1.
Project Management and
Organizational Change Management
Creating a Transformation Ready
Organization
PMI Global Congress, Vancouver - LDR14
Susan Boyd
PM Solutions
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

2.
How can you help your organization
prepare for changes that will inevitably
come?
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

3.
Agenda
• Today’s Environment
• Goal with Example
• Step 1: Assessing your Readiness for Change
• Step 2: The People
• Step 3: Program Management Best Practices
• The Role of the EPMO
• 10 Common Leadership Mistakes
• Conclusion
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

4.
Today’s environment
• The world is changing at an incredible pace, the
economy is unpredictable
• Mergers and Acquisitions happening at light speed
• Restructurings are a common occurrence
• Shifts in business strategy
• Internet is transforming how, where and when people and
organizations buy as well as who they buy from
Industries are being re-defined and companies continue to
re-invent themselves.
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

5.
Definitions
• Transition — movement, passage, or change from one
position, state, stage, subject, concept, etc., to another;
change.
• Transformation — A marked change, as in appearance
or character, usually for the better.
There is one word common to both terms — CHANGE
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

6.
Example
Leadership
Skilled
resources Centralized pool of
dedicated
resources
Integrated
organizational Applied
change standard
management processes
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

7.
Practice Concept
• Swimming
– The more laps you swim
– The better your strokes
– The faster you go
Practice, Practice, Practice!
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

8.
Goal
Assessment
People
EPMO
Process
Transformation Ready
Organization
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

9.
Step 1: Assessing your Readiness for Change
Step 2: The People
Step 3: Program Management Best Practices
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

10.
Assessing Your Readiness for Change
• Recommend formal structured assessment approach
• Identify implementation strengths and weaknesses
• Measure potential resistance and probability of success
• Categories:
– Sponsorship – Change agents
– Target population – History
– Cultural resistance
• Identify current state and understand desired future state
• Document the gaps
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

11.
Plot the results
Sponsors
6
5
4
3
Resistance 2 Change Agents
1
0
History Target
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

12.
Step 1: Assessing your Readiness for Change
Step 2: The People
Step 3: Program Management Best Practices
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

13.
It is all about “The People”
• Change Agents
• Sponsors
• Target Population
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

14.
How do you ensure individual success
• Create a Change team
– Document their goals and description;
they should not change
– Look for experts and stakeholders, people
with authority who possess good
management and communication skills
– Team members who are analytical,
creative and open minded
– Turn around ―the resistors‖
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

15.
How do you ensure individual success
• Confirm Sponsorship
– Great leadership
– Active participation and support throughout
change lifecycle
• Target Population
– Must have ―skin in the game‖
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

16.
How do you ensure organizational success
– Culture of an organization is similar
to that of a person’s personality;
collective pattern of behaviors,
values and ―unwritten rules‖
– When strategic changes are
consistent with the culture, higher
chance of success; when not
consistent, higher chance of failure
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

17.
Step 1: Assessing your Readiness for Change
Step 2: The People
Step 3: Program Management Best Practices
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

18.
Key Program Management Best Practices
Sanction as a formal strategic Program and
apply best practices
Highlight 4 key areas:
– Scope Management – Communication
– Integrated Reporting – Risk
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

19.
Scope Management
Scope Management
– Identify, document, sign-off
– Communicate to management and change agents
– Baseline
– Apply standard change control
Sounds easy right?
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

20.
Communication Plan
Communication Plan is
the roadmap
Artifacts:
• Communication matrix
• Marketing plan
• Internal Media plan
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

21.
Integrated Reporting
Corporate
Continuous
strategic
Improvement
goals Analysis
Portfolio
Program
Project
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

22.
Risk
Contingency
Analysis
Identification
Plan
Risk must be addressed
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

23.
Execute Mitigation
Everyone impacted by the
change is a target. Set up
mitigation plans and execute
as required to deal with
sources of resistance.
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

24.
Why utilize the EPMO?
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

25.
Basics of EPMO
41% of PMO’s Methodology/
already perform Process
some functions
under the
organizational
change
management
umbrella
Training, Coach
Reporting
ing, Mentoring
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

26.
Utilizing the EPMO
Present System Future State
How to go from present to
future?
• Process Changes
• New System
Implementations
• New Organization
Structure
Coaches and Mentors work with teams and
reinforce new processes and standards
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

27.
10 Common Leadership Mistakes
 Allowing the vision to  Not making time for
fade your team
 Changing priorities  Being too ―hands off‖
 Assigning  Not ―walking the walk‖
responsibility without
authority  Not delegating
 Placing results ahead  Misunderstanding
of people your role
 Inadequate
recognition
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

28.
Conclusion
EPMO
Process
People Success
(101)
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

29.
Questions?
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

30.
Contact Information
Susan Boyd
njsboyd@gmail.com
703-965-3454
Session LDR14
―PMI‖ is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.