Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
Brief introduction to project management and project management toolsNathan Petralia
A brief introduction to project management, methodologies (waterfall, hybrid, agile, kanban, dedicated resources), project management tools, how to achieve success in 5 steps.
=== Drop me a note on LinkedIn if you want the PPT version ===
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
Brief introduction to project management and project management toolsNathan Petralia
A brief introduction to project management, methodologies (waterfall, hybrid, agile, kanban, dedicated resources), project management tools, how to achieve success in 5 steps.
=== Drop me a note on LinkedIn if you want the PPT version ===
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Presentation by Simon Batchelor (IDS) on Theory of Change and Outcome mapping methodologies for intermediary work, given at a virtual workshop on M&E for I-K-Mediary Network members, March 30 2010.
Manage the imposed or unplanned change with the help of professionally designed ready-made Change Management Introduction PowerPoint Presentation Slides. Drive an effective change within an organization using change management PPT slides. Get practical organizational change methodologies, frameworks, steps, processes and implement a successful change. Add change management PowerPoint slideshow and aware people in your organization about the change. This complete PowerPoint slideshow covers topics like change management implementation drivers, identify the change, types of change management, forces for change, gap analysis, organization change readiness checklist, etc. These change management introduction PPT slide layouts are editable. You can utilize them as per your organizational need. Make your employees ready for the change and go through a successful transition. Add organizational change management PowerPoint templates to control and improve processes for the betterment of an organization as whole. It becomes necessary in the business cycle of an organization to have business process reengineering. Adopt a change and go through a smooth transition with change management introduction PPT slideshow. Break it all down with our Change Management Introduction Powerpoint Presentation Slides. Allow every element to emerge effectively.
The concepts and processes on how to perform project stakeholder management according to PMBOK Guide 6th edition. You'll find key concepts and terms, identify stakeholders, plan stakeholder management, manage stakeholders, and monitor stakeholders.
How project managers, change managers, and organization leaders can drive project success by implementing change management, using the Prosci change management methodology and certification program.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
Communication Skills- Sneak Peak from My CourseRadhia Benalia
This is a Sneak Peak from my Course. The PPT is of course accompanied with case studies, templates, hypothetical scenarios, videos, and group activities.
Presentation by Simon Batchelor (IDS) on Theory of Change and Outcome mapping methodologies for intermediary work, given at a virtual workshop on M&E for I-K-Mediary Network members, March 30 2010.
Manage the imposed or unplanned change with the help of professionally designed ready-made Change Management Introduction PowerPoint Presentation Slides. Drive an effective change within an organization using change management PPT slides. Get practical organizational change methodologies, frameworks, steps, processes and implement a successful change. Add change management PowerPoint slideshow and aware people in your organization about the change. This complete PowerPoint slideshow covers topics like change management implementation drivers, identify the change, types of change management, forces for change, gap analysis, organization change readiness checklist, etc. These change management introduction PPT slide layouts are editable. You can utilize them as per your organizational need. Make your employees ready for the change and go through a successful transition. Add organizational change management PowerPoint templates to control and improve processes for the betterment of an organization as whole. It becomes necessary in the business cycle of an organization to have business process reengineering. Adopt a change and go through a smooth transition with change management introduction PPT slideshow. Break it all down with our Change Management Introduction Powerpoint Presentation Slides. Allow every element to emerge effectively.
The concepts and processes on how to perform project stakeholder management according to PMBOK Guide 6th edition. You'll find key concepts and terms, identify stakeholders, plan stakeholder management, manage stakeholders, and monitor stakeholders.
How project managers, change managers, and organization leaders can drive project success by implementing change management, using the Prosci change management methodology and certification program.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
Communication Skills- Sneak Peak from My CourseRadhia Benalia
This is a Sneak Peak from my Course. The PPT is of course accompanied with case studies, templates, hypothetical scenarios, videos, and group activities.
Transform Your HR Processes with Oracle HCM Cloud and Digital ToolsCapgemini
Looking to boost your HR processes? Want to integrate with social media tools as part of your HR processes?
This presentation is for you! You will learn how to transform your processes by using digital tools and Oracle Human Capital Management Cloud.
Presented by Mary Murphy, Capgemini's Oracle HCM/PeopleSoft Service Line Leader, at Oracle OpenWorld 2014.
http://www.capgemini.com/oracle
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.
Create Your End User Adoption StrategyErica Toelle
We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream on a SharePoint project, and the associated roles, responsibilities and tasks for the project plan.
Community of Practice Webinar - What makes a good (or great) change manager? Prosci ANZ
As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
Discover the secrets of managing the people side of change in content projects. This presentation will help you:
• assess and prepare for the impact the change will have on your team and your company
• set up a sponsorship network that has your back and does your bidding
• help resistors move through the change so they don’t sink the ship (do it right and they’ll float your boat).
This presentation is relevant both for agency and in-house content strategists, whether you’re struggling with post-implementation quality decline or are setting off on a brand new project.
Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.
The People Case: How to Convince Your Organisation to Invest in ChangeProsci ANZ
Having trouble convincing your stakeholders of the need to invest in Change Management capability? Do you face a constant challenge promoting the value of Change Management within your organisation?
Hear first-hand our practical tips on how to communicate the return on investment of Change Management.
Change Converstion Seminar presented by Being HumanProsci ANZ
When change becomes BAU - strategies for success
- Why change is the new BAU
- The upside and downside of being in this environment
- Strategies for success
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?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
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.
The session was presented by experienced change and project management professionals.
Change Leadership Opportunities for Project VulcanBill Blackwell
An overview of the current best-thinking on change management, circa 2002. Very little is different in 2015, largely because people and their motivations have not changed.
Info Webinar: Prosci Workshop for Project ManagersProsci ANZ
Integrating change management and project management has been cited in numerous studies as a key contributor to overall project success. Build buy in for Change Management in this one day, hands on workshop specially designed for Project Managers, project teams, IT specialists and other professionals.
Program overview
Key takeaways
Q&A.
Key success factors for Change Champions- Change Community of Practice Webina...Catherine Smithson
Discover the key success factors for Change Champions, drawing from our consulting team's experience and Prosci's 2016 Best Practices in Change Management Report.
New Frameworks for Measuring Capacity and Assessing PerformanceTCC Group
If we start with the assumption that — in order to improve our social sector as a whole — those who do the work to strengthen our communities (the nonprofits) are equally as critical as those responsible for providing the resources for the work to get done (the foundations), then why wouldn’t we expect all social sector actors to build their capacity? How do we know when our grantees and our foundations are becoming more effective and impactful as a result of our capacity investments, organizational development efforts and technical assistance? What does a high performing organization or foundation look like? And can we measure that?
This presentation, provided during the Grantmakers for Effective Organizations 2016 National Conference in Minneapolis, reviews and demonstrates existing resources for assessing nonprofit and foundation capacity and effectiveness. Speakers introduced the pros and cons of a variety of rubrics in use in the field and offered guidance on how funders decide on the right fit for the desired purpose. Grantmaker peers also shared how they used different frameworks and tools to assess individual nonprofits and grantee cohorts. Session participants left with increased awareness of the importance of the facilitator’s role in interpreting data gleaned from assessments and of the data collection methods most appropriate for their organization.
Similar to Overview of Role of Sponsor in Change (20)
New Frameworks for Measuring Capacity and Assessing Performance
Overview of Role of Sponsor in Change
1. Sponsor’s Role inSponsor’s Role in
Organizational ChangeOrganizational Change
Management ProjectsManagement Projects
Radhia Benalia
November 05, 2014
1
2. Biography
• Radhia Benalia, PhDc, PMP
• Certified Green Project Manager
• Doctoral Thesis: Success Factors for Executive Sponsorship
• Previously Deputy General Manager of Consultancy Firm
• Head of Engagement- Global University
2
..
3. Agenda
• Project Sponsor’s Role and Importance
• Sponsorship: Expectations and Competencies
• Change Management
• Sponsorship in Change Management
3
4. Food for Thought
• “An organization ability to learn, and translate that
learning into action rapidly, is the ultimate competitive
advantage.”- J. Welch
4
5. Introduction
“This is a major project of utmost importance, but it has no
budget, no guidelines, no support staff, and it’s due in 15 minutes.
At last, here’s your chance to really impress everyone!”
5
6. How important?
• “The greatest correlation comes from an interesting
place; above. Those organizations that have active
project/program sponsors on at least 80% of their
projects have a success rate of 75%, eleven
percentage points higher than the average”. - PMI
Pulse of the Profession 2013
6
7. What do Organizations need?
PMI,PMI, Navigating Complexity: A Practice GuideNavigating Complexity: A Practice Guide, 1st Edition, 2014, 1st Edition, 2014
7
11. Myth 1: Any executive manager can be a good project sponsor
The sponsor needs to have crystal-clear understanding of the
strategy of the business, and he/she needs to be able to clearly
convey it to the project manager and to the project team
The sponsor needs to act as the proxy of the business: He/she
ensures that the project is aligned with the business strategy, and
that it will indeed bring value to the organization.
The sponsor needs to be convinced of the value that this project
would drive. Otherwise, how can this person effectively champion
the project?
11
12. • Myth 2: The Sponsor does not need to
know project management basics.
12
13. Myth 2: The Sponsor does not need to know project management basics.
• The sponsor needs to be educated about basics of
project management, its value and challenges,
and its measurements of success.
• He/she also needs to be educated about
feasibility analysis, risk management and even
portfolio management.
13
14. • Myth 3: Project Sponsor is an Executive
that does not need to make himself/herself
available for the project.
14
15. Myth 3: Project Sponsor is an Executive that does not need to make himself/herself
available for the project.
• The project sponsor needs to:
• Make himself/herself available often enough to review
the status of the project.
• Check on the morale of the team
• Check that there are no major “noises” that would impact
the project in a way that it could lead to failure
15
16. Expectations
• The sponsor is expected to champion the project at all phases,
unless it does not bring value to the business. In that case,
he/she needs to be ready to cancel the project if it is found that
the project’s outcomes will no longer bring added value to the
business.
16
19. Change!
• Define Change: Transition from current to future state
• Define Change Management: Change Management is
taking a planned and structured approach to align an
organization with the change.- Managing Change in
Organizations, PMI
19
23. The PMI Change “Model”
Harrison & Nelson, The Sponsor as the Face of Organizational ChangeHarrison & Nelson, The Sponsor as the Face of Organizational Change, Project Management Institute, Inc., 2013., Project Management Institute, Inc., 2013.
23
24. Inspiration
Scope the change
Create a vision
Drive commitment
Accelerate the transition
Sustain momentum
Adapted from American Express
Management Model
25. Project Management Institute, Managing Change in Organizations, Project Management
Institute, Inc., 2013.
Category of
Change
Recipient Difficulty Length of
Initiative
Reversibility
First-order
change
Procedures –
modifications in
how work is done
minor short Easily reversed
Second-order
change
Policies – doing
something
significantly
different
moderate medium irreversible
Third-order
change
Values – rethinking
the governing
values
very long irreversible
25
26. Driving Change in Context
Project Management Institute, Managing Change in Organizations, Project Management
Institute, Inc., 2013.
26
29. Interpreter
• Convey the vision clearly. Make it tangible and
accessible.
• Interpret the gaps in the current state and open a
dialogue on future state.
• Interpret to the executives the changes and progress
within the project.
• Urgency to change current state, invest effort, and be
ready to embrace.
29
30. Example: Conveying the Vision
• Make it SERVE!
• Succinct
• Evocative
• Resonant
• With Values
• Excellence
• Adapted from West, D. 2010. Project sponsorship. Farnham, Surrey, England: Gower
30
32. Motivate
• Convey a sense of urgency
• Survey for motivating factors
• Don’t just make assumptions!
• Identify change agents early; educate them and
empower them
• Reward Enablers
• At Closing, ensure to recognize those who adapted
change.
32
34. Recognize Planning Elements
• The sponsor doesn’t develop the plan, but he/she
needs to ensure the following:
• Does the plan support change objectives?
• Does the plan include OCM elements?
• Does the plan support transition to operations and
sustainability?
• Are there clear KPIs for measuring success?
34
36. Observing & Reviewing
Initiation Sponsor’s ability and availability
The Organization
Finding Gaps in Current State
Consult Historical Data
Potential Impacts
Planning Review Stakeholder Register and
Matrix
Identifying agents of change
Cultural Assessment (Reflected in Risk
Plan)
Review the WBS
Implementation Assessment +
Mitigation
Executing See Tracking
Monitoring & Controlling Status Reports
Adaptation Results
Training Results- Change Acceptance
Results
Closing Transition Plan 36
38. Tracking
• The sponsor should not micro-manage the PM, but
keep close tabs on the following:
• Change results as project moves
• Is communication effectiveness well measured?
• Are recipients receiving sufficient support?
• Is there synergy between Project Team and Ops for
transition?
• Is a sufficient sample taken?
38
42. Context
• Implementation of New University Management
Information System
• Tremendous resistance, especially from older
employees
• Recipients from different departments
• Admission period was close to begin
42
43. Sponsor’s Role
• Is Motivated
• Got acquainted again with the organization and put
on a Sherlock Holmes attitude
• In addition to simple change surveys she promotes
change, walks around and collects reactions
• Verified and sometimes challenged assumptions
43
44. Change Survey
• Have you previously complained about bugs in the
system?
• If you are given the training required would you agree
with the change?
• Who do you want to pair up with in the transition
period?
• Open ended questions to share concerns.
44
45. What was done?
• Assessment of “Current” state was done thoroughly.
• Established an information station with tech support
that could be reached through Whatsapp.
• For the pilot, included recipients from all
departments, including student body.
• Trainers and Integrators were hand-picked. They had
to have great communication skills.
45
46. • Frequent meetings were carried out with project team
and department heads.
• Transition or Launching ceremony was organized
• Helpdesk stayed in a station 3 months after transition
to operations
• Extensive communication and engagement
opportunities were given
• Continuous feedback was collected
• A Powerful mission statement for the change was
communicated throughout the organization
46
47. Conclusion
• Communicate vision for change
• Influence and Motivate
• Assess organization and impacts thoroughly
• Find the gaps and set KPIs to fill the discrepancies
• Perform and Promote Extensive Communication
• Minimize depth and duration of disruption
• Contribute to solid planning of transfer to operations
• Sustain the Change
47
48. To Contact me
radhia.benalia@gmail.com
Le’ts connect on LinkedIn!
https://lb.linkedin.com/in/radhiabenalia
48