PM World Today December 2011 (Vol.

XIII, Issue XII)

PM WORLD TODAY EDITORIAL DECEMBER 2011

Change, Transition, Renewal & Transformation

Periodic changes are natural and necessary for organizations and professionals David L. Pells
Managing Editor Introduction
Change seems constant anymore. This is actually nothing new. In fact, change is a fundamental aspect of project management, but a topic that is not well treated in may opinion. It is often even presented as a separate aspect of project management, as in change control after project plans are set in place. This perspective often results in complicated and burdensome procedures being implemented on many projects. There is a new and growing awareness, however, that changing conditions must be incorporated into the project planning and project management processes; this has given rise to Agile and similar PM methodologies to allow more flexibility in dealing with change. This perspective, however, is not enough. New knowledge and perspective is needed for better understanding the life cycles of projects, programs and even organizations to plan and manage natural periodic transitions. Transition periods occur before, during and after projects and programs are implemented. These transition periods provide opportunities for renewal, for refreshing resources and capabilities. In some case, organizational transformation may be needed, when significant changes occur in the marketplace, environmental conditions, technologies or even within organizations themselves (acquisitions, mergers, restructuring, adding new systems, new people, etc.) Finally, we need to consider our own lives, both personal and professional, to understand how we are affected by changes, how we need to grow and change ourselves, and where the natural transition periods are or will occur. A change in employers, completing a project or starting a new assignment are obvious and natural opportunities to refresh ourselves. Some of these transition opportunities can be planned and welcomed, others might be sudden and unexpected. I would like to suggest that we all need to look at our own life cycle, identify the natural transition points and opportunities to refresh ourselves, to consider the changes occurring around us, where we want to go, and how we need to refresh and transform ourselves for greater achievement and personal happiness. This article takes on those topics from a personal perspective without a lot of supporting research.

PM World Today is a global project management eJournal published monthly at http://www.pmworldtoday.net

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PM World Today December 2011 (Vol. XIII, Issue XII)

Change in Projects and Project Management Change is fundamental to projects and project management in many ways, for example: Projects are initiated to create change Most activities on a project involves changing something Implementing projects, making progress, means accomplishing changes Changes on projects can be planned or unplanned, welcome or unwelcome, positive or negative, large or small, controlled or uncontrolled, driven by internal forces or external conditions Change control is considered a major aspect of project management to manage changes to project scope, schedule, budget and other factors

These change factors are well known within the project management field. But this perspective is too limited; some broader aspects of the changing environment and the nature of projects is overlooked. Here are some other considerations: Projects occur within organizations, or with the critical involvement of one or more existing organizations. These organizations are constantly changing that is, projects are initiated and executed in constantly changing organizations. When organizational changes in the global supply chain are considered, the implications are even more dramatic. All projects involve people and people are constantly changing, as individuals and within groups. Every human being has a set of physical, mental and emotional characteristics, that are not static but constantly evolving. Personal changes can be related to attitudes, physical health, emotional maturation, aging, education and knowledge, professional development, relationships, family conditions, personal growth, etc. External conditions within which projects and project management occur are constantly changing changing technologies, economic and market conditions, political and regulatory environments, physical environment, climate and societal changes. Is it any wonder that projects are complicated and that project management is more difficult than it looks? Most projects are a complex balancing act, a process of trying to manage constantly moving parts (individuals, teams, organizations, suppliers, regulators, stakeholders). Are we even aware of all of those moving parts, the constant changes occurring on our programs and projects? How do such changing conditions or participants affect a project on a daily basis. In my opinion, change is not only normal and to be expected on projects, but is absolutely pervasive. We should go to work each day looking for the changes,

PM World Today is a global project management eJournal published monthly at http://www.pmworldtoday.net

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PM World Today December 2011 (Vol. XIII, Issue XII)

because something will certainly have changed. Projects are full of risks; lack of awareness or knowledge of changes will increase the risks on any project. Not all changes are bad, however. Many can result in new opportunities to do something better or different, to accelerate the schedule, to use different or less costly resources, to apply newer technologies, or to otherwise take advantage of a change. This is why mature risk management always includes opportunities. Natural Transitions The life cycle of every organization, program, project, team and individual includes natural periods of transition. For organizations, these transition periods may include the annual planning and budgeting process, organizational changes or restructuring, executive changes, launches of new products or business lines, opening of new offices or plants, entering new markets, or some dramatic event. For programs and projects, transition periods generally accompany major milestones, for example, project start, design complete, construction/build complete, product/facility delivered to customer, etc. Transitions between program or project phases often involve some period for review, and decision process associated with staying the course or making changes. These transition points can also apply to project teams, which may be reorganized or restructured due to changing needs or conditions. Likewise, the lives and careers of project managers and PM professionals also include natural transition periods for example, following graduation from university, due to changing family situations (marriage, children, divorce, death of parents, etc.), projects starting or ending, requirements or opportunities to change employers, changing personal interests (this happens as we age, by the way), changing health, physical or technical abilities, etc. There are many books and resources available for understanding and addressing our personal and professional lives (see for example the Second Edition paper this month about work-life balance). Transition periods, whether for organizations or individuals, are very important. They represent opportunities to assess progress or historic achievements, to consider current conditions and status, and to review future plans. These are also natural opportunities to identify the positive changes that may be needed to increase the likelihood for success maybe more education, better resources, new approaches, smarter applications. When reviewing your next project schedule, try to identify the transition points where the team can catch its breath, fully assess the rapidly changing environment and readjust plans and processes. In all likelihood, something important may well need to be changed.

PM World Today is a global project management eJournal published monthly at http://www.pmworldtoday.net

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PM World Today December 2011 (Vol. XIII, Issue XII)

The Importance of Renewal Organizational and Personal I have become convinced that project management, by its very nature, is one of the most stressful occupations or professional careers that one can have. Think about it. The entire purpose for project management is to achieve a project to the best quality, at the lowest fair cost, and generally as soon as possible. Uncertainties and changing conditions increase the stress. It is very difficult to maintain high levels of performance and energy for long periods of time under such stressful conditions. Every project team should therefore identify and schedule opportunities to refresh. Just as individuals need to renew their physical and psychological energy, organizations also need to renew themselves periodically. I am a firm believer in continuous education for professionals and continuous learning for organizations. For these reasons, professional development, training and education programs can be very positive for organizations at large and for project teams. It can be quite disruptive to a project for a key individual to take the time to attend a course, seminar or workshop, or graduate degree program, but the longer term health of the organization and individual will be enhanced. I think it is unproductive and unfortunate that so many organizations are eliminating education programs and budgets when the value of human resources is becoming ever more clear. I also think it is very healthy for organizations to change leaders periodically. Generally I think that changing political leaders every four, five, eight or ten years is healthy. It allows for renewal and refreshing of administrations, policies and attitudes. In our profession, I am very disheartened to see professional bodies keep the same leadership for many years. This discourages younger professionals, reduces opportunities for new and better practices, and weakens the organizations. Organizations such as national PM associations or PMI chapters are stronger when they do not rely on the personal power or influence of an individual, in my opinion. There are many cases where an organization founders or collapses when a dominant leader departs. Every organization that wants to remain strong and viable must have periods of transition and processes to ensure renewal. This subject is of particular interest to me this month as I am personally involved in a transition period and process of renewal. I am leaving my role as managing editor of the www.pmforum.org website, transferring it to another party (still to be determined as we go to press). I plan to continue editing and producing this monthly eJournal, but more importantly, I am looking at new opportunities and ways to change my work and professional path. Over the next few months, I will be transitioning, renewing and refreshing my life. I am a little tired and need such renewal. I am happy and excited about the changes, and also somewhat apprehensive. Nevertheless, I expect to learn, grow and advance going forward.

PM World Today is a global project management eJournal published monthly at http://www.pmworldtoday.net

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PM World Today December 2011 (Vol. XIII, Issue XII)

The Power of Transformation At the end of the process end of the day I think we want our programs and projects to be transformational, our organizations to be transformed into more mature, more exciting, more successful places to work. And we need to transform ourselves periodically. This is what I am hoping will be the result of the current transition and renewal period that I find myself in. I hope to transform this PM World Today eJournal into a world-class publication, one that researchers, professionals and organizations will all gain value from. I want to continue the growth curve that I have been on for some time, continuing to learn about and from others around the PM world. I am again refreshing my professional career and I fully expect 2012 to be my best year yet. It will be full of productive activities. I expect to make new friends, see new places and contribute something new and worthwhile to the PM profession.

Conclusion Change is more pervasive and more important in our profession than many realize. Projects are more unstable, complicated and difficult than most people recognize. Is it any wonder that there are still so many project failures? We should also recognize that periods of transition and renewal are important, for organizations, projects and PM professionals. It is natural to stop periodically to assess both past accomplishments and future plans, to refresh ourselves and make changes. We all have opportunities to do so, and for some, the changes can be truly transformational. They have been for me in the past and now I am in another equally rewarding change process. It feels healthy, and exciting! 2011 was a productive year; 2012 can be even better. Im ready for the changes. I hope you are too! If you have a comment related to this editorial, please send an email to me. Thank you for reading PM World Today this month. Good luck with your projects. David L. Pells Managing Editor editor@pmworldtoday.org

PM World Today is a global project management eJournal published monthly at http://www.pmworldtoday.net

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PM World Today December 2011 (Vol. XIII, Issue XII)

References:

About the Author

David L. Pells
Managing Editor PM World Today

David L. Pells is the Managing Editor of PM World Today, one of the worlds leading online sources of project management news and information. David is an internationally recognized leader in the field of professional project management, with over thirty years experience in project management. His professional experience includes a wide variety of programs and projects, including engineering, construction, transit, defense and high technology, and project sizes ranging from several thousand to ten billion dollars. He served on the board of directors of the Project Management Institute (PMI) twice, and was awarded PMIs Person of the Year award in 1998 and Fellow Award in 1999. He is also an Honorary Fellow of the Association for Project Management (apm) in the UK, Project Management Associates (PMA - the national PM society of India), and of the Russian Project Management Association SOVNET. David has published widely, speaks at PM conferences and events worldwide, and can be contacted at editor@pmworldtoday.org.

PM World Today is a global project management eJournal published monthly at http://www.pmworldtoday.net

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