Aligning project and change management practices

Have just spent 2 days with 150 project managers and change managers at the Association of Change Management Practitioners European Conference. Key topic has been the integration of change management into project management.

Although effective project managers accept that making sure what they deliver is successfully implemented is within the scope of the project lifecycle a lot of project management frameworks don’t have any formal activities or processes for encouraging this. There are also practical considerations which push change outside of the remit of the project managers:
• It is not cost effective for project teams to remain in place once development and testing of the deliverables has been completed.
• Change activities can benefit from the knowledge of the project team, but individuals cannot outsource implementation and embedding, they have to make the changes for themselves.
• Projects are expected to deliver on time, on budget and to specific quality criteria, but the pace and scope of changes that individuals adopt cannot be constrained in this way.
• The objectives of project and change activities are different. Project activities deliver the potential for change: the new processes, systems, organisation structure etc.; change activities create the persuasion, motivation and leading by example that results in the new business environment.

Organisations are now starting to address these issues and some of the actions organisations are taking include:
Renaming all project managers to change managers – as the name reinforces their responsibilities for implementation
Establishing the role of change manager and making sure that there is a change manager for every project
Defining what the change activities are and making sure the cost of them is included in the business case for the project
Building a central ‘business support function’ that is staffed by project managers and change managers who work together on projects
Changing the remit of the PMO to become a centre of excellence for project delivery and the implementation of change

Back to work and under pressure

There is a real ‘back to work/rushed off our feet’ buzz at Maven this week so we are trying to work smarter to fit everything in. One technique is to move as much as possible into ‘housekeeping mode’ i.e. turn tasks into regular actions that are carried out in the same way every time. The reason for this is that I want to reduce the time we take to do simple tasks so that we free up more time to be creative – to dream up new products and services, to spend more time with our clients and to look towards the future.

This approach is backed up by psychological research which explains that once we have learnt how to perform a task, our brains need less conscious thought (short term memory, which has limited capacity) to carry it out, and if we do it enough times it will move the task into our subconscious (long term memory, with lots of spare capacity).

This means that our conscious mind can spend time on more worthwhile tasks such as paying attention to what we are doing, focusing on a task, having new thoughts that lead to new ideas, learning new skills and being more innovative about how we approach things.

Although projects are all about doing new things and therefore, using lots of our conscious mind, we can make project management easier by transferring as many project tasks as possible into regular activities carried out by our subconscious. For example, logging, analysing and reporting on risks, issues and change requests, producing progress reports, sending out information to stakeholders.

By carrying out these basic tasks regularly we free up more time to spend identifying new ways of working that overcome the risks, or incorporate the requests for change. We can spend more time engaging with stakeholders, addressing their concerns and helping them to champion the project.

I believe that the methodologies offered by the Office of Government Commerce (PRINCE2; MSP; MoR; MoP; ITIL) are so effective because at their core they try to regularize as many project, programme and portfolio tasks as possible.

The methodologies set out what documents to use, in what order tasks should be carried out and which roles should perform them. This leaves managers with plenty of capacity to fully engage with their projects and programmes, managing them actively, rather than having to use their conscious brain to decide how to do basic tasks when they should be working at a higher level of creativity.

Get to know these methodologies (http://www.maventraining.co.uk/quick-guides/) to simplify your management tasks and give you the freedom to be innovative about how you tackle more challenging activities.

Building enthusiasm for the return to work

Now that the Bank Holiday is over I feel a sense of ‘back to workness’ that is making me organise what I need to get done between now and Christmas (only 15 weeks to go!).

It’s a good time to plan some activities that will help you learn more and develop your skills so have a look at our new download http://www.maventraining.co.uk/latestnews/your-chance-to-organise-your-q4-diary/

It is also a good time to look back on the year to see all of the extra things you have done to increase your knowledge and make sure you keep a record of them. It is always useful to have an update list of all your development activities – for your CV or to bring up at a performance review.

The sorts of activities to look for include:
• On the job training
• Participating in workshops and briefings
• Holding a coaching session
• Mentoring a colleague
• Attending exhibitions and seminars
• Formal training courses
• Acquiring qualifications
• Delivering presentations
• Undertaking research assignments

All of these activities contribute to your continual professional development. If you want to read more have a look at our quick guide http://www.maventraining.co.uk/media/19/619-introduction-to-the-structure-and-benefits-of-cpd.pdf or our new whitepaper http://www.maventraining.co.uk/media/16/816-continual-professional-development-1.0.pdf

Is new X Factor judge a natural leader?

Watching X factor last night was an interesting example of leadership. Louis Walsh, the only remaining judge from previous seasons could reasonably have been expected to take the 'head judge' place at the table and show the 'newbies' how it is done. However, from the first audition it became apparent that Gary Barlow was the true leader of the judges, with a range of actions and behaviours that led all of the other judges, Louis included, to follow him:
- He sat in the end seat previously occupied by Simon Cowell
- He sat back from the table, turned slightly away from the stage and towards the other judges in a casual gesture that indicated he was in control of the situation. This was in marked contrast to the other judges who all sat straight to the table facing the stage.
- When he disagreed with the views of the other judges he asked 'what are we doing' indicating that he expected their judging to fit with the previously stated objective of finding a 'global superstar' and indicating disdain for their childish endorsement of a clearly tone deaf Tai Chi instructor.
- He voted against the other judges in this situation clearly defining his willingness to be 'his own man' and not be swayed by the group
- During the breaks the other judges looked to Gary for leadership when returning to the stage much as the judges had previously waited for Simon Cowell to be ready before going back on stage.

Leadership is authority and control of a situation. You can decide if you want to take a leadership position in any given situation but your role will only be confirmed if others involved in the situation decide to follow you.

If you want to know about leadership, especially in the context of leading change within your organisation sign up for our change management course http://www.maventraining.co.uk/course-detail/_/change-management-foundation-practitioner/7/ and develop your leadership ability to rival that of Gary Barlow (even if your singing is not up to much!)

New resource materials

August can be a useful month for taking stock on the achievements of the year and catching up with all the research and latest trends in our areas of business. For those of you involved in project, programme, portfolio, risk and change management I thought I would share some of the most useful articles I have been reading lately – I hope you enjoy them and that they provide food for thought:

The 5 Essential Metrics for Managing IT
This article has some useful ideas for those responsible for identifying which benefits to measure for their programme or what benefits to track within the portfolio. It also has some useful ideas about how to categorise initiatives within the benefits between discretionary and mandatory projects:
http://img.en25.com/web/CitrixOnline/Forrester%20Five%20Essential%20Metrics.pdf

Risk Management Comes of Age
This is a useful article for anyone who is involved in improving their organisations approach to risk management and is looking for evidence to support their cause.
http://www.forbes.com/sites/forbesleadershipforum/2011/08/10/risk-management-comes-of-age/

Building Organisational Capability
This is a series of 4 thought leadership pieces from the APM Benefits Management Specific Interest Group and I thought the second one examining the journey to effective change management was particularly interesting:
http://www.apm.org.uk/news/delivering-benefits-investment-change-creating-organisational-capability

What Successful Transformations Share
This report summarises the results of the McKinsey Global survey on transformational change, and makes some very clear points about what drives successful large-scale change
https://www.mckinseyquarterly.com/What_successful_transformations_share_McKinsey_Global_Survey_results_2550

Using programme management to deliver strategic objectives
This paper explains the case for using programme management as a structure that brings together project and change management into a cohesive approach that will successfully deliver the strategic objectives of the organisation
http://www.maventraining.co.uk/media/92/792-using-programme-management-to-deliver-strategic-objectives-1.0.pdf

Project activity increasing for September

Tonight I am watching two news items: rioting in London and Birmingham; heightening of tension in the financial markets in Europe and the U.S. Part of my job is to try and predict the future and work out what organisations will be concentrating their efforts on in the next 12-18 months.

Given the news coverage it is hard at times like this not to be pessimistic and think that the immediate future will be dominated by restructuring and redundancy programmes. However, I am cheered by the number of organisations that are rushed off their feet this August as they cope with 'opportunity overload' - holding workshops now to plan and define new projects and programmes so that the work can start as soon as everyone returns (although the amount of holiday being taken this summer is definitely lower).

This stream of new initiatives provides lots of opportunities for getting involved and making lasting improvements in our approach to work, our levels of innovation and customer service. If you are not sure how to get started have a look at the guidance I have put together to explain project, programme and change management: http://www.maventraining.co.uk/project-management-explained/, http://www.maventraining.co.uk/change-management-explained/ and http://www.maventraining.co.uk/programme-management-explained/

Using performance management to increase project success

One of the most interesting aspects of my job is explaining the relevance of project management to those who are not directly responsible for managing projects. This week I met with an HR Director was fed up with projects which she saw as creating more problems than solutions as staff struggled to adopt the new deliverables.
We discussed the need to manage the implementation of what projects deliver as closely as we manage their development during the project lifecycle. Whilst PRINCE2 and other project approaches mention the need for effective implementation and handover, the activities are often specified as project closure activities rather than being embedded in the project from the beginning.
The HR Director asked me to include updating the performance management system as a standard project activity in her organisations project methodology.
Her reasons for this are simple. We know that people prioritise the tasks for which their performance is measured so if we want to drive use of project deliverables after we the project has closed and the project team has disbanded then we should plan for this. We can use performance management to ensure that the new ways of working are identified during testing and training and new performance metrics agreed and incorporated into job descriptions. We have to pass on the responsibility for use of the project deliverables as well as project deliverables that meet the user requirements.
Not unsurprisingly the HR Director said that this was such a simple step, she did not understand why it wasn’t mentioned in project management guidance. My answer was to explain that as project managers many of us do not have extensive experience in performance management because we are not line managers (I have built a career around avoiding the need to line manager large numbers of staff!) so the need to develop job descriptions, performance metrics and carry out staff appraisals is not in our DNA.