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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
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©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
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use onlyManaging the People Side of Change
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
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use onlyManaging the People Side of Change
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©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
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
Individual Factors
Managing the People Side of Change
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.
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
Recognizing Motivation Issues
What are some questions from stakeholders that
indicate a lack of motivation?
Managing the People Side of Change
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
Recognizing Motivation Issues
Managing the People Side of Change
• 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
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
Recognizing Competence Issues
What are some questions from stakeholders that
indicate a deficit in competence?
Managing the People Side of Change
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
Recognizing Competence Issues
Managing the People Side of Change
• 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…
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
Case Study
Brainstorm solutions that may help solve the issues
Managing the People Side of Change
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
Change as a System: The RCG Framework
Managing the People Side of Change
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
Change as a System: The RCG Framework
Managing the People Side of Change
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
Change as a System: The RCG Framework
Managing the People Side of Change
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
Change as a System: The RCG Framework
Managing the People Side of Change
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
Change as a System: The RCG Framework
Managing the People Side of Change
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
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
Managing the People Side of Change
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
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?
Managing the People Side of Change
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
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
Managing the People Side of Change
The change manager creates:
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
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?
Managing the People Side of Change
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
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
Managing the People Side of Change
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2010Permission is granted to PMI for PMI® Marketplace use only
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
Managing the People Side of Change
“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
Contact Information
• Name: Brian Richardson, PMP
• Email: brian@richardsonconsultinggroup.com
• Phone: 773-474-1834
• Session Number # PRJ29
Managing the People Side of Change

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Managing the People Side of Change: An Applied Framework

  • 1. 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
  • 2. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©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
  • 3. Agenda • Overview • Case Study • The RCG Framework • Planning for Change • Diagnosing Barriers • Wrap-up “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use onlyManaging the People Side of Change
  • 4. 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 “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use onlyManaging the People Side of Change
  • 5. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©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
  • 6. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Individual Factors Managing the People Side of Change 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.
  • 7. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Recognizing Motivation Issues What are some questions from stakeholders that indicate a lack of motivation? Managing the People Side of Change
  • 8. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Recognizing Motivation Issues Managing the People Side of Change • 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
  • 9. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Recognizing Competence Issues What are some questions from stakeholders that indicate a deficit in competence? Managing the People Side of Change
  • 10. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Recognizing Competence Issues Managing the People Side of Change • 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…
  • 11. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Case Study Brainstorm solutions that may help solve the issues Managing the People Side of Change
  • 12. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Change as a System: The RCG Framework Managing the People Side of Change
  • 13. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Change as a System: The RCG Framework Managing the People Side of Change
  • 14. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Change as a System: The RCG Framework Managing the People Side of Change
  • 15. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Change as a System: The RCG Framework Managing the People Side of Change
  • 16. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only Change as a System: The RCG Framework Managing the People Side of Change
  • 17. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only 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 Managing the People Side of Change
  • 18. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only 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? Managing the People Side of Change
  • 19. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only 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 Managing the People Side of Change The change manager creates:
  • 20. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only 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? Managing the People Side of Change
  • 21. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only 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 Managing the People Side of Change
  • 22. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only 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 Managing the People Side of Change
  • 23. “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 Contact Information • Name: Brian Richardson, PMP • Email: brian@richardsonconsultinggroup.com • Phone: 773-474-1834 • Session Number # PRJ29 Managing the People Side of Change