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The PMO Role in Change Management
Ranjit Sidhu
Ranjit Sidhu
Director ChangeQuest Ltd
The PMO Role in
Change
Management
© 2015 ChangeQuest Ltd
Establishing a PMO function
Useful change concepts for
establishing a PMO
PMO’s role in supporting
organizational change
What we’ll cover
Establishing a PMO function
Useful change concepts for
establishing a PMO
PMO’s role in supporting
organisational change
1
2
3
© 2015 ChangeQuest Ltd
Establishing a PMO
function
1
© 2015 ChangeQuest Ltd
Once upon a time an organisation
had…
• No formal PM process or
methods
• Lots of ad hoc and urgent
requests
• Little visibility of progress
• Poor resource management
• Conflicting priorities
• No sight of benefits
© 2015 ChangeQuest Ltd
Setting off on the journey
• Started small – supporting one
programme
• Aim to support project
managers
• Established key milestones
• Put simple reporting in place Visible
improvements
© 2015 ChangeQuest Ltd
Taking a steady approach
• Invested time to listen and
understand concerns
• Chose not to be directive,
but gently nudge
• Pace was set by the
project managers
• More teams came on
board
Pace of change was slow…
but the change was ‘sticking’
© 2015 ChangeQuest Ltd
Obstacles and challenges
Top two reasons why PMOs
are terminated:
1. Organisational
restructuring
2. Change in senior
management
2015 Global State of
the PMO Survey ESI
International
© 2015 ChangeQuest Ltd
The hero’s journey
Adapted from ©Dwight Longenecker
Ordinary
World Crossing
the
Threshold
Meeting
Mentors
Trials, and
Obstacles
Bigger
Ordeal
Claiming
the Prize
Integration
© 2015 ChangeQuest Ltd
Useful change concepts for
establishing a PMO
Useful change concepts for
establishing a PMO 2
© 2015 ChangeQuest Ltd
Kelman’s three levels of adoption
• Compliance
• Identification
• Internalisation
Tell them what to
do, they’ll have
to do it
They need to understand why
they need to do this and
consequences of not changing
They need to be able to make
decisions about what, why, when
and how things are done
Which do
you want
for your PMO?
© 2015 ChangeQuest Ltd
Delivery vs Transition
© 2015 ChangeQuest Ltd
Approach to change
Approach to change will vary
depending on the level of
complexity and uncertainty
© 2015 ChangeQuest Ltd
Anxiety and resistance
Survival anxiety
What if I don’t change?
Will I get left behind?
It can’t stay this way!
Learning anxiety
Will I fail?
Will I be exposed?
Emphasise the
WHY and drivers for change
Provide coaching, support, mentoring,
training
© 2015 ChangeQuest Ltd
Bringing about change
UNFREEZE CHANGE REFREEZE
…new
mindsets
and habits
formed and
established
…a period
of
confusion,
challenge
and
clarification
…
Inertia is
overcome,
and existing
habits and
mindsets are
broken
down…
Lewin
© 2015 ChangeQuest Ltd
Threat vs reward
Uncertainty
Too many unknowns
Lack of information
New things to deal
with
Certainty, information
Feeling in control
Being listened to
Have some autonomy
Anxious, think less clearly Willing to learn, motivated
THREAT REWARD
© 2015 ChangeQuest Ltd
Communication and engagement
• Put yourself in their shoes,
consider the impact to them
• Focus on two-way, face-to-
face interactions for greater
engagement
• Segment audiences, to tailor
messages
• Cater for different personality
preferences
• Allow plenty of time Actions speak louder
than words
© 2015 ChangeQuest Ltd
Stakeholder engagement
principles
Mayfield (2013)
• You can forget important stakeholders but
they won’t forget you
• Identification is a continuous practice –
new stakeholders emerge, old ones fade
away
• Seek first to understand, and then be
understood (Covery, 1999)
• Emotion trumps reason
• Demonstration trumps argument
© 2015 ChangeQuest Ltd
Monitoring and gathering
feedback
Gathering feedback
from people
throughout the
change initiative, is
essential for
monitoring the
effectiveness of your
change efforts
© 2015 ChangeQuest Ltd
Publicise good news stories
Create a
rumour mill for
positive news
© 2015 ChangeQuest Ltd
Back at the organisation…
• Managed to get the new sponsor on side
• Have a standard PPM framework, but allow
flexibility and autonomy
• High visibility, management reporting
• Effective resource management, cost
tracking and improved delivery
• Tracking benefits
• Educating and supporting PMs
• Starting to develop change management
capability within the team
© 2015 ChangeQuest Ltd
PMO’s role in supporting
organizational change
PMO’s role in supporting
organisational change 3
© 2015 ChangeQuest Ltd
Balancing delivery with change
• Are there sufficient activities
to manage the people side of
change?
• Has sufficient time been
allowed to engage people in
change?
• Building readiness for change
• Is a suitable approach
applied given the nature of
change and culture of the
organisation?
Project Plan
Change Plan
© 2015 ChangeQuest Ltd
Assessing impact of change
The severity of the impact depends
on:
• Change ability of the organisation
• History of change in the
organisation
• Individual responses to change
• The environment and nature of
change
Change impact
Business continuity
Change risks
© 2015 ChangeQuest Ltd
Assessing overall impact on the
business
Change initiative
Department A
Department B
Department C
Department D
One H H L H
Two M L H H
Three H M L M
An organisational heat map can provide
an overview of the number of changes
impacting business areas
© 2015 ChangeQuest Ltd
Measuring benefits and adoption
of change
• Track and report on how
well the changes are
being adopted
• Help put reinforcement
strategies in place to
ensure the change sticks
• Track and measure
benefits resulting from the
change
© 2015 ChangeQuest Ltd
Developing change capability
• Raising awareness for the
need for change
management
• Developing change
management capability
within the organisation
© 2015 ChangeQuest Ltd
Integrating project and change
management
• Prosci 2009 edition of Best Practices in Change
Management
‘a direct correlation between change
management effectiveness and project success –
meeting objectives, schedule and budget’
• Best Industry Outcomes 2012
‘shows fewer than 20% of organisations have
change management capability. Direct
correlation between under utilisation of change
management and increase in project failure’
© 2015 ChangeQuest Ltd
The PMO role in change
management
The PMO function has a
vital role to play in
helping organisations
adopt and integrate
change management
with project
management.