At the Intersection of Change Management and Project Management: How to improve execution success for business change projects The webinar will begin shortly.

At the Intersection of Change Management and Project Management:How to improve execution success for business change projects

The webinar will begin shortly.

Judd Andres, Senior ConsultantPaula Alsher, VP, Client SolutionsJuly 21, 2011

IMA (Implementation Management Associates) www.imaworldwide.com

© 2011 IMA www.imaworldwide.com 800-752-9254. All Rights Reserved

1

At the Intersection of Change Management and Project Management:How to improve execution success for business change projects

Judd Andres, Senior ConsultantPaula Alsher, VP, Client SolutionsJuly 21, 2011

IMA (Implementation Management Associates) www.imaworldwide.com

© 2011 IMA www.imaworldwide.com 800-752-9254. All Rights Reserved

2

Today’s Agenda

What is the human side of project management?

What are the competencies required for the human side?

How do you blend both the technical side and the human side for full integration?

What’s the role of the governance structure in defining the approach?

What is a best practice model for getting to value realization?

Questions and Discussion

3

CAST needs to have commonly helddefinition of both the

Present State and Desired State.

Must have competent agents in sufficient quantity,

and in the right places.

Change occurs in a context of allthose priorities competing for

resources…stress and history.

Committed sponsorship is thesingle-most important factor in

ensuring fast and successfulimplementation.

Hammer for compliance,Transition Management for

commitment.

Leverage both formal and F2F, assuring that content and messages

are in the FOR of the intended audience

You either reinforce the change or you reinforce the status quo

If your change conflicts directlywith the culture, culture wins.

Assure that technical project plans and human side proejct

plans are integrated.

AIM Principles

4

Resistance is inevitable.It must be managed.

it cannot be combated,solved or overcome.

Value Realization is achieved when projects are implemented, not just installed

On Time On Budget Technical Objectives met

Business Objectives met Human Objectives met

Implementation Success Defined:

Installation does not equal Implementation

Installation

Implementation

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Phases

Reengineering Frame Vision Redesign POC Implement

Training Analyze Design Develop Implement Evaluate

Six ∂ Define Measure Analyze Install Control

Innovation Define Model Abstract Solve Implement

Strategic Planning Scan SWOTS Vision Strategy Design Implement

Team Development Storming Forming Norming & Performing

Types of Projects

Project Types & Phases

Project Management Cycle

Close

Monitor& Control

Execute

Plan

Initiate

PMI Knowledge Areas

Project Management Plan – INTEGRATION: • Scope Management• Time Management• Cost Management• Quality Management• Human Resource Management• Communications Management• Risk Management• Procurement Management

PM Activity Flow Chart

Initiate Plan Execute Monitor & Control

Close

INTEGRATION Scope Time Cost Quality Resource Communications Risk Procurement

= Inputs, Outputs, Process, Tools

Copyright 2011 Rev Date 24 Mar 11

Principles of the Accelerating Implementation Methodology (AIM)

AIM Modules:

1. Define the Change

2. Build Agent Capacity

3. Assess the Climate

4. Generate Sponsorship

5. Determine the Change Approach

6. Develop Target Readiness

7. Build Communication Plan

8. Develop Reinforcement Strategy

9. Create Culture Fit

10. Prioritize Action

PM – AIM Integration Areas

Initiate Plan Execute Monitor & Control

Close

INTEGRATION Scope Time Cost Quality Resource Communications Risk Procurement

= AIM Processes and Tools

Implementation Management Cycle

Close

Monitor& Control

Execute

Plan

Initiate

AIM

Integration Options

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©2011 IMA www.imaworldwide.com 800-752-9254

Purposeful control, but frequent

changes to scope, budget and/or

schedule

On Time,On Budget,

To SpecVALUE Realized

Wasted resources, project fails

Key Stakeholder buy-in, but low

efficiency, spotty results and many

restarts

Strong

Weak Strong

Tech

nic

al S

ide o

f Pro

ject

Man

ag

em

en

t

Human Side of Project Management

HO205

Probability Outcomes

Blended

Evolution of Governance Structures

ROI

TIME

PHASE 2Adhoc

Application

PHASE 4Enterprise/Program

Level Strategy

PHASE 3Project Level

Strategy

Executive Team

LDT Dashboard

Line Projects Operational Projects Global Projects Site Projects

5

4ET6

8

7

1

2

3

CoreAIM Experts

Team

ET

Higher Priority Initiatives

AIM Agents

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CLOSURE(Business & Team Review, Sunset)

Governance & Implementation Management Process

DEVELOP, EXECUTE, MONITOR & CONTROL(Manage Project & Team Performance)

PLANNING & DESIGN (Decide/Design Change, Determine Investments & Measures of Success - MoS)

INITIATE (Define the Change & Value)

≤ 1 month 2 weeks - 2 months 3 – 12 months ≤ 1 month

Form Mngmt Team• Define Scope• Define the

Change• Assess the

Climate• Comms

OutlineOutputs:1. Initial BCA &

From-To2. Assumptions &

SWOTs3. Socialize the

BCA

Launch Core Team• PMI Knowledge Areas• Stakeholder Analyses• All Ten AIM Modules• Define Sponsor

Commitments & Agreements

• Finalize BCA

Outputs:1. Change Design /

Blueprint2. Charter3. Key Role Map4. Resource Management

Plan5. Project Plan Outline

Launch Implementation Team• Develop Technical Project Plan• Develop Target Readiness• Develop Communication Plan• Implementation Risk Management

Plan:o Change Definitiono Sponsorshipo Readinesso Communicationo Reinforcement

Outputs:1. Integrated Project Implementation Plan2. Periodic Business Reports Including

Performance Dashboard3. Technical and Behavioral Deliverables

Business Review by ET1. Project & Team

Effectiveness2. After Action

Review3. Reinforcement

Activities4. Final

Communication Campaigns

Outputs:5. Project Closure

Reports 6. Sunset Celebration

Event

Define Decide Manage & Monitor Reinforce

Performance Dashboard:Parameters: Overall Health with sub indicators of Value – Risk – Resource ($, FTE, Time)Indicators: Red – Yellow – Green

= Governance Go / No Go Decision. Outputs in Red are Must Haves for Governance Decision

Recommended Best Practices Consider Organizational Maturity when developing the

Governance structure Ensure critical AIM steps/deliverables are integrated with the PM

Plan Develop a Fit for Purpose plan at each decision point and

generate the required Sponsorship Develop the WBS/Activity Schedule and support with

Communication Plan. Communication Plan ≠ Implementation Plan

Develop the Communication campaign for each deliverable. Socialize the change before, during, and after each phase

Drive to achieve desired impacts not accomplishment of deliverables

Ensure Reinforcement Strategy is aligned to Measures of Success

What Questions Do You Have?

Questions

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