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Topics: Agile, Change Management, Stakeholder Management
What is the best way to manage project through reorganizations or other external changes?
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Reorganization or external changes always accompany with fear, uncertainty, and distraction. Sometimes during the organizational change, the project management practices may be threatened. But, I think with careful preparation we can possibly improve them. How do you deal with change effectively while preserving the project objective?
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Anish -

A good leader (PM or otherwise) needs to shield their team as much as possible from chaos happening around them. Even if layoffs for some team members are a possibility, the PM should hear their individual concerns and provide as much support as she/he can. Sometimes that means being a shoulder to cry on or a patient listener to hear venting, and other times it can be providing them with a glowing reference or a connection with someone in your network if their role is impacted.

Kiron
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1 reply by Anish Abraham
Mar 07, 2018 10:53 PM
Anish Abraham
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Thanks Kiron and I agree with you on this.
Also, it could be possible to minimize the impact if we see it coming and prepare for changes in advance.
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Anish
It depends on what type of change, and must be implemented from top down
who ever handling that must really believe in it to reflect on others, and it is a matter of time after disturbing their comfort zone they will settle down and the cycle move on.
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1 reply by Anish Abraham
Mar 07, 2018 10:56 PM
Anish Abraham
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Thanks Riyadh for your feedback on this.
Network:1436



Mar 07, 2018 7:04 PM
Replying to Kiron Bondale
...
Anish -

A good leader (PM or otherwise) needs to shield their team as much as possible from chaos happening around them. Even if layoffs for some team members are a possibility, the PM should hear their individual concerns and provide as much support as she/he can. Sometimes that means being a shoulder to cry on or a patient listener to hear venting, and other times it can be providing them with a glowing reference or a connection with someone in your network if their role is impacted.

Kiron
Thanks Kiron and I agree with you on this.
Also, it could be possible to minimize the impact if we see it coming and prepare for changes in advance.
Network:1436



Mar 07, 2018 8:14 PM
Replying to Riyadh Salih
...
Anish
It depends on what type of change, and must be implemented from top down
who ever handling that must really believe in it to reflect on others, and it is a matter of time after disturbing their comfort zone they will settle down and the cycle move on.
Thanks Riyadh for your feedback on this.
Network:706



I have been through four reorganisation exercises and seven managers since 2014.

For us, since we are a projectised organisation, our external projects were protected by the organisation's commitment to deliver.

What did get impacted were our internal ("contribution to practice") projects. Every manager brings a new vision and a new approach - so initiatives that were developed under one manager were shelved under the next. There is absolutely no protection against this sort of risk that I have seen.
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1 reply by Anish Abraham
Mar 08, 2018 11:17 AM
Anish Abraham
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Thanks for your feedback, Karan. Wow, it look like you have gone through lot of changes and I completely agree with on this.
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Invariably we need involve HR as there are so many emotions flying around in these large transformation programs.
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1 reply by Anish Abraham
Mar 08, 2018 11:34 AM
Anish Abraham
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Thanks Sante for your feedback.
I agree, Involving HR would help to mitigate adverse impacts during organizational changes.
Network:1576



We apply Agile practices to the PMO. Agile is a way of thinking and behave with focus on client and quality to deliver value. When you apply Agile you gain into agility which is the ability to react to unexpected changes and to create unexpected changes. At the top you have to define client, value, quality which are strategical terms to define.
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1 reply by Anish Abraham
Mar 08, 2018 11:36 AM
Anish Abraham
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Thanks Sergio, I appreciate your insights on this.
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Communicate everything you can about the changes to your team, good or bad. Fear of the unknown will cause the worst distractions and dips in morale, and the team will be greatly reassured when they see you keeping them informed.
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1 reply by Anish Abraham
Mar 08, 2018 11:47 AM
Anish Abraham
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Thanks Eric, for your comments.
I agree, communication is the key here. Sometimes informal communication with team members and stakeholders can be fertile source of information on potential changes
Network:1436



Mar 07, 2018 10:59 PM
Replying to Karan Shah
...
I have been through four reorganisation exercises and seven managers since 2014.

For us, since we are a projectised organisation, our external projects were protected by the organisation's commitment to deliver.

What did get impacted were our internal ("contribution to practice") projects. Every manager brings a new vision and a new approach - so initiatives that were developed under one manager were shelved under the next. There is absolutely no protection against this sort of risk that I have seen.
Thanks for your feedback, Karan. Wow, it look like you have gone through lot of changes and I completely agree with on this.
Network:1436



Mar 07, 2018 11:20 PM
Replying to Sante Vergini
...
Invariably we need involve HR as there are so many emotions flying around in these large transformation programs.
Thanks Sante for your feedback.
I agree, Involving HR would help to mitigate adverse impacts during organizational changes.
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