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Project Transformers
Successful project management involves more than templates, plans and process flows. Projects bring change, which is often resisted by individuals and organizations. Here is one model that can help project managers drive organizational change and improve the likelihood that their projects have a positive, lasting impact.
You’ve all been there before; you have all of your project templates, process flows, meeting agendas and report outlines ready to go. You begin work on your project with the highest hopes. Three months later, you’re scratching your head, wondering what went wrong. Chances are it has something to do with the reactive, counterproductive behavior that some people display when they feel threatened or are afraid they don’t have the skills to learn something new. They may passively resist. Or worse, they openly challenge the wisdom of proceeding.
What do you do? Project plans and templates are important, but the greatest challenge to implementing a large-scale project is managing organizational change — getting people to behave differently by coaxing, cajoling and cheering them on.
Gleicher’s Formula for Change states that change happens when the combination of organizational frustration, vision for the future and the possibility of immediate, tactical action is stronger than the resistance. This means …
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