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Information Systems Work Is All About Change! It is part of our careers it is a constant in our work in this field we have to embrace it - we have no other choice. Change management is an essential capability - in project, program, and portfolio management strategic changes in organizations occur because of programs and projects.
Information Systems Work Is All About Change! It is part of our careers it is a constant in our work in this field we have to embrace it - we have no other choice. Change management is an essential capability - in project, program, and portfolio management strategic changes in organizations occur because of programs and projects.
Information Systems Work Is All About Change! It is part of our careers it is a constant in our work in this field we have to embrace it - we have no other choice. Change management is an essential capability - in project, program, and portfolio management strategic changes in organizations occur because of programs and projects.
Title: How to Best Embrace Change as an IS Professional Date: 12 September 2014 2014 PMI Information Systems Virtual Professional Development Symposium
Here Is What We Will Cover Change The Reality Preparing for Change Changing Our Culture about Change Change Management Guidelines for Success Parting Thoughts Key Questions How can we best cope with change?
What strategies are the most effective for use on IS/IT portfolios, programs, and projects? Information Systems Work Is All About Change! It is part of our careers It is a constant in our work in this field We have to embrace it we have no other choice so
CONSIDER THE FOLLOWING Indispensable Look at How Far We Have Come!!! PMIs Views Change management is an essential capability In project, program, and portfolio management Strategic changes in organizations occur because of programs and projects! Organizations that are successful are ones that lead change with effective program and project management Adapted from PMIs Managing Change in Organizations: A Practice Guide, August 2013, Preface Change Nothing remains the same All changes involve people! Organizations of all type change It is rare to remain in one organization for our careers It is inevitable in the IS/IT field It is constant in our lives today Resist Change! Adaptive Approaches Required Key Definitions Adapted from PMI PMBOK Guide Fifth Edition and Portfolio Standard Third Edition Portfolio Program Project Definitions (1 of 2) Change is strategic the movement of a company away from its present state toward some desired future state to increase its competitive advantage (Hill and Jones, 2001, p. 486) Changes are of different intensity and speed and can occur at the individual, the group, the organizational, or the societal level (Kasper and Maryhofer, 2002) Definitions (2 of 2) Change management Structured, cyclical, comprehensive approach To transition people and organizations from: A current state to a future state Purpose: Realize business benefits Align and integrate people, processes, structure, culture, and strategy The goal Integrate change management into current methodologies Adapted from PMIs Managing Change in Organizations: A Practice Guide, August 2013, p. 2 11 PROJECTS PROGRAMS PORTFOLIOS Scope Projects have defined objectives; scope is progressively elaborated throughout the project life cycle Programs have a larger scope and provide more significant benefits Portfolios have an organizational scope that changes with the strategic goals of the organization. Change Project managers expect change and implement processes to keep change managed and controlled Program managers must expect change from both inside and outside of the program and be prepared to manage it Portfolio managers continually monitor changes in the broader internal and external environment. Planning Project managers progressively elaborate high-level information into detailed plans throughout the project life cycle Program managers develop the overall program plan and create high- level plans to guide detailed planning at the component level Portfolio managers create and maintain necessary processes and communication relative to the aggregate portfolio Management Project managers manage the project team to meet the project objectives Program managers manage the program staff and the project managers; they provide vision and overall leadership Portfolio managers may manage or coordinate portfolio management staff or program or project staff that may have reporting relationships into the aggregate portfolio Success Success is measured by product and project quality, timeliness, budget compliance, and degree of customer satisfaction Success is measured by the degree to which the program satisfies the needs and benefits for which it was undertaken Success is measured in terms of aggregate investment performance and benefit realization of the portfolio Monitoring Project managers monitor and control the work of producing the products, services, or results the project was undertaken to produce Program managers monitor the progress of program components to ensure the overall goals, schedules, and budget, and benefits of the program will be met Portfolio managers monitor strategic changes aggregate resource allocation, performance results and portfolio risk The Standard for Program Management, p. 8 The Leading Trending Practice PMIs Pulse of the Profession 2014 pp. 12-13 Effective Change Management Is Present in: 42% of high-performing organizations 10% of low-performing organizations Effective Change Management = SUCCESS 69% are successful in strategic initiatives BUT: Organizational change with programs and projects is a challenge! Frequent use of change management practices is DECLINING 71% In 2011 65% in 2014 The Rate of Change Is Increasing Complexity Technology Social media Availability of information Mergers and acquisitions Downsizing Resource constraints Global environment We need to embrace, exploit, and adapt to changes And we need rigorous change management practices Change management is essential in portfolio, program and project management to achieve benefits and business value Strategic agility is needed! Strategic Agility The capability of a business to proactively seize and take advantage of business environment changes while demonstrating resilience resulting from unforeseen changes (p. 2) Strategic plans are continually evolving and are not an annual event The goal: make sense of the business environment; be strategically agile and deliver change through portfolio, program, and project management Adapted from PMIs Managing Change in Organizations: A Practice Guide, August 2013, pp.2-3 Another Example 1979 Managing an IS/IT Division The Age of the Mini Computer Using Word Processors Indispensable E-Mail Begins!!! Here Is What We Will Cover Change The Reality Preparing for Change Changing Our Culture about Change Change Management Guidelines for Success Parting Thoughts Why Is This Hard?? The effects of change are too vague to quantify We thought we had a change plan, but we never followed it The program is over, why worry if we accomplished any changes Did we really plan for change? We tried to embrace change positively before; it did not work then, why will it work now? No one is responsible Embracing, Exploiting, and Adapting We must be responsive to the external environment at all times. Loss of precise control, reliability, and predictability that came from embracing rapid change was considered a more fruitful strategy than the loss of the competitive edge that came from resisting it. Adaptability is regarded to be the key capability in a dynamic environment. Embrace the rapid change for survival in the industry. Participant comments in Aim, Fire, Aim Project Planning Styles in Dynamic Environments, Collyer, Warren, Helmsley, and Stevens, Project Management Journal, September 2010 Change and Program and Project Management Benefit Realization and Management Different Stakeholders in Different Locations Internal and External Constraints Interdependencies among Projects in the Program Continually Linking the Programs or Projects Objectives to Those of the Organization Competing Priorities in the Program and the Organization Change Management Tasks Adapted from Gareis, 2010 Define
The type of change and its dimensions
The change process and methods
The roles, communications methods, and culture Plan
The change objectives and how to best control them Communicate
The most effective ways to communicate the change internally and externally Manage
The transition to the new approach Consider This Actual Example
You have been selected to manage a project that will contribute to the safety of the nations milk supply through collecting data on the testing methods used. This project has a number of key stakeholders, at the federal and state government levels as well as in the dairy industry. You feel the best approach is to have a kickoff meeting with involvement by all of the key stakeholder groups. How can you best manage these stakeholders so there is a common vision?
How can you gain support for your project? During this meeting, you find that everyone has a different view as to what you are to do on your project. Your own team is confused, and your sponsor provides no direction to you during this session. You know that unless there is a common vision for the project that it will not succeed. The kick-off meeting rapidly turns into a gripe session. You try to facilitate the session, but people just start screaming at one another on issues unrelated to your project. This Milk Safety Data Base Project Began with hard copy data entry on a PC using DOS to a server - 1983 Pilot tested use of e-mail in 1994 Moved to Windows in 1995 E-mail began to increase for data entry! Then we had Y2K Moved then to Windows XP in 2003 with the Server Edition Now reporting is web-based totally, and the system is web- based enabling access as permitted by anyone at any time Now using Windows 8 Here Is What We Will Cover Change The Reality Preparing for Change Changing Our Culture about Change Change Management Guidelines for Success Parting Thoughts PMIs Study with The Economist Why Good Strategies Fail, March 2013 Why strategic initiatives succeed what are the main reasons? 25% of the respondents Ability to manage change (p. 8) Effectiveness of processes to manage the strategic initiatives portfolio: Introducing change: 7% = very effective 34% = somewhat effective 40% = somewhat ineffective 15% = not at all effective (p. 13) Issues that are somewhat or very high priority: Creating a culture receptive to change: 72% = Best executors 40% = All other companies (p. 14) Biggest barriers to successful strategy implementation: The organization lacks change management skills = 45% (p. 18) Priority of creating a culture receptive to change: 16% = very high% but 7 % = Very low (p. 22) IBM Study - 2012 Change is required to meet customer expectations! The study showed CEOs are implementing: Extensive changes to enable faster, more relevant responses to markets and individuals www.ibm.com Characteristics of Change Models 1. Leaders identify a process and need for the change so people are engaged and motivated 2. There is a vision for the change 3. Current systems, processes, and capabilities to facilitate change are evaluated 4. Organizations have a model for improvement, focus and reinforce small changes, consider PDCA 5. The importance of communications cannot be underestimated!
Adapted from PMIs Managing Change in Organizations: A Practice Guide, August 2013, p. 12 Change Acceptance Process 1) Unfreezing -- prepare the stakeholders for the change each person must see why the change is needed 2) Changing -- motivate the stakeholders for change; make the change meaningful to stakeholders so each stakeholder internalizes it in his or her work 3) Refreezing -- change is accepted, new ways of working are in place, stakeholders are following them, and the change is reinforced and ingrained
Adapted from Lewin, 1947 Another Approach 1) Establish a sense of urgency 2) Create a guiding coalition 3) Develop a vision and a strategy 4) Communicate this vision 5) Empower others to act on the vision 6) Plan for and create short wins 7) Consolidate improvements 8) Produce more changes 9) Anchor new approaches
Successful change then = motivation to overcome resistance and high quality leadership A change leader directs the process!
Adopted from Kotter, 1996 Change Management Process Formulate the Change Plan the Change Implement the Change Manage the Change Transition Sustain the Change Adapted from PMIs Managing Change in Organizations: A Practice Guide, August 2013, p. 18 Establish Change Roles Sponsor Ensures stakeholders are ready and support the change; builds alliances Leads Support overall change management; coordinate impact of requirements on business processes; coordinate communications about the change; escalate change issues to the program or project managers Integrators Integrate change into the business; ensure processes remain aligned to objectives; may be functional managers or executives Agents Active proponents and drivers of the change; early adopters recognizing the business value; work to integrate change in the organization Recipients Directly or indirectly impacted by the change; need to make sense as to what is happening to handle the transition Adapted from PMIs Managing Change in Organizations: A Practice Guide, August 2013, pp. 10-11 Handling Change But, We All Resist Change What Should We Do? Type of Resistance Reason for Resistance Generic resistance Culture of rejection, refusal Person-based resistance Personality of a rejecting type of person a nay sayer Provided resistance Too much pressure; overloaded with the change requirements and implications Argumentative resistance Weakness in terms of the purpose of the change Adapted from Lindinger and Goller, 2004 Changing the Culture Culture How we do things in the organization informal and formal ground rules shared values and beliefs developed over time Build on the existing culture Determine how to transition What is needed?? LEADERSHIP Adapted from PMIs Managing Change in Organizations: A Practice Guide, August 2013, pp. 17-18 An Actual Situation What to Do?? During the kickoff meeting, it is apparent that you did not win the contract because of the experience of your team, but because your price was lower than the competition. The government representatives really wanted another vendor to win, whom they had worked with on other programs and projects. However, now you must manage this program. Your first deliverable is rejected, and the government representative tells you that you must replace the technical lead as her work is inferior even though she is nationally recognized as a SME in the area. You find a replacement. But, the replacement also cannot meet the customers expectations. Assume you are working as a government contractor. You were so pleased to find that your company won a contract from the National Archives and Records Administration, and you will be the program manager. The purpose of your program is to set up an electronics records management system for this Agency. You have assembled a team of SMEs in this field and are excited. You set up a kickoff meeting with the governments point of contact. You realize you are in trouble and probably never can meet the expectations: something always will be wrong
What can you do in this situation? Remember Often the Problem is a Lack of Information Only a few people are in the know There is no advance warning of the change Limited, if any, meetings are held to describe why the change is occurring No one owns the change; it is imposed The decision has been made, we then must accept it People are taken by surprise Resist Change! Resist Change! Focus on Sensemaking Sensemaking = Activities to understand and focus on the activities of the change process and its outcomes; accept the change with minimal disruption Approaches to consider: Clarify vision and strategy Empower stakeholders Accept innovative ideas Tolerate ambiguity Foster open communications Develop social networks Use team building Adapted from PMIs Managing Change in Organizations: A Practice Guide, August 2013, p. 86 Then and Now??? THEN NOW Change Bureaucratic organizations Painful process Institutional actions
Agile organizations Big adventures More revolutionary Change Management Top down Ordered and directed Strict methods Top down and Bottom up Guided approaches Flexible methods Inclusive People Involved C Level top managers Everyone is a change agent Change managers End users Communications Approaches Explain, convince, decrease resistance, control Meetings Conversations Dialog, share, participate, consider as an opportunity Adapted from Lehman, 2010 Reality? Programs and projects and changes are in the pipeline Organization links Change Management to Project, Program, and Portfolio Management Organization used pre-defined approaches Past Present Desired / Future Adapted from Lehman, 2010 Here Is What We Will Cover Change The Reality Preparing for Change Changing Our Culture about Change Change Management Guidelines for Success Parting Thoughts Suggestions 1) Prepare a change management plan 2) Recognize some changes are mandatory; while others may be optional but may benefit the program, project, or portfolio 3) Realize some changes are more risky 4) Describe the process to follow when a change occurs on the program 5) Determine how to communicate the change Adapted from Levin and Green, 2013 Resisting Change It may not be negative It may mean dissatisfaction with the solution Meet with resistors to try to determine their concerns Strive to work with them to address and resolve their concerns Enlist the support of those who are positive proponents Adapted from PMIs Managing Change in Organizations: A Practice Guide, August 2013, p. 80 Ways to Enhance Success
Change Resistance
Assess stakeholder change resistance; address gaps Vision and Values Determine clarity among stakeholders Change Initiative Stakeholder individual and interdependent roles Build a Strong Alignment Between stakeholder attitudes, strategic goals, and objectives Adapted from PMIs Managing Change in Organizations: A Practice Guide, August 2013, p. 18 Is The Organization Ready?? Assess cultural and historical data in dealing with change Determine how the organization functions during a change effort Determine who is accountable Evaluate if the organization can absorb the change Assess if resources are available to support the change Determine leaderships support to sponsor and sustain the change Measure readiness at the portfolio, program, and project levels Adapted from PMIs Managing Change in Organizations: A Practice Guide, August 2013, p. 20 Have the Benefits of the Change Been Realized?? Do Not Overlook the Importance of Communications! Steady messages to executives and sponsors Need Vision Plan Expectations Confidence Cyclical communications to mid-level managers New information Milestones Empathy Successes Problems Feedback to people impacted by the change Knowledge Experience Emotions Issues Solutions Situational information to everyone involved Discoveries Actions Resolutions Adapted from PMIs Managing Change in Organizations: A Practice Guide, August 2013, p. 106
Here Is What We Will Cover Change The Reality Preparing for Change Changing Our Culture about Change Change Management Guidelines for Success Parting Thoughts Parting Thoughts Failure is not fatal, but failure to change might be. John Wooden (former outstanding UCLA basketball coach) If you don't like something change it; if you can't change it, change the way you think about it. Mary Engelbreit (artist and illustrator) If you don't like something, change it. If you can't change it, change your attitude. Maya Angelou (poet) Everything you now do is something you have chosen to do. Some people don't want to believe that. But if you're over age twenty-one, your life is what you're making of it. To change your life, you need to change your priorities. John C. Maxwell (author and speaker)
Our Goal Following the advice of John Chambers, CEO and Chairman of CISCO Stay relevant as technology and everything else is being updated faster than ever. Chambers says: Our industry is going to be one in constant disruption, which youre starting to see across all industries, it doesnt matter which one. Wall Street Journal, August 9-10, 2014 Thank You! Contact Information Dr. Ginger Levin, PMP, PgMP Certified OPM3 Professional Portfolio, Program and Project Management Author, Consultant, and Educator 954-783-9819 (office) 954-803-0887 (cell) www.linkedin.com/in/gingerlevin ginlevin@aol.com Thank you 2014 PMI Information Systems Virtual Professional Development Symposium The presenter is available to answer questions in the chat pod during the intermission www.PMI.org