Aligning the Journey: Project & Change Management

1. Aligning the Journey: Project & Change Management Colette Gilpin, PMP & ICAgile Certified Professional(ICP) IMA NERC Fall Conference September 23, 2018

2. Session Plan • Interaction encouraged! • Have a question, comment? Stop me! No need to wait. • Getting to Know Me • Getting to Know You – project experiences, pit falls, successes • IMA Competency Framework Alignment • Projects – Why we do them? • Aligning the Journey: Stakeholder Change Management • How To Tools and Techniques

3. Who I am….. • A practitioner of program, project & change management. • Enjoy the diversity that comes with applying the principles to any function, discipline or program. • Avid learner, continuously finding new ways expand knowledge. • A bit of a control freak – certainly a “type A” • Grew up in Rhode Island, live in Massachusetts & Rhode Island • Work at CVS Health currently supporting complex digital change programs

4. Getting to Know You & Your Experiences • What types of industries do you represent? • What types of projects have been launched at your organizations? • What pit falls have projects you’ve been a part of had? • How successful and fully adopted were the projects? Why? • Let’s share some experiences

5. Aligning to IMA Competency Framework

6. Projects & Project Manager Role • Traditional Considerations of Projects: • A project has a beginning and an end • It has a discreet and measureable set of objectives to achieve • Usually have a timeline and budget to adhere to • Follows a plan to achieve deliverables • A team assigned to achieve the objectives • Team is responsible to complete implementation and ensure adoption of the project outcomes • Project Manager – lead the team capitalizing on tools and techniques to achieve project objectives

7. Projects & Project Manager Role • Project Manager’s role • Leads the team capitalizing on tools and techniques to achieve project objectives. Some key activities include: • Meeting management • Facilitates stakeholder analysis and communication planning • Leads building of the project plan – complete or iterative planning • Help identify & track risks and mitigation strategies • Help identify & tracks issues and resolution plans • Escalation management / Facilitate Removal of Barriers • Keeps management apprised of project • Help the team solution the problems by helping to ask “Powerful Questions” • Open-ended to create greater possibility for expanded learning and a fresh perspective • Outcome may lead to changes in the project; the PM/ScrumMaster helps facilitate communicating and managing those project changes

8. “Powerful Questions” examples: • What will this get you? • If you had free choice in the matter, what would you do? • What is here that you want to explore? • What is the worst thing that can happen? • What is possible here? • What concerns you the most about….? • If you could do anything you wanted, what would you do? • What’s holding you back? • What is the most meaningful action we could take now? * ASPE – ScrumMaster Workshop Course Content - 2018

9. Why are projects initiated? • What are some of the reasons your organizations have chosen to initiate a project? • Could we align the projects we have individually been part of to either: • Improving value? • Reducing waste? • The filter of deciding to take on a project is shifting more and more to these two decision factors…are we improving our value and reducing our waste by embarking on this project? If not, why are we proceeding?

10. Project Fails • Many studies continue to state that 70% of projects fail • What does fail mean to you? • If the project manager gets a team to complete deliverables, on-time and on budget is that a successful project? • Why? • Let’s say that team develops a great solution but no one adopts it. Was that project truly successful? • Stakeholder & Change Management is Necessary! • Regardless of the practices/methods used, the team must bring along all impacted stakeholder on the journey to be successful.

11. Truths About Change • Organizations don’t change, nor do organizations decide to change • Be clear about what is changing • Processes, systems, structure all exist within an organization and can evolve, change or be replaced • What brings them to life in all instances are the people that use them • Decision To Change Results in: • Creating expectations for other people • Asking someone else to do things differently Reference: Mark Mullaly, Ph.D., PMP; PM.com -2018-05 Project Headway “It’s the People Stupid”

12. Change is about the people! • Changes we contemplate sets an expectation to change: • how we interact • what we do • how we behave • Traditionally “Change Management” language speaks to shifting states (current state, future state)….but actually change tries to shift behaviors • Changing behavior IS NOT easy • Messy, difficult, challenging • Not logical or linear • More emotional than rational Reference: Mark Mullaly, Ph.D., PMP; PM.com -2018-05 Project Headway “It’s the People Stupid”

13. Change Reaction • Why Do I Need To Change? • This is what we know! • We keep doing what we know until we find a better way. • Change Can Not Be Forced • Can’t control people • Limited compliance with coercion or scrutiny • People revert to old behaviors when attention goes away • Willingness to accept change depends on individuals seeing ways for them to be more successful • Need to see ourselves being more successful using the new approach • If we can’t see it, we won’t do it Reference: Mark Mullaly, Ph.D., PMP; PM.com -2018-05 Project Headway “It’s the People Stupid”

14. Change Leaders Help Those Impacted: • See how the change can make them more successful • Recognize the improvements from their perspective • Demonstrate the solution works and works well • Pilots • Makes sense and can work in their environment • Realize for a change to be better adopted, it should not be some other organizations “best practice”, it is a tailored solution for ‘us’ Change being embraced requires a sense of ownership and belief it is better than what was in place before and it is uniquely ours. Reference: Mark Mullaly, Ph.D., PMP; PM.com -2018-05 Project Headway “It’s the People Stupid”

15. How do we do this? • Involve impacted stakeholders along the journey • Listen to input – gather “voice of customer” • Include in pilots and early testing • Demonstrate along the way – What’s working? What do they like? What don’t they like? Ideas to improve? • Keep in mind, managing change should not be an after thought of a project; it is not a marketing plan. • It is not a specific deliverable of a project to be checked off. • It is aligning your stakeholders needs, inputs and impacts throughout the project journey at every step

16. Who are your stakeholders? • Flip Chart Exercise: • Identify potential stakeholders of any project you have been a part of in your respective organization. • Identify themes about these stakeholders • Similar needs? • Small impacts; Great impacts? Remember….It’s about the people!

17. Understanding Needs • Stakeholder Change Management Tools: • Stakeholder Analysis • Categorize/ Theme • Power/Interest Grid • Communication Plan • Training Plan • Making Change Last Checklist

18. Stakeholder Analysis • Procedure: • Follow the steps on the next page to identify, prioritize and understand your key stakeholders • Use the included Power/Interest grid to help prioritize stakeholders and determine appropriate relationships among them • Complete the Stakeholder Analysis/Plan template. It is a project deliverable for the Define & Design stage • This is a living plan – the team needs to revisit and update as a project progresses. Stakeholder management is key to delivering successful results; unidentified requirements lead to changes or rework to address Reference: Change Acceleration Process

19. Stakeholder Analysis Worksheet Brainstorm who your stakeholders are. Consider everyone whom your work affects (positively & negatively), who has power or influence over your work, or who have an interest in its successful or unsuccessful conclusion. Stakeholders may be internal or may be external consider the following: Step 1: Identify Your Stakeholders • Creator of legacy system/process • Current users of legacy system/process • Senior executives • Owners of company standards/policy • Employees • Other Projects • Future recruits • Analysts • Customers • Prospective customers • Shareholders • Suppliers • The community • The press • The public • Trades associations • Interest groups • Government • Lenders • Team functional managers • Team Sponsor • Team families • Team As you will need to communicate with individuals, be sure to identify specific people by name within stakeholder organizations. If a department or a group is stakeholder, request one person is nominated for the opportunity to represent. Step 2: Use the Power/Interest Grid to Prioritize Your Stakeholders • Plot your stakeholders in the 2x2 Power/Interest Grid and classify them into one of four groups: • Monitor (minimal effort) – Monitor these individuals, but they do not need excessive communication. • Keep informed – Adequately update these individuals and leverage them to ensure that no major issues are arising. These individuals can provide helpful input on project details. • Keep satisfied – Keep these individuals informed but do not overly engage them to prevent boring them with your message. • Manage closely – Fully engage these individuals and ensure your satisfy them.

20. Stakeholder Analysis Worksheet Step 3: Identify Your Key Stakeholders Once you identify and classify your stakeholders, you can learn how to best engage them and communicate with them by asking these questions of yourself, others, and the stakeholder: • What financial or emotional interest do they have in the outcome of your work? Is it positive or negative? What motivates them most of all? • What does the project need from them? • What information do they want from you? • How do they want to receive information from you? What is the best way of communicating your message to them? • What is their perceived attitude/current opinion of your work? Is it based on good information? • Who influences their opinions generally, and who influences their opinion of you? Do some of these influencers therefore become important stakeholders in their own right? • If they are not likely to be positive, what will win support for this project form key stakeholders? • If you do not think you will achieve stakeholder support, how will you manage opposition? • Who else might be influenced by their opinions? Do these individuals become stakeholders in their own right? Step 4: Complete Stakeholder Analysis/Plan Based on the learning from Step 3, complete the Stakeholder Analysis.

21. Power / Interest Grid for Stakeholder Prioritization Directions: Plot key stakeholders within the four categories in the matrix based on power and influence. Determine your approach to managing these stakeholders depending on where they fall within the grid.

22. Stakeholder Analysis Template

23. Communication Plan

24. Training Plan • Used to identify the work needed to achieve the goal. • Pre-requisites: Final solution being implemented & Stakeholder Analysis • Procedure: • Identify your training goal: what are the overall results or capabilities you wish to obtain by implementing this training plan? • Determine your audiences: who is going to use/need your training plan? There may be multiple roles, levels, and internal support needs. • Distinguish your learning objectives for each audience: what will you be able to do as a result of this plan? • Identify your deliver mechanisms: what media will you use to deliver to each audience? • Facilitate your evaluation: assess the quality of results to conclude whether or not the learning objectives were achieved.

25. Training Template

26. Making Change Last • Integration with Other Initiatives • Were the efforts on behalf of the project well integrated with other organizational initiatives? • Was there a systematic effort to communicate the relatedness of the project to other ongoing initiatives? • Was adequate attention paid to the need to consider the consequences of the project on the organization’s “systems and structures”, i.e. staffing, development, Recognition, measurements, communications and design? • Early Successes • Were early successes built into the project plan? • Were they communicated to other functions and locations? • Were they linked to larger, longer tem outcomes? • Commitment • Did sponsorship continue to be visible and impactful? • Was there a continuing sense of energy and excitement? (Did the business continue to let everybody know that the project was important? • Did sufficient funds continue to be committed? • Did sufficient employee time continue to be committed? • Were appropriate deadlines honored? (or was the project completion date arbitrarily advanced, or were people diverted to other work?) • Learning from Experience • Did “downstream” project activities reflect and benefit from key learning gained early on? • Were project learning and best practices shared widely throughout the organization? • Does it sound as though the team members have grown as a result of the experiences in their capacity to act as leaders of change? (Is it likely that another project launched by them would be successful?) • Excitement • Did the team visibly show its excitement & enthusiasm? • Did the sponsor maintain a high level of personal enthusiasm? • Was their excitement genuine & dramatic? • Was the excitement broadly communicated through words and action? • Resources • Were adequate resources available throughout the project? • Were new resource needs identified in a timely fashion? • Did resource allocation decisions leverage processes? • Was timing of new resource allocation linked to emotional life cycle of project team? • Monitoring Results • Check in with project team six months after completion. How are things going?