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Overview of Role of Sponsor in Change

  1. Sponsor’s Role inSponsor’s Role in Organizational ChangeOrganizational Change Management ProjectsManagement Projects Radhia Benalia November 05, 2014 1
  2. Biography • Radhia Benalia, PhDc, PMP • Certified Green Project Manager • Doctoral Thesis: Success Factors for Executive Sponsorship • Previously Deputy General Manager of Consultancy Firm • Head of Engagement- Global University 2 ..
  3. Agenda • Project Sponsor’s Role and Importance • Sponsorship: Expectations and Competencies • Change Management • Sponsorship in Change Management 3
  4. Food for Thought • “An organization ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.”- J. Welch 4
  5. Introduction “This is a major project of utmost importance, but it has no budget, no guidelines, no support staff, and it’s due in 15 minutes. At last, here’s your chance to really impress everyone!” 5
  6. How important? • “The greatest correlation comes from an interesting place; above. Those organizations that have active project/program sponsors on at least 80% of their projects have a success rate of 75%, eleven percentage points higher than the average”. - PMI Pulse of the Profession 2013 6
  7. What do Organizations need? PMI,PMI, Navigating Complexity: A Practice GuideNavigating Complexity: A Practice Guide, 1st Edition, 2014, 1st Edition, 2014 7
  8. Where Projects are Born 8
  9. Translator of Strategy 9
  10. Dispelling Some Myths • Myth 1: Any executive manager can be a good project sponsor 10
  11. Myth 1: Any executive manager can be a good project sponsor  The sponsor needs to have crystal-clear understanding of the strategy of the business, and he/she needs to be able to clearly convey it to the project manager and to the project team  The sponsor needs to act as the proxy of the business: He/she ensures that the project is aligned with the business strategy, and that it will indeed bring value to the organization.  The sponsor needs to be convinced of the value that this project would drive. Otherwise, how can this person effectively champion the project? 11
  12. • Myth 2: The Sponsor does not need to know project management basics. 12
  13. Myth 2: The Sponsor does not need to know project management basics. • The sponsor needs to be educated about basics of project management, its value and challenges, and its measurements of success. • He/she also needs to be educated about feasibility analysis, risk management and even portfolio management. 13
  14. • Myth 3: Project Sponsor is an Executive that does not need to make himself/herself available for the project. 14
  15. Myth 3: Project Sponsor is an Executive that does not need to make himself/herself available for the project. • The project sponsor needs to: • Make himself/herself available often enough to review the status of the project. • Check on the morale of the team • Check that there are no major “noises” that would impact the project in a way that it could lead to failure 15
  16. Expectations • The sponsor is expected to champion the project at all phases, unless it does not bring value to the business. In that case, he/she needs to be ready to cancel the project if it is found that the project’s outcomes will no longer bring added value to the business. 16
  17. Competencies of a Project Sponsor BUCERO, 2012BUCERO, 2012 17
  18. Sponsor’s Selection Criteria-Checklist 18
  19. Change! • Define Change: Transition from current to future state • Define Change Management: Change Management is taking a planned and structured approach to align an organization with the change.- Managing Change in Organizations, PMI 19
  20. Current to Future The Lewin Model 20
  21. The Prosci Model 21
  22. ADKAR- Prosci Model 22
  23. The PMI Change “Model” Harrison & Nelson, The Sponsor as the Face of Organizational ChangeHarrison & Nelson, The Sponsor as the Face of Organizational Change, Project Management Institute, Inc., 2013., Project Management Institute, Inc., 2013. 23
  24. Inspiration Scope the change Create a vision Drive commitment Accelerate the transition Sustain momentum Adapted from American Express Management Model
  25. Project Management Institute, Managing Change in Organizations, Project Management Institute, Inc., 2013. Category of Change Recipient Difficulty Length of Initiative Reversibility First-order change Procedures – modifications in how work is done minor short Easily reversed Second-order change Policies – doing something significantly different moderate medium irreversible Third-order change Values – rethinking the governing values very long irreversible 25
  26. Driving Change in Context Project Management Institute, Managing Change in Organizations, Project Management Institute, Inc., 2013. 26
  27. What would Good Sponsors of Change be? IMPORT-ANT 27
  28. Interpreters 28
  29. Interpreter • Convey the vision clearly. Make it tangible and accessible. • Interpret the gaps in the current state and open a dialogue on future state. • Interpret to the executives the changes and progress within the project. • Urgency to change current state, invest effort, and be ready to embrace. 29
  30. Example: Conveying the Vision • Make it SERVE! • Succinct • Evocative • Resonant • With Values • Excellence • Adapted from West, D. 2010. Project sponsorship. Farnham, Surrey, England: Gower 30
  31. Motivators 31
  32. Motivate • Convey a sense of urgency • Survey for motivating factors • Don’t just make assumptions! • Identify change agents early; educate them and empower them • Reward Enablers • At Closing, ensure to recognize those who adapted change. 32
  33. Planners 33
  34. Recognize Planning Elements • The sponsor doesn’t develop the plan, but he/she needs to ensure the following: • Does the plan support change objectives? • Does the plan include OCM elements? • Does the plan support transition to operations and sustainability? • Are there clear KPIs for measuring success? 34
  35. Observers and Reviewers 35
  36. Observing & Reviewing Initiation Sponsor’s ability and availability The Organization Finding Gaps in Current State Consult Historical Data Potential Impacts Planning Review Stakeholder Register and Matrix Identifying agents of change Cultural Assessment (Reflected in Risk Plan) Review the WBS Implementation Assessment + Mitigation Executing See Tracking Monitoring & Controlling Status Reports Adaptation Results Training Results- Change Acceptance Results Closing Transition Plan 36
  37. Trackers 37
  38. Tracking • The sponsor should not micro-manage the PM, but keep close tabs on the following: • Change results as project moves • Is communication effectiveness well measured? • Are recipients receiving sufficient support? • Is there synergy between Project Team and Ops for transition? • Is a sufficient sample taken? 38
  40. The Role In Short? 40
  41. Case Study 41
  42. Context • Implementation of New University Management Information System • Tremendous resistance, especially from older employees • Recipients from different departments • Admission period was close to begin 42
  43. Sponsor’s Role • Is Motivated • Got acquainted again with the organization and put on a Sherlock Holmes attitude • In addition to simple change surveys she promotes change, walks around and collects reactions • Verified and sometimes challenged assumptions 43
  44. Change Survey • Have you previously complained about bugs in the system? • If you are given the training required would you agree with the change? • Who do you want to pair up with in the transition period? • Open ended questions to share concerns. 44
  45. What was done? • Assessment of “Current” state was done thoroughly. • Established an information station with tech support that could be reached through Whatsapp. • For the pilot, included recipients from all departments, including student body. • Trainers and Integrators were hand-picked. They had to have great communication skills. 45
  46. • Frequent meetings were carried out with project team and department heads. • Transition or Launching ceremony was organized • Helpdesk stayed in a station 3 months after transition to operations • Extensive communication and engagement opportunities were given • Continuous feedback was collected • A Powerful mission statement for the change was communicated throughout the organization 46
  47. Conclusion • Communicate vision for change • Influence and Motivate • Assess organization and impacts thoroughly • Find the gaps and set KPIs to fill the discrepancies • Perform and Promote Extensive Communication • Minimize depth and duration of disruption • Contribute to solid planning of transfer to operations • Sustain the Change 47
  48. To Contact me  Le’ts connect on LinkedIn! 48