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Report
CHANGE MANAGEMENT
The Project Manager as an Agent of Change
Mary T. Dirlam, PMP
Thursday, July 19, 2012
WHAT DO ALL PROJECTS HAVE IN COMMON?
 Projects
introduce change
 PMs
deliver projects
 PMs
are therefore Agents of Change
WHAT IS CHANGE?
 Standard
definition:
A transformation, modification or
alteration
 Our
Reality:
Making people do something different than
how they are used to doing it
WHAT IS CHANGE MANAGEMENT
Countering the natural organizational resistance
to change
 Pioneers:




Elisabeth Kubler-Ross: worked with terminally ill
patients
Spencer Johnson: writer of business fables
John P. Kotter: Harvard Business School professor
and organizational change expert
KUBLER-ROSS: PHASES OF GRIEF
Denial – “This isn’t happening”
• Anger – “Why is this happening?”
• Bargaining – “I’ll do anything to delay/stop
this from happening”
• Depression – “Why bother if this is
happening anyway”
• Acceptance – “This is going to happen, and
everything will be OK”
•
SPENCER: “WHO MOVED MY CHEESE”
•
•
•
•
•
•
•
Change Happens – They keep moving the cheese
Anticipate Change – Get ready for the cheese to
move
Monitor Change – Smell the cheese so often you
now when it is getting stale
Adapt to Change Quickly – The quicker you let go
of the old stale cheese the sooner you can enjoy the
new fresh cheese
Change – Move with the cheese
Enjoy Change – Savor the adventure and enjoy the
taste of the new cheese
Be Ready to Change Quickly and Enjoy It Again
– They keep moving the cheese
KOTTER: “LEADING CHANGE”
•
•
•
•
•
•
•
•
Create a sense of urgency – Why this is important
Develop a guiding coalition – How will this be
implemented
Develop a vision for the future – What will things
look like after this is implemented
Communicate the vision – What you need to know
about what we are implementing
Empower broad-based action – How you can have
an impact
Generate short-term wins – What can we achieve
now
Don’t let up – How to stay committed
Make it stick in the organizational culture –
How this is part of the organization’s long-term plan
for success
HOW DOES CHANGE MANAGEMENT FIT
INTO PROJECT MANAGEMENT?
 How
do we define project success?
 How
are long-term usability and customer
satisfaction factored in?
 Who
owns change management – PM or
stakeholders? Or is it a partnership?
CHANGE MANAGEMENT AS PARTNERSHIP
Engage Operations Management early
 Leverage Subject Matter Experts from the
business
 Provide regular communications to business
stakeholders and impacted business units
 The role of Business Process Design
 Shared ownership of training
 Communications planning with an eye on change
 Change Management as part of Project
Management

PROJECT KNOWLEDGE AREAS
Integration Management
• Scope Management
• Time Management
• Cost Management
• Quality Management
• Human Resource Management
• Communications Management
• Risk Management
• Procurement Management
•
DEFINING A CHANGE MANAGEMENT
KNOWLEDGE AREA
Change Planning – create a change management
plan for how changes to current processes will be
documented and communicated to project
stakeholders
• Change Definition – identify and document
processes and procedures that will be impacted by
the implementation of project deliverables
• Control Change – execute change management as
defined in the change management plan
• Change Verification – document the impact of the
project deliverables and the effectiveness of the
change management plan for lessons learned
•
1. CHANGE PLANNING

Inputs
Enterprise Environmental Factors
 Organizational Process Assets
 Project Communications Plan
 Project Timeline


Tools and Techniques
Expert Judgment
 Templates, forms and standards


Outputs

Change Management Plan
2. CHANGE DEFINITION

Inputs
Organizational Process Assets
 Project Scope Statement
 Approved Change Requests


Tools and Techniques
Product Analysis
 Process Analysis
 Expert Judgment


Outputs
Process Documentation – Current State
 Process Documentation – Future State

3. CONTROL CHANGE

Inputs
Change Management Plan
 Completed Deliverables
 Process Documentation


Tools and Techniques
Organizational Process Assets
 Expert Judgment
 Templates, forms and standards


Outputs

Approved Communications
4. CHANGE VERIFICATION

Inputs
Approved Communications
 Stakeholder Feedback


Tools and Techniques


Process Analysis
Outputs
Change Management Plan Updates
 Communications Management Plan Updates
 Organizational Process Assets Updates

ADDITIONAL READING

On Death and Dying – Elisabeth Kubler-Ross

Who Moved My Cheese? – Spencer Johnson

Leading Change – John P. Kotter

A Pocket Full of Change – Peter de Jager

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