By respect to the best practices and project management methodologies, John Kotter 's formula introduced to lead IT projects based on my experiences since 2010.

1. Today we will talk about
leading change
not managing change
Leading
ITS
Projects/Changes
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By: Shohin Aheleroff, PMP
July 2010
0

2. Agenda:

Why we should have Bold change

Questions

Well known Methodologies and Frameworks

Reasons why ITS projects fail

Leading vs Managing

LBC steps

A Framework for Successful Projects
Change, by definition,
requires creating a new system,
which in turn always demands leadership
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3. Why we should have Bold changes
What is the major challenges
–
Business demand
–
Impact on operation
•
Insufficient valid Business Case exists for the project
•
Insufficient attention to quality
•
Insufficient definition of the required
•
Lack of communication with stakeholders
•
Lack of acceptance of project management roles and responsibilities
•
Poor estimating or duration, leading to projects taking more time and
costing more money than expected
•
Inadequate planning and coordination of resources
•
Insufficient measurable and lack of control over progress.
•
Quality issue
•
Know challenges
2
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4. First , some questions
How percentage of IT project managers :

Manage projects?

Use PMBoK?

Use PRINCE2?

Use Agile?

Use Scrum?

Use another method? (e.g. in-house method)

Use no method at all?

A methodology is a set of practices includes phases.

A framework is using component to build a piece of software.
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5. ‫‪How to successfully combine‬‬
‫‪methodologies‬‬
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6. ‫‪‬‬
‫‪‬‬
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7. Reasons why ITS projects fail (1 of 2)
The Chaos Report, Standish Group, 1995
Survey of 365 IT Managers
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8. Reasons why ITS projects fail (2 of 2)
OASIG study, 1995
45 ‘experts’ in academia and consultancy
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9. Leading vs Managing
Managers
Administer and copy
Maintain
Focus on systems & structure
Rely on control
Short-range view - bottom line
Ask how and when
Accept the status
Classic good soldier
Do things right
Leaders
Innovation and originality
Develop
Focus on people
Inspire trust
Long-range view - the horizon
Ask what and why
Challenge the status
Own person
Do the right things
'Leadership'
a road, a way, the path of a ship at sea - a sense of direction.
'Management'
a hand, handling a sword, a ship, a horse.
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10. Managing
vs
Leading
 You manage things.
 Managers do things right.
 Lead people.
 Management is the tactical process  Leaders do the right things.
of executing and achieving the
mission.
 Leadership sets the style and tone
for achieving a vision and motivates
 Management’s concern lie with the
people to sacrifice for the attainment
details and the day to day grind
without which a vision can't become
a reality.
 Manager has to be willingly
of the vision.
 Leader is responsible for vision and
how it relates to each person.
responsible for the details of the
mission.
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11. NoNo – Barriers
People/Culture
People protecting their jobs
Tried before and it failed Lack of trust
Passive employees
That is the way it has always been
Technology
Systems are cumbersome / weightily
Resources
Technology antiquated / old
Budget not aligned / new requirements
Lack of personnel
Systems/Processes
Not up to date
Performance management system that is
in conflict with new roles & goals
Difficult to use
Too many decision making layers
Customized by IT person
Best practices ignored
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12. Succeeding
Organisations needed to change, they either :

Did not try to change

They tried (changes / projects ) and failed

They tried and succeeded but did not attain the level of aspiration
70%
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13. Succeeding in a Changing World

What two characteristics does LBC
mention that have contributed to the
success of companies?
–
Fun
–
Scale

Why is FUN important?

Why is Scale Important?
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Slide Only

14. Exploring the lead BOLD change Steps

Step 1: Create a Sense of Urgency

Step 2: Pull Together the Guiding Team

Step 3: Develop the Change Vision & Strategy

Step 4: Communicate for Buy-in

Step 5: Empower Others to Act

Step 6: Produce Short-term Wins

Step 7: Don’t Let Up

Step 8: Create a New Culture
John Kotter
"Leading Change" (1996)
13
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15. Eight steps of change in
success rate of ITS projects
Implementing
and sustaining
change
Engaging and enabling
the whole organization
Creating a
climate for change
1
Business
Goal & Risks
of not
Changing
2
3
4
5
6
7
Build Guiding
& Crossfunctional
Team with
Skills
Get the
Right
Compelling
Vision &
Action Plan
Engage for
Buy-in &
Commitment
for Change
to Happen
Empower
for Action &
Remove
Obstacles
Create Shortterm Wins &
Celebrate
Success
Drive
Compliance
& don’t Let
Up
John Kotter
"Leading Change" (1996)
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8
Embed the
Change into
Organizational
Culture
14

16. Step 1 - Create a Sense of Urgency
Principle: Help others see the need for change and the importance of
acting immediately
1.
Have we communicated the problem clearly to our organization or do we have a task force
working on it behind closed doors trying to come up with a solution?
2.
Who are the resistors in our colony with the attitude and power to keep people from
acknowledging or addressing the problem? What are they doing to undermine our efforts?
3.
If asked today, what percentage of the people in our organization, including leaders, would
agree that there is a major problem or missed opportunity? Is it high enough?
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John Kotter
"Leading Change" (1996)
15

17. False Sense Of Urgency

Actions are not focused on critical activities

Difficulty co-originating meetings ( diaries are full)

People run from meeting to meeting

No decision making at meetings, or constructive conclusion

No action between meetings

Cynical jokes are passed about initiatives

CEO does not actively participate

Sales and margins fall

Blame products not the sales team

Everyone blames everyone else

Lack of team work
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18. Step 2 - Pull Together the Guiding Team
Principle: Make sure there is a powerful group guiding the change one with leadership skills, bias for action, credibility, communication
ability, authority and analytical skills.
1. Does our guiding team work well together or do we need to spend some time on team working?
2. Do we have big egos or even resistors in our guiding team, eroding trust and energy?
3. Is our guiding team working on project plans, budgets etc, or are they thinking about the creation
of a change vision and strategy?
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John Kotter
"Leading Change" (1996)
17

19. Step 3 - Develop the Vision and Strategy
Principle: Clarify how the future will be different from the past, and
how you can make that future a reality.
1. Is our guiding team reaching out to other employees? Do they walk around to pick up ideas or are
they sitting in meeting rooms?
2. Is there a role model for change?
3. Do we have a simple enough message for our change vision to be understood and remembered?
Can we draw a sensible and appealing picture of what our future will look like?
4. Is our change strategy a set of simple enough logical steps of how this future can be created, so
that it has a chance to be understood and remembered by our organization?
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John Kotter
"Leading Change" (1996)
18

20. Step 4 - Communicate for Understanding
and Buy-in
Principle: Make sure as many others as possible understand and
accept the vision and the strategy.
1. Is it important to remind our organization of "who we really are", the foundations of the
organization that will not change?
2. Where else can we place messages, so that the organization cannot ignore them, even when they
are annoyed?
3. If asked today, what is the percentage of employees in our organization who can see the new
way and believe the idea has merit? Is it high enough?
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John Kotter
"Leading Change" (1996)
19

21. Step 5 - Empower Others to Act
Principle: Remove as many barriers as possible so that those who
want to make the vision a reality can do so.
1. Who are our planners? Do we have enough volunteers? Who else could be thrilled by the
challenge?
2. Now that change becomes real and obstacles build up, is there something that sucks confidence
and attention away from our vision and strategy?
3. Which old rules that are in the way of making change happen need to be bent or abandoned?
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John Kotter
"Leading Change" (1996)
20

22. Step 6 - Produce Short-Term Wins
Principle: Create some visible, unambiguous success as soon as
possible.
1.
Have we planned for success, something safe and not too demanding to win? Is there enough
support for them to win?
2.
Have we communicated clearly that everyone can help?
3.
Can we organize a celebration that clearly communicates that we will prevail?
4.
Have we thought of publicly recognizing the contributions of our change heroes?
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John Kotter
"Leading Change" (1996)
21

23. Step 7 - Don't Let Up
Principle: Press harder and faster after the first successes. Be relentless with instituting
change after change until the vision becomes a reality.
1. Have we raised the bar enough for the second wave of change advocates?
2. Which meetings and other routines are irrelevant and can be eliminated to avoid exhausting
ourselves along the way?
3. Are we allowing urgency to sag? What else could we do to keep the momentum up?
John Kotter
"Leading Change" (1996)
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22

24. Step 8 - Create a New Culture
Principle: Hold on to the new ways of behaving, and make sure they succeed, until they
become a part of the very culture of the group.
1. What else could we do to ensure people act in the new way against the pull of tradition?
2. Have we thought about succession of our leaders? Who is ready to take over? Have we made the
necessary changes in our leadership team? Are those that drove change in the right spot to make
it stick?
3. How do we pass on the story of our change to the next generation?
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John Kotter
"Leading Change" (1996)
23

25. Sustaining Urgency for Change
90% of all Heart By-Pass Patients
Fall Back to Their Old Habits
After Two Years
We need to
capture the
heart
to sustain
urgency for
change
24
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26. Exploring the 8 Steps –
HOW WERE THESE IMPLEMENTED?
Leaders practice and walk the new
way of doing things
Leaders publicly acknowledge people
demonstrating the new ways
of doing things
Leader go to the floor to create a
sense of urgency
Leaders ask questions
Leaders demonstrated their own
sense of urgency
Create a
Sense of
Urgency
Anchor in
Culture
Leaders communicate and
celebrate success
Leaders make visible change
so that people can
gain confidence
Don’t Let Up
Produce
Short term
Wins
Leaders don't allow
employees to go
back to old ways
of doing things
Found a way to do it
Changed plant twice
Pull
Together
the
Guiding
Team
Create the
Vision and
Strategy
Empower
Others to
Act
Commu
nicate for
Buy-in
Leaders up-skill staff so that they can adopt to change
Leaders build change resilience skills for staff to embrace change
Leaders setup SMART KPIs
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Leaders involve cross
functional teams with the right
skills,
influence and attitudes
Leaders hold honest
discussions
Leaders use an idea from
previous experience, to
make staff understand
need for change
Leaders clarify how the future
will be different from
the past
Leaders involve as many people
as possible to understand and
accept the change
Leaders use different communication
channels
to communicate the change
John Kotter
"Leading Change" (1996)
25

27. Spinning Plates Theory
Step 8
Step 7
Step 6
Step 5
Step 4
Step 3
Step 2
A Sense of Urgency
Step I
Urgency
Team
Vision
Comm
Empower
Wins
Pressure
Culture
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28. Change Management Maturity Model
Level 5
Organizational
Competency
Change management
competency is evident in all
levels of the organization and is
part of the organisation’s
culture and intellectual
property
Continuous process
improvement in
place
Level 4
Organizational
standards
Organization-wide standards and
methods are broadly deployed for
managing and leading change
Selection of common
approach
Level 3
Multiple projects
Comprehensive approach for
managing change is being applied
in multiple projects
Examples of best
practices evident
Level 2
Isolated projects
Some elements of change
management are being applied in
isolated projects
Many different tactics
used inconsistently
Level 1
1.
2.
Ad hoc or absent
Little or no change management
applied
People dependant
without any formal
practices or plans
Highest
probability of
success
+
Highest rate of
project failure,
resistance,
turnover and
productivity loss
85% of Fortune 500 companies are between proficiency levels 4 and 5
76% companies use Kotter Methodology on leading and change management
Source: Prosci 2006 Report on Change Management
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27

29. Scorecard
Project/Change
Mark Level
of
Completion
10
9
8
7
6
5
4
3
2
1
0
Step 1
Step 2
Decide
What to Do
Step 3
Sense of
Urgency
Guiding
Team
Vision &
Strategy
1
0
1
0
1
5
1
1
1
0
2
0
0
1
1
4
2
0
2
2
0
1
0
0
0
1
2
2
2
3
1
0
2
Set the Stage
4.46
4.54
3.69
Make It Happen
Step 4
Step 5
Understanding
Broad
& Buy-In
Empowerment
0
0
0
0
0
4
1
0
4
1
2
2.75
0
0
0
0
0
2
0
1
1
5
4
1.54
Step 6
Step 7
Short-Term More Change
Wins
Pressure
1
0
0
1
1
5
0
1
2
0
1
4.56
0
0
0
2
0
0
2
2
2
4
1
2.77
Make It
Stick
Step 8
Anchored in
Culture
0
1
1
0
0
1
0
4
3
3
0
3.31
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30. Resistance to Change is a Barrier to
Realising Results and Savings
The following survey of Fortune 500 CEO’s shows that 5 out of the top 10 business transformation
showstoppers are “people and organisational” issues.
These results are consistent with a Mobil operator results on project success
Top 10 Barriers to Success
82%
Resistance to Change
72%
Inadequate Sponsorship
65%
Unrealistic Expectations
54%
Poor Project Management
46%
Case for Change not Compelling
Project Team Lacked Skills
44%
Scope Expansion / Uncertainty
44%
43%
No Change Management Program
41%
Not Horizontal Process View
IT Perspective not Integrated
“Soft stuff”?
Hard Impact.
36%
Source: Survey of CEOs Regarding Business Transformation: Barriers to Success, Conference Board,
2008 Mobile Telephone Networks. All Rights Reserved.
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31. A Framework for Successful Projects
1.
Leadership / sponsorship
provides guidance and
governance
2.
Project Management gives
structure to the technical side
of the change
3.
Change Management
supports the people side of
the anticipated changes
Current Business Focus Area
All three elements must be present for project success
Prosci Research 2008 highlights that all three elements must be present for project success
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32. Shohin Aheleroff, PMP
Certified LBC facilitator
2nd IT project Management conference
www.aidi.ir
2010
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