Delivering Strategic
Objectives Using
Change Management
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Novare Consulting Services
Connecting business to the P3M Resources they need
• P3M Specialists
• Tailored Training Programmes
• Accredited Training
Programmes
• E-Learning Solutions
• P3M Frameworks
• Assist in building PPM
Communities
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Our 15 Training Accreditations
Project Management
Programme &
Portfolio
Management
Project, Programme
& Portfolio Office
Techniques
Change Management
& Benefits
Management
PRINCE2®, MSP®, MoP®, P3O®, M_o_R®, MoV® are registered trade marks of AXELOS Limited. The Swirl logo™ is a trade mark of AXELOS Limited.
The APMG-International Agile Project Management and Swirl Device logo and the APMG-International Change Management and Swirl Device logo are
trade marks of The APM Group Limited.
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Strategy, Portfolios,
Programmes & Projects
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Question
• Do you have a Portfolio
Management process?
• A Programme Management
process?
• A Project Management process?
Are we good at processes?
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Strategy, Portfolios,
Programmes, Projects & P3O
Strategy
Programmes
P3O
Governance
Portfolios
Projects
How many, how much investment and how long?
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Who Do The Changes Impact?
Portfolios
Programmes
P3O
Governance
Strategy
Projects
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P3M Delivers Strategic
Objectives
Key Focus of
Change
Management
Processes are important but people deliver change
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Portfolios & BAU
Programmes and Projects
Change the
Business
Portfolio
Management
Strategic
Objectives
Run the
Operation
Business as
Usual
Benefits
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People and Change
Programmes and Projects
Change the
People
Change
Management
Strategic
Objectives
Change the
Operation
Business as
Unusual
Benefits
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Question
• What takes priority?
– Business As Usual
– Business Change
– All of the above
How much change can people deliver?
How much change can people absorb?
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Change Presents Challenges
• Late projects/programmes that break
promises
• Over budget projects/programmes that
diminish BAU funding
• Demand and supply for resources causes
conflict when BAU is ignored
• Change fatigue
• Unnecessary operational disruption
• Changes implemented at the busiest time
for operations
• The impact on people is not understood
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We Need Strong Interpersonal
Skills
Leadership
What skills
does a good P3
Manager need?
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We Also Need to Consider
Change Management
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Individuals Going Through Change
Often Included
• Learning
Preferences
• Motivating
Factors
• Behavioural
approaches
• Stakeholder
Analysis
Often Missed
• Change Curve
• Transitions
• Whole person
view
• Resistance
• Stakeholder
Engagement
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Motivation Towards the Change
• Depends on the changes being
introduced
• Need to motivate users and
stakeholders – remember
WIFM
• Trick is that these people
motivate themselves to support
or oppose the change
• Change needs clarity of vision
• Need to understand the forces
for and against the change
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Example: Hertzberg Two Factor
Theory
Motivators
De-Motivators
• Achievement
• Company Policy
• Recognition
• Administration
• Responsibility
• Salary
• Advancement
• Supervision
• Work Content
• Working Conditions
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An Effective Change Team
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Tuckman Team Development
Used for PPM teams but rarely for BAU teams
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Example: Belbin Roles
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Change Has an Impact on BAU
Teams Too
Project
Management
Change
Matrix
Network
Work
Virtual
Parallel
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Leading Change
•
•
•
•
Focussing people to work towards a common goal
Ability to get things done through others
Respect & trust rather than fear & submission
Critical at the start of a projects when emphasis on
communicating the vision
What is your preferred leadership style?
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Leadership Styles
Coaching
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Coaching
• Way of developing people to higher levels of
competency & performance
• Helping people recognize their potential through
empowerment & development
• Coaching focusses on turning a “can’t do” situation
into a “can do” one
There’s no
such word
as “Can’t”
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Managing and Leading
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Political & Cultural Awareness
• Organizational politics are
inevitable
• Use politics & power to
facilitate success
• Ignoring politics can lead to
failure
• Understand & capitalize on
cultural differences
• Manage cultural diversity
amongst stakeholders by
getting to know them &
developing a good
communication plan
• Organise the change well
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Organising Changes - Factors
The organisation
• Metaphors – functional, agile, organic, flux
• Culture of organisation
• Track Record
Nature of the Change
• Planned
• Emergent
• Transformational
• Complicated and Complex
• C = [AxBxD] >X
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2015 Change Management
Qualification Changes
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A New Approach
• 2013 APMG & The Change Management
Institute created a new strategic
partnership
• Led to the publication of the CMBoK the Professional ‘Body of Knowledge’ for
Change Management
• A step towards increasing
professionalism of Change Management
• Based on what professional Change
Managers really do ...
• ... and what they therefore need to know
• A credible basis for new professional
examinations in Change Management
• Linked to professional accreditation
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Development Continues
2013 CMBoK
2014 Course Text
Teaches & applies the
knowledge described &
defined in the CMBoK
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2015 New Exam Syllabus
• The scope is broader than the
existing syllabus
• It is also much more practical
• It integrates human and
procedural aspects of change
• 30-40% of material will be
familiar from the existing
course
• PRINCE2® or MSP®
practitioners will be comfortable
with much of it, but it is
positioned from a Change
Management perspective
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CMBoK Chapters in ECMH
1. A Change Management
Perspective
7. Change Readiness, Planning &
Measurement
2. Defining Change
8. Project Management
3. Managing Benefits
9. Education and Learning Support
4. Stakeholder Strategy
10. Facilitation
5. Communication and
Engagement
11. Sustaining Systems
6. Change Impact
12. Personal and Professional Management
13. Organizational Considerations
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Examined Chapters
1. A Change Management
Perspective
7. Change Readiness, Planning &
Measurement
2. Defining Change
8. Project Management
3. Managing Benefits
9. Education and Learning Support
4. Stakeholder Strategy
10. Facilitation
5. Communication and
Engagement
11. Sustaining Systems
6. Change Impact
12. Personal and Professional Management
13. Organizational Considerations
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Further information
• APMG-International website:
www.apmg-international.com
• The Change Management Institute:
www.change-management-institute.com
• APMG Change Management qualification
scheme:
www.apmginternational.com/ChangeManagement
• The Change Management Body of
Knowledge:
www.change-managementinstitute.com/buycmbok
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