تواصل_تطوير المحاضرة ال 176 مهندس / أكرم النجار بعنوان "إدارة التغيير وتطبيق نظام إدارة المشاريع" يوم الإثنين 03 أكتوبر 2022 الثامنة مساء توقيت القاهرة التاسعة مساء توقيت مكة المكرمة و الحضور عبر تطبيق زووم من خلال الرابط https://us02web.zoom.us/meeting/register/tZErcuqvrTkpGtfrNqMYASLf5riU0pmSXbvm علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي والله الموفق للتواصل مع إدارة المبادرة عبر قناة التليجرام https://t.me/EEAKSA ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة رابط اللينكدان والمكتبة الالكترونية https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/ رابط قناة التويتر https://twitter.com/eeaksa رابط قناة الفيسبوك https://www.facebook.com/EEAKSA رابط قناة اليوتيوب https://www.youtube.com/user/EEAchannal رابط التسجيل العام للمحاضرات https://forms.gle/vVmw7L187tiATRPw9 ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.

2. ‫و‬ ‫التغيير‬ ‫إدارة‬
‫نظام‬ ‫تطبيق‬
‫المشاري‬ ‫إدارة‬
‫ع‬

3. Akram Elnagar
Experiences :
• PMO Project Manager in Parsons - Riyadh, KSA - Dec. 2021 to date
• PMO regional director for Meinhardt international Riyadh, KSA - Jan. 2020 - Dec. 2021
• Risk Manager for Italconsult Riyadh, KSA 2019
• PCM for Projacs Riyadh, KSA 2019
• PMO Head - VRO - MOE - Riyadh, KSA 2017
• PCM for ENI group - Iran and Nigeria 2003-2005
• PM consultant and owner of PM-House - May 2005 to date
Certificates are :
• Master Certificate in Project Management from George Washington university
• DBA from IBSS (International Business School Scandinavian - ongoing...)
• Certified PMP Project Management Professional by PMI - USA
• Certified PgMP Program Management Professional by PMI - USA
• Certified PMI-RMP Risk Management Professional by PMI - USA
• Certified PMI-SP Scheduling Management Professional by PMI - USA
• Certified PSP Planning & Scheduling Professional by AACE - USA
• Certified P3O Portfolio , Program , Project Office by Axelos - UK
• Certified MOP Managing of Portfolio by Axelos - UK
• Certified Change Management by KPMG - UK
• Certified PMOC Project Management Office by ALLPMO - USA
• Postgraduate Diploma in Construction Management & BSC, Civil Engineering - Ain Shams University Cairo -Egypt

4. Strategic
Objectives
Overview
www.pmhouse.org 3
Portfolio
Benefits
Realization
Program
Program
Outputs
Project
Project
Project
Project
Centre Of Excellence

5. Organization Portfolio Office Model
www.pmhouse.org 4
Main Board Director
Organization
Portfolio
Office
•Strategic support
•Prioritization
•Benefits
•Mgmt. Dashboard
•Governance support
•Oversight, scrutiny
& challenge
Portfolio Functions Delivery Functions
•Flexible Resource
•Capacity Planning
•Resource Mgmt.
•Hr Management
•Contract Mgmt.
•External Resources
•Facilitate Program
or Project Start-up
COE Functions
•Standards
•Training & Coaching
•Assurance
•Good Practice
•Knowledge Mgmt.
•Tools
•Consultancy
Program Office for
a specific initiative
(temporary)
Project Office for
a specific initiative
(temporary)
How can we stop
doing wrong things?
Or in wrong way?
P3O
Are the right things
being done?'
Are they achievable?
'What should be added,
removed or changed?' or
'Can the time-to decision
cycle be speeded up?'

6. Hub connected by Spokes Model
Organization
Portfolio Office
(permanent)
Hub Portfolio /
Program Office
(permanent)
Hub Portfolio /
Program Office
(permanent)
Program Office for
specific initiative
(temporary)
Project Office for
specific initiative
(temporary)
www.pmhouse.org 5
Centre Of Excellence
(may be a separate unit
or a function or team
within the portfolio or
hub program offices)
• Standards
• Training
• Coaching
• Assurance
• Good Practice
• Knowledge Mgmt.
• Tools
• Consultancy
Senior Management
Progress
Summary

7. Virtual Models
The Virtual Model requires a great deal
of maturity in the three levels of
Portfolio, Program & Project Mgmt.
No permanent office.
Exists in organizations with a high level
of PPM.
This role is the link between strategy
and business changes and the driver for
continued development of Best Practice
within an organization.
The 'Head Of Profession' role would
also be responsible for organizing the
Project and Program management
Forums
www.pmhouse.org 6
Temporary Offices
Support Initiatives
Staffed from business units
Program
Project
Portfolio
Maturity
Head of Profession
• Organizes Mgmt. Forums
• Forums are important as there
are few face to face meetings
Strategy
Business
Changes

8. 1- Change Management
7
Purpose
• Survival
• Evolution
2020
pmhouse.org
It is about moving from one position of stability to another, whether this is an individual learning
something or a large organization restructuring.

9. 2. Learning & Individual
8
2020
pmhouse.org
Learning is the process of
acquiring knowledge
through experience which
leads to an enduring
change in behavior”
We are learning to do
something different,
something new and we
can’t do it as well.

10. 3. Change & Individual
pmhouse.org 9
2020
❑ Communicate clearly &
consistently
❑ What will change, why and
when
❑ Don’t make change an Add-on
❑ Provide lots of support

11. 3.1 Learning & Survival Anxiety
pmhouse.org 10
2020
Anxiety
Learning Anxiety
• Not being able
to learn
something
new
• Incompetence
whilst
acquiring new
skills and
knowledge
Survival Anxiety
• Not surviving
change
• Learn and
support
change
• Low survival
anxiety equals
low success
rate
Learning
Anxiety
Survival
Anxiety

12. Organizational Culture 2
pmhouse.org 11
2020
Deeper
Surface
Deepest
• Norms & Values
• Basic Assumptions
• Artifacts & Products
• How they behave
• Commonly experienced at
office level
Trompenaars and Hampden-Turner
Visible
Organizational
Culture
• Norms & Values
• Dress codes,
• Punctuality and
• Security rules
• Use of first names
Formal
Informal

13. Organizational Culture 3
pmhouse.org 12
2020
Deeper
Surface
Deepest
• Norms & Values
• Basic Assumptions
• Artifacts & Products
Trompenaars and Hampden-Turner
'We are here for public
health, but in order to
invest in public health
we need to make a
profit'
'We need to
be profitable
• All staff are equal
• Greed is good
• We value individuals

14. Models of the Change Process – Intro.
pmhouse.org 13
2020
Kotter's model
Road map for change based on commen
errors
Lewin's Model
Break down collective mind-set to
enable change
Senge's model
links change to learning and how
learning promotes change

15. Models - Lewin Overview
pmhouse.org 14
2020
01 - Unfreeze 02 - Change 03 - Refreeze
1. Recognize the need for
change
2. Determine what needs
to change
3. Encourage the
replacement of old
behaviors & attitudes
4. Ensure there is strong
support from upper
management
5. Manage & understand
the doubts & concerns
1. Communicate often
2. Dispel rumors
3. Empower action
4. Implement the changes
5. involve people in the
process
6. Help employees to
learn new concept or
points of view
1. Changes are reinforced
2. develop ways to sustain
the change
3. Provide support &
training
4. Celebrate success
Inertia is overcome,
and existing habits &
mindsets are broken
down….
A period of confusion,
challenge & clarification
New mindsets &
habits formed &
establish.

16. Model - John Kotter's Eight Step Method
pmhouse.org 15
2020
Form a powerful
coalition
2
Create a vision for
change
3
Create a climate for change
Implementing Sustaining for
change
Engaging & enabling the
organization
Build on the change
7
Empower Action
5
8
Make it part of the
culture
Create quick wins
6
● Need for change and
its positioning
● Sufficient authority
or political power
4
Communicate
change vision
• Agreed a clear end
point
● Generate interest &
willingness
● Delegating appropriate
authority to others
● Stakeholder engagement
● Changes are
implemented
● Benefits are measured
& confirmed
Create Urgency
1
Learning
Anxiety

17. Idea-Generator
Key Roles in Organizational Change
pmhouse.org 16
2020
Sponsor
Line Managers
Targets/Implementers
Advocate
Implement change in
away that does not
stop Business as usual
Executive Leadership
Change Proposal

18. Stakeholders engagement 1
pmhouse.org 17
2020
● Delivered Capability & not changed
the way the organization works
Sudhanshu Palsule
Change
Low
High
High
High
Capacity
High
Capacity
Capacity for Change
Understanding
of
the
Change
High
Capacity
Experienced
Little
Experienced

19. Principles of Stakeholders engagement
pmhouse.org 18
2020
Identifying & segmenting
stakeholders
Managing relationships &
mobilizing stakeholders
1. You can forget important stakeholders, but
they won't forget you.
2. Identification is a continuous practice - new
stakeholders emerge during a change, old
ones can fade away.
3. Prioritizing and segmenting stakeholders is
in a moment in time. Regularly re-prioritize
4. Some stakeholders are best engaged by others.
5. Seek first to understand, and then be
understood .
6. Emotion trumps Reason.
7. Demonstration trumps argument

20. Drivers of Change – Cascading Decisions
pmhouse.org 19
2020
Drivers of Change
Strategic Objectives
Strategy
Change Portfolio
Outcomes & Benefits
• Amount possible
Change Initiatives
Implementation
• Measurable:
− Performance
− Timescale
• Subjective Statement
Vision &
Scorecard
Required
result?
Feedback Loops
Cascading Decisions

21. What is Communication?
pmhouse.org 20
2020
Did you get my
message?
Yes, it was
very clear
Communication is to succeed in conveying
information or evoking understanding
● Arrived & understood
● Use of language
● All communication mediums
Communication
Mediums

22. Cognitive Bias
pmhouse.org 21
2020
Cognitive Bias
Confirmation
Bias
Status Quo
Bias
Availability
Bias
Bandwagon
Effect
● looking for behavior that shows the
bias

23. Social Media
pmhouse.org 22
2020
Put best practice guidelines in place
about what is acceptable and what is not
3
Link social media objectives clearly to the
communications strategy for change
1
Best Practice Guidelines
5
Have dedicated resource to generate
content and interaction, to help build
momentum
2
Train people in social media use so they
are comfortable using it
4
Establish governance to monitor
adherence to a clear social media policy
6
Seek commitment from all levels of
management for use of social media
7
Put monitoring systems and processes in
place to measure its effectiveness
● Wider levels of
collaboration
● Build communities
● Deliver results.

24. Change Readiness
pmhouse.org 23
2020
Spectrum of Reaction
● How the changes may
affect people's motivation
Embracing the Change Resisting the Change

25. Building the team

26. Change Management Plan

27. ‫لكم‬ ‫شكرا‬
• anajjar@pmhouse.org
• WhatsApp +966563591002