1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات0
LeadingITS
Projects/Changes
Today we will talk aboutleading change
not managing change
By: Shohin Aheleroff, PMPJuly 2010
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
Why we should have Bold change
Questions
Well known Methodologies and Frameworks
Reasons why ITS projects fail
Leading vs Managing
LBC steps
A Framework for Successful Projects
Agenda:
1
Change, by definition, requires creating a new system,
which in turn always demands leadership
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
Why we should have Bold changesWhat is the major challenges
2
– Business demand– Impact on operation
• Insufficient valid Business Case exists for the project
• Insufficient attention to quality
• Insufficient definition of the required
• Lack of communication with stakeholders
• Lack of acceptance of project management roles and responsibilities
• Poor estimating or duration, leading to projects taking more time and costing more money than expected
• Inadequate planning and coordination of resources
• Insufficient measurable and lack of control over progress.
• Quality issue
• Know challenges
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
First , some questions
How percentage of IT project managers :
Manage projects?
Use PMBoK?
Use PRINCE2?
Use Agile?
Use Scrum?
Use another method? (e.g. in-house method)
Use no method at all?
A methodology is a set of practices includes phases.
A framework is using component to build a piece of software.
3
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
How to successfully combine methodologies
4
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
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1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
Reasons why ITS projects fail (1 of 2)
The Chaos Report, Standish Group, 1995Survey of 365 IT Managers 6
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
Reasons why ITS projects fail (2 of 2)
OASIG study, 199545 ‘experts’ in academia and consultancy
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1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
Leading vs Managing
8
ManagersAdminister and copy
Maintain
Focus on systems & structure
Rely on control
Short-range view - bottom line
Ask how and when
Accept the status
Classic good soldier
Do things right
LeadersInnovation and originality
Develop
Focus on people
Inspire trust
Long-range view - the horizon
Ask what and why
Challenge the status
Own person
Do the right things
'Leadership'a road, a way, the path of a ship at sea - a sense of direction.
'Management' a hand, handling a sword, a ship, a horse.
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
Managing vs Leading
Lead people.
Leaders do the right things.
Leadership sets the style and tone for achieving a vision and motivates people to sacrifice for the attainment of the vision.
Leader is responsible for vision and how it relates to each person.
You manage things.
Managers do things right.
Management is the tactical process of executing and achieving the mission.
Management’s concern lie with the details and the day to day grind without which a vision can't become a reality.
Manager has to be willingly responsible for the details of the mission.
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1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
People/Culture Resources
Systems/ProcessesTechnology
People protecting their jobs
Tried before and it failed Lack of trust
Passive employees
That is the way it has always been
NoNo – Barriers
Technology antiquated / old
Budget not aligned / new requirements
Lack of personnel
Systems are cumbersome / weightily
Not up to date
Difficult to use
Customized by IT person
Performance management system that is in conflict with new roles & goals
Too many decision making layers
Best practices ignored
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1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
Succeeding
Did not try to change
They tried (changes / projects ) and failed
They tried and succeeded but did not attain the level of aspiration
70%11
Organisations needed to change, they either :
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
Succeeding in a Changing World
What two characteristics does LBC mention that have contributed to the success of companies?– Fun – Scale
Why is FUN important?
Why is Scale Important?
Slide Only12
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
Exploring the lead BOLD change Steps
Step 1: Create a Sense of Urgency
Step 2: Pull Together the Guiding Team
Step 3: Develop the Change Vision & Strategy
Step 4: Communicate for Buy-in
Step 5: Empower Others to Act
Step 6: Produce Short-term Wins
Step 7: Don’t Let Up
Step 8: Create a New Culture
13
John Kotter"Leading Change" (1996)
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات14
Engage for Buy-in &
Commitment for Change to Happen
Empower for Action &
Remove Obstacles
Create Short-term Wins &
Celebrate Success
6644 55
Drive Compliance & don’t Let
Up
Embed the Change into Organizational
Culture
77 88
Business Goal & Risks
of not Changing
Build Guiding & Cross-
functional Team with
Skills
Get the Right
Compelling Vision &
Action Plan
22 3311
Eight steps of change in success rate of ITS projects
Engaging and enablingthe whole organization
Creating aclimate for change
Implementingand sustaining
change
John Kotter"Leading Change" (1996)
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات15
Step 1 - Create a Sense of Urgency
Principle: Help others see the need for change and the importance of acting immediately
1. Have we communicated the problem clearly to our organization or do we have a task force working on it behind closed doors trying to come up with a solution?
2. Who are the resistors in our colony with the attitude and power to keep people from acknowledging or addressing the problem? What are they doing to undermine our efforts?
3. If asked today, what percentage of the people in our organization, including leaders, would agree that there is a major problem or missed opportunity? Is it high enough?
John Kotter"Leading Change" (1996)
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
False Sense Of Urgency
Actions are not focused on critical activities
Difficulty co-originating meetings ( diaries are full)
People run from meeting to meeting
No decision making at meetings, or constructive conclusion
No action between meetings
Cynical jokes are passed about initiatives
CEO does not actively participate
Sales and margins fall
Blame products not the sales team
Everyone blames everyone else
Lack of team work16
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات17
Step 2 - Pull Together the Guiding Team
Principle: Make sure there is a powerful group guiding the change -one with leadership skills, bias for action, credibility, communication ability, authority and analytical skills.
1. Does our guiding team work well together or do we need to spend some time on team working?
2. Do we have big egos or even resistors in our guiding team, eroding trust and energy?
3. Is our guiding team working on project plans, budgets etc, or are they thinking about the creation of a change vision and strategy?
John Kotter"Leading Change" (1996)
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات18
Step 3 - Develop the Vision and StrategyPrinciple: Clarify how the future will be different from the past, and how you can make that future a reality.
1. Is our guiding team reaching out to other employees? Do they walk around to pick up ideas or are they sitting in meeting rooms?
2. Is there a role model for change?
3. Do we have a simple enough message for our change vision to be understood and remembered? Can we draw a sensible and appealing picture of what our future will look like?
4. Is our change strategy a set of simple enough logical steps of how this future can be created, so that it has a chance to be understood and remembered by our organization?
John Kotter"Leading Change" (1996)
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات19
Step 4 - Communicate for Understanding and Buy-in
Principle: Make sure as many others as possible understand and accept the vision and the strategy.
1. Is it important to remind our organization of "who we really are", the foundations of the organization that will not change?
2. Where else can we place messages, so that the organization cannot ignore them, even when they are annoyed?
3. If asked today, what is the percentage of employees in our organization who can see the new way and believe the idea has merit? Is it high enough?
John Kotter"Leading Change" (1996)
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات20
Step 5 - Empower Others to Act
Principle: Remove as many barriers as possible so that those who want to make the vision a reality can do so.
1. Who are our planners? Do we have enough volunteers? Who else could be thrilled by the challenge?
2. Now that change becomes real and obstacles build up, is there something that sucks confidence and attention away from our vision and strategy?
3. Which old rules that are in the way of making change happen need to be bent or abandoned?
John Kotter"Leading Change" (1996)
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات21
Step 6 - Produce Short-Term Wins
Principle: Create some visible, unambiguous success as soon as possible.
1. Have we planned for success, something safe and not too demanding to win? Is there enough support for them to win?
2. Have we communicated clearly that everyone can help?
3. Can we organize a celebration that clearly communicates that we will prevail?
4. Have we thought of publicly recognizing the contributions of our change heroes?
John Kotter"Leading Change" (1996)
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات22
Step 7 - Don't Let Up
Principle: Press harder and faster after the first successes. Be relentless with instituting change after change until the vision becomes a reality.
1. Have we raised the bar enough for the second wave of change advocates?
2. Which meetings and other routines are irrelevant and can be eliminated to avoid exhausting ourselves along the way?
3. Are we allowing urgency to sag? What else could we do to keep the momentum up?
John Kotter"Leading Change" (1996)
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات23
Step 8 - Create a New Culture
Principle: Hold on to the new ways of behaving, and make sure they succeed, until they become a part of the very culture of the group.
1. What else could we do to ensure people act in the new way against the pull of tradition?
2. Have we thought about succession of our leaders? Who is ready to take over? Have we made the necessary changes in our leadership team? Are those that drove change in the right spot to make it stick?
3. How do we pass on the story of our change to the next generation?
John Kotter"Leading Change" (1996)
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
Sustaining Urgency for Change
90% of all Heart By-Pass Patients Fall Back to Their Old Habits After Two Years
We need to capture the
heartto sustain
urgency for change
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1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
Exploring the 8 Steps –HOW WERE THESE IMPLEMENTED?
Anchor in Culture
Create a Sense of Urgency
Pull Together
the Guiding
Team
Create the Vision and Strategy
Communicate for
Buy-in
Empower Others to
Act
Produce Short term
Wins
Don’t Let Up
Leader go to the floor to create a sense of urgency
Leaders ask questionsLeaders demonstrated their own
sense of urgency
Leaders involve cross functional teams with the right
skills, influence and attitudesLeaders hold honest
discussions
Leaders use an idea from previous experience, tomake staff understand
need for changeLeaders clarify how the future
will be different from the past
Leaders involve as many people as possible to understand and
accept the changeLeaders use different communication
channels to communicate the changeLeaders up-skill staff so that they can adopt to change
Leaders build change resilience skills for staff to embrace changeLeaders setup SMART KPIs
Leaders communicate and celebrate success
Leaders make visible change so that people can
gain confidence
Leaders don't allow employees to go back to old ways of doing things
Found a way to do itChanged plant twice
Leaders practice and walk the new way of doing things
Leaders publicly acknowledge people demonstrating the new ways
of doing things
25John Kotter"Leading Change" (1996)
1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
Urgency Team Vision Comm Empower Wins Pressure Culture
Step I
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Step 8
A Sense of Urgency
Spinning Plates Theory
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1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
1. 85% of Fortune 500 companies are between proficiency levels 4 and 52. 76% companies use Kotter Methodology on leading and change management
Source: Prosci 2006 Report on Change Management
Change Management Maturity Model
Level 5 Organizational Competency
Change management competency is evident in all levels of the organization and is part of the organisation’s culture and intellectual property
Continuous process improvement in place
Highest probability of success
Level 4 Organizational standards
Organization-wide standards and methods are broadly deployed for managing and leading change
Selection of common approach
Level 3 Multiple projects Comprehensive approach for managing change is being applied in multiple projects
Examples of best practices evident
Level 2 Isolated projects Some elements of change management are being applied in isolated projects
Many different tactics used inconsistently
Level 1 Ad hoc or absent Little or no change management applied
People dependant without any formal practices or plans
Highest rate of project failure, resistance, turnover and productivity loss
+
-
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1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
ScorecardProject/Change
Mark Level of
Completion
Set the Stage
Step 1 Step 2
Decide What to Do
Step 3
Make It Happen
Step 4 Step 5 Step 6 Step 7
Make It Stick
Step 8Sense of Urgency
Guiding Team
Vision & Strategy
Understanding & Buy-In
Broad Empowerment
Short-Term Wins
More Change Pressure
Anchored in Culture
10
01
1
51
10
1
2
00
14
1
20
20
2
1
00
12
0
22
10
3
2
00
00
0
41
41
0
2
00
00
0
20
15
1
4
10
11
0
50
20
1
1
00
20
0
02
24
2
1
01
00
1
10
33
4
0
109
76
8
54
21
3
0
4.46 4.54
2.751.54
3.694.56
2.773.31
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1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
Resistance to Change is a Barrier to Realising Results and Savings
The following survey of Fortune 500 CEO’s shows that 5 out of the top 10 business transformation showstoppers are “people and organisational” issues.
These results are consistent with a Mobil operator results on project success
No Change Management Program
Project Team Lacked Skills
Top 10 Barriers to Success
36%
41%
43%
44%
44%
46%
54%
65%
72%
82%
IT Perspective not Integrated
Not Horizontal Process View
Scope Expansion / Uncertainty
Case for Change not Compelling
Poor Project Management
Unrealistic Expectations
Inadequate Sponsorship
Resistance to Change
Source: Survey of CEOs Regarding Business Transformation: Barriers to Success, Conference Board,2008 Mobile Telephone Networks. All Rights Reserved.
“Soft stuff”? Hard Impact.
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1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
A Framework for Successful Projects
1. Leadership / sponsorship provides guidance and governance
2. Project Management gives structure to the technical side of the change
3. Change Management supports the people side of the anticipated changes
All three elements must be present for project successProsci Research 2008 highlights that all three elements must be present for project success
Current Business Focus Area
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1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات
Shohin Aheleroff, PMPCertified LBC facilitator
2nd IT project Management conferencewww.aidi.ir
201031