Winning with People in Project Portfolio Management. From Accidental Change Management to Intentional Change Leadership

Transcription

1 Winning with People in Project Portfolio Management From Accidental Change Management to Intentional Change Leadership

2 Agenda The Change Management Role in Project Portfolio Management The Accidental Change Manager The Intentional Change Leader Moving from Accidental to Intentional Change Leadership Q&A Tools & Resources 2

3 Objectives Share insights and practices to enable you to lead change more effectively within your programs and projects Provide practical information and tools as a takeaway 3

4 Today s Panel AJ Holley Change Management Practice Leader Jesse Jacoby Founder & Managing Principal 4

5 Formula for Project Success Q x E = S Quality business solution through rigorous project portfolio management Engagement of the people through strong change management Successful project through rigorous project portfolio management & strong change management 5

6 Why Change Management Matters 6x Projects with excellent change management programs were six times more likely to meet or exceed their objectives than those with poor change management programs 1 YET 48% of executives and managers believe they do not have the necessary capabilities to effectively deliver change or sustain it 2 Companies under-invest in organizational change management, allocating, on average, only 5% of the overall system implementation budget to the change management effort 3 Sources: 1) 2014 Best Practices in Change Management (Prosci, 2014) 2) Culture s Role in Enabling Organizational Change (Katzenbach Center at Booz & Co, 2013), a survey of 2,219 executives and managers worldwide 3) 10 Best Practices in Organizational Change for Project Managers (Gartner, 2011) 6

7 7 Accidental Change Management

8 Common Mistakes Believing that Change Management = Communications or Training Only Dictating Change From On High Over-Reliance on HR Viewing Change Management as an Event Communicating Only When Answers Are Known Appealing Only to the Rational-Logical Declaring victory too soon 8

9 Intentional change leadership What Intentional change leaders do: Budget for organizational change. Gartner recommends allocating an average of 15% of program budget to organizational change management activities* Use change experts early in the process to assess the magnitude of the change Integrate organizational change management activities into the program and project plans Know what good practice looks like. We ll briefly review four areas now Executive Sponsorship, Communications, Training & Learning, and Sustainment Source: *10 Best Practices in Organizational Change for Project Managers (Gartner, 2011) 9

10 Executive Sponsorship ACCIDENTAL (What often occurs) INTENTIONAL (What should occur) Anointed project sponsor Sponsor calls in to the project kick-off Sponsor receives regular status updates Sponsor sends an about the project periodically Resistance is discussed behind closed doors On-time, on-budget is the cheer from the top Change management is reviewed separately from other project meetings or presentations Build Alignment with Leaders Lead by Example Provide Active Support Invite Feedback Celebrate Wins in High-Profile Ways Embed Change 10

11 Communications ACCIDENTAL (What often occurs) INTENTIONAL (What should occur) Communicate project status Communicate information from the top down Communicate using formal s Communicate only when answers are known, and just the facts Delegate communications to HR or Communications team Using rational/intellectual information to overcome resistance Inspire Change Leverage Multi-Channel Promote Dialog Communicate Messages x 10 Equip Influencers 11

12 Training & Learning ACCIDENTAL (What often occurs) INTENTIONAL (What should occur) Training strategy is developed by project team Training addresses technical skill gaps Training content is developed by the project team Training content is delivered in one or two formats Feedback about the training is collected anecdotally Assess Holistically Leverage Internal Experts Use Multiple Formats Involve Stakeholders Measure Effectiveness 12

13 Sustainment ACCIDENTAL (What often occurs) INTENTIONAL (What should occur) Calling the implementation a success after the final project milestone is achieved Codify Changes Consider the project completed after everyone has been trained Send announcement for project close Hope and pray that ROI is realized Reward & Recognize Institutionalize Expectations Plan for Sustainment 13

14 You can influence all of these factors Minimum 15% Budget for Change Embed Expert Change Resources Integrate Change Activities Know What Intentional Change Looks Like 14

15 Additional Resources Executive Sponsor Assessment from Change Accelerator Transformation & Change White Papers Get them free at: 15

16 16 Q&A and Discussion