Managing the People Side of Change

Managing the People Side of Change: An Applied Framework

Brian Richardson, PMP

Introduction

Change Management Overview

“As project managers, we turn good intentions into positive outcomes.” – Bill Clinton, 2010 PMI Global Congress North America

“A temporary endeavor to create a unique product or service.” - PMBOK

Introduction

The Value of Change Management

The Language of Change

A Framework for Change

The Process of Change

The Value of Change Management

Value of Change Management

Success 41%

Failure 59%

49%58%

70%

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

Corporate Culture Changing Mindsets and

Attitudes

Underestimating Project

Complexity

Typical Challenges

The “soft” stuff is the hard stuff.

Value of Change Management

Success 80%

Failure 20%

92%72% 70% 65% 55%

0%10%20%30%40%50%60%70%80%90%

100%

Sponsorship Involvement Communication Culture of Change Change Agents

Key Success Factors

143%

35%0%

20%40%60%80%

100%120%140%160%

High Change Skill Low Change Skill

ROI Delivery

Those who master change are more

successful.

The Language of Change

Language of Change

All change is dependent on individual change capacity.Resistance to change is:

1) Natural 2) Unavoidable3) Predictable4) Manageable

Stakeholder language provides clues to diagnose and act upon resistance and support.

Language of Change

Stakeholder 1 – “I support the change, but don’t understand why we need to focus on it now. My team is very busy and we don’t have time for new projects.”

Stakeholder 2 – “I support the change, butdon’t understand what you need from me and my team.”

How is the resistance different?

Which is more difficult to address?

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 or behaviors from stakeholders that indicate a deficit of

motivation?

Motivation Issues

This change is a low priorityThis change is not necessaryThis is not the right timeThis change is not a good use of my timeI do not know why we are doing thisI’m not sure we are solving the real problemThis change is not practicalDeflection/2nd –hand feedback (Have you

considered…?, Are you aware that …?, I’m hearing that…)Where is the data that says that…Anger, silence, defensiveness, repeating questionsWithholding information or resources

Recognizing Competence Issues

What are some questions or behaviors from stakeholders that indicate a deficit

in competence?

Competence Issues

I don’t understand…I am not clear on…I don’t know what to do nextI don’t know how this affects meWhen is this happening?How will this be implemented?Who is responsible for . . .?What is the plan for…?I need more information about…

Diagnosing Resistance

• Confront resistance honestly and directly• Restate concerns, then discuss• Ask for clarification

– Is the issue that you don’t have enough information, or that you don’t support the change?

• Ask for a solution– What would you suggest we do next?– What/who could change your mind?

A Framework for Change

Change Management Framework

A tool to simplify our view of a complex reality

Used in all phases of the PM lifecycle

A diagnostic framework and a solutionframework

Change as a System: RCG Framework

Change as a System: RCG Framework

Change as a System: RCG Framework

Change as a System: The RCG Framework

Change as a System: RCG Framework

The Process of Change

Process of Change

Change Management is a professional discipline with proven tools, methods and best practices.

Change managers can help PMs deliver:1) Urgency2) Commitment3) Readiness

The RCG Change Management Framework is used to diagnose and solve change issues.

Initiate Phase

Initiate

• Establish vision• Create a sense of urgency• Build a senior guiding team• Assess initial individual and organizational

readiness

Goals

• Framework (diagnostic)• Stakeholder Analysis• Change Readiness Assessment

Tools

Initiate Phase

Initiate

RCG Change Management Framework

• Diagnose issues and opportunities• Identify competence and motivation

challenges and opportunities• Identify Organization, Business

Process, Culture and Leadership challenges and opportunities

Plan Phase

Plan

• Plans to achieve the desired stakeholder commitment and readiness levels

• Maintain urgency, energy and motivation• Continue to engage Senior Guiding Team• Establish and engage Field Guiding Team(s)

and Change Team(s)

Goals

• Framework (solution planning)• Change Management Plan• Communication and Involvement Plan• Measurement Plan (Monitor and Control)

Tools

Plan Phase

Plan

RCG Change Management Framework

• Validate plan and approach• Identify solutions

Execute Phase

Execute

• Achieve planned stakeholder commitment and readiness levels

• Achieve quick wins• Continue to engage Senior Guiding Team,

Field Guiding Team(s) and Change Team(s)• Solicit and incorporate feedback

Goals

• Plan Phase Deliverables• Implementation Checklist• RCG Change Management Framework

(diagnostic and solution)Tools

Execute Phase

Execute

RCG Change Management Framework

• Identify competence and motivation barriers and accelerators

• Identify Organization, Business Process, Culture and Leadership challenges, opportunities and solutions

Monitor and Control PhaseMonitor

and Control

• Monitor and address the stakeholder commitment and readiness

• Detect and address resistance and support• Make stakeholder expectations measurable

goals• Measure goal achievement

Goals

• Plan Phase Deliverables• Measurement Plan• Change Readiness Assessment• RCG Change Management Framework

(diagnostic and solution)

Tools

Execute Phase

Execute

RCG Change Management Framework

• Evaluate data in context• Identify competence and motivation

measures• Identify Organization, Business

Process, Culture and Leadership measures

• Root cause analysis

Close and Sustain Phase

Close and Sustain

• Establish long-term Change ownership• Document outstanding readiness and

commitment issues and next steps• Report goal achievement• Document lessons learned and best practices

Goals

• RCG Change Management Framework (diagnostic)

• Initiate Phase Deliverables• Measurement Plan• Change Summary

Tools

Close and Sustain PhaseClose and

Sustain

RCG Change Management Framework

• Evaluate data in context• Evaluate competence and

motivation• Evaluate Organization, Business

Process, Culture and Leadership

Change within PM Process

Initiate

• Increase Urgency• Build Guiding Team• Get the Vision Right• Stakeholder Analysis

Plan

• Plan for Urgency and Commitment

• Change Management Plan

• Communication and Involvement Plan

Execute

• Enable Action• Create Short-Term

Wins• Execute Change Plan• Execute

Communication and Involvement

• Implementation Checklist

Close and Sustain

• Don’t Let Up• Make It Stick• Roles and

Responsibilities• Change Summary

Monitor and Control• Communicate for Buy-in and Commitment• Measurement Plan• Change Readiness Assessment• Detect and Address Resistance and Support

Course Wrap-Up – Key Points

Value of Change• Project success is dependent on managing the

people aspect of change• Organizations that master change are more

successful (80% vs. 41%)

Language of Change• Resistance to change is natural and unavoidable,

but manageable• Language helps us distinguish Motivation issues

from Competence issues

Course Wrap-Up – Key Points

Framework for Change

• Individual change capacity is influenced by Organization, Business Process, Culture, Leadership factors

• PMs can use the framework to help diagnose and solve change issues

Process of Change

• Change management has proven methods that map to the PM lifecycle

• Change Managers help PMs deliver urgency, commitment and readiness

Brian Richardson, PMP• Email: [email protected]• LinkedIn: linkedin.com/in/briandrichardson• Twitter: @briandrichardso• Web: www.richardsonconsultinggroup.com

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