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Winning with People in Project Portfolio Management
From Accidental Change Management to
Intentional Change Leadership
Agenda
The Change Management Role in Project Portfolio Management
The Accidental Change Manager
The Intentional Change Leader
Moving from Accidental to Intentional Change Leadership
Q&A
Tools & Resources
2
Objectives
3
Share insights and practices to enable
you to lead change more effectively
within your programs and projects
Provide practical information and tools
as a takeaway
Today’s Panel
4
Jesse Jacoby Founder & Managing Principal
www.EmergentConsultants.com
AJ Holley Change Management Practice Leader
www.Daptiv.com
Formula for Project Success
5
Q x E = S Successful project
through rigorous
project portfolio
management &
strong change
management
Engagement of the
people through
strong change
management
Quality business
solution through
rigorous project
portfolio
management
Why Change Management Matters
48% of executives and managers believe they do not have the necessary
capabilities to effectively deliver change or sustain it2
Companies under-invest in organizational change management, allocating, on
average, only 5% of the overall system implementation budget to the change
management effort3
Sources:
1) 2014 Best Practices in Change Management (Prosci, 2014)
2) Culture’s Role in Enabling Organizational Change (Katzenbach Center at Booz & Co, 2013), a survey of 2,219 executives and managers worldwide
3) 10 Best Practices in Organizational Change for Project Managers (Gartner, 2011)
6x Projects with excellent change management programs were
six times more likely to meet or exceed their objectives than
those with poor change management programs1
YET…
6
Common Mistakes
Believing that
Change Management =
Communications or Training Only
Over-Reliance on HR
Viewing Change
Management as an
Event
Communicating Only
When Answers Are Known
Dictating
Change From On High
Appealing Only to the
Rational-Logical
Declaring “victory” too soon
8
“Intentional change leadership”
What “Intentional change leaders” do:
Source:
*10 Best Practices in Organizational Change for Project Managers (Gartner, 2011)
Budget for organizational change.
Gartner recommends allocating an
average of 15% of program
budget to organizational change
management activities*
Use change experts early in the
process to assess the magnitude of
the change
Integrate organizational change
management activities into the
program and project plans
Know what good practice looks
like. We’ll briefly review four areas
now – Executive Sponsorship,
Communications, Training &
Learning, and Sustainment
9
Executive Sponsorship
10
“Anointed” project sponsor
Sponsor calls in to the project
kick-off
Sponsor receives regular status
updates
Sponsor sends an email about the
project periodically
Resistance is discussed behind
closed doors
“On-time, on-budget” is the cheer
from the top
Change management is reviewed
separately from other project
meetings or presentations
ACCIDENTAL
(What often occurs)
INTENTIONAL
(What should occur)
Build Alignment
with Leaders
Provide
Active Support
Lead by
Example
Invite
Feedback
Celebrate Wins in
High-Profile Ways
Embed
Change
Communications
11
Communicate project status
Communicate information from
the top down
Communicate using formal emails
Communicate only when answers
are known, and “just the facts”
Delegate communications to HR
or Communications team
Using rational/intellectual
information to overcome
resistance
ACCIDENTAL
(What often occurs)
INTENTIONAL
(What should occur)
Leverage
Multi-Channel
Equip
Influencers
Promote
Dialog
Communicate
Messages x 10
Inspire
Change
Training & Learning
• Training strategy is developed by
project team
• Training addresses technical skill
gaps
• Training content is developed by
the project team
• Training content is delivered in
one or two formats
• Feedback about the training is
collected anecdotally
ACCIDENTAL
(What often occurs)
INTENTIONAL
(What should occur)
Assess
Holistically
Leverage
Internal Experts
Involve
Stakeholders
Use Multiple
Formats
Measure
Effectiveness
12
Sustainment
13
Calling the implementation a
success after the final project
milestone is achieved
Consider the project completed
after everyone has been trained
Send announcement for project
close
Hope and pray that ROI is realized
ACCIDENTAL
(What often occurs)
INTENTIONAL
(What should occur)
Codify
Changes
Reward &
Recognize
Institutionalize
Expectations
Plan for
Sustainment
You can influence all of these factors
14
Minimum 15%
Budget for
Change
Embed Expert
Change
Resources
Integrate Change
Activities
Know What
“Intentional Change”
Looks Like
Additional Resources
15
Executive Sponsor Assessment from Change Accelerator
www.changeaccelerator.com
Transformation & Change
White Papers
Get them free at:
www.emergentconsultants.com/ppm