What does it mean to be a

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• What does it mean to be a
• CHANGE AGENT?
• PMI Symposium 2013

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Our Challenge

• In the world of business and industry
• We have the ability to improve products,
  services, processes and technologies with amazing
  speed
• Organizations need to rapidly react and adapt to
  ever-changing external influences
• We understand more than ever what motivates
  individuals
• Yet we often fail to achieve expected project
  success because we dont plan for
• the human side of change

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Your Takeaways

• This presentation will challenge you to
• Understand the relationship between individuals
  and organizational change success
• Recognize the relationship between types of
  change and how people react
• Utilize a framework for facilitating individual
  change
• Develop essential change agent capabilities
• Apply key tools for creating transition success
• See yourself as a change agent delivering
  organizational change

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Key Questions

• Are you challenged in your projects to
• engage impacted individuals in the planned
  project transition
• develop involved and recognizable project
  sponsorship
• achieve 100 adoption and proficiency
• address resistance

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Change Management Defined

• Change Management is an enabling
• framework for managing the people side of change
  
• across an organization, through each individual.

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Recognizing Types of Change
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Organizational Change Means Individual Change

• Organizational perspective
• Existing process Process improvement or
  elimination
• Legacy technology Enhanced capabilities
• Separate organizations Merged operations and
  culture
• In-house capability Outsourcing
• Individual perspective
• How I do my job today? How will I do my job
  after the change? Will I have a job?
• How do I sustain success? Do I fit in to the new
  way?

Current state
Transition
Future state
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Project Management and Change Management

• On the technical side, PM represents the
  application of knowledge, process, skills, tools
  and techniques to project activities with the
  purpose of meeting requirements.
• The changewith the intent of improving
  organizational performance, migrating
  people/processes/technologies from a current
  state to a future state.
• On the people side, CM represents the application
  of knowledge, process, skills, tools and
  techniques to manage human engagement and
  performance to achieve the expected business
  outcome.

Project Management
Current state
Transition
Future state
Change Management
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Methodology for Change
PLAN IMPLEMENT OPERATE IMPROVE
Define Change Assess Readiness and Culture Design Strategy Training Sponsorship Communication Coaching Advising Resistance Management Metrics Monitoring Feedback Remediation Rewards Sustainment Change the Change Knowledge Capture Best Practices Industry Leadership
Transformation Methodology Transformation Methodology Transformation Methodology Transformation Methodology
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Integrating Project Management and Change
Management
PM Activities
Initiate project
Scope project
Plan project
Design solution
Develop solution
Implement solution
Evaluate solution
Final acceptance
CM Activities
Define change
Assess readiness
Design change mgmt strategy
Build sponsorship
Prepare change mgmt team
Communicate change purpose
Equip managers/supervisors
Provide coaching
Reinforce key messages via sponsors
Design and deliver education
Address resistance
Measure and evaluate
Reward
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Change Agents Have Essential Capabilities

• Successful Change Agents possess
• Great analytical skills to interpret assessment
  data i.e.,
• When to use which tools and skills
• Scale of change
• Pace of change
• Client capacity to absorb change
• Tailoring approach to change
• Effective listening and coaching skills to lead
  teams and clients
• Excellent facilitation and mediation skills to
  lead and influence clients through transition
• Skill to build commitment and synergy
• Ability to translate sponsor messages to impacted
  employees and vice versa

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Change Agents Benefit From Key Attributes

• Effective Change Agents
• Are collaborative
• Are comfortable with ambiguity
• Are flexible
• Can adapt and pivot their approach based on need
• Can see situations and environments through
  different perspectives
• Have courage to speak honestly to senior
  leaders/sponsors
• Believe in the project and its benefits
• Have credibility with key sponsors
• Are trusted by impacted employees
• Have knowledge of affected business unit
• Have successful organizational and personal
  histories

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Change Agents Apply Proven Tools

• Assessments and Planning Tools
• Change culture
• Change readiness
• Strategy Development Tools
• Design Models and Methods
• Implementation Tools
• Sponsorship identification and coaching plans
• Team member identification and development
• Communication plan
• Training Education plan
• Resistance Management
• Sustaining Tools
• Metrics
• Monitoring and Feedback
• Rewards
• Improvement Tools

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Becoming a Change Agent

• Develop your own change resiliency
• Become familiar with proven change management
  methodology and tools
• View yourself as a multi-purpose tool
• Continually add to and use your capabilities
• Share what you know with others

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Steps to Transformation Success
Add the people dimension to ensure success
Use a framework for change
Develop Change Agent capabilities
Apply proven change tools
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Rewards

• Projects have a much larger degree of success
• Faster adoption of change
• Greater individual engagement
• Change success builds resiliency and change
  capacity increases
• Change tools and methods have a way of
  replicating themselves

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Be the Change!
Do you have a project team delivering change or
a change team delivering a project? Esther
Cameron, Making Sense of Change Management
Questions?