Project Management

Process/Project - Change HEADWAY Change Management Process

Stage PCMJ - Justify - Change Management
Stage PCMP - Plan - Change Management
Stage PCMA - Activate - Change Management
Stage PCMC - Control - Change Management
Stage PCME - End/Hand-off Change Management
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How to Change HEADWAY
1. Read this description
2. Determine project model
3. Download your WBS
Timing is everything. For an organization, selecting the right time to make the change is good; understanding how the change impacts all parts of the organization and building a Change Management Plan that is integrated to the overall Project Plan is even better. For many projects, it is assumed that the result will be welcomed, adopted and smoothly integrated by all. Statistics show that more than two thirds of all projects fail. In part, this is a result of the inattention to Change Management planning and integration. Although the stages of Justify, Plan, Activate, Control and End are required in both Change Management and in Project Management, elements beyond the project management process, as it is typically defined, are required within these stages to bring the organization and its people from the old way of doing business to the new way of doing things.

For example, the last time you relocated personally, you likely experienced a process similar to the one described below: First you recognized the need to move, made the decision to move, and looked at various locations and properties. You selected one, moved, and finally adjusted to your new surroundings. It probably took some time before the new place felt like home. Managing change in organizations via projects is very similar. First the organization identifies the need; then it evaluates options, determines the best solution and implements it; then it works in the new manner, taking some time to get good at doing things the new way.

When change is well managed, it feels less challenging to those experiencing it; the success almost always lies in the preparation and the planning of the change and in the execution not only of the technical project management elements, but especially in leading people to make the transition from the old way to the new way of doing business. Although change preparation, planning and execution do not eliminate the discomforts that come with change, they certainly help the organization and its people manage their anxiety about the change. Almost all projects involve people adjusting to change, hence change management in projects is critical to project and organizational success.


Change Management and Action Research

A well managed change significantly increases the likelihood of adoption of the change and focuses the desired results of the project through action research. Action research is the art of doing and learning simultaneously and allowing for the learning to feed back into the action to alter it based on new findings. This requires a high degree of focus and flexibility on desired outcomes, some of which may emerge during any stage of the project. In almost all of your projects, you can anticipate that having an effective change management plan better positions the change for success. You can also anticipate that regardless of how well-planned the change is, events will take place that you were not aware of and that you will have to adjust on the fly. In change management, we cannot anticipate all reactions to change or all behaviors during the loss and in-between periods, hence the concept of action research takes on significantly more importance.

Link to Project HEADWAY
The Change Management Process presented here follows the same format of Project HEADWAY in that it adheres to the Justify, Plan, Activate, Control and End phases with steps and tasks within each stage. When you use Project HEADWAY combined with this Change Management Process, you manage your project with a complete set of processes that afford you and the organization the best chance of project and business success when creating organizational change via projects.

Some of the steps and tasks may have similar titles to those found in Project HEADWAY. Where this is the case, there is an additional dimension within the step or task that is required to ensure that change within the project and the organization is being proactively managed. In other areas, new steps and tasks have been identified. The objective remains the same: to ensure that organizational change management activities are planned, activated and monitored to best position the organization to adopt and sustain the change.

Change Management and the Project Manager

The role of the Project Manager when implementing change is to expand the project plan to incorporate change management activities that will ensure the most appropriate change management for the project at hand. This represents an expansion of the role of the Project Manager in so much as additional activities are required to ensure the completion of the project and the adoption of the change than is apparent under the Project HEADWAY process. The Project Manager plays the role of one of the key change agents in the organization relative to the specific project and systemic change. The Project Manager quarterbacks all change management activities, including those activities that will be carried out by people at all levels of the organization and perhaps by external consultants. This may mean that the Project Manager has part-time or drop-in resources from the Organizational Development, Communication, and Marketing areas of the organization who work with the Project Manager to understand the change management requirements and build in relevant change activities. This may also mean that the Project Manager is coordinating the activities of the organization’s senior people in relation to the project.

A change agent is anyone in the organization involved in implementing the change as a member of the project structure or as a key leader in the organization. This may include members of the Change Management Team and all key leaders in respective areas of the organization directly impacted by the change.

The expansion of the role of the project manager is illustrated below.



PMBOK Integration & SME Advice
Although Project HEADWAY indicates links to PMBOK, Change HEADWAY does not. At the time of this writing, PMBOK does not integrate organizational change management within its project management standard.
Corporate members have access to:
  • The WBS in MS Project
  • Complete access to task level details
  • Advice from Subject Matter Experts
  • Direct links to gantthead content that supports the process

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- Elbert Hubbard