Project Management Institute (PMI) LEAD Community of Practice (LEAD CoP) webinar presentation (Mar 29, 2011) - Leveraging Change Management To Enable Successful Projects - by Allen Stines, PhD

1. By Allen Stines, PhD
Presented Mar 29, 2011:
Webinar - Project Management Institute (PMI) LEAD Community of Practice (CoP)
Copyright © 2011 Allen Stines

2. Purpose of this presentation
Engage Project Managers (PM) who are interested in enhancing their skill set
around managing organizational and operational change
Start a conversation and engage PMs who are interested in sharing best
practices: what works and what doesn’t work
Promote Change Management/Change Enablement (systemic approach) as a
key component of projects having direct/indirect impacts on people in an
organization
Share tools and approaches that enhance the skill set and change management
competencies of project managers
Push the envelope and engage you in discussions around various topics related
to Change Management (CM) and Project Management (PM)
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3. Agenda
Defining “change management”
My operating principles & experiences
Enabling & sustaining change: an emergent model
Stakeholder engagement
Change management workstreams
Your thoughts, comments, & questions
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4. Why is managing change important?
2008 McKinsey worldwide survey of 3,199 executives reported that
only about 1 in 3 such initiatives were successful
IBM’s 2008 “Making Change Work” surveyed 1,500 practitioners
worldwide about 60 percent of the projects FAILED to fully meet
their objectives.
2009 article in McKinsey Quarterly noted that surveys conducted
during the previous 10 years yielded the same results that only
about 30 percent of change-related initiatives were successful
Business transformations fail to fully meet their objectives not only
because of a lack of change management activities but also
because of poor change management frameworks
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5. What is Change Management?
Art and science of attempting to forecast the unknown, and
addressing complex issues that arise in complex organizational
systems
Attempt to devise a journey though unchartered territory
Series of activities aimed at improving the odds of successfully
implementing an initiative that seeks to change the way an
organization operates
Change management is about enabling people and promoting
stakeholder responsibility
Change management and Project Management goals are at the
same time complementary and antagonistic/contradictory
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6. Change Management is not…
‐ My operating principles ‐
Communications management is not change Management
Communication should be viewed as a tool, not an end
In most cases, propaganda does not work as an effective tool to promote change
Training delivery is not change Management
Training is also a tool, not an end
Training should be viewed as a component of a broader learning/knowledge
management/diffusion strategy
Change management is not about “eradicating” resistance
Resistance does not automatically result in obstructionism or sabotage
Resistance and skepticism can be healthy, provided that they are handled properly
Change does not always need to be driven from the top
It is close to impossible to develop a systematic, detailed, step by step
change management package that can be applied “out of the box”
without a considerable level of customization
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7. Change Management
‐ My operating principles ‐
One size never fits all: each person, team, department, business unit,
regional area, .. might cope with change in their own, distinct way
CM provides an opportunity to “ground” expectations
Culture change is HARD
Change in process, technology, or policy will not automatically result in a change in
culture
if a change in culture is needed, it should be an initiative of its own, managed by Org
Development experts
The people best equipped to drive change are not necessarily the
people who are very familiar with the status quo
The overarching goal is for the change to be IMPLEMENTED WITH the
impacted stakeholders, as opposed to having it be IMPOSED ON them
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8. Enabling & Sustaining Change
All about the stakeholders
Manage Plan Change Mgmt is an oxymoron
Management
Systemic approach
4 major workstreams
Coordinate
Manage the change process,
not attempt to control it
Scope creep is the norm
A good sensing network is key!
Sensing & Mitigate Sense Stakeholder advocacy is key!
Monitoring
Willingness to question
assumptions
Assess
Opportunities to improve the
effectiveness of the deployment
Network of change leaders
Drive Align Sustainment Sustain Anchor
Equipping people for change
Enhancing buy-in/ownership
Transition Making sure the change sticks
Enable Enablement
Copyright © 2011 Allen Stines

9. Stakeholder Management is fundamental
Stakeholder advocacy
Stakeholders are all around:
Internal (e.g., corporate, business unit, functional areas, …)
External (e.g., customers, suppliers, regulators, …)
Project teams
Stakeholder stratification can be difficult. One size never fits all
shouldn’t simply lump a functional area or operational area together
finding the right level of granularity can be tricky (e.g., some groups could be as large as 1,000
and others as small as 2)
as a rule of thumb, the more granular and customized, the better (conversely, the more
granular, the higher the overall level of effort)
The interaction must be 2-way to really be effective
Managing change impacts 2 degrees remote
Understanding the impacts not just on stakeholders but on stakeholders’ stakeholders
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10. Stakeholder engagement
High
Full Stakeholder
Engagement groups
ACCOUNTABILITY
ACCEPTANCE
The change strategy should focus on
Commitment moving stakeholders up the curve until
they reach their respective expected level
of engagement
Internalization
Awareness
Project team
Low
Initiation Transition
Levels of stakeholder engagement
Awareness: Individuals are knowledgeable of the goals of the initiative & its perceived/anticipated impacts
Internalization: Individuals understand the (+/-) impacts to their job and to their functional area. They have begun to
recognize the personal gaps that must be filled in order to operate in the new environment
Commitment: Individuals are actively gaining the skills and knowledge they will need to operate in the new environment
Full Engagement: Individuals are actively working to further improve the desired future state so that it better fits the
needs of their functional areas or teams
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11. Plan Coordinate Manage Adapt
Goal Potential deliverables
• Operationalization of the change • Change plan w/ rolling wave
management/enablement strategy planning window
• Planning, scheduling, estimating • Roles/responsibilities
• Adaptable strategy and dynamic • Programmatic success factors
plan • Transformation roadmap
• Scope management/ dynamic
prioritization
• Comprehensive systemic roadmap
(2 degrees of freedom)
Examples:
• Transformation leads leaving (change in priorities)
• Transformation roadmapping
• Vendor selection gone awry
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12. Sense Assess Mitigate Monitor
Goal Potential deliverables
• Design and management of a • Identification of barriers
good “sensing network” • Change impact analysis
(e.g., change agents, change leaders)
• Org critical success factors
• Proactive identification and
management of organizational & • Stakeholder stratification (assessment)
operational risks to the business • Cultural assessment*
• Issue mitigation • Learning effectiveness
• Effective stakeholder engagement • Communication effectiveness
• Grounding of assumptions • Establishment of change agent
network
• Proactive problem solving
• Change readiness strategy & plan
Examples:
• Managing change from the middle * Purpose is not to attempt to change the
culture but to understand cultural constraints
• Enterprise rollout
• Dynamic operating model
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13. Align Enable Drive Innovate
Goal Potential deliverables
• Stakeholder alignment • Expectation setting
• Leadership alignment • Communication plan
• Organizational realignment • Talent development/Learning and
• Systemic alignment (strategies, people, development strategy
processes, technologies, policies, …)
• Adaptation of deployment
• Expectation management strategy
• Shared ownership/buy-in • Organizational/business readiness
• Equipping people to tackle the plan
change • Org design activities
• Knowledge diffusion
• Diffusion of innovations
Examples:
• Systemic cascade in business unit
• Alignment expectations across leadership
• Risk-based enterprise-wide deployment
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14. Anchor Transition Sustain Acculturate
Goal Potential deliverables
• Start with co-ownership that • Transition strategy & plan
leads to a full transfer of (not exit strategy)
ownership • Readiness plan
• Change sustainment • Benefits realization framework
• Acculturation of the change • Sustainability planning
• Smooth transition
• Full transfer of ownership of “new
way of doing things”
Examples:
• Engineer CoP
• Lunch & learns by business/owners
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15. Your thoughts & Questions?
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16. About the presenter
Allen Stines, PhD
e‐mail: allenstines@gmail.com
LinkedIn: www.linkedin.com/in/allenstines
Allen Stines is a business transformation & strategic change architect who has designed, managed and
enabled business transformation initiatives in a wide range of functional areas including operations, IT, HR,
finance, supply chain, market management, and various technical areas. He has worked in a variety of
industry sectors such as energy, manufacturing, education, government, and health care.
Over the past decade Allen has led a broad range of initiatives aimed at transforming the way an
organization conducts business. He’s driven systemic change while aligning stakeholders across multiple
functional areas, designing and implementing strategies that enable the transformation of businesses by
mitigating organizational risks and strengthening the overall alignment of people and business processes to
support and execute strategy.
He also conducts research and is collaborating on a series of articles defining a risk‐based change
management framework. Allen has completed undergraduate degree programs in Business Operations (BS),
Applied Math & Statistics (BS), and graduate degree programs in Systems Management (MS), Educational
Computing (AGC), and Workforce & Organization Development (PhD).
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