References
32. Learning Cycle & Styles
• Each individual has a preferred learning style
• Learning doesn’t happen until each individual passes
through the entire learning cycle
32
Training activities must be designed for all learning
styles
34. Learning Dip
34
time
performance
The learning dip is
unavoidable
Investing in
organizational change
management saves
time…and money!
Saves $$!!
“Managed Learning”
helps to minimize the
depth and width
35. Let’s go back and help our PM get it right this time!
35
36. Case Study, additional information
• Pilot held, responsibility of / organized by TM
• held two months after Go-Live
• attendees had not been involved in the project
• “show and tell” and “what do you think of the application”
• Job Aids were posted on the Intranet describing how to use the
application
36
37. Let’s help our PM understand the Learning Cycle
• Organize the first pilot with Core Change team as early as possible (well
before Go-Live)
• Approach the pilot as a learning exercise “Practical Experimentation”,
with exercises for certain situations
• A Job Aid is not learning! Job Aids support users as they learn!
• Apply adaptive approach to ensure learning happens
– Update Job Aids around the situations which arose in the pilot
– Post Go-Live, hold follow-up exercises to allow trial-and-error with
the application and pass through the entire learning cycle
37
38. Change and the individual: key takeaways
• Different strokes for different folks
• Same folks: different change, different strokes
• Individual transition first, then Change
• Individual change is managed learning
• You can’t avoid the learning dip
38
There is no one-size-fits all Change Management Plan!
Need an adaptive approach to Change Management planning!
42. Kotter Eight Step Model
1. Establish a sense of urgency
2. Create a guiding coalition
3. Develop a vision and a strategy
4. Communicate the change vision
5. Empower employees for broad-based action
42
43. Kotter Eight Step Model (cont)
6. Generate short-term wins
7. Consolidate gains and produce more change
8. Anchor new approaches in the culture
43
Implicit assumption: Organizational change can be planned
and managed top-down
Source: See References.
44. Senge’s Systemic Model
• Sustainable organizational change is emergent
• Sustainable change happens when small-scale initiatives
are nurtured by networks at all levels
44
Source: See
References
Implicit assumption: Sustainable organizational change
requires nurturing long after the project is complete
45. Senge’s Systemic Model
45
Senge Kottervs
Change is emergent,
bottom-up
Change is managed, top-
down
small-scale big-bang
nurtured by all
management levels
executive-led “guiding
coalition”
46. Lewin’s Three-Step Model
46
As-Is
To-
be
Identify
forces
Unfreeze Change Refreeze
Break down existing habits… …confusion/
clarification…
…learn and
form new
habits
next slide
Looks like…Bridges’ transition model, applied to organizations!
Source: See References
47. Lewin Force Field Analysis
47
As-Is
driving
restraining
Change occurs
when:
driving forces
> restraining
forces
Business Drivers:
P olitical
E conomic
S ociological
T echnological
L egal
E nvironmental
48. Let’s go back and help our PM get it right this time!
48
49. Case Study: additional information
• Business Case: save time spent by training staff to coordinate, track
training courses, never quantified
• Engineering Mgr on Selection Committee:
– “We cannot grow from 800 employees to 2000 employees without
an LMS”
– “Me too” project
• HR: centralized performance management system, benefits not stated
– quickly chose an application
– “Easy button” project
49
50. 50
Fill in PDF
form with
employee &
training info
Send by
email to
supervisor
for approval
Send by
email to TM
for approval
Stored
signed PDF
on shared
drive
Enter
training in
Training
Module
Click
Submit for
approval
Supervisor
clicks
Approved
TM clicks
Approve
As-Is
To-Be
What’s the
value of
this step?
Do you need a
PDF form?
The PDF Paradigm
51. Let’s help our PM apply Lewin’s force field analysis
51
As-Is
Retire PDF
form
“can’t grow from 800
to 2000 employees
without an LMS”
automate process for
training employees (4)
Business Driver?
Sense of urgency?
Business
Outcome? Target
state?
Benefit?
System to track
employee performance
Define new
processes
and roles Driving forces were
not big enough for
change!
57. Stakeholder Management is a Knowledge Area
57
Source: PMBOK v 6
Engagement = winning hearts and minds.
Management is not enough!
58. Mayfield’s 7 Principles of Stakeholder Engagement
58
You can forget important stakeholders, but they won’t forget you.1
Identification is continuous: new ones emerge, others fade.2
Prioritizing/segmenting is a moment in time. Rinse & repeat.3
Some stakeholders are best engaged by others.4
59. Mayfield’s 7 Principles of Stakeholder Engagement
(cont)
59
Seek first to understand, and then be understood.5
Emotion trumps reason.6
Demonstration trumps argument.7
Engagement = winning hearts and minds.
Management is not enough!
Source: See References
60. Stakeholder Engagement: Keys to Success
• Continuous process, similar to Risk Management
• Capture insights in Stakeholder Register
• More “art” than “science” (“winning hearts & minds”)
• Meet as many stakeholders one-on-one as early as possible
• Best done as a team
60
Stakeholder engagement strategy should drive project
activities…not the other way around!
63. Prioritization / Segmentation Keys to Success
• KISS: Pick 2 or 3
• Don’t lose sight of the purpose: to facilitate engagement
of stakeholder groups by addressing their WIIFMs
• Remember Mayfield: moment in time! Keep it updated!
63
Spend more time on planning engagement and
management, less on pretty graphics!
64. Let’s go back and help our PM get it right this time!
64
65. Case Study, additional information
• Other Engineering managers reached out to BA to find out
about project and wanted to be involved, “ideas to share”
• PM ignored “no time”, “scope change”
65
66. Let’s help our PM understand Stakeholder
Engagement
• Start with Stakeholders! Not the WBS! Not the project schedule!
• Have / maintain Stakeholder Register
• Don’t disband “Selection Committee”, convert to “Core Change Team”
• Engineering Managers who reached out: meet, role on “Core Change
Team”
• *Note: Stakeholder Management become a Knowledge Area in 2013,
after project was complete. Just sayin’…
66
67. Project Steering Committee
• Kotter’s “Guiding Coalition”
• Project Sponsor ensures value for money and leads the organizational
change
• Strong sponsorship = key to success
• Therefore need to understand benefits before you start the project!
67
The Project Steering Committee is Stakeholder Engagement
in action
68. Let’s go back and help our PM get it right this time!
68
69. Case Study, additional information
• Training Manager was the Project Sponsor
• One month before Go-Live, when it was clear that the PDF form
would disappear, TM stated that the application did not meet
requirements.
• PM “invited” TM to go to CFO and request that project be cancelled.
• TM decided to proceed with project.
69
70. Let’s help our PM understand Project Governance
70
Expected Business
Outcome
improved productivity
of Training team
grow to 2000
employees
centralized performance
management system
better visibility of employee
performance leading to
increased revenue
easier coordination
of training activities
increased revenue
(engineering
consulting services)
?
Is this really the
benefit?
Benefit
stated
benefit
If this is the
benefit, is HR the
sponsor?
Should this not
be the benefit?
Is this outcome
enabled by an
LMS?
71. Let’s help our PM get it right this time!
• Benefits must be clear before starting the project (now in PMBOK v6)
• Benefit should have been “increase revenue from engineering consulting
services” by better managing engineering talent
• Project Sponsor should have been Engineering VP, not Training Manager
• User interests on Project Steering Committee:
– Training Coordinator Super-User: maintain the system
– Engineering Managers: users of system
• Conversation “Does application meet requirements?” should have been
“Do we still have a business case?”
71
73. Focus on Engagement, not just Communication
• Communication is only one aspect of an effective Change
Management strategy
• Engagement = winning hearts and minds, appealing to emotion
(Mayfield’s Stakeholder principles)
73
Telling people will not lead to engagement.
Do not let communication become “mechanical”.
Involve leadership!
74. Factors which encourage engagement
• Don’t wait until full information is available
• Focus on two-way, face-to-face interactions when more engagement
is needed
• Consider the WIIFM, focus on the individual
• Segment audiences to target information and avoid overload
• Allow plenty of time
• Encourage feedback and act on it
74
Source: See
References
75. Let’s go back and help our PM get it right this time!
75
76. Case Study, additional information
• Communication: Emails and Intranet updates, by TM
• Soft Go-Live: communication to project team only, no users
• Pilot, responsibility of / organized by TM (already discussed)
76
77. Let’s help our PM get it right this time!
• Communication is not engagement!
• Intranet and email: engagement?
• Messages from Engineering VP more powerful than TM
• “Pilot” was too little, too late. Engagement?
77
79. Change Delivery Plan vs Change Management Plan
• Change Delivery Plan = activities in the project schedule which can be
tracked
– Examples: Communication sessions, Conduct Stakeholder
Interviews, Training activities, updates on the intranet, send out
newsletter, perform pilot
• Change Management Plan = set of recurring actions which lead to
change readiness
79
80. Change Management Plan = Change Wheel
80
S
C
Sk
B
R
F
M
Stakeholders
Communication
Skills (of Change team)
Build Buy-in
Resistance
Feedback
Measurement
who, why, how/when engaged
how targeted, channels, when
Sponsor, change agents,
change specialists
how to deal with
how to collect & use
how do we know it’s working?
Plan to engage and sustain, levers
Source: See References
84. Use Levers to Enable and Sustaining Change
84
“Small changes can
create big results.”
–Peter Senge
levers =
Elements of a
change & its
landscape
that can be
activated in some
way
to enable
adoption on a
broad scale
Source: See
References
85. Levers
85
emotional
procedural
structural
peer pressure, guilt, pride
process
how org is controlled
carrot
stick
burning bridges
reward
penalty
can’t go back
applied by
Need to apply systems thinking to
manage unexpected outcomes.
Think “adaptive”!
Source: See References
87. Project Lifecycle
87
Ideation Project Transition SustainStrategy
Business
Driver
Expected Business
Outcome
Benefit
Management Plan
Business Case
Project
Charter
To-Be
Project Closeout
88. Where is the risk of failure highest?
88
Ideation Project Transition SustainStrategy
Business
Driver
Benefit
Management Plan
Business Case
Project
Charter
To-Be
Project Closeout
What’s wrong with
this picture?
Expected Business
Outcome
89. When does the Planning to Sustain start?
89
Ideation Project Transition SustainStrategy
Business
Driver
Benefit
Management Plan
Business Case
Project
Charter
To-Be
Project Closeout
Plan to Sustain
Do your project
charters include a Plan
to Sustain change?
Expected Business
Outcome
94. Project Manager or Change Manager?
Achieve business case vs Ensure organization is ready
for change
Project executed on-time,
on-budget, on-scope
vs Stakeholder & business
expectations are met
Customer requirements
understood and serve as
the basis for the project
scope
vs Customer’s views and needs
may change throughout the
project and must be
respected
94
Source: See References, adapted
95. Project Manager or Change Manager?
• Stakeholder Management
• Change Readiness
• Change impact
• Capability Development
• Business engagement & transition
• Sustaining Change
95
Why not the Project
Manager?
Source: See References, adapted
96. Project Manager or …?
• Define scope
• Task scheduling & prioritization
• Identify & allocate resources
• Manage & track tasks to completion
• Resolve problems & issues
96
As we move towards
self-managed teams,
will these remain the
tasks of the Project
Manager?
Source: See References, adapted
99. Before you start your project…
✓ Do you understand:
– Business Driver?
– To-Be state?
– Expected Business Outcome?
– Benefits expected?
– Gap between As-Is and To-Be
✓ Is the above in the Business Case?
99
Does your project pass
the “So What” test?
If your project fails the
“So What” test, failure
is inevitable. Identify
and communicate risk!
100. Before you start your project…(cont)
✓ Project deliverables aligned to the Business Case?
✓ Project Steering Committee with strong Project Sponsor, who will get
benefits?
✓ Plan to Sustain Change?
100
It doesn’t matter if your project is already in process! Start now!
No budget for change management? Identify the risk of not
managing change!
101. During Project Planning…
✓ Risk register include risks to benefits (strategic) and to business
operations?
✓ Core change team in place?
✓ Stakeholder Assessment done (with core change team?)
✓ Change Readiness Assessment? Change Impact Assessment?
✓ Change Management Plan? Change Delivery Plan?
✓ Plan to Sustain Change updated? Levers identified?
101
Coming up: find
out how to get
these missing
slides!
102. Keep going…and don’t stop!
✓ Stakeholder Register updated?
✓ Change Management Plan updated? Change Delivery Plan adjusted?
✓ Risk Register updated with Business/Strategic Risks?
✓ Plan to Sustain change updated? Adoption Levers working? New ones
needed?
102
106. If you’re a Pragmatist or an Activist…
106
Coming soon to PMI Montreal!
Workshop: Scoping Projects for Sustainable Change (0.5 day)
Using case studies, learn how to build project charters around the plan
to sustain the change and not the other way around!
107. If you’re an Activist or a Reflector…
• Try some of the things discussed in this presentation on your own
projects
• Reach out to me if you are interested in a workshop customized for
your projects / your teams
• Think back on your own experience, what makes sense? How do you
relate?
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108. The Missing Slides and other great free stuff
108
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109. Let’s keep talking
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