Organizational Change Management Prepared for Sacramento Chapter PMI I-80 Roundtable May 12, 2011 Presented by Linda M Pietraczyk, PMP

the purpose of managing change on a project A structured approach to change management: was cited as the # 2 contributor to project success (behind only active and visible executive sponsorship)* moves organizations away from merely reacting to resistance to change to actively managing it provides a solid framework for engaging and mobilizing impacted employees * Prosci 2007,

the purpose of managing change on a project Why do I need organizational change management for my project? on time + on budget + in scope = project completion organizational adoption of the change = project success & sustainability

when to start change management activities initiate change management early in the project with any change there is an inevitable dip in productivity during transition manage the change and lessen the resistance decrease the depth and duration of the performance dip increase the speed to achieve a higher level of performance

when to start change management activities initiate change management early in the project Initiation Planning Closing Execution PMLC Readiness Preparation Implementation Sustainability Assessing and gaining sufficient level of awareness and understanding of the change Attaining sufficient capability to deploy the change Effectively transitioning and operationalizing the change (including performance metrics) Effectively maintaining performance Monitoring & Controlling

its about the individual, not the organization as people we learn habits or simple routines when this structure is changed it impacts us in many ways when change is imposed on people, they feel they have little ownership in the decision and feel out of control as humans we all have a choice – our role is to enable change and encourage people to make a choice or decision to support the change

how do you respond to change? A.Your first awareness of the change… Thoughts Feelings Actions B.Early on in the change….. Thoughts Feelings Actions D. When it was over…… Thoughts Feelings Actions C. When it was half way through…… Thoughts Feelings Actions

organizational change management everyone moves through the change process for every type of change each person moves through a change at a different pace if circumstances change, a person may regress follow the 80:20 rule – work on getting the majority of people supporting the change

recognizing the change phases – (the phase titles are suggestions only and can be modified to fit an organization’s culture) What people say: Nothing – silence is golden “It will never happen” “It won’t happen to me” “All we need to do is…” What people do: Avoid the topic Appear unconcerned Refuse to take initiative Act like nothing is happening Do only routine work What people say: “What about these issues?” “Whatever” “It won’t work” “It used to be….” “I’d like more data” What people do: Does not participate or become passive Express frustration Is exhausted and overwhelmed May become preoccupied with the change What people say: “How can I contribute?” “Lets get on with it” “We can do it even better” What people do: Take action to move the change forward Become comfortable and excited Take time to affirm and recognize efforts Reflect on what they have learned What people say: “I’ve got an idea” “Lets try…” “What if…” What people do: Experiment, take risk Generate ideas Accomplish intermediate goals and celebrate milestones Have trouble staying focused Awareness Understanding Commitment Acceptance Focus on the change Focus on self Past Future Sustainability

preparation for change All the work necessary to prepare for deploying the solution As the project prepares the new solution for deployment, the people who manage the new solution need to be prepared for their role Engagement plan A set of activities organized on a schedule in sync with the project plan

engagement plan Answer the following: Who will be impacted What will change Where/when with the change take place (system, process, etc.) How will it change WIFM Engagement activities Communication, training, organizational design, etc Timing of each activity Owner Incorporate into the project plan

sample engagement plan

change management models The change management model provides a vehicle for use to engage a conversation. The best change facilitators use the one which best matches the culture of the organization they are working in at the time. Kubler Ross transition (grief) cycle Denial, resistance, exploration, acceptance or commitment Prosci’s ADKAR Awareness, desire, knowledge, ability, reinforcement Lewin Change Model Unfreeze, change, freeze Internal variation or adaption of any or all of the above

organizational change management Questions?