The aim of this presentation is to raise the level of awareness and understanding of how to surpass boundaries to become the key Solution Integrator” for Business Success, integrating Project Management, Change Management and Business Processes. Today, we can affirm there is an important gap between the definition of the project success and its actual implementation and value realization due to the inability to systemically implement change throughout business transformation.

1. Surpassing the
Boundaries of Project
and Change Management

2. Objectives
 The aim of this presentation is to raise the level of awareness and
understanding of how to surpass boundaries
 To become the key Solution Integrator” for Business Success, integrating
Project Management & Change Management

3. Jean-Noël Routhier
 Vice-president of GPBL Projectwise.
 Master in Project Management, PMP
Certification and member of PMI Montreal
 Senior advisor in Project Management,
developing Project Management
methodologies in various economics sectors,
from private to public and parapublic.
 Experienced trainer in Project Management
within the ESG-UQAM - Development Center,
for over 15 years.
 Clients: Ministère des Transports, Société
québécoise des infrastructures, Ville de
Montréal, Ville de Gatineau, SNC-Lavalin,
Versalys

4. Benoit Lalonde
 President of GPBL Projectwise.
 Ex-President PMI Montreal Chapter
 Consulting and training in project
management including program and
portfolio with business leaders of
organizations of all sizes.
 Innovates by adapting products and
services in project management for
organizations with unstable and
demanding environment.
 Clients: Ministère des Transports, Société
québécoise des infrastructures, Ville de
Montréal, Ville de Gatineau, SNC-Lavalin

5. Merling
Sapene
 Transition – Founder &
Author
 Change Management
Director Bombardier
 lead multicultural and
complex transformation
projects
 Creator and leader of the
« Passion for flight
program »
 Interest: Nature, Family
and Social work

6. Surpassing the
Boundaries of Project
Management
 Thousands of companies have
heavily invested into Project
Management and Change
Management
 Projects are still plagued with
the same issues:
✓ missed deadlines, inaccurate
planning, overrunning budgets,
pre-approved project
cancellation,
✓ and difficulties recognizing a
project’s proposed benefits.

7. According to Raleigh & Norden 7
Initiating Planning Executing Closure
Project Life-cycle
%oferrors
CorrectionCostsfor
theerrors
85%

8. Project Management - Facts
IN THE PM'S NEW ROLE,
85% OF HIS TIME WILL
BE DEVOTED TO
INTERACTION WITH
STAKEHOLDERS
OPERATIONS SUPPORT
THE MISSION
AND THE PROJECT
SUPPORT THE VISION
MANAGING A MULTI-
DIVERSIFIED TEAM
9 PROJECTS OVER 10
DON’T RESPECT THE
BUDGET AND TIME
FRAME
PROJECTS ARE NOT
LINKED TO THE
STRATEGY
COHABITATION
BETWEEN OPERATIONS
AND PROJECTS

9. Key Success
Factors
(by Slevin &
Pinto)
9
Clear mission
(85%)
Support from
upper
management
Detailed
planning
Customer focus
Appropriate
personnel
Good approval
processes
Well identified
technical tasks
Solid leadership
and project
communication
An healthy
problem solving
process

10. Imagine…
“Dream and give yourself
permission to envision a
You that you choose to
be.” — Joy Page

11. A Paradigm….
 In philosophy of science, “a paradigm” is a way of thinking about a problem
 “pattern, example, sample”
Poor communication, not understanding or ignoring the impact of change, as well
as the lack of leadership and sponsorship, are responsible for the majority of
failures in global projects

12. From Idea to
Sustainment
12
IDEA
Targets
buy in
Sponsor Influence
Stakeholders
Acceptance
Sustain

13. Think and Act different!

15. Project Management and
Change Management
 Project Management Institute (Body of
Knowledge) was created in 1969
 Henry Gantt (1861-1919), developed Gantt
charts - primary Project Management tool
 Change Management is related to pure and
industrial psychology. Kurt Zadek Lewin
(1890-1947), model described as a three-
stage process:
 unfreeze – change – refreeze.

16. Divergence-Convergence
 Stemming from the mechanical focus on
processes (Engineers),
 The way to focus and manage projects
(Mechanical),
 And the human focus on change
(Psychologists),
“there is a clear convergence over time that
brings us to the main difficulties
We are wired differently”

17. Elisabeth Kübler-
Ross
 The Change Curve

19. Project & Change Management Maturity

20. LINKS.. Paying attention
Level 0
Absent
Level 1
Adhoc
Level 2
Isolated on
some
Projects
Level 3
Integrated on
multiple
Projects
Level 4
Organizational
Standards
Level 5
Organizational
Competency

21. Listen… and
Say what you
think

22. Project and Change Management
… dancing together…
 Learning
 Growing
 New paradigms
 New skills
 We are called upon to do things differently and
to consider mastering integrated approaches
inside out!

23. From Benoit…
3 things to remember
 We have to think differently
when considering project
management
 We need to put the human in
the center of a project
 We have to develop skills of our
PM for them to be able to
manage multi-diversified team
 Teambuilding, active listening,
emotional intelligence, and
empathy are NOW required to
become this new PM who
devote 85% of his time to
stakeholders

24. From Merling
 Trust your intuition – be who
you are
 Listen… and speak out your
mind
 Don’t be afraid to “spark the
change” – be a catalyst
 Use “self of instrument of
change”
 Be a continuous learner – adapt
and transform