p management & c management b m · 2018-04-03 · acmp global conference jw marriott live los...

ACMP GLOBAL CONFERENCEJW MARRIOTT LIVE LOS ANGELES, CALIFORNIA, USA APRIL 14-17, 2013

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PROJECT MANAGEMENT& CHANGE MANAGEMENT: BREAKING THROUGH MISCOMMUNICATION, MISTRUST AND MISINFORMATION

Jonathan Weinstein, PMP, PresidentLine of Sight, LLC


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LEARNING OBJECTIVES

• Understand the key challenges and linkages between the disciplines.

• Identify benefits of integrating the disciplines.

• Determine scenarios when to emphasize one discipline over the other.


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"If you want to build a ship, don't drum up the people to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea."

-Antoine De Saint-Exupery,Author of The Little Prince

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©2013 Line of Sight, LLC


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THE QUESTION…

Which discipline should lead –Change Management or

Project Management?


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RELATED BUT DIFFERENT…Project Management is…

Change Management is…

• Effecting change through a disciplined approach to identify the scope, tasks, activities, and deliverables to achieve the new “state.”

• Achieving change through a disciplined approach to empower people to change behavior and process to succeed in the new “state.”


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ASK THE CHANGE MANAGER…BENEFITS CHALLENGES

• Focus on why, who, where, how

• Head, heart & hands

• Skills and ability• Think, feel and do

• None!


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ASK THE PROJECT MANAGER…BENEFITS CHALLENGES

• Focus on what, when, how much

• Activities• Functions• Content

• None!


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AND THE WINNER IS…

OR

ProjectManagement

Change Management

Project Management

Change Management


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WHY INTEGRATE?

199416%

199627%

199826%

200028%

200234%

200429%

200932%

22% 27% 32%

Standish Group Reports


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WHY INTEGRATE?

Successful: 16%Challenged: 74%Abandoned:10%

Saur & Cuthbertson, 2003


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BENEFITS TO INTEGRATINGPractical Potential

• Change Leaders and PMs understand the others’ discipline

• The disciplines already share critical common elements

• Both disciplines have defined roles within organizations

• Highest level of professionalism for both include mastery of key elements of the other

• Integration of PMO and CMO activities as a business function

• Strategic/Executive level position to integrate CM/PM role


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INTEGRATING THE DISCIPLINES: LIFECYCLE PHASES

PROJECT MANAGEMENT LIFECYCLE

Initiate Plan Execute Monitor & Control Close

CHANGE MANAGEMENT LIFECYCLE

Prepare Manage Reinforce


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INTEGRATION: ACTIVITY LEVEL

Similar• Communicating

• Stakeholder Management

• Planning

• Team Development

• Risk Management

Different• Change Management

– Selling Change– Developing Change Agents– Behavioral/Cultural Change– Political Diffusion

• Project Management– Governance/Decision-Making– Task Management/Project

Coordination– Reporting “up and across”

Adapted from Nahmias, A.H., & Crawford, L. (2008). Project Manager or Change Manager? Who Should be Managing Organizational Change?. Project Management Institute.


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INTEGRATION: A LOOK AT HOW…• Governance & Structure• Activities

• Sponsor Engagement• Communications• Coaching & Training• Resistance Management


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INTEGRATION: GOVERNANCE & STRUCTURE

Governance Executive-level Steering CommitteeProject

Sponsor

ProjectTeam

ChangeTeam

Structure


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INTEGRATION: ACTIVITY LEVEL

• Sponsor Engagement• Communications• Coaching & Training• Resistance Management


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INTEGRATION/ACTIVITY: SPONSOR ENGAGEMENT

Change Management Project Management

• Prepares sponsors for their role in the change process

• Provides content for their activities and interactions

• Checks “bad” behavior

• Codifies sponsors’ roles and responsibilities

• Establishes framework for their engagement

• Informs on progress and engages in decision-making


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INTEGRATION/ACTIVITY: COMMUNICATION

Change Management Project Management

• Emphasizes the “why” and the “personal”

• Addresses and elicits/encourages behavior

• Provides conduit for participations in change

• Emphasizes the “facts” –who, what, when, and how

• Addresses action, deliverables, and outcomes

• Provides conduit for information sharing


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INTEGRATION/ACTIVITY: COMMUNICATION• Two methods for planning; an opportunity for

Integrated Communication Planning approach

Milestone ProjectMessage Audience Objectives Change

Message Audience Objectives

Start-up Phase

Announce project, including objectives

Stakeholders Setexpectation

What is changing, why & risk of not changing

Impacted people

Awareness

Announceteam, budget, scope

Team,Sponsors

Harness resources

Announce CM team

Impacted people, team, sponsors

Governance

Commsprotocols within team

Team Governance Announce Sponsor coalition

Impactedpeople

Desire source


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INTEGRATION/ACTIVITY: COACHING & TRAINING

Change Management Project Management• Builds change management

competency across key stakeholder groups

• Identifies and trains “change agents”

• Coaches and guides sponsors and affected people through the change

• Directs Task Managers and team members in executing project management processes

• Identifies gaps to train on what has changed in the process

• Provides structure (e.g., events and methods) for developing new “technical” skills to adopt change


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INTEGRATION/ACTIVITY: RESISTANCE MANAGEMENT

Three ways to deal with resistance management:1. Prevent it…

• Build Change Management competency in the organization’s leaders

2. Proactively manage it…• Predict and plan for it using Risk Management

tools and techniques3. React to it…

• Build coping processes and competencies of Sponsors, Project Managers, and key team members


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ALIGNING THE DISCIPLINES: COMPETENCY

Skills & Knowledge

Leaders

Change Managers

Project Managers


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ALIGNING THE DISCIPLINES: COMPETENCIESSimilar• Leadership

• Stakeholder Management

• Planning

• Team Development

• Communication

• Risk Management

Different• Change Management

– Selling Change– Developing Change Agents– Behavioral/Cultural Change– Political Diffusion

• Project Management– Administration– Monitoring & Controlling– Scope Management

Adapted from Nahmias, A.H., & Crawford, L. (2008). Project Manager or Change Manager? Who Should be Managing Organizational Change?. Project Management Institute.


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ALIGNING THE DISCIPLINES: ROLES & RESPONSIBILITIES

Executive Manager

ChangeManager

ProjectManager

Project Support

Employee-Facing

Enablers

Structured approach to enable others

Providing expertise

Integrating the “technical” and “people side”

Coaching their direct reports

Fulfilling the role of sponsors of change


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Strong PM w/ Strong CM

Skills

Strong CM w/ Strong PM Skills

(or CM and PM)

PM w/ Some CM

Strong CM w/ Strong PM

Skills

STRONG

WEAK

LOW HIGH

SELECTING THE RIGHT STRUCTURE

Adapted From: Nahmias, A.H., & Crawford, L. (2008). Project Manager or Change Manager? Who Should be Managing Organizational Change?. Project Management Institute.


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RESISTANCE IS FUTILE; YOU MUST ASSIMILATE

Initiate Plan Execute Monitor & Control Close

Prepare Manage Reinforce

PROJECT MANAGEMENT LIFECYCLE

CHANGE MANAGEMENT LIFECYCLE

• Shift in paradigm from the disciplines as separate and distinct, to the integration of the core concepts, objectives, tools and techniques

• Change Management provides the people substance, project management the technical substance


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WHAT CAN YOU DO?• Pick one and focus; start with CM or PM to

drive the integration• Promote and improve both disciplines in

parallel, while integrating them• Seek opportunities to alternate • Perform one while educating

yourself on the other


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PURSUE EXCELLENCE BECAUSE…

“Mediocrity is expensive!”

Congressman Elijah CummingsMaryland 7th District

Senior member of the Committee on Oversight and Government Reform

©2012 Line of Sight, LLC with permission to the US Department of State PPMCOP


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AT YOUR FAVORITE ONLINEBOOKSTORE TODAY

Available to order on Amazon.com or download on:

Books.Google.com/ebooks

Look out for our next book…“Government Manager's Guide to Project Management” (Management Concepts: 2013)


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INFORMATION FOR“A PRACTICAL GUIDE TO

LEADING CHANGE IN THE PUBLIC SECTOR”

• We are looking for people with change management stories in the federal government.

• Do you have one as a change leader, change agent, or interested observer?

• What were the successes and challenges?• Contact us…


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QUESTIONS????

Jonathan Weinstein, [email protected]

Local: 410.696.2610 www.line-of-sight.com

Offices in the Baltimore-Washington & New York Capital Regions


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DON’T MOVE…

p management & c management b m · 2018-04-03 · acmp global conference jw marriott live los...

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