Project Management

4. Managing Project Change

Week 4

Managing project change

InIn Project Project ManagementManagement

There areThere are

22

Types of changeTypes of change(that we talk about)(that we talk about)

Change ControlChange Control

Change Change ManagementManagement

&&

Change ControlChange Control

You had a plan

Now things are changing

What are you going to do?

What are ____________ going to do?you

2% requirements creep per month(www.IAG.biz, 2008)

baselinebaseline

controlcontrol

communicatecommunicate

valuevalue

Measure change against

your baseline

baseline

http://www.flickr.com/photos/jsome1/477085398/

Control the change with a

processprocess

http://www.flickr.com/photos/m-c/181007636/

Communicate, always communicate

What’s the value of the change? http://www.flickr.com/photos/noahwesley/120499365/

The other type of changeThe other type of change

Change managementChange management

PeoplePeopleChange managementChange management

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– Managing Change– Organizational Change– Organizational Culture– Project Manager and Change– Avoiding Failure

http://www.flickr.com/photos/hotteaapparel/2196486642/

Timing is everything

• Scheduling projects to not all hit the users at once

Volume of change

• Change fatigue

http://en.wikipedia.org/wiki/Technological_singularity

Why change?

• SWOT

Responses to change

Make a list of positive and negative responses

-+

How do you feelfeel when

you have to tellhave to tell others things are changing?

How do you feelfeel when

you are toldyou are told things are changing?

John Kotter’s 8 steps

1. Establish a sense of urgency2. Create a coalition3. Develop a clear vision4. Share the vision5. Empower people to clear obstacles6. Secure short-term wins7. Consolidate and keep moving8. Anchor the change

Invite people to participate

Customers who get a chance to complain and are then satisfied are more loyal than

customers who have never had a problem.

resistance

culture

Figure 1.3 Figure 1.3 Organisational cultures Organisational cultures (Cadle & Yates, 2005, p7)(Cadle & Yates, 2005, p7)

Figure 1.4 Figure 1.4 Sociability/solidarity matrix Sociability/solidarity matrix (Cadle & Yates, 2005, p9)(Cadle & Yates, 2005, p9)

Figure 3.7 Figure 3.7 Key dimensions defining and organizations culture Key dimensions defining and organizations culture (Gray & Larson, 2006, p74)(Gray & Larson, 2006, p74)

Figure 3.9 Figure 3.9 Cultural dimensions of and organization supportive of project Cultural dimensions of and organization supportive of project managementmanagement (Gray & Larson, 2006, p76).(Gray & Larson, 2006, p76).

The pm as a change agentThe pm as a change agent

Project success depends on change

• Stages in a change program:– Launching the project– Winning hearts and minds– Skilling the end-users– After go-live

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identify audiences and the actions you want

identify the barriers which audiences have and tell them about the benefits that will

result

choose communication channels and controls

that you will use to check understanding

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10steps

Kotter’s 8 steps

Successful projects have planned for change

Someone is accountable for change management

http://www.flickr.com/photos/jsome1/477085398/

http://www.flickr.com/photos/m-c/181007636/

http://www.flickr.com/photos/felipearte/44808639/

http://www.flickr.com/photos/noahwesley/120499365/

http://www.flickr.com/photos/hotteaapparel/2196486642/

http://flickr.com/photos/hlthenvt/401556761/sizes/l/

BetterProjects.net

Title page pic care of carf & CC @ Flickrhttp://flickr.com/photos/beija-flor/823940255/