Talk to any project manager and they will underscore the importance of change management support from their colleagues in HR.
Also, most PMs believe that, even when solid capability is brought to the table, they still struggle to include change methodology into initiatives, let alone leverage its value for improved project success.
The difficulty of incorporating change management lies less in the construct of the particular change methodology, and more in the challenge of integrating the rational structure of project management with the irrational and unpredictable process of managing human behavioural change.
Successful change managers have learned that they must enhance the adaptive capability of their project teams by applying both the Art and Science of Change, to create more project successes.
The change 'team' must lay down the strong foundation early in the project;
- assign resources,
- identify their methodology,
- conduct stakeholder readiness and awareness assessments,
- establish a high-level project plan
- Create a project 'theme', develop key messages,
- conduct numerous and varied 'communication' and 'awareness' presentations
- Establish an executive sponsor council and a customer board, keeping the business case uppermost in your head and on the agenda
- Create consensus about the solution with senior executives and HR leaders worldwide.
Closely review and audit progress every 6 weeks and recognise that corrective actions are likely every three months after the project starts. Look for the wobbly wheels before they fall off.
There will be disagreements within the work streams between company and vendor resources. HR leaders and senior executives will suddenly baulk at proposed changes to processes, especially if it concerns performance management and reporting formats.
The change team will find itself marginalised and on the edge of the project. The project managers will be increasingly elusive and evasive, missing or re-scheduling change update meetings.
No matter how well structured, conceived and planned, once a project begins there will be obstacles and challenges that require 'change'; redesigning the plan or creating work-around solutions to help meet broader project objectives.
Most problems are a combination of both and require adaptive capability that allows change leaders to navigate the ambiguity and create flexible solutions to keep initiatives on track.
The change team can struggle in the first phase of the project if they place too much emphasis on the Art of Change — assessing, interpreting and understanding the emotional and behavioural factors that influence people during the course of an initiative.
This will be made more difficult. if they remain removed from what's really happening and continue to articulate the project vision and key objectives.
They need to listen actively, ask tough questions, and create good, honest communications that helps to clarify and define the real problem. They also need to be concerned about maintaining and building good relationships which will help work stream and project leaders stay 'collaborative' over the long haul.
Examining the Art of Change will produce valuable information that will help projects adapt and evolve, successfully. Any behavioural obstacles identified can be difficult for highly structured and logical project managers and technical resources to understand and address. That's why you may need assistance with this.
The flow of information can seem to work against the flow of the project process; the deadlines and budgets established for the initiative. There is a big risk that the Project managers will be left puzzled and wondering how to create actions that fit within the structure of the overall project plan, and as a result, they will see the change team as an obstacle and reject their meaningful 'collaboration.'
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