Speaker: Beena Patel Company: Halcon & Crane Management Consulting Website: HalconAndCrane.com Welcome to the PMI Houston Conference & Expo and Annual Job Fair 2015 • Please put your phone on silent mode • This will be an interactive session • There will be time at the end of this presentation for you to take a few moments to complete the session survey. We value your feedback which allows us to improve this annual event. Overcoming Common Challenges of Change Management
Welcome to the PMI Houston Conference & Expo and Annual Job Fair 2015
• Please put your phone on silent mode
• This will be an interactive session
• There will be time at the end of this presentation for you to take a few moments to complete the session survey. We value your feedback which allows us to improve this annual event.
Overcoming Common Challenges of Change Management
Change Management (CM)
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-A term used to explain the method used to manage the people side of change as we transition from the current state to the future state. BCM is used to “shift” individuals’ behaviors in order to achieve long term change
Most people don’t like change. We’re comfortable with the way things are currently done, and it takes a lot to change our minds. We view:
Through strategic Change Management, people’s perceptions shift to: 1. Current state as negative (because they understand how it can be improved –
and the value associated with changing)
2. Any change as neutral (because they’re reassured that the deployment and subsequent adoption will be well-managed)
3. Future with change as positive (because they want to capture successes that the change will bring)
Change is Inevitable! Embrace It!
Adopt It! Utilize it!
+ - +/- Current State Any Change Future State
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It All Looks Good On Paper and in Theory
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Typical Responses to Change Any Change
Victim
Critic Bystander
Change Navigator
Vocally oppose the change
Panics at the sight or sound of change
Avoids getting involved
Resilient & able to adapt to the new circumstances
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Change Management Challenges from different perspectives
Leadership Change Manager
Employees Project Manager
• Training Project Sponsors on their role in project success
• Project risks not assessed or managed
• Scope creep (& associated costs)
• Roles & Responsibilities not clearly defined
• Change is imposed from the top down • Not feeling like they are a part of the decision making
process or the solution • Lack of ongoing training or building organizational
capability
• Business requirements not well documented
• Poor communication and transparency
• Lack of Project Management Skills
• Lack of Resources with Communications / Presentation / Business Analysis / Critical Thinking Skills
• Recognize that change management is important yet
unsure of how to build it into the existing program
• Lack of Leadership Alignment and Sponsorship
• No CM processes in place
• Lack of commitment & dedicated resources
• No Change Management buy-in
Impact of and Commitment to Change Adoption
Inform
Clarify
Engage
Involve
Awareness
Involvement & Understanding
Adoption
Internalization
Communication Change Mgmt
Time
Leve
l of C
omm
itmen
t
Impa
ct
Time
Positive
Negative
Managed Changed
Unmanaged Changed
X
Realization of Effort & Complexity
Despair
It Doesn’t Happen Overnight or Alone
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IBM PC's first "killer application“ (1980’s) & multiple other options
Change Management is not a one time event Is NOT optional Cultural transformation takes time
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Overcoming the Challenges of Change Management Skills Needed
Overcoming the Challenges The Approach and the Toolkit
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1. Identify and define the change
2. Know Who, What, Where, When , Why and How
3. Establish a Main Point of Contact
4. Develop a detailed Communications Plan and key messages for each audience
6. Monitor 5. COMMUNICATE!!
9. Evaluations / Pulse Checks 8. Follow Up Regularly
Identify the Change
Define it well
IDENTIFY the Nay Sayers
IDENTIFY the Influencers
IDENTIFY Leadership on both sides
Develop a detailed Change
Management Approach for each Phase of the Project
Know the: Who What When
Where Why How
Who: Create a Stakeholder Analysis
(identify the Beneficiaries, Influencers, Resistors, Leadership)
Conduct a Change Impact Analysis
Categorize the Impact (H, M, L)
When the change will take place
How: Develop a Leadership Action
Plan (H/M)
Main Point of Contact
One Person should be the main point of contact from the various
work-streams to avoid miscommunication and
confusion
The CM should be a vital role in the deployment work-stream
Comms & Engagement Plan
For each phase of the project
Include: Tasks
Roles that will complete task Role that will deliver
Planned Date Completion Date
Audience Communications
Create an internal change agent group
who cascades the communication between staff and management
7. Train
Baseline Assessment Change Management Approach Role & Responsibilities Stakeholder Analysis Change Impact Analysis Leadership Action Plan
Communications & Engagement Plan Communications Templates
Training Needs Analysis Training Strategy & Plan Train the Trainer Approach Training Templates & Evaluation
Prepare Communications Templates
Newsletters
Go Live Communications Monthly Updates to Leadership
etc.
Communicate Often Be Transparent (audience
dependent)
Monitor Progress
With Regular Touch-points Build Organizational Capabilities
Participate in the Readiness Reviews
Listen to Feedback
Incorporate into appropriate strategies & plans
Communicate to appropriate
work-streams
TRAINING
Facilitate Training Planning Sessions
Prepare a Training Strategy
Determine the Training Needs
Conduct Train the Trainer Sessions
Prepare a Detailed Training Plan Communicate details of the Training
(When, Where, How to Register, etc.)
Account for Refresher Training Sessions based on needs
