1. Project Management role in
Transformation journey

2. E5 - консалтингово-тренинговая компания, которая
приводит бизнес-процессы в компаний к мировым
стандартам
В портфолио Е5 более 10 клиентов, для которых мы
провели консалтинг или Agile трансформацию и
улучшили бизнес-результаты
Мы провели более 180 тренингов, на которых обучили
почти 5000 специалистов
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развиваем IT-сообщество Украины
Каждый консультант команды E5 практикующий
эксперт с более чем 10 летним опытом работы в
топовых IT-компаниях Украины
О компании

3. О спикере
Алексей Шебанов
Managing Partner @ E5
в
В портфолию проекты по ИТ-инфрастуктуре, разработке ПО,
внедрению ITIL/ITSM, монетизации сервисов, имплементации PMO,
сертификации компаний (Business Continuity, ISO, DataPrivacy),
бизнес-проекты связанные с операционными улучшениями,
обеспечением непрерывностью бизнеса, трансформации,
управления изменениями.
В IT с 2005 года, с 2009 на менеджерских позициях:
Project Manager, Program Manager, Portfolio Manager, Head of IT
operations, Business Continuity Manager @ Vodafone, DTEK,
GMS AG, Ciklum.
Transformation office manager @ Ciklum
Director of PMI Ukraine: Kyiv branch

4. Transformation is…the transition from a current state to a future state.
New behavior

5. Transformation is…the transition from a current state to a future state.

6. Transformation is…defined, improved processes

7. Transformation is…D-D-DIGITALIZATION

8. Transformation is…communications

9. Transformation is…learning & development

10. Transformation is…stakeholders engagement

11. Transformation is…project management

12. Why transformation programmes fail
The root cause of all failed transformation programmes lies in a
fundamental imbalance between the ability to transform the attitudes
and behaviors of individuals in an organization to deliver a common vision
(i.e. Change Management) and the logical organization of tasks and
activities required to be completed to deliver a defined output
(i.e. Project management).

13. Gap analysis
• inadequate sponsorship and lack of active commitment from top
management;
• poor scoping and definition of the programme;
• failure to monitor cost and benefits;
• inadequate coordination of resources, planning, and scheduling: is a
root cause of 60% failed transformations;
• lack of communication and stakeholder engagement;
• the failure to monitor and manage risks & dependencies.

14. Who can fix that ?
Change Manager Project Manager
the ‘art’ of change leadership and the ‘science’ of project management

15. Roles & Responsibilities
‘’Project management should focus primarily on
the application of skills, tools, and techniques to
activities required to deliver planned change (e.g.,
new systems, new processes, new resources) in a
structured way within the required scope, time,
cost, and quality parameters.” ACMP Standard
“Change management should focus
primarily on the application of skills, tools,
and techniques to activities required to
implement and sustain the delivered
change, such as influencing individual
behavior and organizational culture,
facilitating new ways of working, tracking
and enabling benefits realization, and
providing input for future change
initiatives.” ACMP Standard

16. PMO is a crucial tool for effective organizational transformation

17. Organizational project management as a basis
The purpose of OPM is to ensure that the organization undertakes the right projects and allocates critical resources
appropriately. OPM also helps to ensure that all levels in the organization understand the strategic vision, the initiatives
that support the vision, the objectives, and the deliverables.

18. PMO factors impact transformation targets achievement

19. Organizational setups of transformation teams
Dedicated Transformation Team Dedicated Project Team
Reporting CEO/COO/President C-level (Sponsor) & Transformation office
Alignment with Strategy and
Target state
Tracking and enabling benefits
realization
Control of resources, budget,
schedule, scope, quality
Influencing individual behavior
and organizational culture
Interdependencies & risks
Communications &
Stakeholder management

20. Human Side of Change. Fisher’s transition curve

21. Human Side of Change. ADKAR assessment
Processes:
Plan: What is your goal?
Do: What are the crucial steps?
Check: How do you gather feedback & measure results?
Act: How do you accelerate the results?
People:
Awareness: How aware are the different groups of this change?
Desire: What is the appetite of different groups to support the change?
Knowledge: What knowledge gaps will users/admins have and what training support will be needed?
Ability: What ongoing support structure will be needed?
Reinforcement: What metrics and data are needed to ensure measurement and recognition?
Environment (5 I’s):
Information: How do you ease communication? Transmit information?
Identity: How do you encourage a group identity to grow?
Incentivize: How to do you encourage good behavior?
Infrastructure: Analyze barriers and paths to success.
Institutions: Who can make the rules

22. Human Side of Change. Stakeholders engagement

23. Human Side of Change. Stakeholders engagement
C – current state
D – desired state
Target Audience Key changes Key benefits
Target Audience How it works now How it will work

24. Human Side of Change. How to create a safe environment?
• Communicate a clear vision and mission for your organization
• Provide feedback to everyone and ask for feedback from everyone
• Find what motivates your people, and use it as input to keep them
motivated
• Say THANK YOU to your employees and explain why
• Consult your people, create a solution “inclusive”, and avoid the
“exclusion” and the “one man make all decisions”
• Create space to try new things … to fail … to teach … to learn

25. Projects is successfully completed. What about change ?
Completed!!!
Transfer to Ops ?
Benefits realization?
L&D materials?

26. Benefits realization

27. Further steps?

28. Promo code PMDay -10%
https://e-5.com.ua/ru/trainings/
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29. Спасибо за внимание! Контакты:
ashebanov@e-5.com.ua
+38 (050) 328 91 63
salexey2007
www.e-5.com.ua
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