This document provides an overview of change management and how it can enhance project success. It defines change management and distinguishes it from related concepts like project management. It discusses how change is personal and the importance of leadership, engagement, communication and feedback to successfully manage change. Change management principles like establishing a shared purpose and building commitment are reviewed in the context of projects and how change management can help ensure projects meet their objectives.
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How does change management enhance project success? webinar
1. How does Change Management
Enhance Project Success?
Donna Unitt
2. Agenda
Introduction
Objectives
What Change Management is
What Change Management is not
Change is personal
Change & Agile
Summary & Take Aways
Questions
4. Introduction – Donna Unitt
Over 25 years in Supply Chain Logistics
Over 20 years delivering change and transformation
programmes and projects
Head of Delivery for Rocket Consulting – an SAP Gold Partner
Certified APMP Change Management & Agile PM Practitioner
Member of APM for 19 years
Chair of Enabling Change SIG for the last 3 years
5. Enabling Change Special Interest Group (SIG)
The SIG’s mission is to‘improve the change capability of
organisations, teams and individuals’
We have an active committee
Main focus over the past year has been webinars and blogs
– Coaching & Change Management
– Bias and Change Management
7. Session Objectives
To provide you with an overview of what change management is
and what it is not
How it applies to projects and changes
How it can make projects more successful
Really get you thinking how you incorporate Change
Management into your projects
9. Change Management-Setting the Scene
APM Body of Knowledge Definition –
– Change Management is a structured approach to moving an
organisation from the current state to the desired future state.
Change Management
– is about adoption – getting a critical mass of people committed to
sustain the change.
Project Management
– is about installation – focusing on a plan built around events and time.
12. Installation v’s Implementation
• One of the reasons that organisations don’t reap
the full benefit of change initiatives is that they
confuse installation and implementation and
they stop at installation
• Installation is just a milestone towards full
implementation – they take their foot off the
gas and momentum stops
• Change management needs to be present to
ensure that people leave behind the old and
have embraced the new
14. What Change Management is not
The governance of programmes.
IT Change Management in relation to the Information Technology
Infrastructure Library (ITIL), a set of practices for IT Service Management.
Change Control of scope, milestones, etc. in project management.
Change Control within Quality Management Systems (QMS) and
Information Technology (IT) systems, which is a formal process used to
ensure that changes to a product or system are introduced in a controlled
and co-ordinated manner.
16. Change is everywhere!
=
Change is a necessity for
survival
Timescales of change is
becoming ever compressed
17. Change Curve
Shock and Denial
– after being confronted with a change, it will often be resisted by lack of
engagement as if trying to prove it doesn’t exist.
– A burst of defensive energy is normal – involve, use a mixture of firmness
and empathy.
Anger and Blame
– Denial can be replaced by anger ‘its not fair’ a time for empathy helping
people to realistically look at the impacts.
– Don’t minimise the losses they may feel.
Bargaining and Self Blame
– Blame can turn towards the self.
– Good active listening, sharing in peer groups
Depression and Confusion
– A drive to hold on to or revert to the former situation.
– Realisaton of losing the battle.
– Need good support structures in place
Acceptance and Problem Solving
– At this point they accept and decide to address the new future.
– This can take time
19. Change Acceptance
Change is ultimately all about people – if they don’t change nothing significant changes.
Change is deeply personal
Emotion trumps logic
It’s the What, Why, How & Who?
Making the transition – letting go of the ‘as-is’ and reaching out for ‘to-be’ – happens one person at a time, one
day at a time it is not instant.
Organisations implementing frequent change underestimate the extent, timescale and complexity of the
leadership and management involvement required to overcome resistance and build commitment and acceptance
Project Management & Change Management must go hand in hand.
20. Where do we start?
Who will manage
– Project Manager
– Change Manager
– Change Agents
The Change Agent / Manager really acts in consulting role
21. Change Models
Kotter – 8 Steps
Lewin – unfreeze / change /
refreeze
Prosci’s ADKAR model
Change First – wheel – six
critical success factors
23. Shared Change Purpose
Let everyone know where you are going
Its about making the case for the change
Successfully sharing the purpose of the change
Imperative – people are dissatisfied with their current ways of working and
understand the cost if they don’t change
Vision – people have a positive and clear picture of the outcomes of the changes
Solution – there is a set of milestones to show people how progress will be made
A sense of urgency is created by selling the story and vision of what the change will
bring
Momentum is achieved with everyone have a clear understanding of the change, its
objectives and benefits
They also understand what it means not to embrace the change and what the status
quo means
24. Effective Change Leadership
Provides the compass for key people committed to the
goal
Change leaders within the organisation need to
provide
Direction
Guidance
Support for the Change
Leaders need to be seen to demonstrate their own
commitment to the change through their actions and
words
25. Powerful Engagement Processes
• Provides the maps so you can effectively avoid the
pitfalls, find the safe routes and uncover any
shortcuts
• Engagement – an employee’s involvement with,
commitment to, and satisfaction with work
• The four concepts of the powerful engagement are
• Involvement – people need to be involved in the change
• Learning – needs to be hands on
• Rewards – incentivise to change if possible
• Communication – create clarity
26. Communication
Projects are undertaken by people
All projects are social environments
Communication is how we manage people and social environments
People are the source of uncertainty in a project environment
No way to predict human behaviour in a project environment
Communication determines project outcomes
Communications Design
Awareness that communication is not about reporting on the data from a project, rather it is about
shaping reality on a project
It needs to be used to improve project outcomes
It is not a burden
27. Feedback Loops
Initiating Change
• People feeling they do not have enough time
• People finding insufficient coaching and support
• People unable to see the relevance of the change
• Problems with leaders not ‘walking the talk’
Sustaining the transformation
• Anxieties about job security, learning, trusting others in new situations and loss of control
• How to measure change, the tension between measurement as learning and as assessment
• Using culture so that change in a pilot group is not seen as a ‘cult’ activity
Redesign and rethinking
• Governance (for change programme and organisaton) as control – or as direction setting
• Spreading new practices effectively
• Giving meaning to strategy and vision
28. Committed Local Sponsors
Enabling middle and first line management to take responsibility for the
change in their area of authority
They can shorten the change journey through useful local knowledge
They can be seen as barriers to change, its important that through
empowerment they become enablers for the change
They need to commit to the change and then demonstrate that
commitment
They need to be seen as a change leader
This connects the need to the organisational change to the reality of what
it means to the people having to change
29. Change Agents and Local Sponsors
The Change Agent / Manager really acts in consulting role
4 Aspects that need to be address (Peter Block 2000) Change Agent and Line Management
• Mixed Motivation
• Line managers will too have a vested interest in how things have been. They need to be clear about their own doubts and
questions. The CA needs to be authentic about their own feelings need to build trust.
• Concerns about exposure
• Line managers may have concerns about engaging with a CA and this disturbing the position they have
• Concerns about loss of control
• The line managers reputation and position. They may feel a loss of control
• Clarity about who is involved
• They may state they are committed to the change but may not behave that way. Understand the pressures they are under
30. The other 2 !!!!
Strong Personal Connection
• This is about translating the needs of the organisation into something that people can
buy into
• If people feel a personal connection to the change they are able to regain a sense of
control more quickly
Sustained Personal Performance
• Supporting those involved in the change, helping them through the transition process
and helping them adapt behaviours
• Future Security – people need to believe that their job security will be the same or
enhanced as a result of the change
32. Change Management & Agile
Agile is all about early engagement and iterative deliverables
This closer engagement means that change management and agile fit well together
Can you demonstrate the change working to some degree?
Can you build a prototype or proof of concept (Agile)
Create a vision, use pictures, use story telling
Can you see where the change has worked already – another site ?
If you can then it provides a base for further conversations and provides something tangible
Provide a reason to believe
34. Summary
Projects involve change – people changing behaviours
Projects can not be successful if the change is not embedded
Project managers need to encompass change management
within their plans
Change management is continuous its not something that can
be done once – it’s a process
Not everyone will embrace a change its about getting a critical
mass
35. Introduction to Change Management
For programme and project managers
directly managing change and transformation
programmes and projects, it provides an
accessible introduction to the change
management discipline within a familiar
context, and a starting point for those who
have little background in the field (sections 2-
7).
For project professionals working in a change
management environment, it helps raise
awareness of the language and concepts
involved (sections 2-3).
Editor's Notes
Webinars with guest speakers on leading change and we are also doing a quarterly round table event in conjunction with the APM People SIG and the Change Management institute our next one is the end of June
Just for me to get an idea of the audience next is poll for you to complete to complete on slido to give me an idea of what your role is, obviously if its not on the list select other
Project and changes fail even when they are planned carefully. As I come from the IT world I think of this in terms of implementing a new system, but it relates to all types of projects
Next is a poll on why you think projects / changes fail – its not an exhaustive list and there are other reasons but from your experience I am sure some of these resonate with you.
Change Management as a term means different things to different people, so you may hear the term organizational change management instead of change management
Covid hit us last year and we all had to adapt and change quickly – this affected everyone in some shape or form which is unusual as a change usually only affects some people
If you think about how you reacted to the changes that you had to make you probably went through a series of the emotions that are highlighted in the change curve which was developed by aSwiss psychiatrist Elisabeth Kübler-Ross who moved to the US in 1958 and was shocked by the way the hospitals she worked in dealt with dying patients. She developed 5 stages of grief that has then developed into the change curver and there are various formats of this using some different terminology but the message is the same – people go through these emotions and reactions to change
Any change as come point needs to be accepted and as we can see from the change curve that acceptance is not a straight line. You can not instigate a change and automatically believe that it will be accepted and will then become effective. So the answer to why projects fail in the majority of circumstances is because the focus was not on the acceptance and how to get people to accept the change acknowledge it, embrace and make it effective.
So we now know the importance of Change Management if we didn’t before so what do we do ? Well there are a number of Change Management models / methodologies that you can use to provide structure in how you manage change. This is just a short list and there are more. Most Change Managers use a hybrid approach but its about investigating what will work for you. They all follow a similar thread. I am not an advocate for any particular model in my company we use a hybrid version of the change first model which I will use to only to demonstrate key elements that should be of focus,
So this model is from Change First and I am just using this to illustrate a model. I am not going to cover all of the areas in detail but I am going to cover a few to give you an idea of what is needed
This is about communication, collaboration and involvement. Think about a simple project like an office move – which involves people moving from one building to another and the feeling if that happened to them over a weekend they came in on Monday and they were working in a different place. Think about that same office move and if the people were involved in the design of the new office, where they would be sitting, what plants they could have, the coffee machine they could have and they were involved in moving their own things and setting up their own area.
Local Sponsors or line managers are really the people who will drive the change through so they either become the change agents or change agents work with them. I was involved in a project where we put a new IT system into a warehouse the shift managers worked closely with the project team and became the change agents for the change- they were responsible for communicating all aspects of the change to their teams, they were the contact for any questions from their teams which they then feedback through the project team. They were also responsible for developing their new ways of working presenting that back to the project team and then training that out to the teams in the warehouse. This involved investment as their BAU roles had to be backfilled so they could focus on the project and new ways of working to make sure it was embedded in the operation from day 1.