This document discusses the differences between project management and change management. It begins by providing context that project management focuses on tasks and activities to deliver a technical solution, while change management focuses on preparing employees for changes and ensuring adoption of new solutions. It then provides perspectives on how they differ in terms of methodologies, tools, roles and responsibilities. The document argues that while project management and change management have different skills and approaches, integrating the two is important for project success. It discusses challenges to integration and provides recommendations on how to achieve better integration, including ensuring clarity of roles and collaboration between project managers and change managers.
The document discusses establishing a project management office (PMO) to standardize project management practices, provide training and career development for project managers, and help align projects with business strategies. Key elements of an effective PMO include establishing governance over project selection and decision making, using a standardized project management process with stage gate reviews, implementing supporting tools and templates, and promoting continuous improvement of processes.
Governance - Project Management Office Professional ServicesMark S. Mahre
This document outlines a project management framework that includes four phases - Initiate, Plan, Execute, and Close. It describes the key documents, approvals, and stakeholders involved at each stage of a project from initial request through completion and sign-off. Key deliverables include scoping analyses, statements of work, project plans, status reports, and lessons learned documentation. The framework is intended to provide governance and standard processes for managing technology projects.
The document describes how Dignity Health established an Enterprise Project Management Office (EPMO) focused on business operations and strategic initiatives. Some key points:
- The EPMO was launched in less than 3 months to guide large operational projects across Dignity Health's 21-state health system.
- It has a dual reporting structure to senior leadership and focuses on governance, portfolio management, and process standardization.
- The EPMO works closely with Dignity Health's existing IT PMO to coordinate projects. It utilizes a flexible governance model and intake process to take on strategic initiatives.
- The EPMO aims to deliver projects that improve operations and empower staff through a collaborative culture and application of lean
21 Critical Questions to Ask before Change ManagementCatherine Adenle
The document discusses critical questions to ask before implementing change management. It recommends taking time to plan change in detail, develop strong communication, and gain employee commitment and support. Key factors for successful change include clarity of vision, leadership, accountability, champions, resources, roles, engagement, communication and commitment. The document lists 21 questions to ask that will help develop a strong change plan and turn an organization around quickly through change.
The document outlines plans and concepts for establishing a project management office (PMO). It discusses establishing governance, defining the PMO's scope and services, developing a timeline and milestones, determining roles and team structure, and creating plans for performance management, communications, documentation, and maturing the PMO over time. The PMO aims to better align projects with strategy, implement consistent processes, facilitate collaboration, manage resources, and provide executive visibility into project status.
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
The document provides an overview of change management concepts and an 8-step model for leading successful organizational change, emphasizing the critical roles of leadership in establishing urgency around the need for change, building a guiding team, communicating effectively, and addressing resistance to change. It also outlines common reasons why change efforts fail and offers tools and templates to help structure change planning, assessment, communications and roles.
The document discusses establishing a project management office (PMO) to standardize project management practices, provide training and career development for project managers, and help align projects with business strategies. Key elements of an effective PMO include establishing governance over project selection and decision making, using a standardized project management process with stage gate reviews, implementing supporting tools and templates, and promoting continuous improvement of processes.
Governance - Project Management Office Professional ServicesMark S. Mahre
This document outlines a project management framework that includes four phases - Initiate, Plan, Execute, and Close. It describes the key documents, approvals, and stakeholders involved at each stage of a project from initial request through completion and sign-off. Key deliverables include scoping analyses, statements of work, project plans, status reports, and lessons learned documentation. The framework is intended to provide governance and standard processes for managing technology projects.
The document describes how Dignity Health established an Enterprise Project Management Office (EPMO) focused on business operations and strategic initiatives. Some key points:
- The EPMO was launched in less than 3 months to guide large operational projects across Dignity Health's 21-state health system.
- It has a dual reporting structure to senior leadership and focuses on governance, portfolio management, and process standardization.
- The EPMO works closely with Dignity Health's existing IT PMO to coordinate projects. It utilizes a flexible governance model and intake process to take on strategic initiatives.
- The EPMO aims to deliver projects that improve operations and empower staff through a collaborative culture and application of lean
21 Critical Questions to Ask before Change ManagementCatherine Adenle
The document discusses critical questions to ask before implementing change management. It recommends taking time to plan change in detail, develop strong communication, and gain employee commitment and support. Key factors for successful change include clarity of vision, leadership, accountability, champions, resources, roles, engagement, communication and commitment. The document lists 21 questions to ask that will help develop a strong change plan and turn an organization around quickly through change.
The document outlines plans and concepts for establishing a project management office (PMO). It discusses establishing governance, defining the PMO's scope and services, developing a timeline and milestones, determining roles and team structure, and creating plans for performance management, communications, documentation, and maturing the PMO over time. The PMO aims to better align projects with strategy, implement consistent processes, facilitate collaboration, manage resources, and provide executive visibility into project status.
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
The document provides an overview of change management concepts and an 8-step model for leading successful organizational change, emphasizing the critical roles of leadership in establishing urgency around the need for change, building a guiding team, communicating effectively, and addressing resistance to change. It also outlines common reasons why change efforts fail and offers tools and templates to help structure change planning, assessment, communications and roles.
This document provides an overview of change management. It discusses the increasing need for effective change management given the fast pace of change driven by technology. Change management involves both delivering structural changes like new systems as well as behavioral changes. It also discusses challenges in managing constant change and developing an approach that fits into existing governance frameworks. Finally, it covers the emergence of change management as a recognized profession with qualifications and certifying bodies.
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
Strategic leadership refers to a manager's potential to express a strategic vision for the organization, or a part of the organization, and to motivate and persuade others to acquire that vision. Strategic leadership can also be defined as utilizing strategy in the management of employees.
Skeleton for EPMO roll out for large enterprises Ghayas Mansoor
Template provides basic framework addressing EPMO roll out in very large scale organizations that consist of multiple segments / business units with diversity in process definition and practices (v1.1)
Technology Multipliers PPM solutions help optimize the value of your project portfolio and increase pipeline productivity. Our solutions utilize ProModel's project and portfolio simulation tools and Microsoft's project management tools. This Technology Multipliers webinar provides a comprehensive overview of project portfolio management concepts, process, and keys to success for technology companies.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.
This document discusses why change management is important for organizations. It notes that having a structured approach to managing change allows an organization to adapt to a volatile environment, lead change rather than fall behind, and realize benefits like return on investment, quality outcomes, and efficient use of resources. The document also outlines some costs of implementing change management, such as investing in training and reducing business-as-usual work. It provides quotes emphasizing the need for organizations to embrace change and have policies in place to initiate, introduce, and balance change with continuity.
This document discusses various models and approaches for change management. It describes Lewin's model which highlights the stages of change as unfreezing, changing, and refreezing. Kotter's model focuses on establishing a sense of urgency and a guiding coalition. The ADKAR model identifies the key steps for individual change as awareness, desire, knowledge, ability and reinforcement. Guidelines are provided for facilitating change, including understanding employee psychology, defining strategies and measuring progress. Total quality management (TQM) aims to achieve continuous quality improvement through an integrated organizational effort. Business process reengineering involves fundamentally rethinking and redesigning business processes for dramatic performance improvements.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Corporate universities can be a driving force in an organization. They can add value, drive change and contribute to the growth and development of the overall enterprise, but only if the corporate university is connected to the business, relevant, managed in a productive, efficient manner and valuable to the organization.
The success factors identified in this article are review points to judge the success of the corporate university and provide the impetus for sustained improvement, change and growth.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
This document provides an overview of Peter Taylor's work related to project management offices (PMOs). It discusses Taylor's book on leading successful PMOs and outlines his experience in consulting with organizations to help maximize their project success through effective PMO strategies. The document also shares insights from PMO leaders on best practices such as balancing process with people-focus, promoting projects, and tracking benefits. Overall, the summary highlights Taylor's expertise in advising organizations on how to establish successful PMOs.
This document discusses strategies for managing organizational change. It begins with an overview of the challenges of change execution, including natural human resistance and the need to focus on realizing promised returns rather than just installation. It then provides details on managing both the change itself and the necessary transition period for people. Key factors in successful change include having a clear plan, managing the human aspects of transition, and building organizational capacity and resilience for ongoing change. The document emphasizes that change success requires managing both the external changes and internal human transitions.
To build a strategic PMO, focus on cultural change through speed and patience, leadership from the bottom up, enterprise-wide systems, knowledge management, and open communication. Establish processes and standards while allowing flexibility. View projects through a systems perspective across the organization. Continuous learning and process improvement are needed over several years to fully mature the PMO and achieve project management excellence.
Program management involves managing multiple related projects to improve organizational performance, while project management focuses on individual projects. The key differences are:
- Programs are ongoing while projects have defined endings. Programs are tied to organizational strategies and financial calendars.
- Program management requires more governance, financial management, and executive-level change management skills. Programs have broader scope than individual projects.
- Project managers focus on content like scope, schedule and resources, while program managers focus more on people, politics, and business objectives and strategies.
The document discusses three change management theories: the ADKAR model, the six change approach, and business process reengineering. The ADKAR model focuses on the five building blocks individuals require for successful change: awareness, desire, knowledge, ability, and reinforcement. The six change approach developed by Kotter and Schlesinger outlines six methods for preventing or minimizing employee resistance to change. Business process reengineering is focused on redesigning processes to dramatically improve performance metrics like cost, quality, and speed through seven principles like organizing around outcomes rather than tasks.
Learning and Development Strategy and ExecutionSahil Sharma
This document outlines a two-phase process for establishing a Learning & Development (L&D) strategy. Phase 1 involves determining the current and future state of L&D by making the case for an L&D strategy, developing an L&D vision, and analyzing critical issues impacting L&D. Phase 2 involves establishing L&D strategic principles and applying the strategy across the L&D function. The process overview provides steps for completing each phase, including gathering stakeholder input, conducting a needs assessment, and identifying L&D priorities to guide the development of the strategic principles.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
This document provides an overview and agenda for an IT PM lunch training on business transition and change management. It discusses key concepts around change management including: defining business transition management as managing the people side of change; explaining why change management is important using models that show how resistance increases and productivity decreases without it; comparing project management and change management processes and tools; and outlining Prosci's three phase change management process of preparing for transition, managing transition, and reinforcing transition.
This document provides guidance on effective change management for projects. It emphasizes the importance of aligning change management activities with project phases, communicating regularly with stakeholders, shifting communications from purely informational to more persuasive, and addressing potential resistance to change. Success requires planning, proactive communication, stakeholder engagement and ownership of the solution. Key roles on the change management team and their responsibilities are also discussed.
This document provides an overview of change management. It discusses the increasing need for effective change management given the fast pace of change driven by technology. Change management involves both delivering structural changes like new systems as well as behavioral changes. It also discusses challenges in managing constant change and developing an approach that fits into existing governance frameworks. Finally, it covers the emergence of change management as a recognized profession with qualifications and certifying bodies.
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
Strategic leadership refers to a manager's potential to express a strategic vision for the organization, or a part of the organization, and to motivate and persuade others to acquire that vision. Strategic leadership can also be defined as utilizing strategy in the management of employees.
Skeleton for EPMO roll out for large enterprises Ghayas Mansoor
Template provides basic framework addressing EPMO roll out in very large scale organizations that consist of multiple segments / business units with diversity in process definition and practices (v1.1)
Technology Multipliers PPM solutions help optimize the value of your project portfolio and increase pipeline productivity. Our solutions utilize ProModel's project and portfolio simulation tools and Microsoft's project management tools. This Technology Multipliers webinar provides a comprehensive overview of project portfolio management concepts, process, and keys to success for technology companies.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.
This document discusses why change management is important for organizations. It notes that having a structured approach to managing change allows an organization to adapt to a volatile environment, lead change rather than fall behind, and realize benefits like return on investment, quality outcomes, and efficient use of resources. The document also outlines some costs of implementing change management, such as investing in training and reducing business-as-usual work. It provides quotes emphasizing the need for organizations to embrace change and have policies in place to initiate, introduce, and balance change with continuity.
This document discusses various models and approaches for change management. It describes Lewin's model which highlights the stages of change as unfreezing, changing, and refreezing. Kotter's model focuses on establishing a sense of urgency and a guiding coalition. The ADKAR model identifies the key steps for individual change as awareness, desire, knowledge, ability and reinforcement. Guidelines are provided for facilitating change, including understanding employee psychology, defining strategies and measuring progress. Total quality management (TQM) aims to achieve continuous quality improvement through an integrated organizational effort. Business process reengineering involves fundamentally rethinking and redesigning business processes for dramatic performance improvements.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Corporate universities can be a driving force in an organization. They can add value, drive change and contribute to the growth and development of the overall enterprise, but only if the corporate university is connected to the business, relevant, managed in a productive, efficient manner and valuable to the organization.
The success factors identified in this article are review points to judge the success of the corporate university and provide the impetus for sustained improvement, change and growth.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
This document provides an overview of Peter Taylor's work related to project management offices (PMOs). It discusses Taylor's book on leading successful PMOs and outlines his experience in consulting with organizations to help maximize their project success through effective PMO strategies. The document also shares insights from PMO leaders on best practices such as balancing process with people-focus, promoting projects, and tracking benefits. Overall, the summary highlights Taylor's expertise in advising organizations on how to establish successful PMOs.
This document discusses strategies for managing organizational change. It begins with an overview of the challenges of change execution, including natural human resistance and the need to focus on realizing promised returns rather than just installation. It then provides details on managing both the change itself and the necessary transition period for people. Key factors in successful change include having a clear plan, managing the human aspects of transition, and building organizational capacity and resilience for ongoing change. The document emphasizes that change success requires managing both the external changes and internal human transitions.
To build a strategic PMO, focus on cultural change through speed and patience, leadership from the bottom up, enterprise-wide systems, knowledge management, and open communication. Establish processes and standards while allowing flexibility. View projects through a systems perspective across the organization. Continuous learning and process improvement are needed over several years to fully mature the PMO and achieve project management excellence.
Program management involves managing multiple related projects to improve organizational performance, while project management focuses on individual projects. The key differences are:
- Programs are ongoing while projects have defined endings. Programs are tied to organizational strategies and financial calendars.
- Program management requires more governance, financial management, and executive-level change management skills. Programs have broader scope than individual projects.
- Project managers focus on content like scope, schedule and resources, while program managers focus more on people, politics, and business objectives and strategies.
The document discusses three change management theories: the ADKAR model, the six change approach, and business process reengineering. The ADKAR model focuses on the five building blocks individuals require for successful change: awareness, desire, knowledge, ability, and reinforcement. The six change approach developed by Kotter and Schlesinger outlines six methods for preventing or minimizing employee resistance to change. Business process reengineering is focused on redesigning processes to dramatically improve performance metrics like cost, quality, and speed through seven principles like organizing around outcomes rather than tasks.
Learning and Development Strategy and ExecutionSahil Sharma
This document outlines a two-phase process for establishing a Learning & Development (L&D) strategy. Phase 1 involves determining the current and future state of L&D by making the case for an L&D strategy, developing an L&D vision, and analyzing critical issues impacting L&D. Phase 2 involves establishing L&D strategic principles and applying the strategy across the L&D function. The process overview provides steps for completing each phase, including gathering stakeholder input, conducting a needs assessment, and identifying L&D priorities to guide the development of the strategic principles.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
This document provides an overview and agenda for an IT PM lunch training on business transition and change management. It discusses key concepts around change management including: defining business transition management as managing the people side of change; explaining why change management is important using models that show how resistance increases and productivity decreases without it; comparing project management and change management processes and tools; and outlining Prosci's three phase change management process of preparing for transition, managing transition, and reinforcing transition.
This document provides guidance on effective change management for projects. It emphasizes the importance of aligning change management activities with project phases, communicating regularly with stakeholders, shifting communications from purely informational to more persuasive, and addressing potential resistance to change. Success requires planning, proactive communication, stakeholder engagement and ownership of the solution. Key roles on the change management team and their responsibilities are also discussed.
Carolyn Reid's current resume: about my career and accomplishments and the type of work I do. Summarizes successes I have provided to businesses. Worked in many industries. Problem solver, business improvement, business transformation
Student 1 Hi,Project is a temporary goal that a team or an .docxcpatriciarpatricia
Student 1:
Hi,
Project is a temporary goal that a team or an organization undertakes in order to create a unique product or service. A project different from a day-to-day activity, this is because project(s) are temporary, it will have a start, a goal, a defined objective, and a scope that must be achieved by the defined end time (Project Management Institute, n.d.). On top of the above-mentioned, projects heavily rely on the effective management of triple-constants, time, quality & cost. The key attributes of a project are that,
1. A project will always have a start and end dates
2. Requires resources from multiple teams or areas in an organization to achieve one common goal
3. Involves uncertainty and changes to scope
4. Has budget limitation that impacts utilization of resources and supplies
5. Will always need a stakeholder or a sponsor
In my experience, I learnt that he role of top management / business leadership commitment is key for a project to yield fruitful results as many projects aren’t completed due to lack of leadership support & commitment. Involvement of top management in our project helped us team in getting key decisions and changes related to infrastructure, architecture, network & operations quickly. Leadership involvement during initiation/kick-off ensured that the impacted teams that are on the other side of the organization co-operated more readily than usual. Having the top management involved in the project helped our team in getting additional resources and support when required that otherwise could have resulted in delay or even termination of the project. IT projects are filled with unique challenges in every step, some of them are,
1. Scope change in the middle of the project
2. Delivery delays due to miscommunication of scope between impacted teams (Ramachandran, 2017)
3. Remote stakeholders that make output delivery and decision-making difficult (Ramachandran, 2017)
Absence of pre-defined project management practices that jeopardizes the delivery when blockers appear (Ramachandran, 2017)
Thanks,
Vamshi
References
Project Management Institute. (n.d.). What is Project Management? Retrieved from Project Management Institute: https://www.pmi.org/about/learn-about-pmi/what-is-project-management
Ramachandran, K. (2017, September 18). 5 IT Project Management Challenges and How to Overcome Them. Retrieved from Capterra: https://blog.capterra.com/it-project-management-challenges-and-how-to-overcome-them/
Student 2:
IT Management
What is a project, and what are its main attributes? How is a project different from what most people do in their day-to-day jobs?
A project is a venture towards developing a certain product or services which is unique, is a mostly a collaborative practice which is planned and organized to follow particular order so as to achieve. For an activity to be referred to as a project, there are some attributes that must be displayed. This includes; projects are unique and mostly temporary because .
Student 1 Hi,Project is a temporary goal that a team or an .docxdeanmtaylor1545
Student 1:
Hi,
Project is a temporary goal that a team or an organization undertakes in order to create a unique product or service. A project different from a day-to-day activity, this is because project(s) are temporary, it will have a start, a goal, a defined objective, and a scope that must be achieved by the defined end time (Project Management Institute, n.d.). On top of the above-mentioned, projects heavily rely on the effective management of triple-constants, time, quality & cost. The key attributes of a project are that,
1. A project will always have a start and end dates
2. Requires resources from multiple teams or areas in an organization to achieve one common goal
3. Involves uncertainty and changes to scope
4. Has budget limitation that impacts utilization of resources and supplies
5. Will always need a stakeholder or a sponsor
In my experience, I learnt that he role of top management / business leadership commitment is key for a project to yield fruitful results as many projects aren’t completed due to lack of leadership support & commitment. Involvement of top management in our project helped us team in getting key decisions and changes related to infrastructure, architecture, network & operations quickly. Leadership involvement during initiation/kick-off ensured that the impacted teams that are on the other side of the organization co-operated more readily than usual. Having the top management involved in the project helped our team in getting additional resources and support when required that otherwise could have resulted in delay or even termination of the project. IT projects are filled with unique challenges in every step, some of them are,
1. Scope change in the middle of the project
2. Delivery delays due to miscommunication of scope between impacted teams (Ramachandran, 2017)
3. Remote stakeholders that make output delivery and decision-making difficult (Ramachandran, 2017)
Absence of pre-defined project management practices that jeopardizes the delivery when blockers appear (Ramachandran, 2017)
Thanks,
Vamshi
References
Project Management Institute. (n.d.). What is Project Management? Retrieved from Project Management Institute: https://www.pmi.org/about/learn-about-pmi/what-is-project-management
Ramachandran, K. (2017, September 18). 5 IT Project Management Challenges and How to Overcome Them. Retrieved from Capterra: https://blog.capterra.com/it-project-management-challenges-and-how-to-overcome-them/
Student 2:
IT Management
What is a project, and what are its main attributes? How is a project different from what most people do in their day-to-day jobs?
A project is a venture towards developing a certain product or services which is unique, is a mostly a collaborative practice which is planned and organized to follow particular order so as to achieve. For an activity to be referred to as a project, there are some attributes that must be displayed. This includes; projects are unique and mostly temporary because .
This document summarizes an organizational change management approach to help realize the desired outcomes of a business transformation initiative. It focuses on accelerating change readiness, developing change leadership, performing a gap analysis, involving stakeholders, aligning culture and values, planning the transition, developing teams, fostering organizational learning, and establishing a clear business case for change. It discusses why change management is needed, why efforts often fail, and the value of gaining commitment over mere compliance from employees. The proposed approach includes assessing change readiness, developing a communications strategy and plan, establishing a change facilitator network, and creating a transition management plan.
On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management.
Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework.
The Programme Lifecycle gave a structure to the presentation covering seven areas
1. What is a programme?
2. Why do a programme?
3. What makes up a programme?
4. How do we run a programme?
5. Who is in the programme?
6. When does a programme end?
7. What challenges are faced?
It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups.
An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include:
1. Is there a vision of a change future?
2. Is this a shared single vision?
3. Is it in line with what is needed?
4. What are the benefits to be gained?
5. Who benefits, what do they benefit, how much benefit, when do they benefit?
Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including
• An external advisory group
• Local representatives and committees
• Regulators & policy holders
• UK & Scottish governments
• Press coverage
• Wide ranging public consultations
Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme.
At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as:
A Programme Management approach is not for everything
- Split change element of the objectives from long-term business as usual
Bring clarity & focus
- Projects need to know how they fit into ‘big change picture’
Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
This document discusses integrating change management and project management. It begins by explaining the differences between the two, with project management focusing on tasks and timelines to complete deliverables, while change management focuses on implementing changes and gaining commitment.
It then provides examples of how to integrate change management (PCI methodology) with popular project management methodologies like Prince2 and PMI. This includes mapping PCI's critical success factors to the project lifecycle and quality gates. Integrating the methods ensures projects achieve implementation and benefits, not just installation of deliverables.
Developing change management skills is also important, such as choosing people to be change agents who can help facilitate changes, build commitment, and coach managers through the process. Combin
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Project Management Project Manager ProjectErin Moore
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Surpassing the Boundaries of Project and Change Management. Becoming a key “S...Spark the Change Montréal
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The document discusses the differences between project managers and program managers. It finds that while there are some similarities, there are key differences in their job focus, challenges, and core competencies.
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10. Change Management
(Project) … managing Change
Requests/ITIL/ITSM
Change Management
(Organisational) … managing
the People Side of Change
Which type of Change Management
13. PM & CM … what is the difference
Project Management
focuses on tasks and
activities required to create
and implement the technical
solution and that it is
designed, developed and
delivered effectively
Change Management
focuses on employees
impacted by a project or
initiative to ensure that they
embrace, adopt and use the
solution associated with the
change
Traditionally Projects are run by Project Managers using a structured
Project Management approach but there is a fundamental difference
between PM & CM
15. Go-Live
Pre Go Live Post Go-Live
PM
Time
Cost
Quality
CM
Communications
Training Delivery
Business Readiness
Adoption
Usage
Benefits Realisation
Sometimes not aligned
16. Their strength is in executing and following someone
else’s vision and specification rather than helping to
define it
They are task-focused and see their primary role as
delivering what the customer has asked for within the
agreed parameters of time, cost and quality
They are good at analysing facts, calculating
duration, coordinating activities and making rational
decisions
PM & CM … what is the difference
From a blog in 2019 blog by Susanne Madsen who is a Project Leadership
Coach called “What are the 3 biggest mistakes that Project Managers
make she says?”
Mistake #1: Managing tasks and
events at the expense of leading
people
The most common mistake Project
Managers make is that they are more
concerned with tasks and events than
with people and the human impact of
change – often unknowingly. Many
Project Managers have a rational,
logical and analytical way of thinking.
1
2
3
17. Change Management
prepares the
for the solution
Project Management
prepares the
for the organization
PM & CM … what is the difference
A very simple view …
18. SEE THE ORGANISATION AS
IS EXPERT AT DEALING WITH
PERFORMS AT THEIR BEST FACED WITH
CONCENTRATES ON A TIME HORIZON OF
ARE REWARDED FOR
DEALS WITH
DELIVERABLES ARE PRIMARILY
TAKES AN APPROACH WHICH
PRIMARILY NEEDS TO BE
A structured hierarchy
A loosely connected
group without structure
Plans resources and data People and behaviours
Certainty and predictability Ambiguity and unpredictability
Up to go-live Well beyond go-live
Delivery to time,
cost and quality
Business readiness
and user adoption
Facts and figures Perceptions and emotions
Tangible Tangible & Intangible
Drives a straight line
between A and B
Navigates a path of
least resistance
Structured Flexible
Project Manager Change Manager
PM & CM … what is the difference
PERSPECTIVES
And now some perspectives …
19. Change Management Project Management
Change Methodology
Readiness Assessments
Communication Plans
Sponsor Roadmaps
Coaching plans
Usage & Adoption
Training Plans
Resistance Management
Reinforcement Mechanisms
Statement of Works
Project Charter
Project Initiation Document
Business Case
Work Breakdown Structure
Gantt Chart
Budget Estimations
Resource Allocation
Scheduling and Tracking
PM & CM … what is the difference
T
O
O
L
S
And finally differences in tool-kits …
21. Change Management Project Management
Works on change
sustainability and integration
Communicates
progress and impact
Manages people-side risk
Focuses on people-side strategies
Follows change
management lifecycle
Drives solution delivery
Focuses on time, cost,
quality and scope
Manages technical risk
Manages the project
from start to end
Follows project
management lifecycle
Manages and motivates people Delivers project solution
CM vs PM – Roles and Responsibilities
Leaders often undervalue the distinct roles of these two management subjects
Project Management is a business decision enabler
Change Management is a people behaviour enabler
Different skill-sets …
22. Developed and
delivered all IT related
Communications and
Change for their HQ
relocation in Singapore
CM & PM … Roles & Responsibilities Example (1)
Change Management responsibilities:
• Developing the Change Strategy
• Learning Planning & Delivery
• Communications Planning & Delivery
• Stakeholder Engagement
• Change Impact Analysis
IT Change & Communications Manager (Head Office Move)
Project Management responsibilities:
• Managing the Project Plan
• Project and Milestone Reporting
• Infrastructure Planning & Implementation
• Risk & Issue Management
• Budget Management
• Technical Change Management
23. Managed all
Communications,
Training and Business
Readiness activities
for their Asia SAP
Implementation
CM & PM … Roles & Responsibilities Example (2)
Change Management responsibilities:
• Business Readiness Monitoring
• Communications
• Training Development
• User Acceptance Test Management
• Process and Organisational Design
• Stakeholder Management
Business Change Manager (SAP Implementation)
Project Management responsibilities:
• Managing the Plan
• Managing the Project Team
• Gap Fit Analysis
• Data Management & Cutover
• Training Planning
• Cutover and Go-Live Planning
24. Developed a new
Target Operating
Model for their new
SAS BI & Analytics
Technical
Infrastructure
CM & PM … Roles & Responsibilities Example (3)
Change Management responsibilities:
• Organisational Realignment
• Business Process Capture
• Stakeholder Engagement
• Communication
• Education & Training
• Business Readiness Monitoring
Business Process Change Manager (Target Operating Model)
Project Management responsibilities:
• Managing the Project Plan
• Project Governance & Reporting
• Infrastructure & Environment Planning
• Risk & Issue Management
• Business Requirements
• Code Management
26. CM & PM … the case for Integration
Both Change Management and Project Management
support moving an organisation from a current state (how things are done
today), through a transition state to a desired future state (new processes,
products, systems, organization structures or job roles).
Change Management
Project Management
As Is To Be
27. Change Management is not easily measured since the
results are often intangible so executives who control
budgets struggle to justify the expense and fail to get behind
Change Management efforts
Since the role of the Project Manager has expanded
significantly most do not have the capacity or capability to
learn Change Management
Even now the discipline of Change Management still seems
to be in its infancy stage by comparison to Project
Management so Change Management professionals are in
the early phases of converting non-believers
CM & PM … the case for Integration
Integration begins with role clarity but there is a lack of understanding between the role of
Project Manager and Change Manager in many organizations. Besides confusion around
role clarity, there are many other barriers to project and change management integration that
you should be made aware of
While Project
Management has been
engrained deeply within
the fabric of most
organisations, Change
Management is still
struggling for a seat at
the C-Suite table
28. How well is Change Management & Project Management integrated in your Organisation
(Data from Prosci Change Management Webinars)
PM & CM … the case for integration
4%
12%
34%
42%
8%
50
%
16
%
29. How well is Change Management & Project Management integrated in your Organisation
(results from The Highway of Change’s 2021 Survey)
PM & CM … the case for integration
9% (4%)
17% (12%)
41% (34%)
24% (42%)
9% (8%)
33
%
26
%
30. It starts with
education …
informing
leaders,
stakeholders,
project
managers and
project team
members that
the benefits of
change
management is
critical to project
success
Set expectations
around how
change work
gets done and
acknowledge
that the
discipline of
Change
Management is
based on facts
and insights
gathered
through data
gathering tools
and processes
Use consumer-
friendly and
basic language
when describing
the change
process and
work efforts
because the
process for
Change
Management
may be viewed
as unnecessary
to the untrained
eye
Ensure Project
Management
and Change
Management
synergy by
presenting a
unified front to
project
leadership,
stakeholders
and team
members
Collaborate with
the Project
Manager and
key stakeholders
to embed a
change
methodology
and subsequent
deliverables
within a master
Project Plan and
Status Reports
PM & CM … 5 Steps to Integration
31. But the big question is ...
Can just one individual be
both a Project Manager
and a Change Manager?
Should they be two different
individuals?
or
PM & CM … the integration Conundrum
32. A CM and PM model of working in partnership
is the way forward
A PM with a responsibility for Change Management or
conversely a CM with a responsibility for Project
Management just puts too much pressure on an individual
and they may not necessarily have the right experience and
skill-set to manage both elements … but of course it depends on things
like project size, impact and budget to name but a few
PM & CM … the integration Conundrum
33. PM + strong CM
skills
or
PM + CM
CM + PM
PM + some
CM Skills
PM + strong CM
skills
or
PM + CM
Degree of behavioural change required
LOW HIGH
W
E
A
K
S
T
R
O
N
G
Supportive
culture
and/or
leadership
CM & PM … how to choose
Selecting
the right
structure
36. Managing Change in Organizations: A Practice Guide (2013) it
says: Organizational change projects are the fourth most common
type of project undertaken, but only 20 percent of organizations
adopt a formal organizational change management practice
Studies show that organizations achieve higher success rates by
using standardized portfolio, program and project management
techniques in concert with rigorous change management
approaches
PMI Practice Guide & Pulse of the Profession
Enabling Organisational Change (2015) Through Strategic
Initiatives it says: Projects and programs by their very nature create
change. To successfully implement organizational strategy, companies
need project and program managers with the skills to drive and
navigate change, while ensuring that those changes are strategically
aligned to business goals.
The success or failure of a change initiative is not just about initiating,
planning, monitoring, executing and evaluating the project that will
drive the change.
37. PMBOK Guide 7th Edition & Change
Out of 370
Pages only a part
of Section 4 …
pages 161 to 164
relate to Change
Management
38. Change Management Models
Section 4.2.4 … Change Management Models
Many projects contain an aspect of changing
systems, behaviours, activities, and
sometimes culture. Managing this type of
change requires thinking about how to
transition from the current to future desired
state. There are many models that describe
the activities necessary for successful change
management.
39. … based on
five common
elements
across a
range of
change
management
models
… focuses
on five
sequential
steps that
individuals
undergo
when
adapting to
change
… an
approach
which starts
at the top
and is then
promoted
downward
… helps
understand
people’s
feelings to
enable them
to go
through
change
efficiently
… helps to
understand
what occurs
to
individuals’
psychology
During
change
Change Management Models
Section 4.2.4.1
– Managing
Change in
Organisations
Section 4.2.4.2
– ADKAR Model
(Prosci)
Section 4.2.4.3
– Kotter’s 8-
steps for
Leading Change
Section 4.2.4.4
– Virginia Satir
Change Model
Section 4.2.4.5
– Transition
Model
40. Change Management Models
Following a Change Management model
does not necessarily guarantee you a
successful change outcome unless you
know what sits behind the model
SO
WHAT!
41. Table 4-1. Mapping of Models likely to be used in each Performance
Domain shows that Change Management models have been mapped to
only 3 of the 8 Performance domains
I consider Change Management should be relevant in all domains
Models & Performance Domains
44. Critical
(25%)
Necessary
(68%)
Nice
to
Have
Critical
(48%)
Necessary
(43%)
Nice
to
Have
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
How important is Project Management to “change” success?
How important is Change Management to “project” success?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
How important is Project Management and Change Management to project
success (data from a LinkedIn survey by Beyond Strategy at least 8 years ago)
Project Success & Failure
45. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
How important is Project Management to “change” success?
How important is Project Management and Change Management to project
success (data from The Highway of Change survey April 2021)
Critical
64%
Very Imp
24%
Imp
8%
How important is Change Management to “project” success?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Critical
34%
Very Imp
44%
Imp
20%
Project Success & Failure
46. Project Success & Failure
PROJECT MANAGEMENT CHANGE MANAGEMENT
success measurement focuses on the
technical side of change elements,
primarily:
success measurement focuses on the
people side of change elements,
including:
Adoption
Usage
Proficiency
Achievement of Outcomes *
Time
Budget
Scope
Achievement of Outcomes *
* Because results and outcomes depend
on individuals adopting the change, this is a
primary focus.
* In some cases, intended results and
outcomes take a secondary role behind
time and budget targets.
47. Employees
feel surprised
and overwhelmed
by change
Without
Change
Management
With
Change
Management
Employees
feel prepared
and supported
for the change
Project Success & Failure