Ginger Levin Presentation 081714

54
 Presenter: Dr. Ginger Levin, PMP, PgMP, OPM3 Certified Title: How to Best Embrace Change as an I S Professional Date: 12 September 2014 2014 PMI Information Systems Virtual Professional Development Symposium

Transcript of Ginger Levin Presentation 081714

  • Presenter: Dr. Ginger Levin, PMP, PgMP, OPM3 Certified

    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

    [email protected]

  • 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