Creating the Project Office: A Managers Guide to Leading Organizational Change

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OCM facilitates the transition of individuals, teams, and organizations to a future state to achieve business benefits. The intended audience for the CA-OCM includes project practitioners involved in initiatives that affect the people within an organization. The guidance and advice contained in the CA-OCM emphasizes the importance of people skills, good judgment, and effective communications in the successful delivery of projects.

Are Agencies and state entities including their vendors or contractors required to use the CA-OCM even though they may have their own or other tools? The use of the CA-OCM is not mandated, but it does provide a foundation of best practice guidance for state organizations to leverage when undergoing an OCM effort. It is important to recognize the integration points among the different frameworks and their associated lifecycles.

The PAL is intended to ensure projects are undertaken with clear business objectives, accurate costs, and realistic schedules. Who can I contact? The OCM lifecycle refers to a series of activities that are conducted to address the people-side of a change initiative. Access related frameworks here or at. Introduction Organizational Change Management OCM is a discipline that helps organizations implement change to achieve measurable results in their business strategies, work processes, structures, technologies, organizational cultures, and management styles.

The CA-OCM provides a set of activities that: Address the people issues that arise when an organization tries to make changes Facilitate communication to increase awareness and ownership Identify and promote leadership support Foster strong and healthy working relationships between project teams, the Project Sponsor, and Stakeholders Mobilize commitment of Stakeholders to implement a change initiative Proactively identify and address resistance to change Create a thoughtful training approach to provide opportunities for end users to gain knowledge and skills in order to succeed in the future state.

In addition, the assessment provides a high level overview for the OCM Practitioner to refer to when discussing the direction of the OCM effort. Each environmental area is assessed based on statements regarding the readiness of that area, and assigned a numerical score, and ultimately, a priority level. Download doc Download doc Leadership Support Action Log Template The Leadership Support Action log is a living document that allows the OCM Practitioner to keep track of the actions taken with each executive, as well as the responsible resource, the timing, and the frequency of such actions.

Download doc Download doc OCM Schedule Template This template provides a structure to document the OCM activities and tasks required during the current process phase required for the project. Download xls Download xls Project Team Guidelines Template The Project Team Guidelines documents the defined set of expected behaviors that best fit the needs of the project team.

Download xls Download xls Communication Feedback Survey Template The Communication Feedback Survey collects information regarding the effectiveness of the communication process. Download xls Download xls Stakeholder Communication Questionnaire Template The Stakeholder Communication Questionnaire is used to assess what Stakeholder groups are feeling about the change initiative, what they need and want to know, and how they prefer to receive information.

Assessing the effectiveness of the team is a way to identify potential issues that may negatively impact team effectiveness and ultimately the success of the project. This working document provides a record of training assessment, development, and delivery activities throughout all process phases. Download xls Download xls Training Effectiveness Survey Template The Training Effectiveness Survey provides an opportunity for course participants to evaluate their training experiences in areas such as usefulness and relevance.

Download doc Download doc. It discusses how specific icons and colors are used to facilitate navigation. It also offers a high-level overview of the OCM lifecycle and knowledge areas, which are core elements of the OCM effort. Concept: This chapter describes initial OCM activities at the inception of a change initiative. The goals of this process phase are to define the change initiative and communicate it to key leaders and Stakeholders. In this process phase, the OCM Practitioner engages the Project Sponsor and other key executive leaders and defines the project team behavior guidelines.

The OCM Practitioner will plan and implement OCM activities, facilitate high level project communications, engage key Stakeholders and leaders, and assist in building the project team. Executing: This chapter provides guidelines for the OCM Practitioner to use throughout the Executing Process Phase when the system development activities begin. The OCM Practitioner works to engage and transition individuals and the organization to the future state.

Closing: This chapter details the principles, practices, and tools used during the final process phase. This process phase concludes the formal OCM effort by closing out OCM activities, transitioning remaining OCM responsibilities, and planning for ongoing training needs. It includes a glossary of project roles and common OCM terms.

These categories, referred to as key elements, include: Recommended Practices: Techniques or methods that, through experience and research, help achieve a desired result. Roles: Roles for project Stakeholders, including a list of key responsibilities associated with process phase and knowledge area activities. Skills: Special or unique human expertise that should be applied to achieve a successful project outcome. Tools: Templates or other resources to help create project outputs.

Templates are documents that have been pre-developed for project use. Outputs: Work products that are developed. Hewlett-Packard CEO Meg Whitman and her senior executive team appear to be following this principle in their transformation efforts. In any organization facing a challenging environment, the emotional connection fostered by moves like these is likely to make a major difference.

Act your way into new thinking. Many change initiatives seem to assume that people will begin to shift their behaviors once formal elements like directives and incentives have been put in place. People who work together on cross-functional teams will start collaborating because the lines on the chart show they are supposed to do so. Managers will become clear communicators because they have a mandate to deliver a message about the new strategy.

Yet lines on a chart and bold statements of intent have only so much impact. Start by defining a critical few behaviors that will be essential to the success of the initiative. Then conduct everyday business with those behaviors front and center. Senior leaders must visibly model these new behaviors themselves, right from the start, because employees will believe real change is occurring only when they see it happening at the top of the company. Leaders of a major global manufacturer seeking to escape bankruptcy believed the company had lost touch with customers because of entrenched problems in its culture.

Managers operated in an overly layered system without much accountability. They were ponderous, risk averse, insular, and prone to spending time on approvals and office politics.

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Instead of implementing a dramatic, full-scale turnaround, the change team demanded that leaders adopt three specific behaviors:. Because these behavioral shifts were both limited and clearly spelled out, they were implemented quickly.

The Goal of Change: Improving an Organization by Altering How Work is Done

Engage, engage, engage. Leaders often make the mistake of imagining that if they convey a strong message of change at the start of an initiative, people will understand what to do. Nothing could be further from the truth. Powerful and sustained change requires constant communication, not only throughout the rollout but after the major elements of the plan are in place. A global publisher undertook a major initiative to become more digital, putting in place far-reaching structural changes.

The top leaders decided to engage people throughout the company at a variety of levels. First, they convened a series of town halls where large groups were given the news and invited to ask how the company-wide shift would affect them. Executives followed this with function-wide meetings where people could learn, for example, about the prospective impact on finance or human resources.

Finally, an internal trade fair was planned to showcase what various teams were doing to make the company more digital. This multifaceted and ongoing communications effort kept the message alive, giving every employee an understanding of the change and a stake in the outcome. Lead outside the lines. Change has the best chance of cascading through an organization when everyone with authority and influence is involved.

Companies that succeed at implementing major change identify these people early and find ways to involve them as participants and guides. There are three distinct kinds of informal leaders:. People influenced by them feel good about working for the organization and have a desire to go above and beyond. They serve as both exemplars and communicators, spreading the word about why change is important.

Informal leaders must be identified before they can be engaged. The best way to do this in a large organization is to run a network analysis. By mapping out connections and seeing who people talk to, you can complement the formal org chart with one that enables you to lead outside the lines. Leverage formal solutions.

Many companies fall short in this area. A law firm tried to professionalize its clubby culture, which clients perceived as inwardly focused. The lead partner group recognized that associates needed more formal mentoring and development. The existing system, in which partners who headed the practice groups conducted all the training, had led to uneven results.

So the transformation team created a development committee and put out a call for experienced staff members willing to work with new hires. The team was delighted when a strong group of contributors volunteered and put in the time required to design a robust development program and start engaging associates. After a strong start, however, the effort faltered; people who had been enthusiastic fell away. Debriefing those involved, leadership identified the problem: No formal mechanisms were in place to support or reward this participation. Leverage informal solutions. Even when the formal elements needed for change are present, the established culture can undermine them if people revert to long-held but unconscious ways of behaving.

This is why formal and informal solutions must work together. A top-tier technology company was trying to inculcate a more customer-centric mind-set after a decade focused on relentlessly cutting costs. A set of new procedures was put in place along with metrics to identify gaps in product development, process quality controls, and cross-teaming at the front lines. Adrian Turner is a project manager with experience in manufacturing businesses, who helps drive continuing business process improvements and problem-solving processes.

An independent programme and portfolio office professional, Ken Burrell works as a freelance consultant helping organizations improve the way they change. His experience allows him to understand the challenges that project managers face, which makes it possible for him to assist them in their challenges.

Nicole Reilly is an independent PMO, business analyst and project management consultant with more than 25 years of experience in the field. As her areas of specialisations, she enumerates improving change delivery capabilities across projects, programmes and portfolios, and leveraging PPM solutions to drive better business outcomes. Margaret Meloni is project manager with over 18 years of experience, a coach and a teacher. Her mission is to help budding project managers become the best managers they could be and so she remains a source of great inspiration for her students.

She is also the community leader at pmStudent, a platform with valuable study advice. A certified project management professional and industrial psychologist, Bernardo Tirado has a record of successfully developing business strategies, building global PMOs and transforming organizations through process improvement. He teaches strategic project management at Baruch College and has authored book publications related to the topics of project management, leadership and human behaviour in the workplace.

Guillaume Laforge is a recognized developer and a frequent speaker on subjects of developing and programming applications with extensive experience in managing projects. He has gained his expertise as a project manager of the Groovy programming language for the Java Virtual Machine and, in consequence, co-authored a book on Groovy.

Having gained extensive experience as a project manager, Ed Laccohee became the director of Controlled Projects, a company that has helped management improve business practices through project assistance and framework improvement. Keith Privette has a skill set that reaches from the business processes to the conceptual technical design for many different types of businesses and technologies. A master of innovative technologies. Saman Kouretchian is a specialist in marketing and a real estate broker, with a wide experience in project management in the technology industry.

His varied expertise and impressive experience places him among the most influential people in project management. His goal as a project manager is to see the people side of the industry and how it can benefit different elements of the management process. With thorough education in project management and a wide range of certifications, Neil Walker has led a successful career in top companies. A coach, trainer and a passionate leader and mentor. Michael B. Flint is a recognized project management authority, with varied professional experience.

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He has a record of successfully delivering key strategic projects and programs across different industries. Drawing from his long career, he has become an inspiring speaker and an important project management figure. Project Managers are ambitious and hard-working people that constantly look for new areas for development. Now you know who is our inspiration so let us know what are your top influencers!

Did you find them on our list? Your email address will not be published. Skip to content. TimeCamp Inc. Twitter LinkedIn Thomas Kennedy Thomas Kennedy is a certified project manager who runs a blog The PM Coach , where he shares articles and tips that help others improve as project managers. Twitter LinkedIn Susanne Madsen Susanne Madsen is an internationally recognized project leadership coach, trainer and consultant. Twitter LinkedIn Kiron Bondale Kiron Bondale is a trainer, coach, trusted advisor and speaker with over twenty years of experience in project management. Twitter LinkedIn Cornelius Fichtner Cornelius Fichtner has been building his successful career as a project manager since Twitter LinkedIn Hala Saleh With 15 years of experience in the technology industry, Hala Saleh is a successful business strategist and project manager.

Leading with power

Twitter LinkedIn Falk Schmidt Falk Schmidt is a digital innovation expert, project coach, data protection officer and auditor with more than 20 years of experience. Twitter LinkedIn Mike Clayton Mike Clayton is an author and speaker working with organisations to help people work more effectively. Twitter LinkedIn Terri Bauman Terri Bauman graduated in project management and has then developed a successful career in the online media industry. Twitter LinkedIn Steve McConnell Steve McConnel is a specialist in software executive leadership and software project management, helping companies increase software development capability.

Twitter LinkedIn Johanna Rothman Johanna Rothman is an expert in managing high technology product development and owner of Rothman Consulting Group, where he helps people manage projects and product development, which includes Agile transformation. Twitter LinkedIn Bill Mabry Bill Mabry is a recognized expert in project management and a real inspiration for other managers. Twitter LinkedIn Laura Fraser Laura Fraser is a results-driven business leader with wide experience in project management and strategic initiatives.

Creating the Project Office

Twitter LinkedIn Ron Rosenhead Ron Rosenhead is a project management consultant helping companies deliver projects more effectively. Twitter LinkedIn Samad Aidane Samad Aidane is a project management consultant and coach, passionate about the latest neuroscience research, which he uses to help organizations build inclusive leadership cultures.

Twitter LinkedIn Bas de Baar Bas de Baar is a visual facilitator, running a blog about project management called The Project Shrink , which is dedicated to the work of project managers and how they deal with various difficulties that they come across in their job. Twitter Anne Gabrillagues Anne Gabrillagues is an Agile coach in different fields within IT projects to support teams throughout their development towards the adoption of Agility. Twitter LinkedIn Bert Heymans Bert Heymans is a project manager and business analyst experienced in leading web production projects, digital marketing and social media projects, with a strong background in software development.

Twitter LinkedIn Donnie MacNicol Donnie MacNicol is an expert programme and organisational consultant passionate about personal development, change and strategy. Twitter LinkedIn Deanne Earle Deanne Earle graduated in general business and management and has since pursued a successful career in project, programme and portfolio management. A public speaker and blogger, taking pride in writing her blog daily for over three years Twitter LinkedIn Lew Sauder Lew Sauder is a senior leader experienced in IT software implementations, business-process design and the alignment of IT with corporate strategy.

Twitter LinkedIn Dawn Reid Dawn Reid graduated in applied project management and has since worked as a project manager for major companies. Twitter LinkedIn Oliver F. Lehmann Oliver F.

What is Project Management Office Definition & PMO Roles and Responsibilities - AIMS Lecture

Twitter LinkedIn Dave Gordon Dave Gordon is an experienced portfolio, program and project manager managing human capital management transformation projects for global firms. Twitter LinkedIn Sharlyn Lauby Although mostly engaged with human resources, Sharlyn is also skilled in project management and new program design.

Twitter LinkedIn Jurgen Appelo With a degree in software engineering, Jurgen Appelo is a founder of Agility Scales, a company that offers an ap and a platform of Agile practices to businesses. Twitter LinkedIn Ben Aston Ben Aston is the founder of The Digital Project Manager blog, which has become one of the largest and most credible platforms for digital project management information.

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Twitter LinkedIn Gerald J. Leonard Gerald J. Visit Site Twitter LinkedIn Tania Melnyczuk Tania Melnyczuk has experience in guiding organisational leaders and entrepreneurs towards changes required for effective project management. Twitter LinkedIn Dan Chuparkoff Dan Chuparkoff is a product manager and innovative software development leader who helps build great software teams. Twitter LinkedIn Richard Larson Richard Larson is a co-founder of Watermark Learning, a company providing business analysis and project management training and certification preparation.

An Introduction to Change Management Guide

Twitter Michael Wood Michael Wood has been an active project manager and corporate executive in various industries. Twitter LinkedIn Mike Griffiths As a president at Leading Answers, Mike Griffiths helps others by solving issues within project management and leadership, using traditional and Agile methods. Twitter LinkedIn Eileen Roden With a degree in business studies and applied project management, Eileen has pursued a successful career in project management and so decided to use her experience in the field to provide training for PMO professionals as part of PMO Learning.

Twitter LinkedIn Dux Raymond Sy Dux Raymond Sy is a certified project management professional with over 20 years of business and technology experience. Twitter LinkedIn Gayle McDowell A specialist in the technology project management, Gayle McDowell can be an invaluable source of information on how to enter the business. Twitter LinkedIn Brett Harned Brett Harned is a digital project manager with over 15 years of experience in building and managing digital projects of all shapes and sizes.

Twitter LinkedIn Kurt Schmidt Kurt Schmidt is a president of Foundry, a digital product design agency which helps to develop companies and transform them into digital leaders. Twitter LinkedIn Julia Wester Julia Wester is a manager, consultant, coach and trainer, helping companies organize their work effectively.

10 Change Management Best Practices for a Successful Journey

Twitter LinkedIn David Gordon David Gordon is a certified project manager, experienced in leading enterprise-scale projects in a variety of sectors, such as medical technology, IT, energy, real estate and financial products. LinkedIn Harry Hall Harry Hall is the author of The Project Risk Coach consultancy, where, as a principal trainer and consultant, he supports project managers from around the world to lead projects in an effective and successful way.

LinkedIn Adrian Turner Adrian Turner is a project manager with experience in manufacturing businesses, who helps drive continuing business process improvements and problem-solving processes.