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How does change management enhance project success? webinar

  1. How does Change Management Enhance Project Success? Donna Unitt
  2. Agenda  Introduction  Objectives  What Change Management is  What Change Management is not  Change is personal  Change & Agile  Summary & Take Aways  Questions
  3. Introduction
  4. Introduction – Donna Unitt  Over 25 years in Supply Chain Logistics  Over 20 years delivering change and transformation programmes and projects  Head of Delivery for Rocket Consulting – an SAP Gold Partner  Certified APMP Change Management & Agile PM Practitioner  Member of APM for 19 years  Chair of Enabling Change SIG for the last 3 years
  5. Enabling Change Special Interest Group (SIG)  The SIG’s mission is to‘improve the change capability of organisations, teams and individuals’  We have an active committee  Main focus over the past year has been webinars and blogs – Coaching & Change Management – Bias and Change Management
  6. Objectives
  7. Session Objectives  To provide you with an overview of what change management is and what it is not  How it applies to projects and changes  How it can make projects more successful  Really get you thinking how you incorporate Change Management into your projects
  8. What is Change Management?
  9. Change Management-Setting the Scene  APM Body of Knowledge Definition – – Change Management is a structured approach to moving an organisation from the current state to the desired future state.  Change Management – is about adoption – getting a critical mass of people committed to sustain the change.  Project Management – is about installation – focusing on a plan built around events and time.
  10. What is Change Management?
  11. Change Expectations  Change Management is about realising the benefits of the change or project
  12. Installation v’s Implementation • One of the reasons that organisations don’t reap the full benefit of change initiatives is that they confuse installation and implementation and they stop at installation • Installation is just a milestone towards full implementation – they take their foot off the gas and momentum stops • Change management needs to be present to ensure that people leave behind the old and have embraced the new
  13. What Change Management is not
  14. What Change Management is not  The governance of programmes.  IT Change Management in relation to the Information Technology Infrastructure Library (ITIL), a set of practices for IT Service Management.  Change Control of scope, milestones, etc. in project management.  Change Control within Quality Management Systems (QMS) and Information Technology (IT) systems, which is a formal process used to ensure that changes to a product or system are introduced in a controlled and co-ordinated manner.
  15. Change is Personal
  16. Change is everywhere! =  Change is a necessity for survival  Timescales of change is becoming ever compressed
  17. Change Curve  Shock and Denial – after being confronted with a change, it will often be resisted by lack of engagement as if trying to prove it doesn’t exist. – A burst of defensive energy is normal – involve, use a mixture of firmness and empathy.  Anger and Blame – Denial can be replaced by anger ‘its not fair’ a time for empathy helping people to realistically look at the impacts. – Don’t minimise the losses they may feel.  Bargaining and Self Blame – Blame can turn towards the self. – Good active listening, sharing in peer groups  Depression and Confusion – A drive to hold on to or revert to the former situation. – Realisaton of losing the battle. – Need good support structures in place  Acceptance and Problem Solving – At this point they accept and decide to address the new future. – This can take time
  18. C x A = E
  19. Change Acceptance  Change is ultimately all about people – if they don’t change nothing significant changes.  Change is deeply personal  Emotion trumps logic  It’s the What, Why, How & Who?  Making the transition – letting go of the ‘as-is’ and reaching out for ‘to-be’ – happens one person at a time, one day at a time it is not instant.  Organisations implementing frequent change underestimate the extent, timescale and complexity of the leadership and management involvement required to overcome resistance and build commitment and acceptance  Project Management & Change Management must go hand in hand.
  20. Where do we start?  Who will manage – Project Manager – Change Manager – Change Agents  The Change Agent / Manager really acts in consulting role
  21. Change Models  Kotter – 8 Steps  Lewin – unfreeze / change / refreeze  Prosci’s ADKAR model  Change First – wheel – six critical success factors
  22. 6 Success Factors for Change
  23. Shared Change Purpose  Let everyone know where you are going  Its about making the case for the change  Successfully sharing the purpose of the change  Imperative – people are dissatisfied with their current ways of working and understand the cost if they don’t change  Vision – people have a positive and clear picture of the outcomes of the changes  Solution – there is a set of milestones to show people how progress will be made  A sense of urgency is created by selling the story and vision of what the change will bring  Momentum is achieved with everyone have a clear understanding of the change, its objectives and benefits  They also understand what it means not to embrace the change and what the status quo means
  24. Effective Change Leadership  Provides the compass for key people committed to the goal  Change leaders within the organisation need to provide  Direction  Guidance  Support for the Change  Leaders need to be seen to demonstrate their own commitment to the change through their actions and words
  25. Powerful Engagement Processes • Provides the maps so you can effectively avoid the pitfalls, find the safe routes and uncover any shortcuts • Engagement – an employee’s involvement with, commitment to, and satisfaction with work • The four concepts of the powerful engagement are • Involvement – people need to be involved in the change • Learning – needs to be hands on • Rewards – incentivise to change if possible • Communication – create clarity
  26. Communication  Projects are undertaken by people  All projects are social environments  Communication is how we manage people and social environments  People are the source of uncertainty in a project environment  No way to predict human behaviour in a project environment  Communication determines project outcomes  Communications Design  Awareness that communication is not about reporting on the data from a project, rather it is about shaping reality on a project  It needs to be used to improve project outcomes  It is not a burden
  27. Feedback Loops  Initiating Change • People feeling they do not have enough time • People finding insufficient coaching and support • People unable to see the relevance of the change • Problems with leaders not ‘walking the talk’  Sustaining the transformation • Anxieties about job security, learning, trusting others in new situations and loss of control • How to measure change, the tension between measurement as learning and as assessment • Using culture so that change in a pilot group is not seen as a ‘cult’ activity  Redesign and rethinking • Governance (for change programme and organisaton) as control – or as direction setting • Spreading new practices effectively • Giving meaning to strategy and vision
  28. Committed Local Sponsors  Enabling middle and first line management to take responsibility for the change in their area of authority  They can shorten the change journey through useful local knowledge  They can be seen as barriers to change, its important that through empowerment they become enablers for the change  They need to commit to the change and then demonstrate that commitment  They need to be seen as a change leader  This connects the need to the organisational change to the reality of what it means to the people having to change
  29. Change Agents and Local Sponsors  The Change Agent / Manager really acts in consulting role  4 Aspects that need to be address (Peter Block 2000) Change Agent and Line Management • Mixed Motivation • Line managers will too have a vested interest in how things have been. They need to be clear about their own doubts and questions. The CA needs to be authentic about their own feelings need to build trust. • Concerns about exposure • Line managers may have concerns about engaging with a CA and this disturbing the position they have • Concerns about loss of control • The line managers reputation and position. They may feel a loss of control • Clarity about who is involved • They may state they are committed to the change but may not behave that way. Understand the pressures they are under
  30. The other 2 !!!!  Strong Personal Connection • This is about translating the needs of the organisation into something that people can buy into • If people feel a personal connection to the change they are able to regain a sense of control more quickly  Sustained Personal Performance • Supporting those involved in the change, helping them through the transition process and helping them adapt behaviours • Future Security – people need to believe that their job security will be the same or enhanced as a result of the change
  31. Change Management & Agile
  32. Change Management & Agile  Agile is all about early engagement and iterative deliverables  This closer engagement means that change management and agile fit well together  Can you demonstrate the change working to some degree?  Can you build a prototype or proof of concept (Agile)  Create a vision, use pictures, use story telling  Can you see where the change has worked already – another site ?  If you can then it provides a base for further conversations and provides something tangible  Provide a reason to believe
  33. Summary
  34. Summary  Projects involve change – people changing behaviours  Projects can not be successful if the change is not embedded  Project managers need to encompass change management within their plans  Change management is continuous its not something that can be done once – it’s a process  Not everyone will embrace a change its about getting a critical mass
  35. Introduction to Change Management  For programme and project managers directly managing change and transformation programmes and projects, it provides an accessible introduction to the change management discipline within a familiar context, and a starting point for those who have little background in the field (sections 2- 7).  For project professionals working in a change management environment, it helps raise awareness of the language and concepts involved (sections 2-3).

Notes de l'éditeur

  1. Webinars with guest speakers on leading change and we are also doing a quarterly round table event in conjunction with the APM People SIG and the Change Management institute our next one is the end of June
  2. Just for me to get an idea of the audience next is poll for you to complete to complete on slido to give me an idea of what your role is, obviously if its not on the list select other
  3. Project and changes fail even when they are planned carefully. As I come from the IT world I think of this in terms of implementing a new system, but it relates to all types of projects Next is a poll on why you think projects / changes fail – its not an exhaustive list and there are other reasons but from your experience I am sure some of these resonate with you.
  4. Change Management as a term means different things to different people, so you may hear the term organizational change management instead of change management
  5. Covid hit us last year and we all had to adapt and change quickly – this affected everyone in some shape or form which is unusual as a change usually only affects some people If you think about how you reacted to the changes that you had to make you probably went through a series of the emotions that are highlighted in the change curve which was developed by aSwiss psychiatrist Elisabeth Kübler-Ross who moved to the US in 1958 and was shocked by the way the hospitals she worked in dealt with dying patients. She developed 5 stages of grief that has then developed into the change curver and there are various formats of this using some different terminology but the message is the same – people go through these emotions and reactions to change
  6. Any change as come point needs to be accepted and as we can see from the change curve that acceptance is not a straight line. You can not instigate a change and automatically believe that it will be accepted and will then become effective. So the answer to why projects fail in the majority of circumstances is because the focus was not on the acceptance and how to get people to accept the change acknowledge it, embrace and make it effective.
  7. So we now know the importance of Change Management if we didn’t before so what do we do ? Well there are a number of Change Management models / methodologies that you can use to provide structure in how you manage change. This is just a short list and there are more. Most Change Managers use a hybrid approach but its about investigating what will work for you. They all follow a similar thread. I am not an advocate for any particular model in my company we use a hybrid version of the change first model which I will use to only to demonstrate key elements that should be of focus,
  8. So this model is from Change First and I am just using this to illustrate a model. I am not going to cover all of the areas in detail but I am going to cover a few to give you an idea of what is needed
  9. This is about communication, collaboration and involvement. Think about a simple project like an office move – which involves people moving from one building to another and the feeling if that happened to them over a weekend they came in on Monday and they were working in a different place. Think about that same office move and if the people were involved in the design of the new office, where they would be sitting, what plants they could have, the coffee machine they could have and they were involved in moving their own things and setting up their own area.
  10. Local Sponsors or line managers are really the people who will drive the change through so they either become the change agents or change agents work with them. I was involved in a project where we put a new IT system into a warehouse the shift managers worked closely with the project team and became the change agents for the change- they were responsible for communicating all aspects of the change to their teams, they were the contact for any questions from their teams which they then feedback through the project team. They were also responsible for developing their new ways of working presenting that back to the project team and then training that out to the teams in the warehouse. This involved investment as their BAU roles had to be backfilled so they could focus on the project and new ways of working to make sure it was embedded in the operation from day 1.