View
683
Download
2
Category
Preview:
Citation preview
Project Managers are Makers!
Change Managers are Shakers!
Gail Severini & Alexander Stanisic
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 2
Your Presenters
Alexander Stanisic
@_sensemaking
Gail Severini
@gailseverini
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 3
Project Management and Change Management
Project Managers –
Makers?
Change Managers – Shakers?
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 4
Webinar Objectives
You will learn about: Similarities and differences between project management and change
management How change managers and project managers come at the same goal of
maximizing ROI for their organizations, but from different perspectives When project managers are required to take on the role of change
manager and why integration is unavoidable – and expected
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 5
Polling Question: What Is Your Role?
Project Manager?Change Manager?Business Analyst or similar?Change Analyst or similar?None of the above
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 6
Agenda
Similarities and differences between project management and change management1Challenges and opportunities for project and/or change managers2 Conclusion and learning more3 Q&A4
Project Managers are Makers
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 8
Project Management Perspective
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 9
Project Management Perspective
We call them (human) resources,
not people!
We see
deliverables, not
business value!We speak about
project outcomes,
not business
impact!
We implement baseline!
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 10
Project Management Perspective
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 11
We Are Makers!
We make things happen!We move project objectives toward reality!We DO the change!
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 12
We Are Makers!
We make things happen! How? First, we make money! And stated objectives! With happy stakeholders
Project managers DO the change!
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 13
What Change Managers Do?
Project manager’s assumptions:
Communications
Training
People
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 14
Where is the Starting Point?
Change Management?Project Management?
Change Managers are Shakers
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 16
Change Management Perspective
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 17
How PMs Think Users Feel About the Change …
What a great idea!Can’t wait to get on that new
thing!This is awesome!Some genius designed and
implemented this wonderful solution!
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 18
How CMs Think Users Feel About the Change …
Source: 5 Stages of Grief, Elisabeth Kübler-Ross 1969
Shock stage: • Initial paralysis at hearing the bad news
Denial stage:• Trying to avoid the inevitable
Anger stage: • Frustrated outpouring of bottled-up emotion
Bargaining stage: • Seeking in vain for a way out
Depression stage: • Final realization of the inevitable
Testing stage:• Seeking realistic solutions
Acceptance stage: • Finally finding the way forward
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 19
The Theory Behind the Practice
HopeAnchored with the familiar
“Burning Platform”Daryl Conner
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 20
Sounds Great in Theory – What About Practice?
We engage people!
We help manifest business value! Focus on people
and interactions
We help leaders
change first!
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 21
Grow Commitment
Time
Deg
ree
of S
uppo
r t f o
r t h
e C
hang
e
8. Internalization
6. Adoption5. Experimentation
4. Positive Perception3. Understanding
2. Awareness1. Contact
7. Institutionalization
Source “The eight stages of building commitment” Daryl Conner
Termination
Rejection
Inaction
Negative Perception
Confusion
Unawareness
Challenges and Opportunities
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 23
Challenge – Why is Strategic Change Harder?
Not every change is created equal – don’t treat them the same
TransformativeIncremental
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 24
Incremental Transformative
IncrementalPlanned from a start point, end is
visibleFamiliar, clear directionLinear, predictable, MINOR
disruption of expectationsModifies methods, systems and
behaviorsMINIMAL shift in politicsMost WILL make the journey
TransformativeDesigned from the future, only
outcomes are definedDifferent, unrecognizableEmergent, dynamic, MAJOR
disruption of expectationsModifies beliefs, mindsets &
behaviorsMAJOR shift in politicsMany will NOT make the journey
Adapted from “Exploring a Project’s “Degree of Difficulty” Daryl Conner
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 25
Simple Formula
The more disruption the project creates,the more change management you need.
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 26
For Example…
Culture change, by definition, is transformative
Modifies methods, systems Modifies beliefs, mindsets& behaviors & behaviors
Most WILL make the journey Many WILL NOT make the journey
MINIMAL shift in politics MAJOR shift in politics
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 27
For Example…
Organization Design, by definition, is transformative
Modifies beliefs, mindsets & behaviorsMAJOR shift in politicsMany will NOT make the journey
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 28
Challenge – Roles
Do I need a dedicated Project Manager?Do I need a dedicated Change Manager?Do I need both Change Manager and Project Manager?Do I need a Project/Change Manager as one?
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 29
You Need a Separate CM When …
Not just a question of capacity it is a question of expertise and focusOn transformative change, PMs should seek a full time, experienced
change management professional (and may need a small team) Examples of transformative change:
Delivery modernization, e.g. a shift to more self-service functionality (online, kiosks)
Internal re-structuring, e.g. a service—or a product—to customer-centric focus
Cross silo, process-intensive systems, e.g. Enterprise Resource Planning (ERP) or Customer Relationship Management (CRM)
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 30
Opportunities – Criteria
Change management activities at the project level?Or project management activities at the change level?
*From Managing Change in Organizations: A Practice Guide, Project Management Institute, Inc., 2013, Figure 6-2; 6.3, 98.
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 31
Opportunities – Sensemaking Activities
Gossip, discussions, sharing experience, rumours, social
networking, chat
Networking, individual interviews, team meetings,
information meetings, decision meetings, facilitated
workshops, coaching and mentoring, training
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 32
Opportunities – Getting to ROI (Realization)
Installation: New systems or processes are successfully implemented. Users are trained and have started using the new “way”
Realization:Benefits are being achieved, for example savings are seen on the bottom line, more capacity is available and being used for higher value work
Are we there yet? No …
Conclusion and Learning More
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 34
Conclusion
Shaking? Doing the right thing
(change)?
Making? Doing things right (project execution)?
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 35
Conclusion – Approach
Walk in both set of shoes. You need both!
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 36
Conclusion – Maybe it Takes More …
© Gail Severini, Symphini Change Management Inc., 2014
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 37
© Gail Severini, Symphini Change Management Inc., 2014
Outperform Components
1. Agile Culture This dimension of the organization's culture is geared specifically for adaptation, where leaders and employees at all levels have a predisposition for change. They are ready and resilient.
2. Engaged Board A focus on short termism (this quarter’s results) is toxic for transformational change. This mindset is set at the very top of the organization.
An engaged Board is looking at a 3-5-10 year horizon and supporting leadership in prioritization across these terms.
3. Engaged Leaders An engaged leadership team works together across silos with the best interests of the Enterprise in mind.
They recognize that leading transformational change is unlike any other operational leadership role.
They surface and resolve resistance. They build and sustain commitment. They actively support initiatives throughout implementation and they watch for the leading and lagging realization indicators.
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 38
© Gail Severini, Symphini Change Management Inc., 2014
Outperform Components
4. Agile StrategyTransformation is emergent. Great transformational strategy can only estimate the future. It must also be adaptive.
5. An Execution Engine• Governance • Sponsorship (at multiple levels)• Organization Development • Learning and Development • Business Process Re-engineering • Business Analysis • Change Management • Portfolio, Program and Project Management
6. Benefits RealizationAssuring that the organization obtains the full benefits envisioned in the Business Case, Business Plan or Strategy Plan requires follow through.
It requires a vigilance that begins with conception and only ends when results have been validated.
Most organizations do not monitor for full benefits realization. There are many systemic reasons for this.
Winners overcome these both with mindsets, governance structures and capabilities.
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 39
OUTPERFORM
Working on any of these components
will improve results ...
and, sub-optimization of any one of them
will hinder your ability to outperform.
The Secret Is … [and]
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 40
Conclusion – Future
CollaborativeIntegratedAgileInnovative
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 41
Polling Question: Project/Change Readiness Status
Maker:• Safely
lead/manage projects at your organization?
Shaker:• Ready to
change your organization?
Learner:• There is a
long road…
Dreamer:• Hopeless.
Integrator:• It’s already
happening!
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 42
Project Management Workshops
Organizational Change Management
2 days – 14 PDUs
Project Management Fundamentals3 days – 21 PDUs
www.globalknowledge.ca
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 43
Leadership and Business Solutions
Leading Transformation
1 day – 7 PDUs
Leading Project Teams3 days – 21 PDUs
www.globalknowledge.ca
Questions?
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 45
PDU
PMI R.E.P. Number: 1999 PMI Activity Name: Project Managers are Makers;
Change Managers are Shakers
PMI Activity ID/Number: WBNR0528 PDU Amount: 1 PDU
© 2015 Global Knowledge Training LLC. All rights reserved. 05/02/2023 Page 46
Find Out More
www.globalknowledge.ca
On-demand & live webinars, white papers, courses, blog...
www.gailseverini.com
Change management, strategic execution...
Thank you!
gailseverini@symphini.comalexander.stanisic@globalknowledge.com
Recommended