managing the people side of change: an applied framework

Managing the People Side of Change: An Applied FrameworkSession # PRJ29

Brian Richardson, PMPRichardson Consulting Group, Inc.

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use onlyManaging the People Side of Change

Learning Objectives

At the end of this session, you will be able to:

• Use the Richardson Consulting Group Change Management Framework™ to understand individual, organizational, business process, leadership and cultural factors that affect change

• Diagnose barriers and recognize change accelerators

• Understand the planning and management process for the change management aspect of projects and programs

Agenda

• Overview

• Case Study

• The RCG Framework

• Planning for Change

• Diagnosing Barriers

• Wrap-up


Overview

A 2008 IBM Making Change Work Study found:

• Most significant project challenges were people-oriented:– 58% Changing mindsets and attitudes– 49% Corporate culture– 35% Underestimating project complexity

• Top performing organizations reported key success factors as:– 92% Top management sponsorship– 72% Employee involvement– 70% Honest and timely communication– 65% Corporate culture that motivates and promotes change– 55% Change agents


“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only

Case Study

Focus on root causes and issues – not solutions

Managing the People Side of Change


Individual Factors


Motivation• Attitudes• Goals• Critical Behaviors

Competence• Knowledge• Skills• Aptitude

Having the requisite

knowledge and skills to accept and adopt the change.

The drive to accept and adopt the

change.


Recognizing Motivation Issues

What are some questions from stakeholders that indicate a lack of motivation?



Recognizing Motivation Issues


• This change is a low priority

• This change is not necessary

• This is not the right time

• This change is not a good use of my time

• I do not know why we are doing this

• I’m not sure we are solving the real problem

• This change is not practical

• Have you considered…

• Are you aware that …

• I’m hearing that…

• Where is the data that says that…

• Anger/silence/defensiveness/repeating questions


Recognizing Competence Issues

What are some questions from stakeholders that indicate a deficit in competence?



Recognizing Competence Issues


• I don’t understand…

• I am not clear on…

• I don’t know what to do next

• I don’t know how this affects me

• When is this happening?

• How will this be implemented?

• What is the plan for…?

• I need more information about…


Case Study

Brainstorm solutions that may help solve the issues



Change as a System: The RCG Framework



Planning for Change

Assign a professional change management manager to:

• Conduct a change readiness assessment to identify potential change barriers and enablers

• Develop a change management plan to leverage the change enablers and address the barriers through a coordinated series of interventions

• Lead execution of the change plan

• Monitor and control progress against the change plan



Planning for Change

The change manager gathers data from stakeholders and project team members to determine:

• What are potential barriers to the change?

• Who are potential enablers of the change?

• What benefits to the organization are expected from the project/program?

• What individual benefits are expected for members of each of the target stakeholder groups?



Planning for Change

Change Readiness Assessment

• Level of assessment varies widely based on:– Project risk– Time– Scope/complexity

• Variety of tools available to meet level of assessment– Surveys– Interviews– Focus groups

Change Plan • Can vary widely depending on project needs– Ex: most projects need some communication work;

not every project requires organizational restructuring

• PM refers to handout as a tool to review the plan and identify areas addressed


The change manager creates:


Diagnosing Barriers to Change

Once execution begins, solicit feedback in regular status and communication. • Are certain groups/individuals openly negative?

– What reasons do they cite? – Do the reasons indicate a deficit in competence, motivation or

both? – Can you convert them to advocates?

• Are certain groups/individuals enthusiastic about the change? – What benefits and reasons do they cite? – Can you recruit them to help design, test, promote and support

the change?



Mapping to Project Lifecycle

Initiation Planning Execution Close Monitor/ Control

• Change Readiness Assessment

• Include in high-level milestones

• Change Plan

• Include in WBS at phase, milestone, or major deliverable level

• Change Manager executes plan

• Change Summary

• Detecting and reporting resistance and support

• Taking corrective action



Wrap-Up – Key Messages

• Project and program success is dependent on effective change management

• Failing to plan for change is planning to fail

• Reaction and response to change happens at the individual level, and exists within a dynamic system

• Projects with a professional change manager are more successful

• Everyone on the project team needs to be aware of and respond to signs of resistance and support


“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only

Contact Information

• Name: Brian Richardson, PMP

• Email: [email protected]

• Phone: 773-474-1834

• Session Number # PRJ29


managing the people side of change: an applied framework

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