Projects and Change - And the role HR plays

Cathy WagnerTom AlgeoPeter Shears

www. changeprojects.com.auwww.bizopsolutions.com.au

What is Project Management?– AIPM Competency model and Certification Process

CMI’s Project Manager competencies- How the CMI Competency model maps to PM

Change Management skills - What skills are needed by HR managers in working within

the project frameworks

Competition, conflict, alignment and marrying the skills and competencies

Initiation Planning Delivery Finalisation

Start Finish

The Project Life Cycle & PMBoK ®(Source M. Young, Transformed)

Certified Practising Project Director (CPPD)Direct and Manage

Scope

Cost

Quality

Human Resources

Communications

Risk

Procurement

Integration

Time

Certified Practising Project Manager (CPPMPlan and Manage

Certified Practising Project Practitioner (CPPP)Apply

R e g P M C e r ti fi c a ti o n

Programme Management Professional (PgPM)

Initiating

Executing

Monitoring and Control

Closing

Professional and Social Responsibility

Planning

Certified Associate of Project Manager (CAPM)

Project Management Professional (PMP)

P M I C e r ti fi c a ti o n

PMI Risk Management Professional (PMI-RMP)

PMI Scheduling Professional (PMI-SP)

International Centre for Complex Project Management

– Facilitating Change– Strategic Thinking – Thinking and Judgment – Influencing Others – Coaching for Change – Project Management – Communication – Self Management– (ref CMI Competencies)

The Role of the PM in Change

Simple Definitions• Project Management Project management is the process by which projects are

defined, planned, monitored, controlled and delivered such that the agreed benefits are realised. Projects are unique, transient endeavours undertaken to achieve a desired outcome. Projects bring about change and project management is recognised as the most efficient way of managing such change. (AIPM)

• Project Management The application of knowledge, skills, tools, and

techniques to project activities in order to meet or exceed stakeholders needs and expectations from the project (CMI – CM Practitioner Competencies – August 2010)

• Project Management The application of knowledge, skills, tools, and

techniques to project activities in order to meet or exceed stakeholders needs and expectations from the project (PROSCI– Change Management Learning Centre)

• Change Management Change Management is the structured approach to

transitioning individuals, teams and organisations from a current state to a desired future state (CMI - Exec Online Survey – 2009)

• Change Management Change management is the process that ensures that all

changes made to a project’s baseline scope, time, cost and quality objectives or agreed benefits are identified, evaluated, approved, rejected or deferred. (AIPM)

• Change Management To apply a systematic approach to helping the individuals

impacted by "the change" to be successful by building support, addressing resistance and developing the required knowledge and ability to implement the change (managing the 'people' side of the change)

(PROSCI– Change Management Learning Centre)

Master Change Practitioner

Facilitating Change

Thinking and Judgment

Influencing Others

Coaching for Change

Project Management

Strategic Thinking

Strategic Change Manager

Change Management Practitioner

C h a n g e M a n a g e m e n t I n s ti t u t e

Self Management

Facilitating Meetings

Communication

Methodology Culture

Processes Technology

Project ManagementInitiating – Planning – Executing – Monitoring/Controlling – Closing

The Process approach to Change

Change ManagementPlanning – Managing – Reinforcing

The People approach to Change

Current State Future State

Management Skills - Project Management -

Technical SkillsIT - Financial- HR

Engineering

Leadership Skills- Change Management

Institute -

Change ManagementPlanning – Managing – Reinforcing

The People approach to Change

Many projects under-deliver due to people issues.

Key roles of HR professionals for the aware PM:

– Can compliment the agenda,– Can be a source of important

organisational and contextual/cultural information,

– Can be an ally with leadership across the organisation.

Competition, conflict, alignment - marrying the skills and competencies

Credible Activist– Delivering results with

integrity– Sharing information– Building relationships of

trust– Doing HR with an attitude

(Taking appropriate risks, providing candid observations, influencing others)

Cultural Steward– Facilitating

change– Crafting culture– Valuing culture– Personalizing culture

(helping employees find meaning in their work, managing work/life balance, encouraging innovation)

AHRI HR Leadership Competencies(Based on David Ulrich* work)

*Note: D. Ulrich and W .Brockbank, HR Competency Study, 2007

AHRI HR Leadership Competencies(Based on David Ulrich work)

Business Ally– Serving the value chain.– Interpreting social

context– Articulating the value

proposition– Leveraging business

technologyOperational Executor– Implementing workplace

policies– Advancing HR

technology

Talent Manager/ Organisational Designer

– Ensuring today’s and tomorrow’s talent

– Developing talent– Shaping the organization– Fostering communication– Designing reward systems

Strategy Architect– Sustaining strategic agility– Engaging customers

Discussion

Key point

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Change Management

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Project, Change & HR Solutions