Managing Change People Side Framework

Managing the People Side of Change:
An Applied Framework
Session # PRJ29
Brian Richardson, PMP
Richardson Consulting Group, Inc.
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010 Permission is granted to PMI for PMI® Marketplace use only

©2010Permission is granted to PMI for PMI® Marketplace use onlyManaging the People Side of Change
Learning Objectives
At the end of this session, you will be able to:
• Use the Richardson Consulting Group Change Management
Framework™ to understand individual, organizational,
business process, leadership and cultural factors that
affect change
• Diagnose barriers and recognize change accelerators
• Understand the planning and management process for the
change management aspect of projects and programs

Agenda
• Overview
• Case Study
• The RCG Framework
• Planning for Change
• Diagnosing Barriers
• Wrap-up

Overview
A 2008 IBM Making Change Work Study found:
• Most significant project challenges were people-oriented:
– 58% Changing mindsets and attitudes
– 49% Corporate culture
– 35% Underestimating project complexity
• Top performing organizations reported key success factors as:
– 92% Top management sponsorship
– 72% Employee involvement
– 70% Honest and timely communication
– 65% Corporate culture that motivates and promotes change
– 55% Change agents

©2010Permission is granted to PMI for PMI® Marketplace use only
Case Study
Focus on root causes and issues – not solutions
Managing the People Side of Change

Individual Factors
Motivation
• Attitudes
• Goals
• Critical Behaviors
Competence
• Knowledge
• Skills
• Aptitude
Having the
requisite
knowledge and
skills to accept and
adopt the change.
The drive to accept
and adopt the
change.

Recognizing Motivation Issues
What are some questions from stakeholders that
indicate a lack of motivation?

Recognizing Motivation Issues
• This change is a low priority
• This change is not necessary
• This is not the right time
• This change is not a good use of my time
• I do not know why we are doing this
• I’m not sure we are solving the real problem
• This change is not practical
• Have you considered…
• Are you aware that …
• I’m hearing that…
• Where is the data that says that…
• Anger/silence/defensiveness/repeating questions

Recognizing Competence Issues
What are some questions from stakeholders that
indicate a deficit in competence?

Recognizing Competence Issues
• I don’t understand…
• I am not clear on…
• I don’t know what to do next
• I don’t know how this affects me
• When is this happening?
• How will this be implemented?
• What is the plan for…?
• I need more information about…

Case Study
Brainstorm solutions that may help solve the issues

Change as a System: The RCG Framework

Planning for Change
Assign a professional change management manager to:
• Conduct a change readiness assessment to identify
potential change barriers and enablers
• Develop a change management plan to leverage the change
enablers and address the barriers through a coordinated
series of interventions
• Lead execution of the change plan
• Monitor and control progress against the change plan

Planning for Change
The change manager gathers data from stakeholders and
project team members to determine:
• What are potential barriers to the change?
• Who are potential enablers of the change?
• What benefits to the organization are expected from the
project/program?
• What individual benefits are expected for members of each
of the target stakeholder groups?

Planning for Change
Change
Readiness
Assessment
• Level of assessment varies widely based on:
– Project risk
– Time
– Scope/complexity
• Variety of tools available to meet level of assessment
– Surveys
– Interviews
– Focus groups
Change Plan • Can vary widely depending on project needs
– Ex: most projects need some communication work;
not every project requires organizational
restructuring
• PM refers to handout as a tool to review the plan and
identify areas addressed
The change manager creates:

Diagnosing Barriers to Change
Once execution begins, solicit feedback in regular status and
communication.
• Are certain groups/individuals openly negative?
– What reasons do they cite?
– Do the reasons indicate a deficit in competence, motivation or
both?
– Can you convert them to advocates?
• Are certain groups/individuals enthusiastic about the change?
– What benefits and reasons do they cite?
– Can you recruit them to help design, test, promote and support
the change?

Mapping to Project Lifecycle
Initiation Planning Execution Close Monitor/
Control
• Change
Readiness
Assessment
• Include in
high-level
milestones
• Change
Plan
• Include in
WBS at
phase,
milestone,
or major
deliverable
level
• Change
Manager
executes
plan
• Change
Summary
• Detecting
and
reporting
resistance
and
support
• Taking
corrective
action

Wrap-Up – Key Messages
• Project and program success is dependent on effective
change management
• Failing to plan for change is planning to fail
• Reaction and response to change happens at the individual
level, and exists within a dynamic system
• Projects with a professional change manager are more
successful
• Everyone on the project team needs to be aware of and
respond to signs of resistance and support

©2010 Permission is granted to PMI for PMI® Marketplace use only
Contact Information
• Name: Brian Richardson, PMP
• Email: brian@richardsonconsultinggroup.com
• Phone: 773-474-1834
• Session Number # PRJ29

Managing Change People Side Framework

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