INFO 7131

Project and Change Management

Complete Picture of Project Selection and Delivery
1. Need to consider all aspects of project selection and delivery:
• What the business wants (requirements)
• What the business gets (solution that delivers on requirements)
• Delivered according to business priority (project portfolio
management)
• Implemented properly (project management)

2. Cannot take an individual view without risking problems

3. Need to emphasise the importance of the solution whole lifecycle and

the interdependence of the roles
 Projects on-time, on-budget,
to scope
Risk, quality, communications,
human resources, procurement, integration,
stakeholder management

Standardization (consistent methodology

and processes)

Reporting & dashboards

Talent development – Training, coaching,
mentoring & supporting PMS

Identifying the DNA I

Focus on the right projects Projects on-time, on-budget,
Prioritization to scope
Portfolio management Risk, quality, communications,
human resources, procurement,
ROI integration, stakeholder
Profitability management
Value Standardization (consistent
Impact methodology and processes)
Benefits management Reporting & dashboards
Customer-focus Talent development – Training,
Growth coaching, mentoring &
Innovation supporting PM

Identifying the DNA II

 STRATEGY
WHY ?
Winning game plan
Strategic decision-support
Choices & prioritization
Business alignment
Benefits realization
Results, value & impact
Focus on why, what & for whom?
Doing the right things
Effectiveness
Innovation & exploration
<GET>
OUTCOMES
PURPOSE
Identifying the DNA III
EXECUTION
WHAT & HOW ?
Develop improve execution &
performance capabilities
Focus on how & when
Management systems
People, process, tools, flow
Productivity, prediction &
perfection
Efficiency & exploration
Doing things right
<DO>
OUTPUTS
PERFORMANCE
 Future Fitness Matrix

III. Proactive IV. Excellent

High
Optimize internal Fit for the future –
processes intelligent enterprise

Foresight
I. Threatened
II. Reactive
Seriously threatened
for the long term Investments in long-
Low

owing to a rigid term strategies and

adherence to developments
strategies that led to
success in the past

Low High
Reaction Speed
 DEFINING & MEASURING PROJECT SUCCESS (1/3)

Time to Market
Time Cost Benefit
Time to Value
Quality
Customer Experience
Customer/Stakeholder
Satisfaction

Scope Customer/End-user Adoption

Project Outputs Project Outcomes

Mirroring Project Outputs and Outcomes

 DEFINING & MEASURING PROJECT SUCCESS (1/3)

BUDGET SCOPE

BENEFITS/
BUSINESS
OUTCOMES SCHEDULE

Parallel Balance
 DEFINING & MEASURING PROJECT SUCCESS (1/3)

Customer
Adoption Benefit
Customer
Experience

Scope

Quality
Time HSSE Cost

HSSE: Health, safety, security. and environment Diamond

 EFFICIENCY EFFECTIVENESS EXPERIENCE IMPACT
Traditional / 2 nd
Generation Project Mgt. 3 Generation Project Mgt. &
rd
Next Generation?
Foundational & PMO 2.0 PMO 3.0

Mindset Mechanical (factory – Systems Organic (views organization as Intuitive (hybrid of organic/
oriented views (connected, integrative complex adaptive system; non- mechanical-augmented with
organization as thinking) linear, adaptive and holistic automation and intelligence)
complicated machine; thinking)
linear, siloed thinking)

Purpose & Execution and delivery Results, benefits and value Strategy – execution – linking
Strategic decision-support strategy and execution, with a
Focus and prioritization stakeholder and customer focus
– customer first, customer
experience, customer success,
and customer creation, and
retention orientation
Strategic-execution – long-term
gaze; shift to network benefits,
from individual customer
benefits; greater value and
impact, while maintaining
customer commitment and
loyalty; sustainability and legacy

Role Scope, Plan, Execute, Service, support, coaching, Force multiplier – facilitate, Sense, Respond, Adapt, Adjust
Control (SPEC) consulting expedite, connect and link; (SRAA)
Standardize (do it right Strategic decision-support Enable agility and innovation;
and consistent)
Prioritize (do the right things)

Approach Controlling and planning Collaborative Adaptive Integrative, intuitive and

(Top-down) Iterative and incremental Experimentation (trial & error) emergent (bottom-up-self-
Predictive and analytical Agile/Lean methods Sensing & perceiving (new & organization)
Risk intolerance Risk tolerance to a degree different lenses) Designing, architecting, and
Failure is not an option Customer engagement and choreographing
collaboration
Smart risk-taking

Management Evolution: From Efficiency and Effectiveness to Experience and Impact (1/2)
 EFFICIENCY EFFECTIVENESS Experience IMPACT
Traditional / 2 Generation Project
nd
3 Generation Project
rd
Next Generation?
Foundational Mgt. & PMO 2.0 Mgt. & PMO 3.0
Governance Compliance orientation Delivery orientation Business and customer Network orientation
(monitoring and control (support and orientation (responsive & designed to optimize the
– rigid processes; collaboration – flexible adaptive processes; self- whole (intuitive,
forced compliance) processes; voluntary regulating and desire automated, and
compliance) based governance) augmented governance)
Measurement & Compliance and Benefits and outcomes Business value and Long-term impact;
Success Criteria certification Customer satisfaction impact sustainability and legacy
Deliverables and Customer creation;
outputs retention; Net promoter
On-time, on-budget score (NPS)
delivery Learning and innovation
Ownership & Tasks, outputs, and Delivery of benefits, and End-to-end customer Long-term impact;
Accountability deliverables outcomes success and impact sustainability and legacy
Mantra Faster, better, cheaper Optimization of benefits Agility and adaptive Intuitive and intelligent
and value

Management Evolution: From Efficiency and Effectiveness to Experience and Impact (2/2)
 STRATEGIC & BUSINESS MANAGEMENT LEADERSHIP
Business oriented skills; applies to all certifications Competency in guiding and motivating;
 Benefits management and realization applies to all certifications
 Business acumen  Business models and  Brainstorming  Coaching and
structures  Competitive analysis
 Team building mentoring  Conflict management
 Customer relationship and
 Data gathering and  Emotional intelligence
satisfaction  Industry knowledge
 Legal and modeling  Earned value  Influencing
and
standards management  Governance  Interpersonal skills
regulatory compliance
 Market awareness and (project, program, portfolio)  Listening
conditions  Operational  Lifecycle management  Negotiation
functions (e.g. (project, program, portfolio, product)
 Problem solving
finance, marketing)  Performance management (project,
 Team building
 Strategic program, portfolio)  Requirements
planning, management and traceability  Risk
analysis, management  Schedule management
alignment
 Scope management (project, program, portfolio
product)  Time, budget, and cost estimation

TECHNICAL
Domain expertise, certification-specific

Talent Triangle Skills

 Sample PM Career Path  Large, complex, multiyear program, mostly business content
 Portfolio of IT programs, business programs & projects
Program

Project ___________________________________ Organization

Today _________________________________________ Future
Do _____________________________________________ Lead
 VP level
Director  Executive interaction & management, IT & business
Executive  Business Realization – New business capability enablement transformation
 Large, complex, multiyear program, mostly business content
Enterprise  AVP level
Program  Daily executive interaction & management
Manager  Specific strategic objectives
 Benefits realization for program
 Multiple projects
 Executive interaction
Program
 Business case update
Manager
 Specific strategic objectives
 Plan, manage, and execute at 4 & 5 proficiency
Project  Project specific (Interaction specific)
Manager/  Project execution & delivery
Iteration  Track cost and manage project budget
Manager  Plan, manage and execute at 4 & 5 proficiency
 Support Program Manager / Executive Program Manager
Project  Implement technical component of project management
Coordinator  Project coordination activities
 Plan, manage and execute at 1 & 2 proficiency
 HAB I T
People are comfortable in their current habitat and ways of doing things. To get them to change and to

Habitat
adopt new habits, you have to tweak the environment.
Alain Gervais, PMP, a project manager of 20 years from Ottawa, Canada, recently had a breakthrough in
getting his team to send him weekly updates. Changing the environment by simplifying and automating
the existing reporting mechanism promoted a culture in which timeliness become important.

Act
Often, tasks don’t get done because people don’t have everything they need to act. It may be that the
process to complete the task is too complicated or not well understood.
Ask questions about your team members: What do they need to act? Do they have the access? Do they
need training? Do they need support?

Benefit
Why should they make an effort to change? Explain and emphasize the benefit of timeliness to the team
or the overall project needs. They need to understand the context and the consequences.
For example, if they complete their project updates accurately, they can skip the status meeting and have
additional time to work on other things.

Incentive Offer rewards or recognition for timely submittal or completion of administrative tasks. You can introduce
an element of fun and excitement around routine tasks by creating competition and contests and
celebrating success.
Not just automated alerts and pop-up messages, action triggers that are specific, and visual work to

Triggers
program yourself or your team members to take action.
For example, “Tuesday morning coffee update” can remind you to complete a project report, or an “okay
to use electronic devices” announcement on the airplane could be a trigger to work on your expense
report after a business trip.
 Change Management
10 Knowledge
Areas

SDLC
- Waterfall
- Agile
 Table 1-4. Project Management Process Group and Knowledge Area Mapping
Project Management Process Groups
Knowledge Areas Initiating Planning Process Group Executing Process Group Monitoring and Controlling Closing
Process Group
Process Group Process Group
4. Project Integration 4.1 Develop Project 4.2 Develop Project Management Plan 3.Direct and Manage Project Work 5.Monitor and Control Project Work 4.7 Close Project or
Management Charter 4.Manage Project Knowledge 6.Perform Integrated Change Control Phase

5. Project Scope 1.Plan Scope Management 5. Validate Scope

Management 2.Collect Requirements 6. Control Scope
3.Define Scope; 4. Create WBS

6. Project Schedule 1.Plan Schedule Management 6.6 Control Schedule

Management 2.Define Activities; 3. Sequence Activities
4. Estimate Activity Durations
5. Develop Schedule

7. Project Cost 1.Plan Cost Management 7.4 Control Costs

Management 2.Estimate Costs
3.Determine Budget
8. Project Quality 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
Management
9. Project Resource 1.Plan Resource Management 3.Acquire Resources 9.6 Control Resources
Mgmt 2.Estimate Activity Resources 4.Develop Team
5.Manage Team
10. Project 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications
Communications
Management
11. Project Risk 1.Plan Risk Management 11.6 Implement Risk Responses 11.7 Monitor Risks
Management 2.Identify Risks
3.Perform Qualitative Risk Analysis
4.Perform Quantitative Risk Analysis
5.Plan Risk Responses

12. Project 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
Procurement
Management
13. Project 13.1 Identify 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder 13.4 Monitor Stakeholder
Stakeholder Mgmt. Stakeholders Engagement Engagement 25
PROJECT MANAGEMENT KNOWLEDGE AREAS (1/2)

1) Project Integration Management. Includes the processes and activities to identify, define,
combine, unify, and coordinate the various processes and project management activities within
the Project Management Process Groups.

2) Project Scope Management. Includes the processes required to ensure the project includes all the
work required, and only the work required, to complete the project successfully.

3) Project Schedule Management. Includes the processes required to manage the timely completion
of the project.

4) Project Cost Management. Includes the processes involved in planning, estimating, budgeting,
financing, funding, managing, and controlling costs so the project can be completed within the
approved budget.

5) Project Quality Management. Includes the processes for incorporating the organization’s quality
policy regarding planning, managing, and controlling project and product quality requirements, in
order to meet stakeholders’ expectations.
PROJECT MANAGEMENT KNOWLEDGE AREAS (2/2)

6) Project Resource Management. Includes the processes to identify, acquire, and manage the
resources needed for the successful completion of the project.

7) Project Communications Management. Includes the processes required to ensure timely and
appropriate planning, collection, creation, distribution, storage, retrieval, management, control,
monitoring, and ultimate disposition of project information.

8) Project Risk Management. Includes the processes of conducting risk management planning,
identification, analysis, response planning, response implementation, and monitoring risk on a project.

9) Project Procurement Management. Includes the processes necessary to purchase or acquire

products, services, or results needed from outside the project team.

10) Project Stakeholder Management. Includes the processes required to identify the people, groups, or
organizations that could impact or be impacted by the project, to analyze stakeholder expectations and
their impact on the project, and to develop appropriate management strategies for effectively engaging
stakeholders in project decisions and execution.
SDLC: Waterfall vs. Agile

(c) 2013 John Wiley & Sons, Inc.

Institute for Government, UK (2016)
The DNA Strands of Change 1. AWARENESS

2. ANTICIPATION

3. ABSORPTION

4. ADOPTION (& Adaptation)

CHANGE

CUSTOMER

CHOICE
COMMUNICATION

CONNECTOR
  Awareness programmes including benefits at
various levels
 Stakeholders assessment
• Identify allies, neutrals & barriers
 Cultural issues
• The enablers & blockers, behaviours
 Org. structure appropriate for the change
 Capacity to adsorb change
 Change will not cause undue stress
 Right skills/competencies to get the job done
 Resilience & capabilities to deal with the unexpected
CHANGE
CUSTOMER
CHOICE
COMMUNICATION
CONNECTOR
 Capabilities to anticipate the
disruption caused
1. AWARENESS  Capabilities to gauge the rate of
change – internal & external
 Capabilities to sense, respond,
2. ANTICIPATION adapt and adjust the strategy
execution timely
3. ABSORPTION  Risk management capabilities
4. ADOPTION (& Adaptation)
 Head e.g. why the change is important
 Heart e.g. Inspire/motivate to change
 Path e.g. easy to access, understand & use
The DNA Strands of Change

The DNA Strands of Change
 What drives customer success?
• Job-to-do, pains, gains, aspirations &
motivations
 Track, measure & provide continuous
feedback that drives the desired behaviours
 Impact of change on customers
CUSTOMER
CHOICE
COMMUNICATION
CONNECTOR
 Engage different levels of stakeholders
 Encourage the influencers & opinion leaders who
people look to for making commitment /contribution
1. AWARENESS
2. ANTICIPATION
3. ABSORPTION
4. ADOPTION (& Adaptation)
CHANGE
 Choices provided to the customer in paving the
Path toward greater Adoption/Adaptation and
achieving desired outcomes
 Clear vision/future state with transformational purpose
• Definition of success & measures are understood
 Adequate education about the change and the context
 Consistent marketing & communication on change
 Continuous feedback – reactions, concerns &
comments
 Do leaders demonstrate a commitment to the change
via actions & words
 Context
Business – Purpose – Vision – Goals – Structure – Culture - Politics
Steering body | Standards | Policies –
Customers & Stakeholders | Silos | Business Procedures | Gates | Reviews – Audits | Compliance
Interdependencies | Networks & Connections Responsibility & Accountability | Authority
MarCom | Relationships Decision Rights | Rules & Guidelines
Community and Collaboration
Diagnosis
Choice
Design
Evolve
STRATEGY
(Prioritization, Objectives | Key Results (Measures & Metrics)
Decision making,
Results, Benefits, Reporting | Action | Learning
Value & Impact)
Culture | Curiosity | Capture
Community & Collaboration Awareness | Anticipation | Absorption | Adoption
Curation | Correcting Customer | Choice | Communication | Connectors
Continuous Innovation
People
Process
Technology
Flow
EXECUTION
(Develop, Improve
Execution &
Performance
Customer Capability)
Creation – Focus – Experience - Impact
The DNA of Strategy Execution under the Microscope