HOUSTON, TX, USA | 5 – 8 NOVEMBER 2017

#PMOSym

PMO17BR315

Drive Faster Adoption of PMO Capabilities to Deliver Stronger Business Outcomes

Nicole Doyle | PMO Program Leader

Procter & Gamble

Introduction

• Nicole Doyle

– PMP, MSP

– PMI OPM Advisory Group Member

– 20+ years with Procter & Gamble

– Currently in Global Business Services

– Last 6 years in global PMO leadership roles

– Experience in IT, shared services, and business

transformation

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Learning Objectives

• Understand what organizational change management and adoption are and how important they are to achieving a PMO’s business goals

• Learn a simple change management framework and how to incorporate change activities into the PMO’s transformation plans

• Learn some practical change management techniques you can easily apply to drive change faster and more effectively

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Agenda

• Background

• Change management framework

• Change management tips and techniques

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PMO Capabilities enable Strategy Implementation

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Organizational Context

• Vision

• Mission

• Strategy

• Policy

• Organization Structure

• Business Model

• Business Processes

• Success Metrics

• Executive Commitment

PMO Enabling Capabilities

• Strategic Alignment

• Methodologies and Tools

• Governance

• Competency/ Talent Management

The Organization’s

Active Portfolios,

Programs and Projects

Strategic Results and

Benefits Realization from

Portfolio of Programs and

Projects

Adapted from PMI’s Implementing Organizational Project Management Practice Guide

PMOs only deliver value when capabilities are

adopted by stakeholders

PMO

Enables

Business

Value

PMO Customers/

Stakeholders

Adopt

CapabilitiesPMO Leverages

Organization

Change

Management

PMO Executes

Projects/Program

to Deliver

Capabilities

Competitive Advantage

Alignment of Strategy and Execution

Increased Customer Satisfaction

Increased Productivity

Effective Operations

Improved Cost Control

Improved Market Competitiveness

Predictable Delivery Performance

Improved Communications

Efficient Decision Making

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Change is hard

• PMOs usually can’t just mandate capabilities

• Majority of your stakeholders are pragmatists looking for

solutions not just change

• Pragmatists want:

– Incremental change

– Stay with the pack

– Solutions to their current problems

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Change is hard

• What are some challenges/barriers you face in getting your

organizations to adopt new/enhanced capabilities?

• Respond at Pollev.com/pmipoll

• Drag responses into order and submit

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What is Organizational Change Management?

• The process, tools and techniques to manage the people side of

change to achieve a required business outcome.

• A change could involve:

– Solutions/tools/systems

– Work processes

– Business models

– Organization structures or job roles

– A combination of those

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Getting Started: Critical Success Factors

• Before implementing any new capabilities...

– Strong sponsorship for the PMO and it’s charter within the

organization

– Clear vision and business outcomes focus

– Recognition change is a journey, not a one-time event

– Set the stage for stakeholder collaboration, empowerment

and engagement

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Implement capabilities via a PMO Transformation

Program

• Apply program management best

practices

• Clearly define overall vision,

strategic objectives and benefits,

as well as the benefits each of the

capabilities will contribute

• Recognize multiple changes will be

impacting the same people

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“Brand” the Overall PMO Transformation Program

• Example “Professionalizing Delivery”

• Consistent branding across different projects

• Leverage combined communications

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Framework for Organization Change Management

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Formulate Change

Plan Change

Implement Change

• Awareness

• Desire

Manage Transition

• Knowledge

• Ability

Sustain Change

• Reinforcement

Adapted from PMI’s Managing Change in Organizations: A Practice Guide and

Prosci’s ADKAR model

Formulate & Plan the Change

• Ensure strong executive sponsorship for change

• Identify/clarify need for change

• Assess readiness for change

• Delineate scope of change

• Staff key change roles

• Define change approach

• Plan stakeholder engagement

• Plan transition and integration

• Align with the project plan

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Staff Change Managers

• Accountable for managing the change for a specific stakeholder group

• Highly in-touch with and respected by the stakeholder group

– Defines gives & gets

– Engage and involve stakeholders

– May own training & communications

– Measure progress of transition

– Other activities...

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WHO needs to change?

• Create a list of Stakeholder/User Groups

– Segment them into groups

• Assess for each group

– What impact will this project have?

High/Medium/Low

– What is the compelling reason for this group

to change?

– What do we need/expect from this group to

make change successful? “Gives”

– What benefits will this group get? “Gets”

– Who are the key influencers for this group?

– What are the risks to a successful change?

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WHAT are the gives and the gets?

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• Gives – what’s in

it for them, the

projected benefits

• Gets – what’s

expected of them

to make the

change

successful

Example: Users of New PPM System

Gets • Better reporting capability and insights

• Streamlined work process

• One system of truth, less data reconciliation

• Ability to work anywhere

• More visibility to X

• Less time spent doing things they don’t want to

do/low value work

Gives • Learn the new system – take training

• Have new responsibilities/expectations

• Enter data a new way

• Have to migrate data

• Deal with a transition period

• Spend more time on X to save a lot more time on Y

• Now more transparency

• Follow a new process

WHAT are the risks?

• For each group, what could potentially go wrong in the transition

from current to future state

– Anticipate and factor into the plans

• Examples:

• Users don’t know how to change b/c they don’t go to training

• Users don’t change b/c user’s management doesn’t support the change

• Users don’t have enough time to change b/c it takes more effort than

expected or something else conflicts with the change timing

• How can you mitigate these risks?

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Formulate Change

Plan Change

Implement Change

• Awareness

• Desire

Manage Transition

• Knowledge

• Ability

Sustain Change

• Reinforcement

Discover Design Build Test Ready Launch Leverage

WHEN should the change activities occur?

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Launch PlanAgreement

Project

Lifecycle

Change

Framework

Phases of Change Management aligned with project lifecycle

Example Change Management Plan

• Enablement Plan - show example

• [Pull snippet out from example – to be added]

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Implement the Change

• Deliver Project Outputs

• Create Awareness

• Create Desire

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Creating Awareness

• It’s all about communication

– Giving heads up that change is coming and “why” change is needed

– Not too much detail yet – don’t lose the main message

• Watch outs

– Comfort with the status quo

– Credibility of the sender

– Misinformation

– Debate/denial on reasons for change

Awareness

of the need for change and the

nature of the change

Awareness Tools & Techniques

• Refer to the “gives” & “gets” when creating communications

• Global messages

– One pager project fact sheet

– Standard slide deck

– Message track

– Management videos

• Standard materials for the global message that can be tweaked for the location message

– Email from manager – managers can put their own perspective on the message

– Management presentation in organization meeting – customize standard slide deck

– 1-to-1 discussions managers and employees

Articulate the “Why”

The Global “Why?”

The Local “Why?”

The Personal “Why?”

Communicating the Answer

for “Why?”

• Global > 2-3 sentences // define the

primary driver, value, or strategy

• Local > repeat Global Message // amend

with 2-3 more sentences to define

business area objective(s) and share

some high-level milestones

• Personal > repeat Local Message //

append with team specific goals and

objectives; share specific dates for

training, “Go Live!”, cut-over, etc.

Articulate the “Why”

The Global “Why?”

(Message Track)

The GLOBAL “Why?”

[examples]

• “We’ll be able to reduce costs by

eliminating work that’s not aligned to our

corporate strategy.”

• “We can increase revenue by improving

time to market on our products and

services.”

• “We can decrease risk with better control

of projects and resource assignments.”

Sample “Global” Message Track

Articulate the “Why”

The Global “Why?”

The Local “Why?”

The LOCAL “Why?”

[examples]

• “Our department will be able to work

on the right projects that align to

corporate strategy.”

• “Our organization will be able to

manage our projects more efficiently

and have better alignment between

work and resources.”

• “We can improve our execution by

tracking actuals against estimates.”

Articulate the “Why”

The Global “Why?”

The Local “Why?”

The Personal “Why?”

The PERSONAL “Why?”

[examples]

• “I’ll know I’m working on projects

that deliver value to the

company.”

• “I’ll know that I have the right

resources on my projects, and

those resources won’t be

overcommitted.”

• “I’ll have more of a voice in

communicating actual time

required to complete Projects.”

Sharing the Message – Who is the preferred

sender of each message?

• CEO // CIO

• Steering Committee

• Department Head

• Team Lead

• Project Team

• Direct Manager

0% 10% 20% 30% 40% 50% 60% 70% 80%

Other

Change management team leader

Change management team member

Project team leader

Project team member

Human Resources representative

The employee's supervisor

Department head

Senior manager

Executive manager

CEO/President

Percent of respondents

Business messages

Personal messages

© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report

How to talk about the change to overcome

resistance

Positives Negatives

Change

No Change

(Status Quo)

Most people focus here

And here

How to talk about the change to overcome

resistance

Positives Negatives

Change

No Change

(Status Quo)1 3

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5

“Today, some aspect is going well..”

“But, if we don’t change, this bad thing will happen...”

“Change is going to involve some bad/hard things...”

“But it is worth is for the good things change will bring...”

Creating Desire

• “Marketing and expectations-setting”

• Making it personal – go from global/local to personal message

– What’s In It for Me

– How’s it going to impact me

• Give reason to believe there are benefits of changing

• Fear of penalty for not participating

• Desire to be part of something

• Willingness to follow a leader

• Alternative is worse

• More details than the Awareness stage

Desire

to participate in and support the change

Creating Desire

• Watch outs

– Comfortable with the status quo

– No What’s In It for Me

– Negative previous experience with change

– An organization’s track record with change

– Fear of the unknown

– Personal situation

Desire Tools & Techniques

• Key Users/Ambassadors – involvement, testimonials

• Coalition of Supporters – key leaders/influencers

• “Marketing materials” – videos, flyers, emails

• Roadshow presentations

• Other creative ways to engage users – contests/gamification,

online discussions

• Top down expectation-setting

Implementing the Change

Building Knowledge

• Training

• Coaching

• Hands on experience

• Access to helpful information

Knowledge

on how to change

Building Knowledge

• Watch outs

– Insufficient time for training

– Not enough resources available for coaching and training

– Lack of access to information

– Big skill gaps

– Different learning styles

– One size does not fit all

– Engagement/multi-tasking in a webex world

– Poor quality, out-of-touch training – doesn’t speak to the user’s real life situation

– Learning too early

Knowledge

on how to change

Knowledge Tools & Techniques

• Training approaches – consider audience and learning needs

– Hands on vs. demo

– Web-based

– Videos

– Self-taught (no training)

– Shadowing / parallel run

– Office hours

– How-to guides

– FAQs

– Lunch & learns

– Discussion groups

– Certification tests or knowledge checks

Hybrid approaches – Change Managers define what’s going to work best for their stakeholders

Growing Ability

• Help users apply what they learning

– Hands on practice

– Coaching and role-modeling

– Feedback

Ability

to implement required skills and

behaviors

Growing Ability

• Watch outs

– Too busy to develop skills

– Help not easily available

– Can’t even log on (complicated access or installation

process)

– Don’t have something “real” to go apply skills on

Ability

to implement required skills and

behaviors

Ability Tools & Techniques

• Coaches

• Key users

• SMEs

• Office hours

• Monitoring/measuring/checking

• Good support model

• Personal outreach to users

• Specific actions to take when leaving the training within a certain timeframe

• Know & Grown Plans

• Newsletters

• Discussion groups

Sustaining the Change

Reinforcing the Change

• How to sustain the change

– Rewards & recognition

– Celebrations

– Scorecards/tracking

• You get what you measure

• Tracking progress of a transition

– Change Big Rocks

– Ongoing feedback

Reinforcement

to sustain the change

Reinforcing the Change

• Watch outs

– Something else competing with the change

– Mixed messages/inconsistent messages

– No reinforcement for accomplishments

– Rewards not meaningful

Reinforcement

to sustain the change

Reinforcement Tools & Techniques

• Scorecards/measures

• Positive feedback from immediate managers

• Recognition from senior leaders

• Celebrations

• Sharing success stories

• Newsletters

• Discussion groups/user forums

Formulate Change

Plan Change

Implement Change

• Awareness

• Desire

Manage Transition

• Knowledge

• Ability

Sustain Change

• Reinforcement

Discover Design Build Test Ready Launch Leverage

Recap

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Launch PlanAgreement

Project

Lifecycle

Change

Framework

Will your change effort succeed?

• Boston Consulting Group studied thousands of change projects

and came up with a formula

• DICE score – 4 most important factors that seem to correlate

with success

• http://dice.bcg.com

Closing – Your Personal Action Plan

• Next week:

– For a current capability that has had slow/low adoption, what are 1 or 2 things that could

be done to improve adoption?

– For the next PMO capability (new method, process, tool) assess change management

plans. Are there immediate learnings you can apply?

• Next 90 days:

– Develop a change management plan covering all aspects of change framework.

– Do stakeholder segmentation and analysis.

• Next 12 months:

– All PMO capabilities build change management activities into plans.

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Contact Information

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Nicole Doyle

• P&G Global Business Services

• PMI Advisory Group Member,

Organization Project Management

• doyle.nr@pg.com

• nrdoyle1@gmail.com