Project Management and Organizational Change Management

• project management: the use of specific knowledge, skills, tools, and techniques to deliver something of value to people
• what is a project:

  • temporary effort to create value
  • have a beginning and an end
  • have a team, a budget, a schedule
  • have a set of expectations
  • each is unique and differs from day to day operations
  • they reach a conclusion once the goal is achieved
• project managers:

  • change agents
  • make project goals their own
  • use skills and expertise to inspire a project team
  • work under pressure
  • comfortable with change and complexity
• project management in business:

  • projects are the driving force behind how work is done, change is realized, and value is delivered
  • is a recognized and strategic organizational competence
• project management structure:

  • project teams
  • project working groups
  • project steering committees
  • projects can be part of a program
• project planning:

  • detailed planning that generates answer to business questions
  • answers why we are doing this project, and what the project will accomplish for the business
• key project collateral:

  • defined project objectives and scope
  • project charter - concise written description of the intended work
  • project plan - activities, schedule, time estimates, cost estimates, risk factors
  • program evaluation and review technique (PERT) - project tasks, relationships, and dependencies
  • Gantt chart - project tasks against the project timeline
• in sourcing projects: use internal expertise to develop and maintain
• outsourcing projects:

  • on shore
  • nearshore
  • offshore
  • core competencies
  • financial savings
  • rapid growth
  • globalization
• organizational change: the actions in which a company alters a major component of its organization, such as its culture, the underlying technologies or infrastructure it uses to operate, or its internal process
• organizational change management: the method of leveraging change to bring about a successful resolution, and it typically includes three phases

  1. preparation
  2. implementation
  3. follow-through
• what drives organizational change:

  • the implementation of new technology
  • major changes in existing technology
  • adoption of new business models
  • shifts in the organizational division or team structure
  • changes in leadership
• adaptive change:

  • small, incremental changes evolving over time
  • minor adjustments or modifications that can be fine tuned and implemented to execute on business strategies
• transformational change:

  • large scale and scope
  • can be a shift in mission, strategy, company/team structure, people, or business processes
  • substantial time, resources, and energy to enact
  • often driven by external forces
• why is operational change management important:

  • necessary for companies to succeed and grow
  • drives the successful adoption and usage of change within the business. allows employees to understand and commit to the shift and work effectively during it
  • without ocm, company transitions can be rocky and expensive
  • without ocm, lower employee morale and competent skill development
• preparing for organizational change:

  • define the change, understand it, and gain support
  • create a roadmap that shows success, and explains how everyone will be affected
  • ensure the process plan aligns with business goals
  • outline the implementation and sustainability
  • know what challenges may arise
• guide to organizational change:

  • get a tangible, realistic vision
  • embrace change management
  • get constant feedback from your teams and employees
  • use the right tools
  • lead the project with top leadership skills
  • communicate as effectively as possible
• astazenica:

  challenge --> covid 19

  risks --> vaccine risk, speed, simultaneous investments, regulatory bodies, dedicate resources

  complexity --> need to move quickly, simultaneous trails while manufacturing ramp up

  visibility --> global prominence, like a fishbowl

  project management identified three gaps --> internal project management, project management processes, need for an internal government contracting organization

  lesson learned --> adapt
• british airways

  problem --> reputation for poor service, new chair person, restructured, new ceo

  what did they do organizational change management wise --> transparent communications, frequent communications