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Managing Change in Organizations. Sonja Streuber, PMP, SSBB

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(1)

Managing Change in

Organizations

(2)

Sonja Streuber

Project Mgmt & Engineering, Six Sigma, Risk Mgmt & Risk Analysis:

• 2000 – 2003 Agilent Technologies • 2003 – 2009 Lockheed Martin • 2009 – 2011 ITT Exelis

• 2011 – present Valparaiso University • 2012: Founded PMReboot

• 2012 – present: F1 @ NiSource (currently IT PMO Risk and Metrics Mgr)

Education, Certifications:

• Six Sigma Black Belt, Caterpillar Corp., 2012 • PMP®, Project Management Institute, 2010

• M.S. (Systems Engineering), George Washington U • M.A./ A.B.D. (English), UC Davis

(3)

What is Change Management

Change as a Strategy

The Nature and Process of Change

Three Change Life Cycle Models: PMI, ProSci, ChangeMethod)

Critical Factors that Can Impede or Foster Change

Managing Change in an Organizational PM context

Change Management and OPM

Assessing Change Readiness

Key Factors for Change Management

Change Management at Different Levels

Portfolio

Program

Project

Free Resources

Summary

Agenda

(4)

What is Change Management?

Change as Strategy

“Change management is a comprehensive, cyclic, and structured approach for transitioning individuals, groups, and organizations from a current state to a future state with intended business benefits.

It helps organizations to integrate and align people, processes, structures,

culture, and strategy.”

Strategic Agility

Org. Business Strategy

Formulate Change Plan Change Implement Change Manage Transition Sustain Change R e al iz ed V al ue Busi ness Objecti ves As-Is To-Be Increasing Capability Growing Population Technology Legal/ Regulatory New Markets Knowledge Mgmt Global Economy Global Comm Social Networking • External drivers • Agile Culture

(5)

What is Change Management?

The Nature and Process of Change

Human dimension: Resistance is

natural because people feel loss of

control over their environment &

work processes

Organizational dimension:

Resistance is futile

Change as:

Psychological Transition (disruption)

Process

Occurring in three degrees:

1. Adjustment

2. Transformation

3. Values

PM must deal with people and ambiguity

Reason Need Vision Desire Org Process Review Baby Steps Corporate

(6)

Org. Business Strategy Formulate Change

Need, Readiness, Scope

Plan Change

Approach, Stakeholders, “How”

Implement Change

Prepare, Mobilize, Deliver

Manage Transition

Outputs, Measurements, Gap Analysis

Sustain Change

Communication, Sensemaking Activities, Measure Benefits Realization

R e al iz ed V al ue Busi ness Objecti ves As-Is To-Be

What is Change Management?

(7)

What is Change Management?

Change Mgmt Model (ProSci)

See also:

• Change Management

Planning Checklist

• Change Management

Tutorial

• Other

Tutorials

ADKAR Model

• Awareness

• Desire

• Knowledge

• Ability

• Reinforcement

(8)

What is Change Management?

Change Mgmt Model (ChangeMethod)

Process

Steps

:

1. Define Future State

2. Define Change Governance

3. Develop Change Strategy

4. Conduct Change Impact

Assessment

5. Develop Change Mgmt Plan

Free cheat sheets, tools, templates

to

download

.

(9)

What is Change Management?

Factors that Impede or Foster Change

Alligators and Mermaids: http://www.youtube.com/watch?v=hcz1aZ60k7w

Is Good

Is Bad

Change

Advantages

of Changing? Threats of Changing?

No Change

Advantages of Not

Changing? Threats of Not Changing?

The Challenge: Diagnosis and Communication

(10)

Chan ge Mgm t

Managing Change in an Org PM context:

Change Management and OPM

Mission Vision Org Strategy Portfolios: Programs, Projects Operations People Process Structur es Tech OPM3

Program and Project

Management: Effectively

& efficiently deliver org

value (aligned in Portfolio)

Business Impact Analysis:

Collects results data from

programs & projects for

portfolio review cycles

Value Performance

Analysis: Is the business

value being realized?

Organizational

Environment

(11)

Managing Change in an Org PM context:

Change Management and OPM

Org. Business Strategy Formulate Change

Need, Readiness, Scope

Plan Change

Approach, Stakeholders, “How”

Implement Change

Prepare, Mobilize, Deliver

Manage Transition

Outputs, Measurements, Gap Analysis

Sustain Change

Communication, Sensemaking Activities, Measure Benefits Realization

R e al iz ed V al ue Busi ness Objecti ves As-Is To-Be Portfolio Program Project Operations

(12)

Managing Change in an Org PM

Context: Assessing Change Readiness

Motivation s, barriers,

limitations Context People and Orgs

Available support, needed resources Culture and historical

experience in dealing with change

Policies, processes, roles, decision-making norms Accountability hierarchy/ performance mgmt

Change agenda: Size, timeframe, concurrency Resources leading change (expertise, experience) Leadership support (sponsoring)

(13)

Managing Change in an Org PM context:

Key Factors

For Success

1.

Stakeholder Engagement

2.

Acceptance

3.

All Supporting Systems Aligned

4.

Realistic speed, complexity,

scope

5.

All sponsors aligned

6.

Clear description of future state

7.

Success Metrics defined & in

place

8.

COMMUNICATION (vision,

benefits/ impacts, support,

FAQs, … ) and effectiveness

checks (webpage hits, etc.)

9.

Change evangelists embedded

10.

Culture of change

For Failure

1.

Lack of Sponsor

2.

Lack of Commitment to

Funding or Resources

3.

Culture of Resistance

(inertia, trust, competencies,

bureaucracy)

4.

Failure to Build Change

Readiness

5.

Insufficient Time

6.

Poor vision of the future

7.

Poor success metrics

(14)

Org. Business Strategy Formulate Change

Need, Readiness, Scope

Plan Change

Approach, Stakeholders, “How”

Implement Change

Prepare, Mobilize, Deliver

Manage Transition

Outputs, Measurements, Gap Analysis

Sustain Change

Communication, Sensemaking Activities, Measure Benefits Realization

R e al iz ed V al ue Busi ness Objecti ves As-Is To-Be Portfolio Program Project Operations

The OPM3 view

Change Management at different

levels: Portfolio

(15)

Change Management at different

levels: Portfolio

Portfolio = a collection of

quantifiable programs,

projects, or operations (not

necessarily related)

managed as a group to

achieve strategic objectives

Principles & Practices

1. Strategic Focus

2. Strategic Initiatives

3. Portfolio Components

4. Quantifiable Components

5. Time Horizon (long-term)

6. Portfolio Snapshot

7. Portfolio Mgmt Activities

8. Alignment to Org Strategy

9. Governance (decision body)

10. Balancing of Conflicting Demands

(16)

Need: Change

Readiness

Assessment

Governance

Sponsorship

Accountability

Capacity to Execute

Success Definition

Method

Business Case

Capacity to Manage

Resolve

Scope: Gap Analysis

Impact to existing

systems

Impact on org’s

processes

Impact on people

Impact on org

structure

Technology impact

Environmental impact

(availability of capital,

demographics of

resources, social/

political issues

Change Impact Assessment

Success:

Aggregate

investment

performance

and realization

of intended

benefits

Value

Change Management at different

levels: Portfolio

(17)

Org. Business Strategy Formulate Change

Need, Readiness, Scope

Plan Change

Approach, Stakeholders, “How”

Implement Change

Prepare, Mobilize, Deliver

Manage Transition

Outputs, Measurements, Gap Analysis

Sustain Change

Communication, Sensemaking Activities, Measure Benefits Realization

R e al iz ed V al ue Busi ness Objecti ves As-Is To-Be Portfolio Program Project Operations

The OPM3 view

Change Management at different levels:

Program

(18)

Change Management at different

levels: Program

Program

Management=

The harmonized

management of

a number of

related

components

through a

common

outcome of

delivery of a

collective set of

benefit.

Program Definition Formulate Change

Program Formulation Identify/ clarify the need for change Assess change readiness

Define change scope Program Preparation Plan Change

Define change approach Plan stakeholder engagement Plan transition and integration

Program Benefits Delivery Implement Change

Component Planning &Auth Prepare ogranization for change Component Oversight

&Integration

Communicate & engage stakeh Mobilize stakeholders Component Transition and

Closure Deliver project outputs

Program Closure Manage Transition

Program Transition Transition output to business

Measure adoption rate and benefits Adaptive change Adjust plan to address discrepancies Program Transition Sustain change

Ongoing communication, consultation, and representation of stakehodlers Conduct sensemaking activities Measure benefits realization

Program Closeout

Pr

ogr

am Life

Cy

cl

e

Phase

s

Ch

ange

Lif

e

Cy

cl

e

(19)

Change Management at different

levels: Program

p. 81

Primary Integrator Functions

Success Metrics: • Short-term: Knowledge acquisition ( before/after assessment) • Medium-term: Knowledge transfer or application of training to work (=conformance to new performance standards) • Long-term: • Improvement in overall performance (cause-effect problematic)

(20)

Org. Business Strategy Formulate Change

Need, Readiness, Scope

Plan Change

Approach, Stakeholders, “How”

Implement Change

Prepare, Mobilize, Deliver

Manage Transition

Outputs, Measurements, Gap Analysis

Sustain Change

Communication, Sensemaking Activities, Measure Benefits Realization

R e al iz ed V al ue Busi ness Objecti ves As-Is To-Be Portfolio Program Project Operations

The OPM3 view

Change Management at different levels:

Project

(21)

Change Management at different

levels: Project

PMs need to understand  Project’s role in achieving business benefits

 How the project may

need to adapt to other changes in the environment

 Who the SMEs are on

the project team

 Project scope relative

to program scope and vision

 Impact of human

factors outside the project team

Program Lifecycle Phases PM Process Groups Change Lifecycle

Program Definition Formulate Change

Program Formulation Identify/ clarify need for change

Assess change readiness

Define change scope

Program Preparation Initiating and Planning Plan Change

Define change approach

Planning Plan stakeholder engagement

Planning Plan transition and integration

Program Benefits Delivery Implement Change

Component Planning and Authori Planning Prepare ogranization for change

Component Oversight and Integration

Communicate & engage stakeholders

Executing Mobilize stakeholders

Component Transition and Closure

Executing Deliver project outputs

Program Closure Manage Transition

Program Transition Executing Transition output to business

Monitoring and Controlling Measure adoption rate and outcomes/ benefits

Adaptive change Monitoring and Controlling Adjust plan to address

discrepancies

Program Transition Sustain change

Communication, consultation, and

representation of stakeholders

Conduct sensemaking activities

Measure benefits realization

Monitoring and Controlling Monitor for resistance or apathy

(22)

Change Management at different

levels: Project

p. 97

A project output becomes operationally effective when • An acceptable number of people adopt it and use it effectively in day-to-day operations after project completion

• Management systems are in place to measure & ensure the effective performance of the new work activity

• Support systems and feedback loops are in place

• Procure resources to support deliverables

• Communicate to enlist & empower stakeholders • Identify & address risks of resistance

• Build flexibility into project management plans • Coordinate & align project and program efforts

(23)

Free Resources

• PMI Managing Organizational Change at

http://www.pmi.org/Knowledge-Center/Change-Management/Change-Management-Form.aspx

• PMI Change Management Community of Practice:

http://changemgmt.vc.pmi.org/Home.aspx

• OCM Plan Template at

http://www.cvr-it.com/Samples/XOrgChgMgtPlanTemplate.pdf

• SearchCIO at TechTarget has an entire template set for

free:

http://searchcio.techtarget.com/news/2240020677/Fre

e-change-management-templates

• Change Management Toolbook (method and

templates):

http://www.change-management-toolbook.com/change-management

(24)

Summary

Organizational change

• Starts with a vision of a future state

• Must prove success with metrics at the end

• Derives initiatives from the overall business strategy

• Delivers sustained value to the business

• Requires a Change Impact Assessment (for Context/

Environment and People)

• Requires Resistance Risk Management with varying

forms of communication

(25)

8/19/2013 25

Sonja Streuber, PMP® SSBB

shstreuber@verbalicon.com

info@pmreboot.com

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