Individual and Organizational Change Management Integration Plan

Individual and Organizational Change Management Integration Plan

The complexity that accompanies change and the process that goes along with it means different things to different people. As a result, we must view change through two lenses of individuals and organizations  because they are parts of a complex system. This intricacy blends art, science, culture, inputs, outputs, feedback, leadership, strategy, governance, competency, internal and external forces, change impacts, individual needs and values, management practices, change activities, skills, communications planning and more.

Convergence, the concept that there are always many ways to get to the same result, is a reality when we are creating strategic plans for new endeavors. Good change leadership involves anticipating how we will navigate potential impacts to individuals, teams and organizations collectively because they are inextricable. Assessments and coaching tools are available which can help us in performing readiness temperature checks, identifying potential pockets of resistance and understanding where people are on the change curve so we can determine appropriate action plans.

The three-phased Prosci® approach in the diagram is an example of a tool that I like to use with leadership early in the process because it clarifies the mystery of change management. It illustrates that we have a structured approach to managing people (teams, and organizations), processes and technology from a current state towards the program’s desired future state. In addition, it builds off of previous posts where we examined using Awareness, Desire, Knowledge, Ability and Reinforcement (ADKAR®) as a tool for gaining commitment from individuals to increase adoption. It is also tied to how we implement strategic engagement by partnering with the PM and Senior Leaders to integrate change management into the project plan. This is important because according to Prosci’s annual benchmarking research on change[1], the greatest overall contributor to project success is active and visible sponsorship

There are countless templates, tools, and approaches used by Change Management Practitioners everywhere. It is important to me that this blog is a forum where people feel comfortable sharing what they agree or disagree with along with best practices or key learnings. As a result, below are some questions I invite you to answer:

  1. What approaches (good, bad or indifferent) have you taken that integrate changes experienced by people and organizations and what did you learn from it?
  2. What approaches have you observed and what did you think about it?

I look forward to hearing from you, thanks for visiting my blog!

I will honor desired anonymity, so if you would like to leave a response without having your name listed, please feel free to let me know!

My 50k Foot Project Management Overview

PMI Certified Project ManagerI have managed projects my entire career, but in 2008 when I stepped into the world of  job transition after being at the same company for a several years, it was challenging to understand how to prove them on my résumé. The reason for this was because many of the projects I led were on the business (vs I.T.) side, which isn’t always as structured of a process, and I was using terminology specific to that organization instead of the project management methodology. Furthermore, sometimes I led projects while other times I led the change in behaviors that were needed as a result of what was being implemented. So I decided to become a PMI Certified Project Manager.

For those new to project management, it is confusing because we deal with loads of ambiguity and have to acknowledge the uncertainty that comes along with it. We are facilitators who bring it all together with people that don’t report to us, but who are accountable for activities, project tasks and deliverables. We also deal with combined issues of managing project artifacts, analyzing risk, managing the time, cost or scope changes, tracking issues and decisions that need to be made, while keeping Sponsors, the Steering Committee and Stakeholders informed and engaged. We make decisions about allowing a project to unfold with many unknowns, or to ensure it stays on track.

Despite the ambiguity, what we do know about projects is that there is an understood beginning and a clear outcome.

The real opportunities are what happens between planning and implementation because that is the moving target.  In addition, every client has their own standards by which they manage projects. The tools will be different in each scenario, but the tools are not important because we have to use the right amount of project management knowledge in order to be successful.

According to the Project Management Institute, there are 5 internationally recognized best practices or stages of project management.  These Processes include:

  1. Initiating
  2. Planning
  3. Executing
  4. Controlling
  5. Closing out

These 5 phases give us content, but it is often non-linear because so many things happen concurrently. We need these phases because we can’t audit ourselves if we don’t have a process to know the outcome.  Each of these stages involve re-working and redesigning the model to close gaps and improve the project fluidity. Each one of these 5 phases is a progressive plan that gets touched many times. As the project moves along it will expand as the momentum of the project picks itself up.

By passion, I am a researcher who loves the problem solving that goes with bringing it all together and then be a valuable resource for others. I also am an organizer. Often, before I start anything I want to understand “the why” behind things, not because I want to have all of the answers, but because I love the process of learning and how it helps me grow.

Once I understood this context I can apply these 5 phases as a model for many things in my life including job search because when I look at the chart from the Project Management Book of Knowledge (affectionately referred to as the PMBOK), I see exactly how I am toggling between all 5 project phases at any one given time. My résumé is like the Statement of Work (SOW) that eventually becomes the project charter and getting it just right is an art, not a science. This context helped me to paint a picture for others, of the things I do really well when I was in transition.

Please comment below: What is it that you do really well?