Programme Managers are from Mars Change Managers are from Venus
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Both project management and organisational change management are well established disciplines, with distinct bodies of knowledge and approaches. Historically practitioners of each discipline had limited experience in the other. But increasingly it’s recognised that if business change is to succeed, and deliver value, both change and project management are required. Australian Institute of Project Management National Conference 2012
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Programme Managers are from Mars Change Managers are from Venus
- 1. Programme Managers are from Mars Change Managers are from Venus
- 2. © 2012 Beyond Strategy Consulting
- 3. © 2012 Beyond Strategy Consulting We Agree It’s Important Results of an informal survey 59 Responses 45% Project Managers 47% Change Managers How important is project management to business change success? How important is change management to project success? Nice to have Nice to have
- 4. © 2012 Beyond Strategy Consulting What are the obstacles? Results of an informal survey Project Managers Lack of change management knowledge Change Managers 50% 46% Project Managers Role Confusion Change Managers 45% 31% Project Managers Lack of budget, time, resources Change Managers 25% 38% Project Managers Did not know how or when to integrate Change Managers 20% 31% Project Managers Lack of project management knowledge Change Managers 25% 8%
- 5. © 2012 Beyond Strategy Consulting Improving Integration? Results of an informal survey 0% 10% 20% 30% 40% 50% 60% 70% 80% Engage both project and change management early Improving collaboration and communication Working as a single integrated team Developing a single integrated plan Clarifying roles and responsibilities
- 6. © 2012 Beyond Strategy Consulting Case 1 - Disconnected Silos Mid-size organisation Business transformation Organisation wide impact Significant culture shift Low project & change management maturity MSP, Prince2, PROSCI Separate Change team Project and Change Managers didn’t understand each other’s approach Role conflict Silos of information evolved Stakeholders were confused Plans not integrated The Programme The Challenges
- 7. © 2012 Beyond Strategy Consulting Disconnected Silos Come Together Build a single integrated team Develop a shared understanding of: The value of change & project management How the methodologies integrate The roles of the PM and the CM Work together to resolve issues Share all information Seek First to Understand
- 8. © 2012 Beyond Strategy Consulting Case 2 - One Happy Team? Organisation wide impact Service redesign New functions, structure, roles High PM and moderate CM maturity Mature fully integrated methods (PMBOK, Kotter) Single team Transformation Leader responsible for change management Low levels of true CM expertise Cookbook approach to CM Resistance not effectively managed Programme Approach Challenges
- 9. © 2012 Beyond Strategy Consulting One Happy Team: Lessons Learnt Integrated approach and single team supported: Common purpose and shared vision Role clarity Information sharing and collaboration Cookbook approach no substitute for experience Embrace diversity of Change and Programme views within the team Synergize
- 10. © 2012 Beyond Strategy Consulting Towards Alignment Project Managers aren’t people focused Good PMs know its all about people Projects deliver technical outputs Projects deliver business outcomes Change Managers focus on soft & fluffy Change is hard it takes more than soft & fluffy Change is unpredictable you can’t ‘schedule’ it You can’t deliver complex change without a plan Changing organisations is just like changing software Seriously! Banish the Stereotypes – Build a Partnership
- 11. © 2012 Beyond Strategy Consulting Build a Partnership Create a shared understanding Align approaches Build a single team Integrate plans – at the right level of detail Clarify roles and responsibilities Collaborate and share information Establish a shared vision and objectives
- 12. © 2012 Beyond Strategy Consulting Integration is Essential for Success Making Change Work, IBM Corporation. May 2008. www.ibm.com/enterpriseofthefuture 8%“Change Novices” 80%“Change Masters”
- 13. © 2012 Beyond Strategy Consulting