Background and context People  Materials were created at a People SIG workshop on 5/12/06 and enhanced on 08/01/07  Details of the People SIG can be found at http://www.apm.org.uk/People/PeopleProfile.asp  It represents the thoughts of the attendees on the 2 days who were Donnie MacNicol, Nina Downes, Paul Erricker, Paul Girling, Irene MacDonald, Brenda Hales and Steve Thomas  The slide pack aims to create discussion and debate  You can freely use the materials but intellectual property remains with the APM  We positively welcome your feedback and thoughts  Please email peoplesig@apm.org.uk with feedback © Association for Project Management How to use these slides People The slides provide the dual function of recording the People SIGs initial thoughts and providing whoever wants to use them with some base material. We recommend that they are used to stimulate discussion and that the role of the presenter is to facilitate discussion. To support you in this we have made some suggestions in the notes about how this could be done and would welcome feedback on success (subjective of course!) or otherwise of the notes and slides © Association for Project Management People People SIG Insights No.2 Project Management is Change Management? To raise awareness of the People aspects of Project Management To act as a catalyst on people issues within the PM Community © Association for Project Management Common Change Management Perceptions • Is about people and their reactions •Delivers the benefits of change •Often seen as a separate skill •Deals with inevitable resistance © Association for Project Management People Common Project Management Perceptions  People and their tasks  Delivering the project goals  Often seen as a separate skill to change management  Deliverables are often defined in terms of time, cost, quality © Association for Project Management People Some Project Management Definitions • “is the controlled implementation of defined change” • (APM’s Project Management Pathways) • “project management is regarded as the most efficient way of introducing unique change” • (APM’s Project Management Pathways) • “at its most fundamental, project management is about getting things done through people” • (Martin Barnes – APM) • “project management is the management of change” • (Project Management Demystified – Geoff Reiss) © Association for Project Management People Possible Relationships between the disciplines © Association for Project Management People Change Management / Project Management Balance People PM CM Updating the specification of a TV New housing estate Merger of two companies Projects with increasing degree of hearts and minds involvement © Association for Project Management People Where are we going? PM CM © Association for Project Management Possible Roles © Association for Project Management People Change and Project Models 3 People who are affected by the project People Doing the Project © Association for Project Management People Having the Project Done to Them People Kotter’s Change Process  Identifies 8 key stages to successful change 1. 2. 3. 4. 5. 6. 7. 8. Establishing a sense of urgency Creating the guiding coalition Developing a vision and a strategy Communicating the change vision Empowering employees for broad-based action Generating short term wins Consolidating gains and producing more change Anchoring the new change in the culture The above stages are all centred around hearts and minds © Association for Project Management People Kotter’s Change Process  The 8-stage process could be viewed as a project : – It has series of activities – It has a critical path (a well run change programme does not jump the steps) – It has defined objectives (created during stages 1 –3) – Defined start and end (though somewhat difficult to define an end date in Step 8 – anchoring into the culture) – Requires management of resources – Will / should have a budget © Association for Project Management People People Summary  Project Management and Change Management are Converging  Change management can be a sub set of Project Management and vice versa  The extent to which change management is used depends on the likely “people impact” external to the tangible work.  How far have you considered the need for change management on your project ? © Association for Project Management Areas for development  What is your opinion?  Can you provide a case study? Particularly if you have: – used any of the models presented – have another model to put forward  Please email your thoughts  Contact details at the beginning of this pack. © Association for Project Management People Some useful references     Leading Change by John Kotter www.change-management.com www.change-management-toolbook.com www.businessballs.com/changemanagement © Association for Project Management People The “People Phases”  People The Change / Project Manager will need to be aware following typical reaction of people to change : 1. 2. 3. 4. Denial Resistance Exploration Commitment © Association for Project Management