Embracing and Exploiting Change as a

Program or Project Professional

Dr. Ginger Levin, PMP, PgMP

Certified OPM3 Professional
A Member of PMIs Registered Consultant
Program
linkedin.com/in/gingerlevin

Ginger Levin, 2015 1

 Workshop Goal
To change the focus from one who resists
change to being a change agent recognizing
the business value changes can have in our
organization.

Ginger Levin, 2015 2

 Instructor
Dr. Ginger Levin, PMP, PgMP
Background
15 years in Government
20+ years in Industry and Consulting
10+ years in Academia

Current Affiliation
Self employed Author, Consultant and Educator, Lighthouse Point,
Florida
Adjunct Professor in Project Management, University of Wisconsin-
Platteville and SKEMA, Lille, France

Contact Information
ginlevin@aol.com
Ginger Levin, 2015 (954) 783-9819 (office), 954-803-0887 (cell) 3
 Participants
Tell us something about
YOU!

Name

Background

Expectations for this Workshop

Something funny!

Ginger Levin, 2015 4

 Wokshop Delivery Strategy
Group and Individual
Exercises

Discussion

Explain Tools / Techniques

Define Concepts

Ginger Levin, 2015 5

 Housekeeping
Classroom Etiquette
Participate fully
Maintain an open mind
Learn from fellow participants
Ask those stupid questions
Display respect for others
Arrive on time
Quiet cell phones,
beepers
E-mail/text only on breaks

Schedule
Very few hours!
Presentation materials
Team and individual exercises
Breaks
6
Ginger Levin, 2015
 Workshop Learning Objectives
At the end of the workshop, you should be able
to:
Explain why a focus on embracing, exploiting and
adapting to change is necessary
Recognize what you need to do establish an
environment conducive to change
List and manage the types of changes that can affect
portfolios, programs, or projects
Network, have fun, AND earn PDUs!

Ginger Levin, 2015 7

 Key Questions

How can we best cope with change?

What strategies are the most effective

for use on portfolios, programs, and
projects?

Ginger Levin, 2015 8

 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
Ginger Levin, 2015 9
Adapted from PMIs Managing Change in Organizations: A Practice Guide, August 2013, Preface
PMI Pulse of the Profession 2015
The dynamic, rapidly Causes of project
changing, complex failures (p. 25)
business environment Change in
continues to organizations
emphasize the need priorities = 40% #1
for excellence in Change in project
project, program, and objectives = 35% #3
portfolio Poor change
management = 25 #12
management (p.19)

Ginger Levin, 2015 10

 Change

Nothing remains the

It is constant in our lives today
same

It is inevitable in project, Adaptive

program, and portfolio Approaches
Resist Change!
management Required All changes involve
people!

It is rare to remain in one

organization for our careers
Organizations of all type change

Ginger Levin, 2015 11

 Key Definitions

Portfolio

Program

Project

Adapted from PMI PMBOK Guide Fifth Edition and Portfolio Standard Third Edition

Ginger Levin, 2015 12

 Definitions (1 of 2)

Change is strategic the

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)
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)

Ginger Levin, 2015 13

 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,

Ginger Levin, 2015 August 2013, p. 2 14
 Portfolio Management
Organizational Context
Vision

Mission

Organizational Strategy and Objectives

Portfolio Management
Strategic Planning and Managing
Programs, Projects, and Operations

Management of Management of Authorized

Ongoing Operations Programs and Projects

Ginger Levin, 2015 Adapted from PMI Portfolio Management Standard Third Edition 15
 Interactions
PORTFOLIO

Programs Projects Subportfolio

Operations Projects Subprograms Projects Program

Projects Projects

Projects

The Standard for Program Management, p. 11

Ginger Levin, 2015 16
 But, What Are The Problems?
Difficulty aligning programs, projects, and
operational activities
No one wants to say NO
Budget availability issues
Benefits are not defined
Business case is not defined
Lack of selection and prioritization process
Lack of a common process as mixed
approaches are used
Ginger Levin, 2015 17
 Project Versus Program Change
Project Change
Monitor and control variance
from planned cost and
schedule
Use a change request if there
are cost, schedule, scope,
quality, or output impacts
If the change is accepted,
incorporate it into the project;
adjust cost, schedule, and
other attributes
Use change management to
keep the project aligned with
baselines and manage
variance impacts
Ginger Levin, 2015 The Standard for Program Management, pp. 21-22
Program Change
Use change management to
limit component variability
Address uncertainty
Realize some components
may end up with different
results than what were
planned
May redirect, replan, or stop
efforts to ensure business
value is realized
Consider it in a forward,
proactive manner
It is an iterative process
18
 Delivering Changes with Projects
Consider the following:
Is the change reasonable, can it be measured and
sustained?
Have risks been identified, and are methods in place
to control them?
Is the team able to execute the activities to deliver the
benefits?
Is the importance of communications, stakeholder
participation, and potential resistance recognized?
Are plans optimized to recognize successful
outcomes?
OTHERS?? 19
Ginger Levin, 2015 Adapted from PMIs Managing Change in Organizations: A Practice Guide,
August 2013, p. 92
 PROJECTS
Scope Projects have defined objectives;
scope is progressively elaborated
throughout the project life cycle
Change Project managers expect
change and implement
processes to keep change
managed and controlled
Planning Project managers progressively
elaborate high-level information
into detailed plans throughout the
project life cycle
Management Project managers manage the
project team to meet the project
objectives
Success Success is measured by product
and project quality, timeliness,
budget compliance, and degree of
customer satisfaction
Monitoring Project managers monitor and
control the work of producing the
products, services, or results the
project was undertaken to produce
Ginger Levin, 2015 The Standard for Program Management, p. 8
PROGRAMS
Programs have a larger scope and
provide more significant benefits
Program managers must expect
change from both inside and
outside of the program and be
prepared to manage it
Program managers develop the
overall program plan and create high-
level plans to guide detailed planning
at the component level
Program managers manage the
program staff and the project
managers; they provide vision and
overall leadership
Success is measured by the degree to
which the program satisfies the needs
and benefits for which it was
undertaken
Program managers monitor the
progress of program components to
ensure the overall goals, schedules,
and budget, and benefits of the
program will be met
PORTFOLIOS
Portfolios have an
organizational scope that
changes with the strategic goals
of the organization
Portfolio managers
continually monitor changes
in the broader internal and
external environment
Portfolio managers create and
maintain necessary processes
and communication relative to
the aggregate portfolio
Portfolio managers may
manage or coordinate portfolio
management staff or program or
project staff that may have
reporting relationships into the
aggregate portfolio
Success is measured in terms
of aggregate investment
performance and benefit
realization of the portfolio
Portfolio managers monitor
strategic changes aggregate
resource allocation,
performance results and
portfolio risk
20
 Strategic Business Initiatives
The objective is to address the need for change
through strategic business initiatives
Why?
To modify the organization
To modify the products and services
The emphasis is to ensure portfolios, programs
and projects are:
Aligned with strategy and objectives
Use the best mix of investments
Effectively use available resources
Ginger Levin, 2015 21
The Standard for Program Management, p. 13
 Dynamics of Organizational Change

The norm and not the exception

Why?
Complexity
External factors
Downsizing
Executive turnover
Mergers and acquisitions
Resource constraints
Others??
Ginger Levin, 2015 22
 Group Exercises Group 1
Assume you are working for the State government in Salt Lake City.
Your IT CIO met with the IT CIOs from the other government
agencies and received agreement that your agency would be the
lead to consolidate all IT work for the State government in your
agency. The objective for this program is One IT. You have been
designated as the Program Manager. Obviously, already there are
many negative stakeholders, and many people fear the loss of their
jobs. Plus, you are under severe time constraints as the One IT
program must be complete before the next State elections in slightly
more than a year in case there are budget cuts. Work with your
group to determine:
How you can exploit this change since it is focused on enhancing
capabilities
The business benefits of this change
A list of at least five negative aspects to this change that you must
overcome in a proactive way 23

Ginger Levin, 2015

 Group 2
Assume you work for the University of Utah [wrong location as it is
not the Miami U] and your Department has implemented the flipped
classroom students now do the lectures outside of class and take
tests and do other exercises in class. Each student has an iPad
with the exercises, which are video recordings of the instructor
lecturing. In terms of a change, it is considered to be one that
enhances capabilities. Now, however, since the Department
considers it a success, the Chancellor has appointed you to set it up
so all the Departments adopt this mode of learning, and you have
one year to complete the program. Work with your group to
determine:
How you can exploit this change since it is focused on enhancing
capabilities
The business benefits of this change
A list of at least five negative aspects to this change that you must
overcome in a proactive way 24

Ginger Levin, 2015

 Group 3
Assume you work for a leading healh insurance company, which provides
health insurance and related services for nearly three million people in four
western states: Idaho, Oregon, Utah, and Washington, that began more than
90 years ago, when a community of loggers came up with an innovative idea
to pool their health care dollars - for the purpose of this exercise, it is known
as RegentLev. Recently, it has been bombarded by people of the Baby
Boomer generation who have boomed into Medicare, and RegentLev is
overwhelmed with applications to use it for supplemental insurance to
Medicare. To save some time and money, you are leading a program, which
could be described as comfortable innovation, to set up a process so that if a
boomer does not enroll by the first day of the month before his or her birthday,
he or she will not have coverage for a month, enabling RegentLev to have
more time to process applications. Work with your group to determine:
How you can exploit this change since it is focused on comfortable innovation?
The business benefits of this change
A list of at least five negative aspects to this change that you must overcome in a
proactive way
25
Ginger Levin, 2015
 Group 4
Assume you are working for a worldwide leader in automotive safety, a
pioneer in both seatbelts and airbags, and a technology leader with the
widest product offering for automotive safety. The company has 80
subsidiaries and joint ventures in more than 30 countries, test cars and
products at 20 crash test tracks in nine countries, and is located in Ogden
known in this exercise as AutoLevin. You are managing a program so that
it enters an entirely new market that focuses on aviation safety. This is a
major change initiative, and it is high risk essentially a bet the company
program. Everyone is collocated on your team, has signed a NDA, and the
others in AutoLevn have no idea as to what this team is doing as it is
located in Provo. You report directly to the Executive Team, and this
program is ranked #1 in the portfolio. Work with your group to determine:
How you can exploit this change since it is focused on extensive strategic
change
The business benefits of this change
A list of at least five negative aspects to this change that you must overcome in a
proactive way

Ginger Levin, 2015 26

 The Rate of Change Is Increasing
Complexity We need to embrace, exploit,
and adapt to changes
Technology
And we need rigorous change
Social media management practices
Availability of information Change management is
essential in portfolio, program
Mergers and acquisitions and project management to
Downsizing achieve benefits and business
Resource constraints value
Strategic agility is needed!
Global environment
Others???

Ginger Levin, 2015 27

 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,
Ginger Levin, 2015 August 2013, pp.2-3 28
 Group Discussion
Do you consider your organization to be
strategically agile?
If yes, why?
If not, what needs to be done??

Ginger Levin, 2015 29

 Organizations and Approaches to
Change Management
Change occurs in all organizations
Some are more prepared for it than others
Examples:
TRW
SAP
IBM
Some financial and business services
organizations
Others???
Ginger Levin, 2015 30
 General Electric Model

Ginger Levin, 2015 31

www.ge.com
 IBM Survival to Success
The pinnacle of success 25 years ago
1993 biggest loss in corporate US at $8 billion
Lessons learned:
Business must be global shared-services, using talent across
the world, standard processes and procedures 9 of 10 people
now focus on client work, not internal work of IBM
Sometimes companies must transform their portfolios completely
balanced mix approach adopted, divest low growth and used
acquisitions, grow services
Success comes from leadership not mere survival understand
trends, determine strengths and resources, capitalize on them

Ginger Levin, 2015 Adapted from Forbes, 7/7/10 32

 Why Is This Hard??
No one is responsible. The program is over,
Did we really plan for
why worry if we
change?
accomplished any
changes.

The effects of change are

too vague to quantify.
We tried to embrace
change positively
before; it did not
work then, why will it
work now?
We thought we had a change
plan, but we never followed it.

Ginger Levin, 2015 33

 Aim, Fire, Aim
Dynamic Environments
Static Dynamic
Predictable environment; stability is the Difficult to predict the environment;
norm rapid change is the norm
Targets are stationary Targets are moving
Change brings more harm than good Change brings more good than harm
Allowing change is damaging Resisting change is damaging
Business cases remain valid Business cases change constantly
Strategic input needed at the start Strategic input needed throughout
An accurate plan optimizes efficiency An adaptable plan optimizes efficiency
Goal: time, cost, quality/scope Goal: business benefits optimized
High emphasis on control to achieve High emphasis on adapting to achieve
goals goals
AIM, AIM, FIRE AIM, FIRE, AIM
Aim, Fire, Aim Project Planning Styles in Dynamic Environments, Collyer,
Ginger Levin, 2015 34
Warren, Helmsley, and Stevens, Project Management Journal, September
2010, p. 116
 When to Resist or
Embrace Change??
Impact of Embracing Change
Impact of Resisting Negative Positive
Change
Negative High-intensity balanced Embrace change; use
approach (aerospace, emergent approaches
defense) (high technology)
Positive Resist change Low-intensity, balanced
(construction) approach (low
technology)
The portfolio, program, or project manager determines whether
embracing change is worth the risk of doing so, considering trade-
offs proportional to the maturity of the technology used

Aim, Fire, Aim Project Planning Styles in Dynamic Environments, Collyer,

Warren, Helmsley, and Stevens, Project Management Journal, September
2010, p. 118
Ginger Levin, 2015 35
 An Actual Example What to Do??
Group Discussion
You are the program manager to reorganize one of the
business units in your company. This business unit has
been lagging in its profits, and the executive team is What should you
disappointed in its management structure and attitudes do?
of the staff. You and your team are to report to the How can you change
executive team of the company. You schedule a meeting this business unit
with the head of the business unit to kickoff this program. manager from being
a resister to being
supportive of this
He was in shock as he had not been told that his unit transformation
was in trouble, and he defiantly says he will not meet program?
with you at this time. You inform the executive point of Take an embracing /
contact; soon, a kickoff meeting is set up. exploiting change
At the kickoff meeting, you know immediately you are in approach
a hostile environment, and you are unsure how best to
proceed. You know you need the cooperation of this
business unit manager and his staff for success.

Ginger Levin, 2015 36

 Change and Program and Project
Management
Continually
Different
Linking the
Stakeholders
Programs or
in
Projects
Different
Objectives to
Locations
Benefit Those of the
Realization Organization
and
Management
Competing
Priorities in
Internal and the Program
External and the
Constraints Organization
Interdependencies
among Projects in
the Program

Ginger Levin, 2015 37

 Programs and Change
Why change requests occur:
Good practices in program management
Desire to modify the programs strategy, plan, or resource use
Program manager works collaboratively with the
Governance Board to assess changes and see if the
change helps achieve program and organizational
goals
Assess acceptability of:
Risks
Operational feasibility
Organizational acceptability
Consider need for Governance Board approval
Ginger Levin, 2015 38
The Standard for Program Management, p. 59
 Change Management Tasks

Define Plan Communicate Manage

The type of The change The most
The transition
change and its objectives effective ways to
to the new
dimensions and how to communicate
approach
best control the change
The change them internally and
process and externally
methods

The roles,
communications
methods, and
culture

Adapted from Gareis, 2010

Ginger Levin, 2015 39
 Consider This Actual Example
Group Discussion
You have been selected to manage a project that will contribute to
the safety of the nations milk supply. This project has a number of
key stakeholders, at the federal and state government levels as well How can you
as in the dairy industry. You feel the best approach is to have a best manage
kickoff meeting with involvement by all of the key stakeholder these
groups. stakeholders
so there is a
During this meeting, you find that everyone has a different view common
as to what you are to do on your project. Your own team is vision?
confused, and your sponsor provides no direction to you during this
session. How can you
gain support
for your
You know that unless there is a common vision for the project?
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.

Ginger Levin, 2015 40

 PMIs Study with The Economist
Why Good Strategies Fail, March 2013
Why strategic initiatives succeed Issues that are somewhat or
what are the main reasons? very high priority:
25% of the respondents Ability Creating a culture receptive to
to manage change (p. 8) change:
72% = Best executors
Effectiveness of processes to
40% = All other companies (p. 14)
manage the strategic initiatives
Biggest barriers to successful
portfolio: strategy implementation:
Introducing change: The organization lacks change
7% = very effective management skills = 45% (p. 18)
34% = somewhat effective Priority of creating a culture receptive
40% = somewhat ineffective to change:
15% = not at all effective (p. 13) 16% = very high
30% = somewhat high
36% = moderate
16% = Somewhat low
7 % = Very low (p. 22)
Ginger Levin, 2015 41
 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!
Ginger Levin, 2015 Adapted from PMIs Managing Change in Organizations: A Practice Guide, 42
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

Ginger Levin, 2015 43
 Another Approach
1) Establish a sense of urgency Successful change
2) Create a guiding coalition
then = motivation to
3) Develop a vision and a
strategy overcome resistance
4) Communicate this vision and high quality
5) Empower others to act on the
vision
leadership
6) Plan for and create short wins A change leader
7) Consolidate improvements
directs the process!
8) Produce more changes
9) Anchor new approaches

Adopted from Kotter, 1996

Ginger Levin, 2015 44
 Types of Changes
First order: Second order:
Minor improvements and Multi-dimensional, radical
adjustments that do not change
change the systems core Discontinuous, deep
and occur as the system structural change
naturally grows and Leads to a new identity of
develops (Levy and Merry, 1986, p. 5) the organization
Examples: changes in Long duration >1 year
processes, organization
structure technology, Complex and dynamic
communication systems, Resistance to change
recognition and rewards, Time pressure

decision-making process (Levy and Merry, 1986)

Ginger Levin, 2015 45

 Organizational Learning
Continuous improvement in daily business
Innovations are promoted
Objectives: provide new technology, processes, and
environment knowledge to employees and a basis for
more efficient performance
Challenge: Assure continuous reflections and a drive to
improve the organization

Acquiring New Stabilizing New

Knowledge Knowledge

Ginger Levin, 2015 46

Adapted from Gareis, 2010, p. 321
 Further Developing
Maintain and improve business results
Implement major improvements and innovation to
products, markets, the organization, other relationships
If a new product is developed, consider processes, roles,
people, and infrastructure
Challenge: appropriate resources for management
commitment and alignment to organizational strategies

Conceptualizing Piloting Rolling-out a

and Developing Development

Ginger Levin, 2015 47

Adapted from Gareis, 2010, p, 321
 Transforming
Strategies, culture, and structures of the organization change
Leads to strategic and cultural re-orientation
Redesigning the organization and strengthening new core
competencies
Broad involvement, top-down start, quick wins, pilots, vision, plans,
communications, integrating new values,

Planning the Implementing the Stabilizing the

Transformation Transformation Organization

Adapted from Gareis, 2010, pp. 321-322

Ginger Levin, 2015 48
 Radical New Positioning
A crisis to the organization necessary for survival
Focus is on all change dimensions
Reduction of services and products, focus on limited
markets, retain good employees, improve financial
position, stabilize the daily business, manage crucial
relationships, and close the crisis

Planning the Performing the

Crisis Revolution Crisis Revolution

Ginger Levin, 2015 Adapted from Gareis, 2010, p. 322 49

 Change Management Process
Formulate
the Change

Sustain the Plan the

Change Change

Manage the
Implement
Change
the Change
Transition

Ginger Levin, 2015 50

Adapted from PMIs Managing Change in Organizations: A Practice Guide,
August 2013, p. 18
 Establish Change Roles
Change Role Description
Owner Responsible for strategic change management
Responsible for change results
Defines the strategic requirements
Markets the change
Manager Responsible for operational change management
Handles the transition
Assures compliance with any standards
Deals with resistance
Agent Part of the change team
Provides information to others about the change
Deals with resistance
Implements change measures in the organization
Expert Provides advice as to how to handle the change

Adapted from Stummer and Zuchi, 2010

Ginger Levin, 2015 51

 Other 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
Ginger Levin, 2015 52
 Group Discussion
Since all programs and projects result in
some type of change, and if one is working
in portfolio management there is continual
change, how do you suggest we build
these roles into our work??
Roles:
Owner, manager, agent, expert
Sponsors, leads, integrators, agents,
recipients
Ginger Levin, 2015 53
 Handling Change

Ginger Levin, 2015 54

 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 Weakness in terms of the
resistance purpose of the change
Ginger Levin, 2015 55
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
Ginger Levin, 2015 Adapted from PMIs Managing Change in Organizations: A Practice Guide, 56
August 2013, pp. 17-18
 An Actual Situation
What to Do??
Assume you are working as a government contractor. You were so
You realize you are
pleased to find that your company won a contract from the National in trouble and
Archives and Records Administration, and you will be the program probably never
manager. The purpose of your program is to set up an electronics records can meet the
management system for this Agency. You have assembled a team of expectations:
SMEs in this field and are excited. You set up a kickoff meeting with the something always
governments point of contact. will be wrong

During the kickoff meeting, it is apparent that you did not win the
contract because of the experience of your team, but because your
What can
price was lower than the competition. The government
representatives really wanted another vendor to win, whom they had
you do in
worked with on other programs and projects. However, now you this
must manage this program. Your first deliverable is rejected, and the situation?
government representative tells you that you must replace the Can you
technical lead as her work is inferior even though she is nationally exploit,
recognized as a SME in the area. You find a replacement. But, the embrace, or
replacement also cannot meet the customers expectations. adapt to this
situation?
57
Ginger Levin, 2015
 Remember Often the Problem is a
Lack of Information
Only a few people are
People are taken by surprise in the know

The decision has been made, Resist

we then must accept it Resist Change! There is no advance
Change! warning of the change

No one owns the change;

it is imposed
Limited, if any, meetings are held to
describe why the change is occurring
Ginger Levin, 2015 58
 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

Ginger Levin, 2015 59

Adapted from PMIs Managing Change in Organizations: A Practice Guide,
August 2013, p. 86
 Sensemaking Activities
Networking Focus groups
Individual interviews Training
Team meetings Decision meetings
Information sessions Coaching
Facilitated workshops Mentoring

Adapted from PMIs Managing Change in Organizations: A Practice Guide,

Ginger Levin, 2015 60
August 2013, p. 87
 An Actual Situation
What to Do?
You are devastated
Assume you are managing a program that is with this news. You
considered to be the most important one in your do not even know
company; in fact, you are asked to report how to tell your
directly on its progress to your CEO and other team, and you can
members of the executive team. see a number of
people probably
You just learned that your company now has
will lose their jobs
merged with another company. Your program was
for the development of a new product; the other
company also is working on a similar product and is
What should you do?
almost finished, while your program has at least two
Can you adapt and if
years to go.
so how?
Your team is to work for the other team to complete
the program immediately. You will no longer be in
charge but will report to the other program manager.

Ginger Levin, 2015 61

 Then and Now???
THEN NOW

Change Bureaucratic Agile organizations

organizations Big adventures
Painful process More revolutionary
Institutional actions

Change Top down Top down and Bottom up

Management Ordered and directed Guided approaches
Strict methods Flexible methods
Inclusive
People Involved C Level top managers Everyone is a change agent
Change managers
End users
Communications Explain, convince, Meetings
Approaches decrease resistance, Conversations
control Dialog, share, participate,
consider as an opportunity
Ginger Levin, 2015 Adapted from Lehman, 2010 62
 Reality?

Desired / Future

Organization links
Present Change
Management to
Programs and Project, Program,
projects and and Portfolio
Past Management
changes are in
Organization used the pipeline
pre-defined
approaches

Adapted from Lehman, 2010

Ginger Levin, 2015
63
 Suggestions
1) Prepare a change management plan
2) Recognize some changes are mandatory;
while others may be optional but may benefit
the program
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

Ginger Levin, 2015 64
 Items in a
Change Management Plan
Purpose
Processes and procedures
to influence changes and
assess their impact
Change Process
Different types of changes,
key stakeholders and roles
and responsibilities,
communications
processes, priorities
Change Type
Level of detail required,
approval requirements, impact
on documents
Ginger Levin, 2015
Adopted from Levin and Green, 2013
Controlled/Configuration Items
Change Evaluation and
Approval Processes, and
Procedures
Change Control
Processes and integration with
the PMIS
Configuration Status
Accounting and Metrics
Verification and Audits
Approvals
65
 Project Control and Change
Control Options When to Use a Change Option?

Scope Changes Inaccurate assumptions

Benefits cannot be realized, but outcome can be
completed
Deliverable is no longer needed
Defer Scope Inaccurate assumptions, but future results are not
Elements to impacted
Another Project Change can be deferred without an impact to the
projects outcomes
Extend the New stakeholders who may be negative
Schedule New people are impacted by the project, requiring time to
realize the benefits
Transition takes longer than planned
Add Resources / New people are impacted by the project, requiring time to
Budget realize the benefits
Stop the Project Change is so significant the outcome cannot be achieved
Adapted from PMIs Managing Change in Organizations: A Practice Guide, 66
Ginger Levin, 2015 August 2013, p. 109
 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,
Ginger Levin, 2015 67
August 2013, p. 80
 Ways to Enhance Success

Assess stakeholder change
Change resistance; address gaps
Resistance

Determine clarity
Vision and among
Values stakeholders

Stakeholder
Change individual and
interdependent
Initiative roles

Build a Between
Strong stakeholder
Alignment attitudes,
strategic goals,
and objectives

Ginger Levin, 2015 Adapted from PMIs Managing Change in Organizations: A Practice Guide, 68
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,

Ginger Levin, 2015 69
August 2013, p. 20
 Have the Benefits of the Change
Been Realized??

Ginger Levin, 2015 70

 Types of Benefits
F
i
n
a Reduced Costs Improved Staff Morale
n Improved Cash Enhanced Customer Satisfaction
c Management Quick Access to Information
i Increased Revenue Improved Processes
a
l Greater Access to Markets

Non-
F Improved Quality of Service
i Meeting Metrics/KPIs
n Reduced Staff Turnover
a
Fewer Customer Complaints
n
c Improved Productivity
i
a
l
Direct, Tangible Indirect, Intangible
Ginger Levin, 2015 71
Adapted from Williams and Parr, 2006, p. 173
 Change Management
Competencies
Embracing Change
Establishes an environment receptive to
change
Influences factors that may result in change
Plans for change and its potential impact
Manages changes when they occur

Adapted from Levin and Ward, 2011

Ginger Levin, 2015 72
 A Few More
Avoid the old command and control form of
leadership instead persuade and influence
Invite employees to challenge assumptions even
if they involve the traditional ways of working
Be a collaborative portfolio, program, or project
manager
Communicate differently and use social media
Rethink and strengthen customer relationships
Adapted from IBM, Capitalizing on Complexity, 2010

Ginger Levin, 2015 73

 Set Up a Transition and
Sustainment Process
Link the program and project outcomes with those in
operations
Involve the operations stakeholders in the process
See if during the transition any unplanned issues arise
Start the transition and sustainment activities early in the
process along with measures of success
Assess the delivery of business value and benefits
Document lessons learned so they can be easily
accessible

Ginger Levin, 2015 74

 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
Ginger Levin, 2015 75
Adapted from PMIs Managing Change in Organizations: A Practice Guide,
August 2013, p. 106
 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)
Ginger Levin, 2015 76
 Last But Certainly Not
Least

Consider the Following

Ginger Levin, 2015 77

 www.function1.com

Ginger Levin, 2015 78

 Ginger Levin, 2015 79
 Thank You!

Ginger Levin, 2015 80

 Contact Information
Dr. Ginger Levin, PMP, PgMP
Certified OPM3 Professional
Portfolio, Program and Project
Management Consultant, and Educator
954-783-9819 (office)
954-803-0887 (cell)
www.linkedin.com/in/gingerlevin
ginlevin@aol.com

Ginger Levin, 2015 81