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Project Manager : Project Manager Aug Sep 2011
www.aipm.com.au Project Manager 21 THE KOTTER METHODOLOGY AIPM CEO Sheryle Moon has worked with many change management methodologies, and while they are all effective in their own way, she prefers the Kotter framework “ because it forces us to understand what the status position is, what the burning platform for change is, and why – essentially – we are changing”. Step 1: Act with urgency Step 2: Develop the guiding coalition Step 3: Develop a change vision Step 4: Communicate the vision buy-in Step 5: Empower broad-based action Step 6: Generate short-term wins Step 7: Don’t let up Step 8: Make change stick For more information on Kotter go to: www.kotterinternational.com/ kotterprinciples/changesteps I HAVE MANAGED VERY LARGE ORGANISATIONAL CHANGE PROJECTS AND HAVE ALWAYS USED A CHANGE MANAGEMENT EXPERT TO PROVIDE INVALUABLE KNOWLEDGE COVER STORY • CASE STUDY THE IMPACT OF TECHNOLOGY Over the past 10 years, Catherine Smithson, Managing Director at Being Human – change management consultancy, has seen more and more organisations investing in change management strategies, and a major turnaround in successful change implementation. Here’s one example. The IT department in a professional services firm had the task of implementing a new national document management system. While the project plan included a project sponsor, steering committee and project manager, plus intensive team training and communication sessions to assist in ‘getting people on board’, it wasn’t enough. Employees and managers resisted the change and the project was delayed which cost overruns and all expected benefits were put on hold. The project sponsor decided to invest in a full-time change manager who had a strong background in training and HR. All key managers on the project were then certified with the Prosci Change Management Process, and Prosci methodologies were used to ensure a structured and proactive approach to managing the people side. The change manager clarified roles and mobilised the steering committee and senior executives to be ‘the face of the change’, instead of delegating this role to the project team. The change manager then worked with the management teams in each state to take ownership of the new system and provided them with the tools and coaching to assist them in creating awareness and training their own staff. The project team was no longer ‘the enemy’, and the result was a smooth transition into a new seamless way of working, a solid financial return on investment, and happy staff. how to communicate it. This is the next set of skills that I think are intrinsic to that change management process.” Caroline Perkins agrees. “Project managers are focused on KPIs, change managers are focused on getting the organisation lined up to take advantage of project deliverables. Often the two roles have ver y competing viewpoints, and as such it is hard for one person to wear two hats.” But unless organisations hire specialists in this field, project managers may find themselves ‘accidental’ change managers. It’s not an easy path – change can be painful and requires a great deal of work. However, effective change agents know, even when met with resistance, that change is not only inevitable but can prove very beneficial when administered through proven change management strategies. •••
June July 2011
Project Manager Oct Nov 2011