Change Management e Project Management - AIEA · Change Management e Project Management Intervento...

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Versione per TN AIEA 25 SET 2015

Change Management e Project Management

Intervento nell’ambito della Sessione di Studio dedicata al tema «Governare il Cambiamento»

Trento, 25 Settembre 2015

Relatore: Maria Cristina Barbero, MBA, PMP, PMI-ACP, SMC® - Director – [email protected]

Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015

Traccia dell’intervento

Principali trend nel Project Management

Introduzione al Change Management: relazioni con il Project Management

Principali modelli di Change Management: Change Management e Leadership

Governare il Cambiamento: idee e conclusioni

mailto:[email protected]

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Traccia dell’intervento

Project Manager & Consultant Graduated in Mathematics

Nexen Business Consultants since 2005

BU Change and IT Strategy

Leads a team of 35 consultants

Engaged in supporting IT organizations

Background as system developer

Professor of Project Management at UNIPD

Trainer of 380 Italian PMPs

PMI-ACP, Scrum Master Certified

Maria Cristina Barbero


“We are living in a project economy, which means that an increasing share of our gross national product and an increasing share of our time are spent financing and enacting projects in all kinds of industries”

Project Management Journal - MAY 2013 – From the EditorHans Georg Gemünden, Dr. rer. oec. habil., Chair for Technology and

Innovation Management, Technische Universität Berlin, Berlin, Germany

“My colleagues call this trend a projectificationof society.”

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La disciplina di Project Management (Guides)

A Guide to the PROJECT MANAGEMENT BODY OF

KNOWLEDGE

PMBOK® GUIDE

Project Management Institute

www.pmi.org

Managing Successful Projects

with PRINCE2™

Published by TSO (The Stationery

Office) and available from:

www.tsoshop.co.uk

On behalf of the Office of Government Commerce

ICB

IPMA Competence Baseline

Version 3.0

Published by IPMA International Project

Management Association

http://www.ipma.ch


La disciplina di Project Management (riferimenti)

http://www.pmi.org/

http://www.tsoshop.co.uk/

http://www.ipma.ch/

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La disciplina di Project Management

“Project management is the discipline of carefully projecting or planning, organizing, motivating and controlling resources to achieve specific goals and meet specific success criteria.

The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived constraints. The primary constraints are scope, time, quality and budget”

Wikipedia – What is Project Management


La disciplina di Project Management

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La disciplina di Project Management: Trend

It’s time for organizations to revisit the fundamentals of project management:

Fully understanding the value of project management

Having actively engaged executive sponsors

Aligning projects to strategy

Developing and maintaining project management talent

Establishing a well-aligned and effective PMO (project management office)

Using standardized project management practices throughout the organization

Project Management Institute – Pulse of the Profession 2015



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When a project and program management mindset is embedded into an organization’s DNA, performance improves and competitive advantage accelerates

“All change in an organization happens through projects and programs”


In "The Next Evolution - Enhancing and Unifying Project and Change Management: The Emergence One Method for Total Project Success" Thomas L. Jarocki has thoroughly explored the relationship between the project management and change management disciplines. He also examines the tension that frequently exists between technically-focused project managers and the more people-focused change management professionals before going on to provide a fully integrated, comprehensive solution for unifying these two critical disciplines.


TENDENZA: Affrontare project managemente e organizational change management in modo integrato, CIO PM&CM Offices

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Change Management e Project Management: COBIT5/COSO

COSO Committee of Sponsoring Organizations of the Treadway Commission - Enterprise Risk Management – Integrated Framework(2004)

ISACA (www.isaca.org) – COBIT 5 Enabling Processes (2012)

Nessun esplicito riferimento a Change Management, e Project Management !!!

Project Management:

BAI01 Manage Programmes and Projects

Organisational Change Management:

BAI06 Manage Changes

BAI07 Manage Change Acceptance and Transitioning


Change Management

« E debbasi considerare come non è cosa più difficile a trattare, né più dubia a riuscire, né più pericolosa a maneggiare, che farsi a capo ad introdurre nuovi ordini.

Perché lo introduttore ha per nimici tutti quelli che delli ordini vecchi fanno bene, et ha tepidi defensori tutti quelli che delli ordini nuovi farebbono bene... »

Niccolò Machiavelli – Il Principe – Cap 6

http://www.isaca.org/

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Change Management: terminologie in uso

improve Dal 1995 Famiglia ISO9001-2-3

run – grow - transform Provenienza: Gartner per classificazione dell’IT Spending

organizational change management Disciplina per supportare

transformation (e growth)


Change Management: Leading Change (1996)

What are some specific reasons to change? When the organization is…

Falling behind the competition todayIll-prepared to compete in the futureToo slow to executeQuick to execute but slow to think, strategize, and planToo slow to innovateToo slow or ineffective to integrate M&AsToo “siloed” to collaborate

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Change Management: Leading Change (1996)


Change Management: Leading Change (1996)The enhanced 8-Step Process

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Change Management: Lewin's Model (1950s)

If you have a large cube of ice, but realize that what you want is a cone of ice, what do you do? First you must melt the ice to make it amenable to change (unfreeze). Then you must mold the iced water into the shape you want (change). Finally, you must solidify the new shape (refreeze).

unfreeze change refreeze

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Determine what needs to change. Survey the organization to understand the current state. Understand why change has to take place.

Ensure there is strong support from upper management. Identify and win the support of key people within the organization. Frame the issue as one of organization-wide importance.

Create the need for change. Create a compelling message as to why change has to occur. Emphasize the "why".

Manage and understand the doubts and concerns. Remain open to employee concerns and address in terms of the

need to change.




Communicate often. Describe the benefits. Explain exactly the how the changes will effect everyone. Prepare everyone for what is coming

Dispel rumors. Answer questions openly and honestly. Deal with problems immediately. Relate the need for change back to operational necessities

Involve people in the process. Generate short-term wins to reinforce the change. Negotiate with external stakeholders as necessary (such as

employee organizations).

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Anchor the changes into the culture. Identity what supports the change. Identify barriers to sustaining change

Develop ways to sustain the change. Ensure leadership support. Create a reward system. Establish feedback systems. Adapt the organizational structure as necessary

Provide support and training. Keep everyone informed and supported

Celebrate success!


Change Management - New trends – CQ index

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Change Management - New trends – Organization Styles

Yves Cavarec - PM Skills

Managing Change In Organizations:One Size Does Not Fit All



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Governare il Cambiamento: idee e conclusioni

Il project management è il braccio operativo del change management: non dimenticare l’importanza della sinergia tra le due discipline (nuovo trend nel PMO)

I passi principai del cambiamento: un forte leadership team ed un approccio a quick wins

Continua comunicazione dei risultati raggiunti e di «dove siamo sulla rotta» in sinergia con il leadership team

Riconoscere le diverse culture organizzative (P, M, H)

Riconoscere i diversi atteggiamenti all’interno dell’organizzazione (Heart, Hands, Head)


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