1.
““Change Management”Change Management”
How do you incorporate Change Management Best Practices in your project?How do you incorporate Change Management Best Practices in your project?
Merling Sapene
Master Human System Intervention
CSR Certificate
Certified APMG International Change Management Trainer

2.
Project Managers… what is stopping us?

3.
Workshop Objectives
Understand the link between Project Management
and People Change Management (101)
Collective become aware of the Project
Construction People Change Management
challenges
Brainstorm and discover key findings to enhance
project success

4.
Does the person create
the Journey?
… or the Journey create
the person?
Does the person create
the Journey?
… or the Journey create
the person?

5.
Change is a Journey…not easy
Personal and Organizational
Transition Change
Situational Psychological

6.
Introduction
to Change Management

7.
Change Management?
“Managing change is helping people cope with
changes in the workplace and getting them through
the transition period from the current to the future
state with as few disruptions as possible”.
Change Management, Jeffrey M. Hiatt, Timothy J. Creasey

8.
Organizations don’t change, individuals change
• Individuals change, one at a time, at different paces.
• This collective change creates the future state.
TRANSITION FUTURECURRENT
The secret to successful change?
 one person at a time.

9.
Individual Change Curve

10.
«Change / Creativity Tension»«Change / Creativity Tension» VisionVisionCurrentCurrent
RealityReality
Phases of Change

11.
«Change / Creativity Tension»«Change / Creativity Tension» VisionVisionCurrentCurrent
RealityReality
Ending
“Letting Go”
Preparing
Phases of Change
Source: Bridges

12.
«Change / Creativity Tension»«Change / Creativity Tension» VisionVisionCurrentCurrent
RealityReality
Ending
“Letting Go”
Transition
“No-man land”
Preparing Managing
Phases of Change

13.
«Change / Creativity Tension»«Change / Creativity Tension» VisionVisionCurrentCurrent
RealityReality
Ending
“Letting Go”
Transition
“No-man land”
New Beginning
Preparing Managing Reinforce
Phases of Change

14.
Impact
People are uncomfortable with …but prefer the
current state
DisorientationDisorientation
- Anxiety
- Self-Criticism
- Collusive Relationships

15.
Impact
Transition stage creates stress and anxiety
ExplorationExploration
- Insight
- Avoidance
- Undirected energy
ReorientationReorientation
- Conflict
- Realization of loss

16.
Impact
The future state is unknown or not well understood
EquilibriumEquilibrium
- Discovery-hopeful-skeptical
- Acceptance-impatience
- Trusting-enthusiasm

17.
Why Change Management?
Increase probability of project success
Speed of adoption of the change
Ultimate utilization - buy in
Proficiency – individuals performing at the level expected
Manage resistance/adoption to change
Source: Prosci

18.
Facts
“Over the last 15 years, the amount of
major change in organizations that failed
has remained constant at 70%”
Maurer (2010), Keller & Aiken, (2008)

19.
Why project fail?
1- Sponsors don’t express, model and reinforce the change
2- Change Saturation – many changes at the same time
3- Success definition (time, budget) vs implementation
4- Not clear change definition
5- Project plan not including change management
6- Don’t learn the lessons from the past
7- Change agents? Change roles not clear or enough
8- Lack skills to manage resistance
9- Not building readiness early enough
10- One way communication plans
Source: Implementation Acceleration – Implementation Management Association

20.
Effective Change Management requires two perspectives
23
Communications
Resistance/Concern
Management
Coaching
What we are
trying to
achieve:
having each
person go
through the
phases of change
What we do:
Change
Management
Sponsor Roadmap-
Engagement
Impact and Resistance
Management
Most usually
forgotten steps
Most usually
neglected activities
Coaching
Education Training
Sponsor Roadmap-
Engagement

21.
Best Practices In Use
PROJECT MANAGER – YOU, AS CHANGE
AGENT
Believe you can make the difference
Use yourself as an instrument of change
Detach yourself from « the system »
Be passionate, patient, flexible and LISTEN!

22.
Identify and measure the personal and
organizational impact of change in your
project

23.
Change
Why change?
What is changing?
Where?
Who is impacted?
When?
How?

24.
Impact Assessment how to?
1- Define the extent of the change proposed
2- Determine key differences between the as is and to-be
3- Focus on the possible effects of the key differences
from step #2 & on the transition possible effects
4- Sort and prioritize the possible effects (#3) from the key
differences (#2) based on risk and possibility
5- Document the changes and define action plan
(engagement, training, education, communication, etc)

25.
Stakeholders Assessment
Stakeholder concept:
“A stakeholder is defined as any individual, group or
organization that can affect, be affected by, or
perceive itself to be affected by a change initiative”
Source: Cabinet Office 2011

26.
High
Low
High
PowerPower
InterestInterest
Keep
Satisfied
Manage
Closely
Monitor Keep
Informed
Power / Interest
Stakeholder Matrix

27.
Stakeholder Analysis
None Search & Reports Creation, Workflow,
Search & Reports
POWER
to influence
USAGE
User Group Size
X
X
X
X

28.
Stakeholder Management…
“We are in the position to influence over an
individual, a group or an organization, but who has
NO DIRECT POWER to make changes or implement”
“One can help a human system to help itself”
“Influence who has influence”
“Working Through Conflict”, J.Folger

29.
Identify and deal with resistance

30.
Actions taken by individuals and
groups when they perceive an
ongoing change as a threat to them.
Resistance

31.
Team Dynamics
• Who are the resisters
• How to deal with resistance
Dealing with resistance

32.
10% 80% 10%
Innovators Early
Adopters
Late
Adopters
Resisters
The Driver The Front
Passenger
The
Rear Passenger The Tag-Along
The Driver:
“The innovator who is
waiting for change”
The Passenger:
“Early adopter who will
listen and get onboard if
there is good leadership”
The Rear Passenger:
“Late adopter who will
stay in the backseat and
wait and see”
The Tag-Along:
“Resists change,
disengages and
eventually leaves”

33.
Fortune 500 says 3 things about RESISTANCE
1. Resistance is the primary reason changes
failed; not technical skills, not resources
2. People don’t see that they are resisting; they
often see it as survival
3. Resistance is often a reaction to the way the
change is led
In a survey done in 2007

34.
Four Types of Resistance to Change…
People truly believe, based on their own
information and that the diagnosis and
action plan are wrong.
Cognitive
People believe that the proposed change
violates fundamental values that have
made the organization what it is.
Ideological
People are reticent to try new things
based on their emotions due to past
experience they have a low level of
tolerance for the uncertainty.
Psychological
People perceive that the proposed
change will lead to a loss of power or
autonomy.
Power Driven
Team Dynamics

35.
Tactics for Managing Resistance
Type of Resistance
Cognitive
(Information)
Ideological
(Values)
Power Driven
(Lost of power)
Psychological
(Emotions)
How-to Guide
• Listen with an open mind – they might be right
• Provide them with information: ex: Case for change
• Answer their questions
• Make the new values positive
• Reformulate organizational strengths to fit the new
direction
• Anchor your change in forgotten historical values
• Validate if it is a perception or a real lost of power
• If real build support with the senior executive group to
address it properly – build plan for the future
• Make clear “what’s in it for me”
• Provide moral support
• Celebrate early success
Team Dynamics

36.
Resistance Management Tips
Invest in documenting and analyzing impacts -
analyze (role, function, process, job)
Diagnose why people are resisting, adapt your
strategy
Don’t underestimate middle management!
LISTEN

37.
7 Tips for Managing Resistance
Team Dynamics
1. Expect it
APPLY CHANGE MANAGEMENT
EARLY IN A PROJECT
2. Identify the Root Cause
3. Address it Formally
4. Active and Visible Participation of Sponsor
5. Communicate: Need for Change, Impacts &Benefits (WIIFM)
6.Include Middle Management in an active role
7.

38.
Engage your Sponsor

39.
Executive Leader
who has overall authority:
- Legitimizes and approves change
- Has control (or power) over necessary
people and resources.
Sponsor

40.
Why is the Sponsor so important?
WHAT HAPPENS WITHOUT STRONG SPONSORSHIP?
Delay in the project
due to misalignment
Delay in the project
due to misalignment
More user resistance, more
difficult adoption
More user resistance, more
difficult adoption
Lack of Business ownership,
more effort from the project team
Lack of Business ownership,
more effort from the project team
Overall, no achievement of the expected return on investmentOverall, no achievement of the expected return on investment

41.
Sponsor Roadmap-Engagement
•Identify key leaders - Sponsors
•Link leader’s heart/values/interest with
the « core » of your project
•Show them « the way »
•Have one-on-one and face-to-face
customized meetings, to ensure buy-in
•Nurture a « coalition of sponsors »

42.
Example of a Sponsor Engagement Roadmap with Implementation Quality
Gates within our IT PLM Projects
GATE 1 GATE 2 GATE 3 GATE 4
(as many as required)
GATE 5 GATE 6
Preliminary Project
Charter
Detailed Solution
Selection
Final Project
Charter
Detailed People
Change Mgt Plan
Deployment
Go / no-go
Transition to
Sustainment
Detailed Analysis Implementation
Problem
documented (High-
level requirement)
Preliminary
Stakeholder list,
including sponsor
High-Level Case for
Change, includes
value statement &
impact
Ensure it’s a
Business Priority
Align on
governance
Recommended
detailed Solution :
benefits / value
defined, impacts,
risks, key success
factors, KPI defined
for value
identification
Stakeholder list
with an evaluated
level of Business
engagement
Governance in
place
Overall Change
Management
Strategy
Project
Statement with
plan & budget
agreement, with
level of
involvement of
the Business
going forward
and RASCI
Stakeholder list
with level of
engagement
measured
Change
Management
detailed Strategy
& drafted plan
Satisfactory UAT
result
Support Model
ready for
stabilization &
sustainment
Go / No Go for
deployment
(Business
readiness)
Stabilization
completed,
Support Model in
Sustainment in
place within the
Business
 Usage & KPI
measure by the
Business
 (did we solve the
Business problem?)
Sign Preliminary
Project Charter
Approve Solution
Selection
Sign Final Project
Charter
Approve the
Strategy
Give the Go to
deploy
Approve Closure
Project Statement
Now what?
Define a detailed
solution
Now what?
Plan the project
Now what?
Develop & Plan
Implementation
Now what?
Continue Development &
Execute Implementation
Now what?
Deploy
Now what?
Close the project &
Sustain the solution

43.
Other Change Management aspects

44.
Communications
Strong Case for Change
Use same key messages through the project
Be creative and systematic
Maximize tools and venues in place
Use videos, media… teasers. Etc.

45.
Education and Training
Don’t underestimate the
effort/investment required
Experience Learning
Interactive approach

46.
Coaching & Support Model
Ask the right questions
Support with your “heart”
Be genuine – no personal interest
Think “sustainment” and “turn-over”

47.
Develop a change management plan
integrated with your project plan

48.
Change Management Plan integrated with the Project Plan
CONFIDENTIAL –
PMO Phases
Lean
Methodology
Leadership
Engagement &
Project Scoping
Business
Analysis
Communication
Education &
Training
Phase 2Phase 2
CustomerCustomer
Solution StrategySolution Strategy
Phase 4
Realization
Phase 5
Final
Preparation
Phase 6
Stabilization
Phase 7
Project
Closure
Phase 3Phase 3
BlueprinBlueprintt
Realization & Final PreparationEvaluation Delta
Requirements
Project
Readiness
Go-Live &
Support
Build
CM Strategy &
Project Plan
Define Detailed Requirements
& Solution
Define
Engagement
Strategy
Define & Communicate People Impacts
Build and Deploy Communication Strategy & Action Plan
Support Site’s Engagement Activities
Define Education
& Training
Strategy
Test
Assess End-User
Readiness
On-board Power-Users
Develop and / or Update Training Material
Sustainment
Prepare and Deploy Training
BA CM
Phase 1Phase 1
OpportunityOpportunity
Gate 1 Gate 2 Gate 3 Go-Live
Define High-Level
Requirements &
Solution
Requirements &
Solution Sign-Off
Phase 0Phase 0
DemandDemand
Explore & Influence
Business Opportunities
Build Case for
Change
Define
Stakeholder &
Impact Map
On-Site
Support
Lessons
Learned
User “How To”
Support
Change Management Plan integrated with the Project Plan
(example in IT projects)

49.
Knowledge Area Process A.Initiating
Process
Group
B.Planning C.Executing D.Monitoring
and
Controling
E.Closing
4
Project Management Integration A.4.1
Provide CM
input for
project
charter
A.4.2 Build
CM case
for+D5
change
B.4.1 Develop
CM project plan,
integrated with
the PM
C.4.1 High Level Impact Analysis C.4.2
Leadership commitment assessment
(readiness) C.4.3 Build an education -
training strategy (if applicable)- plan an
deployment
D.4.1
Readiness
assessment
H.4.1 Post
project CM
assessment
5
Project Scope Management B.5.2
Stakeholder
analysis
B.5.3 High level
Change
Management
Strategy
C.4.2 Change Management Scope
Assessment
E.5 Lessons
Learned
6
Project Time Management
7
Project Cost Management B.7.4 Cost
estimating
Change
Management
Activities
8
Project Quality Mangement
On-Going
9
Project Human Ressource
Management
10
Project Communication Management
B.7.5 Short Term
communicatin
Activities
F.10.1 Develop a communication
strategy
#NAME?
11
Project Risk Management
B.5 Change
Management
Risk Analysis
12
Project Procurement Management
11 ll
Project Management Process Groups

50.
Key Change Management Elements in your
projects
Case for change
Change Management Strategy/plan
Stakeholder map
Impact Analysis/risk
Communication- Leadership engagement strategy
Education and Training –strategy – plan
From Learning to Action plan
Support and sustainment plan
Change Readiness

51.
Change
Why change? Case for Change
What is changing? Impact Analysis
Where? Impact Analysis
Who is impacted? Stakeholder Map – Org Impact Analysis
When? CM and PM Plans
How? Change Management Strategy –Transition strategy
definition - Communication, Education & engagement

52.
Insights…
“ The secret of making something work in your life is
the deep desire to make it work – the faith and
belief that it can work- then to hold that clear
definite vision and see it working out step by step
without doubt or disbelief. ”
-Eileen Caddy