CHANGE & PROJECT MANAGEMENT

Transcription

1 INTRODUCTION TO CHANGE & PROJECT MANAGEMENT Dana Carroll, Deanna Thibodeau and Mike York v

2 What to Expect Overview INTRO TO PROJECT MANAGEMENT Principles and Concepts Tools and Tips Case Study: The Bed You Slept In INTRO TO CHANGE MANAGEMENT & LEADING CHANGE Principles and Concepts Light Reading: Radical Change, The Quiet Way Resources I WANT TO BE LIKE MIKE and DEANNA: Q&A

3 The Only Constant is Change Change Project Management Change Leadership

4 Project Management Project Management is the application of knowledge and skills to managing activities and resources to meet a project requirements.

5 Project Management What is a Project? Temporary (start and end date) Delivers a solution/product/outcome May be large or small (scope) Simple Complex

6 PM Process 1. Concept/Initiation 2. Definition and Plan 3. Launch 4. Implement and monitor the project plan 5. Complete/close out the project

7 PM Process

8 Project Proposal Problem/Opportunity Objectives/Goals Method/Approach Success Criteria Risks/Dependencies Resources Estimate Project Period Estimate Project Budget/Cost

9 Evaluating Potential Projects Good or Better Will it make a job easier? Is it cheaper? Will it make a process more efficient? How much is really needed?

10 Project Manager s Role Managing: the project (scope, time, costs, quality, resources and risk) the team stakeholders communication expectations

11 Knowing Your Stakeholders Individuals involved or who will be affected by the project. Sponsor/Champion Potential Users Project Team

12 A Project Charter Problem/Opportunity Benefits Objectives/Goals Stakeholders Method/Approach Deliverables Timeline Budget Risk Management Plan Requirements/Technical Features Team Training Communication Plan Success Criteria

13 Fundamentals for PM Assess benefits/risks (dependencies) and determine whether to proceed. Cost, Time and Quality are co dependent Scope, managing changes to the project (scope creep) Develop and Implement/Monitor the Project Plan Support and Manage Project Teams Establish Schedule/Milestones Monitor Budgets Ensure adequate Documentation Tools

14 Triple Constraint

15 Project Management

16 PM Plans Tasks/Activities Status and Progress Reports Performance Milestones Resource allocation Communication

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18 Critical Path Iterative Agile Methods

19 PM Change Management A control mechanism version control change requests. Requirements Standards Process and Procedures for Approval

20 Tools Project Charter Scope Statement Requirements/Business Rules Gantt Charts Cost and Time Estimates Templates Software PM Applications

21 PM Software Applications Microsoft Project Project Kickstart Basecamp Microsoft Excel

22 Project Success Delivered within scope, on time and within budget. Satisfies client s expectation by meeting objectives. The Right Team/Autonomy Sufficient Resources Commitment Communication

23 Keys to Success Support from Management End User Engagement Clear need and objective Articulated Scope Reliable Cost Estimates Solid Planning/Preparation Communication Did we say Communication?

24 Why Projects Fail Misalignment talent, expectations Lack of Resources, Poor Communication

25 PM Resources Project Management Institute You Tube: Jennifer (Whitt) Bridges, PMP projectmanagervideos

26 Transitioning from PM to Leading Change

27 Change Management Systematic approach to initiating and directing change (adoption of new processes, technology, approaches) with an emphasis and focus on how change affects individuals. Multi disciplinary practice: Psychology, Sociology, Business Administration, Economics, Industrial Engineering, Systems Engineering, Organizational Management

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29 Process for Change 1. Recognizing the need to change 2. Analyzing possible adjustments 3. Training employees 4. Benefits to employees win them over to the change. Learning Environment Communicating Commitment to Good Change

30 Natural Allies

31 Resistance to Change The IKEA effect : It s easier for people to accept change when they feel they played a part in making the change.

32 Principles for Administrators Don t impose a requirement unless there s a very good reason/justification that can be articulated; Use in plain language; Provide clear guidance; and Work with those directly affected by the change and that they understand the why of the change.

33 Panelists Dana Carroll, Director ORSP/UConn Health Center, began her career in research administration as the Data Manager for the Yale School of Medicine in the Office of Grants & Contracts. Her favorite projects include GRANT CENTRAL a home grown system used in conjunction with Cayuse by MSKCC and planning this year s vegetable garden. Deanna Thibodeau, Business Systems Analyst, Research Administration and Finance, UConn Health Center. Deanna recent projects include working on the team managing the UCHC s conversion from FRS to Banner (and the implementation of Grant Billing module) and UCHC s Effort Tracking system, which currently routes Labor Redistributions (LDCAs) issues Effort Reports. Mike York, Senior Solution Architect, Yale University. With more than 25 years of experience in managing research administration projects including developing home grown systems and managing major implementation projects (Infoed and Coeus applications), Mike s career highlights the value of an iterative approach to managing projects and life.

34 Change Management Resources Association of Change Management Professionals Nudge: Improving Decisions About Health, Wealth and Happiness, Richard H. Thaler and Cass R. Sunstein, 2008 Radical Change, the Quiet Way, DE Meyerson Harvard Business Review 2001 Switch: How to Changes When Change is Hard, Chip and Dan Health, 2010