How do you handle a client project that gets derailed because of big organizational changes?

1. Projects Done Right.
Debbie Crouse, Managing Partner
Jenny Warila, Managing Partner
When Organizational Changes Disrupt Your Project
Sept 23, 2016

2. How we work
Introduce the client
Explore the problem
Review tools
Discuss the solutions that the client adopted
Today’sAgenda

3. Understood the
context & problem
Shared tools Facilitated
solutions
How We Work

4. Our Client
• User interface design consultancy
• 8 employees
• Engagements with startups, mid-sized
companies, and large organizations
• Projects run from 4 weeks to 6+ months

5. Changes in personnel and
involvement level within the
client’s organization derail
project deliverables and/or
timeline.
The Problem

6. - We don’t expect the change or the swoop
- Because we’re not informed
- Clients don’t think we need to know
- Or Sponsor changes and we don’t have a relationship
- OR we don’t have a relationship with project sponsor (only the project leader)
- Clients expect us to absorb into schedule/time
- Because we didn’t establish boundaries up front
- They are unaware of impact of change to work already done
- We don’t feel good when projects derailed
- We want our work to be out in the world
- Employee satisfaction
- Company reputation
- We believe in the power of good UX design
Going Deeper

7. Flex gracefully with organizational changes by
 being aware of likelihood of change
 being prepared for it
 minimizing impact
 setting expectations regarding effects of change
The Goal

8. • Role clarity: Sponsors vs. Approvers and DACI
• Stakeholder analysis
• Communication
• Change management process
• Agile mindset and language
Some Tools

9. Who are the project’s KEY players?
Are decision-makers clear from the outset?
Are you prepared for changes in authority?
Frameworks for Role Clarity
 Sponsors vs. Approvers
 Client Decision-making...
 DACI…Driver, Approver, Contributor, Informed
 RACI…Responsible, Approver, Consulted, Informed

10. Understand your stakeholders
Walk a mile in their shoes
• Consider all the key players
• Understand their views on the project
• Recognize what success looks like for each

11. Communication
Conscious Questions
• Is there an existing rhythm?
• What are preferred vehicles?
• What works for stakeholders?
• Best Practices…1:1, standups, sync ups,
email, chat, slack, intranet, fb,...
Group Comm. Vehicle Frequency
Project Team Standups
Informal Email or drive by
In person team meeting
Weekly
Weekly
Bi-weekly
Sponsor / Approver Email Update
In person
Bi-weekly
As needed
Executive Staff Email Update Monthly?
Front Line Users Email Update
In Person@All hands
Monthly
1x

12. Plan for Change!
Anticipate it
• Understand Stakeholders and climate
• Communication
Be ready to manage it
• Contractual?
• Procedurally?
• Leverage Client Process?
• Use Client Language?

13. Agile mindset and language
• Adopt an Agile approach
• Deliver in short cycles
• Require a review meeting after each cycle
• Expect changes after each cycle, but don’t
allow change in the middle of a cycle
• Match the client’s language
• Project milestones = sprints
• Requirements = product backlog

14. • Agile language matching client norms
• Change management process in contract
• Really understand key decision-makers in organization
• Identify and closely manage key stakeholders and
potential disruptors
Adopted Solutions
What about you?

15. Wrap-up
 Common, painful problem
 Standard project management tools can help
 Sometimes you have to just let it go

16. Thanks for joining us!
Debbie Crouse debbie@cwprojecctsuccess.com
Jenny Warila jenny@cwprojectsuccess.com
www.cwprojectsuccess.com
CW Training and Consulting presents…
Demystifying Project Management
Wednesday, Oct 12 12:30 – 4:30 PM at Open Canopy
Special Open Canopy pricing: $300