Change is an all-encompassing word used to describe the impact to processes, people and target operating models.
This can make it confusing to those who support its implementation. We know that whatever the drive for change, whether a shift in strategic direction, customer demands, the disruption of digital or AI, organisations are increasingly coming to terms with how critical strong change management practices are to the success of their transformation.
This makes change everyone’s business.
We believe the PMO is not only perfectly placed to support change but can help lead the way. Because, when the PMO understands the science behind change management and can recognise when it’s needed, it can ‘plug in’ sound change strategies, practices and thinking at the heart of every project and outcome delivered.
The PMO can broker the connection between change management and project delivery assuring effective practices are in place.
This session will help PMO leaders learn how to develop their own and their teams’ competencies and ability to support change.
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Does your PMO have any involvement with change management? At the March PMO Flashmob, held at Shell Centre on the Southbank, we wanted to find out more about Change Management and if there is a role for the PMO within that.
We had Ranjit Sidhu with us and Change Management is totally her bag (have a look at ChangeQuest to see what I mean) which was ideal for us because as far as I know there hasn't really been any conversations around the subject of Change Management and the PMO.
So just to be clear what we are talking about when we say Change Management, Ranjit gave us two definitions:
The application of processes and tools for leading the people side of change to achieve a desired outcome
and:
An approach to transitioning individuals, teams and organisations to a desired future state
So it's all about the soft, fluffy human side of projects and how people are affected when a project is being run and completed. So when thinking about Change Management, the ideal situation is to weave in these approaches, processes and tools as the project is being delivered. If we think about traditional projects, we tend to focus on the deliverables - when will they be delivered and by whom. Sometimes this focus on hard and fast deliverables means we often forget to think about what the impact of these deliverables might be on the people who will have to experience and work with them. If they're not happy it doesn't matter how well that project was managed, how quickly it was delivered and how much it cost, it won't be successful.
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