change management and communications for pmi july...

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Change Management and

Communications for

Complex Projects

PMI Memphis

July 2010


Agenda

• Roles in Change Management

• Elements of a Change Plan

• Critical Success Factors

• Stages of Communication

• Commonly Used Frameworks

• Books and Helpful Materials


Roles in a Change Initiative

S

ATA

TT

Sponsor(s)

Change Agents

Change Targets

Com

munication

Com

munication


Elements of a Change Plan

• Stakeholder Analysis

• Definition of Metrics

• Communication Plan

• Training Plan


Critical Success Factors for Change

• Targets must trust and believe the Change Sponsor(s) and Change Agents

• Stakeholder expectations must be accurately set

• People should be given information before they discover it on their own

• Adequate training, which makes people comfortable doing their work in the new environment, must be provided

• No one should have more change than they can cope with forced upon them


Stages of Communication

AWARENESS

ENGAGEMENT

COMMITMENT

ACTION



Awareness:

• What is changing?

– Why do we have to change?

– Why now?

• What is not changing?

• Where or from whom do I get

information?



Engagement:

• What’s in it for me?

• Why do I have to participate?

• Isn’t this more work for the same pay?

• How can this be rewarding for me?



Commitment:

The change initiative must have the

dedication and determination of people at

all levels – executive, middle management,

individual contributor



Action:

• Once roles and responsibilities

are clear, everyone involved

must execute

• Project Managers and the PMO should

keep all levels apprised of status, issues,

resource needs and skill needs


What Do Organizations Forget?• Communication must be two-way

– listening and adapting are just as important as informing

• Different people are motivated by different things– the sponsor(s) can begin by addressing groups but eventually

must appeal to individuals

• Some resistance to change is justified– (see “listening and adapting” in first bullet)

• Some external customers and suppliers– may need to know what is changing too

• Some communication must be face-to-face– because everyone knows important messages are

delivered in person – not via email or memo

• Managing change must be done by every person– on the project team, not just the change management

consultants


Commonly Used FrameworksADKAR – by ProSci

• Awareness

• Desire

• Knowledge

• Ability

• Reinforcement


Commonly Used Frameworks

Kotter’s 8-Step Model for Change

1. Create Urgency

2. Form a Powerful Coalition

3. Create a Vision for Change

4. Communicate the Vision

5. Remove Obstacles

6. Create Short-term Wins

7. Build on the Change

8. Anchor the Changes in Corporate Culture


Questions?


Helpful Information

• John Kotter’s book, Leading ChangeISBN-10: 0-87584-747-1

• The Change Management Pocket Guideby Kate Nelson and Stacy AaronISBN: 0-9767359-0-3

• ProSci’s Change Management Learning Centerhttp://www.prosci.com/cm-new.htm

Contact Info: [email protected]

Thank you!

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