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The PMO journey
- 1. THE PMO JOURNEY AucklandCouncil case study
- 2. NOW My PMOjust isn’t getting traction – people are just not interested And if you also just tell the programme managers, then things will get done Just communicate more – send emails every day – that should do it! Besides, we’ve advised the ELTso…… And if you just get people to do online self service training then they’ll know how to work the new system / process Ooh! That’s good! Well, then – that’s sure to work! I did everything and yet my PMO still isn’t delivering benefits!!!!
- 3. NEW I ensure that whenevermy PMO needs to implement a new process or system that I have a solid change management approach I also develop change communication toolkits for my sponsor and business owners, coaching them so they become the voice of change I use the ‘Nemawashi’ principle, factoring in extra time collaborating with the impacted people to understand their real needs and dependencies, co- creating integrated solutions Me too! I use a CM methodology and spend time engaging with my stakeholders. It’s important I understand how they want to be communicated with and why they are resisting I spend a little bit of extra effort on training so that people know how to do things properly, first time And – most importantly – I now make sure my project timeline and budget ensures embedding takes place after I’m long gone Yes! Your PMO needs Change Management. Ensure your projects deliver benefits. Tery Everett LinkedIn
- 4. Implementation approach –building project maturity People capability Consistency Common understanding Visibility/clarity •Integrated and Optimised •Efficient and Effective •Project processes are efficient and effective and are regularly reviewed for on going improvements •Consistent and Reliable •Projects produce reliable results for the organisation and our customer . Results are repeatable across time and in different locations •Established and Ad Hoc •Individuals and teams recognize and use projects “as needed” to establish or modify products or services that have value for our customers Line of competence Line of competence Alignment Prioritisation Benefits/value Adaptive •Project processes are linked to across all participants and related process to deliver optimum value Delivering maturity over time •4
- 5. hand, what’s beenhappening in the project space at Auckland Council. The following highlights the new tools and frameworks we’ll be sharing with you: 1. When is a project a project? Project complexity assessment tool Measured and tracked through concept, business case, and Gateway 2. What happens when? Project management framework Measured and tracked through Gateway 3. Who does what? Project roles at Auckland Council Measured and tracked through Sentient, Gateway, Gateway panels 4. How do we do it? Sentient business rules Measured and tracked through Sentient reporting 5. How are we managing capital expenditure? Progress monitoring and project reporting Measured and tracked through PMPR reporting and the Capex steercom 6. How do we manage change to projects? Contingency and variation Measured and tracked through PMPR and project steering group 7. Do we do it well? PM quality assurance framework Measured and tracked through CoE quality reporting Making it real for the project community
- 6. Changed behaviours –high performing project management - Capex • Pilot hub launched • Gateways - implement • PMPR - implement • Sponsor training • PMF launched • Sentient training launched • BSR project support • Gateways – monitor and track, action • PMPR – monitor and track, action • Sponsors – monitor and track, action • PMF training launched • Project assessment tool • Sentient training, usage monitored, audits • Recommendations for hub placement across council • Gateways – monitor and track, action • PMPR – monitor and track, action • Sponsors – monitor and track, action • Sentient training, usage monitored • Hub rollout launched • Gateways – monitor, track, embed • PMPR – monitor, track, action, embed • PM refresh • Sponsor assessments • Hub Aug 2014 Dec 2014 April 2015 Aug 2015 CHANGE AND ENGAGEMENT • PM community launched • Engagement, comms • Engagement, comms • Initiate competency framework • Engagement, comms • Competency framework developed • Launch AC Best Projects Awards • Engagement, comms • PDP alignment with competency framework • AC Best Projects Awards • Gateways - implement • Sponsor training • PMF launched • Sentient training launched • Support / hub • Gateways – monitor, track, action • Sponsors – monitor and track, action • Sentient training, usage monitored • Hub launched • Gateways – monitor, track, embed • PMPR – monitor, track, action, embed • PM refresh • Sponsor assessments • Hub Launch Monitor, audit Monitor, audit, action Launch Monitor, audit, action Changed behaviours – high performing project management - OPEX OPERATIONS TO MANAGE
- 7. Success stats: Aug– Dec 2014 • 98% sponsors* attended training and signed the Sponsor Charter (*$1m+ capex) • 30% of projects moved to Sponsors on lower tiers • 60% project community engaged (forums, roadshows, training) • 50% all project managers / co-ordinators attended Sentient training • 60% of project community have full understanding of Gateway • Sentient usage increased 16% • 98% compliance with Capex reporting ($1m+ projects on PMPR) • Project management intranet site – the leading sub-site in its category based on click throughs (Dec, 2014) • Auckland Tourism Events and Economic Development (ATEED) – Sponsor Training, and Sponsor Charter
- 8. SIX KEY TAKEOUTS Changemanagement - contributing factors to success
- 9. Yes! Your PMOneeds change management! 1. Run it like a project - 90 day change management plans rock! 2. Sponsor must be visible and mandate your change activities 3. Proactive communications is the ‘glue without the goo’ 4. Collaboration is key with all stakeholders, especially early on 5. Self managed team with clear roles 6. Stakeholders must be of influence and involved
- 10. 90 DAY CHANGE MANAGEMENTPLANS ROCK! Takeout 1
- 11. ANKAR - HighLevel Change ‘Get Started’ Plan Business case Buss case Design; Planning Execution Handover and closure Benefits tracking AWARENESS • Create awareness of the need for change • About the project • Benefits NEED & DESIRE FOR CHANGE • Stakeholders • What do people need to make this a success? • What is the level of resistance? KNOWLEDGE • What knowledge / training is required so that people know what to do how, when, where and by whom? ACCEPT AND USE • Call to action • Business readiness and acceptance • Transition from project to BAU • Support REINFORCE • Support • Test BAU • What’s working? • What needs to be addressed?
- 12. CREATE AWARENESS UNDERSTANDNEEDS CREATE KNOWLEDGE & ACCEPTANCE CALL TO ACTION EMBED AND REINFORCE• Recruit and induct newcomers; project team regroup • Initiate community and collaborators • Clearly identify stakeholders per initiative & identify touchpoints • Determine needs / impact / resistance / influencers / champions – work with collaborators • Business Owner / sponsor analysis • Develop a clear roadmap, what, why, when, who, how • Prioritise activities • PMPR • Gateways • Pilot hub • Sponsor training • PMF Celebrate Successes • Checkpoint with collaborators, sponsors – needs met analysis • Review, retrofit, regroup • Assess benefits been met / felt • Surveys, focus groups, interviews - community Benefits & value delivered Lessons learnt • Set up new intranet with roadmaps, and assign ownership • Create segmented stakeholder lists • Design and develop newsletters • Targeted email campaigns • Meetings with key stakeholders • Collaboration workshops • Design and plan launch – PM Forum • Package all communication • High engagement – test what’s working and levels of acceptance • Manage stakeholder engagement and monitor outputs • Oversee all collaborative workshops • Rewards & recognition • Proactive comms: • Sponsor comms • Intranet • Emails - collaborators • Newsletters • Meetings • Facilitate workshops Reward & Recognition Regional roadshows • Endorsements from collaborators, Sponsors and Business owners on: • Sponsor training • PMPR • Gateways • PMF and Sentient training • PMF • PCAT • Contingency and variation • Project roles model • Sentient business rules • QA policy and framework • Celebrate successful usage and application C H A N G E C o m m s • Revert to collaborators with proposed solutions • Address needs, gaps, resistance • Impact analysis • Identify what it’s going to take to make this successful, roles, responsibilities • Articulate value proposition • Patricia and Dean to endorse sponsor training • Training needs analysis • Develop training materials • Develop frameworks, models • Test all materials with collaborators – gain endorsement • Launch • Visible leadership communication – Sponsors (Patricia & Dean) • Launch project deliverables at PM Forum • Create understanding about roles in projects • Celebrate quick wins e.g PMF, Gateways, PMPR • Targeted emails e.g. collaborators • Show progress against roadmap and milestones • Intranet and sharepoint update • Sponsor training • Project management training (PMF and Sentient) • Extend knowledge library – make info and knowledge Lite and easy to read, understand and use • Manage resistance, impacts • Business readiness • Continue to engage collaborators – develop new frameworks and models based on needs, collaborators to approve and endorse • Monitor and track usage • Retrofit, if required • High engagement – test what’s working and levels of acceptance • Proactive comms: • Sponsor comms • Intranet • Emails - collaborators • Newsletters • Meetings • Workshops May – July 2014 July - Sept 2014 Sept - Nov 2014 Nov - Dec 2014 Jan 2015+ Launch Project Central +
- 13. June July AugSept October Week starting 9 16 23 30 7 14 21 28 4 11 18 25 1 8 15 22 29 3 10 17 24 31 Stakeholder analysis Collaborators – initiate, set the scene, co- design workshops, feedback, improve, endorse, release version one Identify impacts and map stakeholders Nemawashi and collaboration Develop and finalise intranet material , launch PMF – map change management docs PMF - engagement and collaboration PMF launch PMF awareness / comms Sentient awareness / comms Sentient – training Sponsor training and Charter mandated by Sponsor Develop and test sponsor material Sponsors – awareness /comms Sponsors – support and host training Capex Hub – create awareness Capex Hub pilot launch Support, monitor, track Integrated change engagement activities
- 14. ROLE OF THESPONSOR Takeout 2
- 15. The indecisive sponsor: Um– I don’t know! The over consultative sponsor: Stop! I need to consult everyone The micro- manager sponsor: I need to know everything! The overstretched sponsor: No! I’m too busy The blaming sponsor: It’s your fault!&*^%$ The invisible sponsor: Has anyone seen our sponsor?
- 16. We, as AucklandCouncil project sponsors, commit to the following: We are committed to delivering world-class projects / programmes and will participate to the end as much as is possible, including Post Implementation Reviews. We are the voice, champion, coach and influencer of our project teams and will always endeavour to make time to be available for our project managers. We will engender a high level of trust and will not micro manage the project manager or any other project team member, and will ensure that quality reporting is done on Sentient. If required, we will build effective Steering Groups and will ensure we review (and approve) key documents through the Gateway process and will make thoughtful, tough decisions on a timely basis. We will ensure we know the big issues and what is required to resolve them and will be prepared to halt projects, if required. If necessary, we will report upwards and will always protect the project team from interference so that they remain focussed. In turn, as a project sponsor at Auckland Council, we will maintain focus on the benefits, value and risks.
- 17. PROACTIVE COMMS ISKEY Takeout 3
- 19. Engagement and communication: buildingmomentum, trust and credibility 90 day delivery plans - collaboration Forum: This is what we delivered – progress report This is what we’re going to deliver Forum: This is what we delivered – progress report This is what we’re going to deliver Newsletter every three weeks = ~ 4 newsletters between forums Newsletter every three weeks = ~ 4 newsletters between forums 90 day delivery plans - collaboration Intranet update prior to forum Intranet update prior to forum Update databases after every newsletterUpdate databases after every newsletter Develop presentation material and confer with sponsor. Dress rehearsal Package all materials, develop and produce all collateral for forum Develop presentation material and confer with sponsor. Dress rehearsal Package all materials, develop and produce all collateral for forum This list is not exhaustive, but indicates the primary comms activities
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- 21. Nemawashi in Japanesemeans an informal process of quietly laying the foundation for some proposed change or project, by talking to the people concerned, gathering support and feedback, and so forth. It is considered an important element in any major change, before any formal steps are taken, and successful nemawashi enables changes to be carried out with the consent of all sides. 根回し
- 22. Turning “Japanese” “Day 1” Effort Time Principle:Change effort invested up front results in smoother transition to BAU and less effort to embed later in the project lifecycle Pattern of change effort over the duration of a project
- 23. Core team /workstream lead – ‘doers’ Collaborators – ‘validators’ Council - steering committee / business owner – ‘approvers’ Checkpoint – ‘feedback: review, improve’ Community - people impacted by the project / initiative. Plus Champions 12 17168 3 4 5 67 9 1011 1415 13 18 12 Collaboration at work
- 24. Benefits of ‘goingeast’ A participatory approach places the impacted community / customer at the heart of a project / initiative and is a means to: • Understanding the real gaps or issues that need to be addressed so that there’s minimum resistance • Gathering useful data and ideas so that the best solution is developed • Improving communication so that there’s a better understanding of the need and required outcome • Obtaining a common enduring agreement, ownership and support for a project through co- design • Obtaining wider support so that implementation is easily accepted and changes embedded • Developing change champions through capability building within business who will enable the change where it matters Without this, the likelihood of success is lessened.
- 25. SELF MANAGED TEAM,WITH CLEAR ROLES Takeout 5
- 26. • Workstream lead •Business owner • Influencer • Collaboration team • Workstream lead • Business owner • Influencer • Collaboration team • Workstream lead • Business owner • Influencer • Collaboration team WORK STREAM 1 SPONSOR CAPEX steering group • Programme Manager • Change manager • Project Manager • Graphic designer • Comms support • Analytics CORE TEAM WORK STREAM 2 WORK STREAM 3 WORK STREAM 4 • Workstream lead • Business owner • Influencer • Collaboration team
- 27. Role Responsibility Outcome Changemanager • Integrated, collaborative 90 day plans • Coaching,supporting workstream leads • Integrated communication • Resistance management • Conflict resolution • Direct access to Sponsor, ensuring continued visibility and endorsement • Stakeholder management • Integrated training approach • Monitor and track usage, identifying risks and issues and providing solutions • Ensuring momentum • Take up and embedding of new tools, etc • Increase in usage • Change seen, felt, heard and talked about WORK STREAM • Change manager CORE TEAM SPONSOR
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- 29. Mapping stakeholders: PMPR PM BOCM S Sponsor– endorsed and supported Business owner – visible and involved Project manager – proactive and engaged Change manager – set the approach, guided, coached, consulting role SH
- 30. PULLING IT ALLTOGETHER And in the end….
- 31. 根回し Aiming for consistencyand reliability by creating clarity, capability and a common understanding of how we do projects at council March 2014 - BSR DM Projects roadmap developed with initial focus on ‘quick wins’, setting up a pilot hub, and establishing a Centre of Excellence May 2014 - Project roles and responsibilities agreed to, stakeholders identified along with impact assessment May 2014 - ‘Nemawashi’ collaboration philosophy adopted May 2014 - ‘Nemawashi’ change management and engagement plan implemented Quick wins Capex Hub PMPR PMF Sentient training Sponsor training Gateways Intranet site 根回し 13 & 14 Aug - PM Forum 根回し Quick wins PMF PCAT Project roles C&V QA Policy Sent. Business rules 4 Nov - PM Forum –High endorsement and support 18 x regional roadshow PMF PCAT Project roles C&V QA Policy Sent. Business rules 根回し Project Central Value delivered through BSR DMP Visibility and clarity Common understanding Consistency People capability Adaptability and flexibility Benefits / enduring capability ‘Nemawashi’ collaboration to develop new tools and frameworks 4 x newsletters Newsletter following 4 Nov Nov & Dec 2014 - Intense roadshows – high engagement, uncovered concerns and issues. Engaged with multiple business units 2 newsletters (Dec ‘14 and Jan 2015) Creating awareness, understanding needs Understanding needs, creating knowledge and understanding, call to action Creating knowledge and understanding, call to action 20 Feb 2015 – Project office operational K S T R E A M 1 S P O N S O R s t e e r i n g g r o u p O R K S T R E A M 2 O R K S T R E A M 3 W O R K S T R E A M 4
- 32. ? Thank you foryour time Tery Everett, Auckland Council 021 762374
- 33. ADDENDUMS Extras … incase people ask
- 34. Why + What+ Where + When + Who + How = Change + What + Where + When + Who + How = Hesitation Why + Where + When + Who + How = Apathy Why + What + When + Who + How = Disappointment Why + What + Where + Who + How = Frustration Why + What + Where + When + How = Resistance Why + What + Where + When + Who = Confusion When the Change Recipe Flops 16/03/2016 Tery Everett
- 35. ‘Elevator speech’ The BSRDeliver Manage Projects workstream is collaborating with council’s project community to create clarity, consistency and a common understanding of how we do projects at council. This first bit of work (May – Dec 2014), involves a number of ‘quick wins’ i.e. frameworks, methodologies and models that will set the baseline in our maturity journey in delivering great project outcomes for Auckland.
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- 37. Benefits of aCoE Value Delivered through… Evidence Visibility and clarity • Clearer governance and accountability on project roles, Sentient business rules, templates • Increased visibility of project activity across the council, including quality assurance • Project roles model, Sentient business rules, contingency and variation (C&V), 98% sponsors signed the Sponsor Charter • Usage of Sentient increased by 16% • Baseline measures in place Common understanding • Methodologies and tools developed, owned, maintained and supported • PMF, PCAT, C&V, Gateways, project roles, PMPR usage monitored Consistency • Accountability for the Enterprise project competency framework and standardised role definitions • Endorsed role definitions, which people are applying People capability • Development and delivery of sponsor training and PMF Sentient training • Knowledge sharing through project forums, roadshows and dept. training • 98% sponsor training attendance, Sponsor Charter • 55% Sentient training attendance, with majority of attendees stating they are confident with the product • Four forums (60% of community) • 16 roadshows (60% of community)
- 38. Benefits of aCoE Value Delivered through… Evidence Benefits / value • Continuous improvement of project performance in the organisation i.e. PMF templates, project roles and finance model for sponsors, PCAT • Positive culture shift • Promotion of a performance reputation for Auckland Council (CCOs wanting to use frameworks, etc) • Easy access to all project related information • Establishment of a project centre of excellence that is accountable for developing frameworks, and embedding those in building project maturity at council • PMF extensions – IS live • Project roles and finance model for sponsors • PCAT, Gateways, C&V • 60% of population actively engaged and positive about new frameworks, etc • CCOs applying current thinking and approach e.g. ATEED applying sponsor charter • Project management intranet site – the leading sub-site in its category based on click throughs (Dec, 2014) • Establishment of the new project centre of excellence – Project Central Adaptability/ flexibility • Hub establishment • Business partner roles • High level operating model developed • Business partner roles established
- 39. ROLES AND RESPONSIBILITIES Who didwhat and expected outcomes
- 40. Roles, responsibilities andbehaviours – delivering value Role Who Behaviours Responsibility Outcome Programme manager OM • Collaborative • Value and outcome focussed • Supportive • Visible , transparent and approachable • Leadership • Facilitative • Honest and reliable • Empathetic • Accountable • Committed • Provide clear direction • Figurehead, spokesperson • Engagement with key stakeholders, providing feedback to core delivery team • Conflict resolution; problem solving, negotiator • Delivering to time, scope and budget • Coaching, developing others • Get resources (budget) • Direct access to sponsor • Present to Capex Steering Group • Cohesive team, high engagement with communities, stakeholders, delivery on key initiatives that addresses initial needs Collaborative work groups Selected stakeholders representing their community • Collaborative • Value and outcome focussed • Visible and approachable • Honest and reliable • Responsible • Committed • Open to new ideas • Keen understanding of community’s needs • Attending all collaborative sessions, participating in consensus decision making • Testing ideas, collaborating • Communicating with respective communities and providing feedback to the core delivery team • Being a responsible communication channel • Meeting expectation of community and key stakeholders so that the core delivery team delivers the right thing, in the right way
- 41. Role Who BehavioursResponsibility Outcome Workstream leads JD, MC, SC, NL, DM. TE, CR • Collaborative • Value and outcome focussed • Supportive • Delivery focussed • Visible and approachable • Honest and reliable • Understanding • Responsible • Committed • Keen understanding of community’s needs • Testing, collaborating, delivering to needs • Delivering to time • Facilitating workshops • Seeking consensus • Stepping in to help other team members • Delivering their specific allocated work to add to the whole, in a collaborative, consultative way Project manager KM • Collaborative • Value and outcome focussed • Supportive • Delivery focussed • Visible and approachable • Honest and reliable • Understanding • Responsible • Committed • Proactive • Plan tasks per initiative • Monitor and track deliverables • Manage risks and issues register, reporting on them • Working closely with the workstream lead • Resource identification and planning • Work with the integration lead • Controlling, planning, leading • Disseminator of info • Visibility of tracking to proactively monitor risks and issues • Development of timelines • Capture lessons learnt • Identify integration points and build these into the delivery timelines
- 42. Role Who BehaviourResponsibility Outcome Change manager TE • Collaborative • Value and outcome focussed • Supportive • Visible , transparent and approachable • Leadership • Facilitative • Honest and reliable • Empathetic • Accountable • Committed • Integrated, collaborative plan • Coaching and supporting workstream leads • Integrated communication • Resistance management • Conflict resolution • Direct access to Sponsor, ensuring continued visibility and endorsement • Stakeholder management • Integrated training approach • Monitor and track usage, identifying risks and issues and providing solutions • Take up and embedding of new tools, etc • Increase in usage • Change seen, felt, heard and talked about
Editor's Notes
- #2 Gather round as I share a story with you on how the Auckland Council initiated its PMO maturity journey with great success in just 7 months – all due to proactively using and organisational change management approach. I refer to it as ‘organisational’ so as not to confuse it with managing project change / variations.
- #3 This is a story of what many PMOs look like when not using an organisational change management approach
- #4 And what it could potentially be like with organisational change management
- #5 Auckland Council’s PMO had the framework, methodologies, frameworks that every PMO should have. However, it had not taken this to the internal project community in a proactive way and even after two years, the general level of maturity in how we apply these was low, with everyone still doing it their way. A project team was established and this maturity journey was developed, with our first focus being on: Developing people capability Consistency Ensuring a common understanding And creating visibility and clarity on the PMO and its various offerings These became our mantra and we never steered off course. One key to success was to continually use the ‘F’ word of ‘focus’!
- #6 Through some deep analysis, research and talking to council’s project community, these project management activities were developed and implemented over the seven month period i.e. May – December 2014, with measurement tools – a critical feature in trying to establish levels of success. The following slide shows how we mapped this for the sponsor…
- #7 As a project team, we worked fast and furiously until 31 December 2014, after which this was then handed over to the new PMO that is now in play. Again, we were very clear on what we were going to produce and stuck to this – remember, focus is the key to success! So, what did success look like?
- #8 So – how did change management contribute to this success?
- #11 Why 90 days? We had a very short timeframe in which to deliver a whole lot of things! As a result, we needed to keep the focus Build momentum Build credibility and trust by proving ourselves and actually delivering!
- #12 This is a quick and easy approach I’ve developed using PROSCI’s ADKAR. Prosci is the professional science of change management and are viewed as the gurus of all things ‘change’. Their work is brilliant, as is their research. However, I personally find it very detailed and when you’re pushed to deliver, you need a tool / approach that can be used by anyone. Hence, I created ANKAR – as the only way to really establish change in an organisation is to set little anchors in place to connect us, preventing us from drifting off with next current / next best thing! So – what did the ANKAR plan look like for setting the basics right at council?
- #13 This is somewhat detailed and behind this work, were our multiple Terms of Reference for: Gateways Sponsor training and project roles Sentient training Project Management Framework PMPR – progress monitoring and project reporting Quality and Assurance Complexity tool
- #14 We developed this visual plan which could then be used as a communications tool for all our stakeholders
- #15 However, and this is a big however, we would not have achieved such great success if it weren’t for our sponsor who supported and mandated our outputs. In the world of change management, if you don’t have a sponsor, don’t even bother going taking that first step.
- #16 At Council, we asked our project community which of the above were their type of sponsor…… At council, as with yours, the overstretched and invisible sponsor were the top two. One way of countering that was to develop a Sponsor Charter that is now in use and which the majority of sponsors have now signed, with our sponsor, being the first to endorse it. Through the Sponsor training we developed – and subsequently applied to developing the PMO, it was critical that: There is only one sponsor, They are visible and proactive They are seen to support your activities They are accountable for the outcomes – be they successful or not So, with hand on heart, I’ll read Auckland Council’s Sponsor Charter to you:
- #18 A key aspect of change management is communication. In rolling out the new methodologies of council’s PMO, we took a proactive approach to communication and ensured that the approach we used was reusable after we were long gone. First up was the establishment of the project management intranet site which was set up as the one stop shop for all things project management.
- #19 When a project manager came to this site, they could find: Every supporting document of the PMF Gateways PMPR Roles and responsibilities Tools and training Templates and guidelines All current and previous newsletter And, as you can see, a word from the sponsor is on the landing page
- #20 Based on our 90-day plans, this because the resuable approach comprising: A forum at which updates and new tools were launched 4 newsletters between forums Developing presentation materials and dress rehearsing with the sponsor Updating databases, and the intranet In this way, we built momentum, developed trust and set our credible anchors in place.
- #21 So let’s recap for a moment, We have our 90 day change management plans in place We have a solid sponsor supporting our every effort We have proactive comms in place But success could not have been achieved without the project management community taking hold of our anchors. And the only we could truly get them on board was through an initiative called Nemawashi.
- #22 A participatory approach places the impacted community / customer at the heart of a project / initiative and is a means to: Understanding the real gaps or issues that need to be addressed so that there’s minimum resistance Gathering useful data and ideas so that the best solution is developed Improving communication so that there’s a better understanding of the need and required outcome Obtaining a common enduring agreement, ownership and support for a project through co-design Obtaining wider support so that implementation is easily accepted and changes embedded Developing change champions through capability building within business who will enable the change where it matters Without this, the likelihood of success is lessened.
- #23 We became Japanese during this PMO journey of uplifting our maturity. In the West we generally put very little effort upfront and then when go live day comes we wonder why people haven’t adopted the new way. As a result, we tend to put in most of our efforts in the end which lands up costing so much more. Using an eastern philosophy, we placed all our efforts upfront so that on Day One, the new tools were adopted with ease as people had been involved, collaborated with and the community had been consulted. So – how did we do this?
- #24 Four levels of stakeholders are identified i.e: Core team / workstream leads – these are generally the doers of the workstream Collaborators – these people represent their communities and generally participate in developing content and / or validating content Community (customer) – this stakeholder group is the larger group that will be impacted by the workstream Council – otherwise known as project steering groups (Capex)
- #27 The PMO team comprised ten people, with each of us being a specialist in our field, and led by the Programme Lead. Because we were small and up against extremely tight deadlines, it was imperative that our roles were clear, particularly as we were targeting the same community, with the same sponsor, at the same time. This is essential in change management as a lack of role clarity and subsequent accountability means that things start to fall through the cracks – not a good thing when you’re trying to establish trust and momentum.
- #28 Essentially, this was the makeup of the PMO team. We had the core team, with the Programme manager and Change Management person working closely to ensure a shared vision and messages. The programme manager represented the team at the Capex Steering Group, while the Change Manager coached and supported the Sponsor. Each of the worlstream leads were supported by the core team and were accountable for the stakeholder engagement and collaborative approach in each of their workstreams.
- #29 In taking a deper dive into the change manager – these are some of the responsibilities:
- #32 The final key takeout was that stakeholders also needed to know their role and had to be mapped to ensure that, like a three legged stool, we did not fall over……
- #33 This is a model that I’ve started to use in easily identifying if a project has the right support. It emerged when we started on the PMO journey as a useful tool to also determine if the right people were in the right place at the right time. Essentially, it should always have the: Stakeholder Sponsor Project manager Business owner Change manager Key is the inner triangle / three legged stool – this becomes the ‘seat’ of the chair, without which there would be no purpose.
- #40 If any one ‘ingredient’ is not included, your Change ‘cake’ will most probably flop Let’s take look. Hesitation – if people don’t know why we’re implementing a change and the benefits of doing so, they could start to questions the motives and hesitate in moving forward. Remedy – always ensure the vision is clear, understood and that the relevant leaders, managers and Champions support it – in one voice. Apathy – if people don’t know what the change initiative is all about, the ‘what’ can quickly become a ‘whatever! Tell me when it’s over.’ Remedy – identify each change per stakeholder and the impact on them. Use the ‘50 Shades of Stakeholders’ to assist with this initially. Ultimately, with so much time, effort and money put into a change initiative, it can be disappointing when the change does not stick. Remedy – test and measure if change is sticking during and after go live. Frustration – stop/start – the story of projects. We know change is going to happen but we don’t know when. Be careful of losing impetus so that it becomes hard to transition people when the time comes. Remedy - as hard as it may seem, only share specific dates when you are sure of it and assign dedicated roles and responsibilities so that people know what do to when the time is right. Resistance – clearly, if the ‘who’ is left out and all stakeholders are bundled together, there will be push back as their specific needs have not been addressed. Remedy – remember that change happens one person at a time. Use the ‘50 Shades of Stakeholders’ to assess who is who from the start. Also – get the stakeholders on board to give input to the best approach as well as process redesign (if being done). A great cliché, but people love to feel involved and that the change is not being done to them but with them. How? – go live date and training and knowledge sharing has not been sufficient. Confusion will clearly reign. Remedy – be very clear in the As is, To be so that people know what the change looks like, what they need to do to get there and that they have sufficient training