Projects and Change - And the role HR plays
Cathy WagnerTom AlgeoPeter Shears
www. changeprojects.com.auwww.bizopsolutions.com.au
What is Project Management?– AIPM Competency model and Certification Process
CMI’s Project Manager competencies- How the CMI Competency model maps to PM
Change Management skills - What skills are needed by HR managers in working within
the project frameworks
Competition, conflict, alignment and marrying the skills and competencies
Initiation Planning Delivery Finalisation
Start Finish
The Project Life Cycle & PMBoK ®(Source M. Young, Transformed)
Certified Practising Project Director (CPPD)Direct and Manage
Scope
Cost
Quality
Human Resources
Communications
Risk
Procurement
Integration
Time
Certified Practising Project Manager (CPPMPlan and Manage
Certified Practising Project Practitioner (CPPP)Apply
R e g P M C e r ti fi c a ti o n
Programme Management Professional (PgPM)
Initiating
Executing
Monitoring and Control
Closing
Professional and Social Responsibility
Planning
Certified Associate of Project Manager (CAPM)
Project Management Professional (PMP)
P M I C e r ti fi c a ti o n
PMI Risk Management Professional (PMI-RMP)
PMI Scheduling Professional (PMI-SP)
International Centre for Complex Project Management
– Facilitating Change– Strategic Thinking – Thinking and Judgment – Influencing Others – Coaching for Change – Project Management – Communication – Self Management– (ref CMI Competencies)
The Role of the PM in Change
Simple Definitions• Project Management Project management is the process by which projects are
defined, planned, monitored, controlled and delivered such that the agreed benefits are realised. Projects are unique, transient endeavours undertaken to achieve a desired outcome. Projects bring about change and project management is recognised as the most efficient way of managing such change. (AIPM)
• Project Management The application of knowledge, skills, tools, and
techniques to project activities in order to meet or exceed stakeholders needs and expectations from the project (CMI – CM Practitioner Competencies – August 2010)
• Project Management The application of knowledge, skills, tools, and
techniques to project activities in order to meet or exceed stakeholders needs and expectations from the project (PROSCI– Change Management Learning Centre)
• Change Management Change Management is the structured approach to
transitioning individuals, teams and organisations from a current state to a desired future state (CMI - Exec Online Survey – 2009)
• Change Management Change management is the process that ensures that all
changes made to a project’s baseline scope, time, cost and quality objectives or agreed benefits are identified, evaluated, approved, rejected or deferred. (AIPM)
• Change Management To apply a systematic approach to helping the individuals
impacted by "the change" to be successful by building support, addressing resistance and developing the required knowledge and ability to implement the change (managing the 'people' side of the change)
(PROSCI– Change Management Learning Centre)
Master Change Practitioner
Facilitating Change
Thinking and Judgment
Influencing Others
Coaching for Change
Project Management
Strategic Thinking
Strategic Change Manager
Change Management Practitioner
C h a n g e M a n a g e m e n t I n s ti t u t e
Self Management
Facilitating Meetings
Communication
Methodology Culture
Processes Technology
Project ManagementInitiating – Planning – Executing – Monitoring/Controlling – Closing
The Process approach to Change
Change ManagementPlanning – Managing – Reinforcing
The People approach to Change
Current State Future State
Management Skills - Project Management -
Technical SkillsIT - Financial- HR
Engineering
Leadership Skills- Change Management
Institute -
Change ManagementPlanning – Managing – Reinforcing
The People approach to Change
Many projects under-deliver due to people issues.
Key roles of HR professionals for the aware PM:
– Can compliment the agenda,– Can be a source of important
organisational and contextual/cultural information,
– Can be an ally with leadership across the organisation.
Competition, conflict, alignment - marrying the skills and competencies
Credible Activist– Delivering results with
integrity– Sharing information– Building relationships of
trust– Doing HR with an attitude
(Taking appropriate risks, providing candid observations, influencing others)
Cultural Steward– Facilitating
change– Crafting culture– Valuing culture– Personalizing culture
(helping employees find meaning in their work, managing work/life balance, encouraging innovation)
AHRI HR Leadership Competencies(Based on David Ulrich* work)
*Note: D. Ulrich and W .Brockbank, HR Competency Study, 2007
AHRI HR Leadership Competencies(Based on David Ulrich work)
Business Ally– Serving the value chain.– Interpreting social
context– Articulating the value
proposition– Leveraging business
technologyOperational Executor– Implementing workplace
policies– Advancing HR
technology
Talent Manager/ Organisational Designer
– Ensuring today’s and tomorrow’s talent
– Developing talent– Shaping the organization– Fostering communication– Designing reward systems
Strategy Architect– Sustaining strategic agility– Engaging customers
Discussion
Key point
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Change Management
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Project, Change & HR Solutions