This course refers to the Project Management Institute (PMI)®. PMI is a registered mark of the Project Management Institute, Inc.
So what's this all mean? I really just don't want to talk about this as a notion. I think we need to take some action. Now, that action can come from two levels. On the one hand, we've got the associations. The associations should be working together more. What happens today is, is the IIBA, the project management institute, the change management institute have a tendency to have their chapter meetings on a monthly basis let us say, most of them have them on a monthly basis. Ten months of the year, they're meeting as individuals.
The change management institute is meeting alone, the project management institute is meeting alone, etc. I actually think we need to change the model. I think the IIBA, the PMI, and the CMI, change management institute, ought to be meeting together, probably half the time. Because, the whole idea of this initiative, is we need to do this seamlessly. It's good that we focus on the individual parts. So we should meet in, you know, as separate entities, separate associations, and, and work on our own areas of emphasis, but I think we need to work on the fact that we're all working on initiatives, and we need to do that together.
So I think we have to have more of these meetings together versus separately. So that's the first thing I think we should do. The second thing is more individual. How are you as a project manager, or a change manager or a business analyst, focusing on the big picture? Are your competencies narrow? Are you only focusing on collecting requirements? Are you only focusing on the business? Or are you only focusing on cultural change? On the other end, for instance. Can you broaden your horizons? Can you broaden your experience? Can you broaden your thinking to appreciate these things? So, I guess the second thing I would, I would suggest is to take a self assessment.
What experiences do you have? What experiences should you have? And how can you rise from wherever you are, in these three roles, to the point where you can present yourself as a good, potential triple threat leader? An initiative leader, that can understand, support, push, and appreciate the roles that are going to bring any idea to full value on the other end. The third thing I think we need to do is work with our project management offices.
There are project management offices in a number of organizations, and they get, that's wrong. That is absolutely wrong. Now, I talked earlier about the fact that the border between business analysis and project management is, is a bit fuzzy. Many project management offices now have an appreciation for business analysis associated with it. Some are actually creating some business analysis offices, which is exactly the opposite of what I think we should be doing. We need to take the concept of a project management office and expand it to an initiative management office that embraces the business analysts, project managers and change managers, that emphasizes breaking down the borders between these three disciplines.
That emphasizes the fact that there should not ever be visible hand-offs between these three roles. So we're focusing on a project to create deliverables. And we can't do that. We've got to go all the way to bringing that value to fruition. One of the other things that this does is the project management offices in many organizations are reassigning the project managers to the next project whenever they do that. When are they doing that? They're doing that after the deliverables are provided. So we're actually forcing this hand-off because we're saying the project manager ends here, I've created the deliverable, I'm going to move you on to another project.
And the whole idea that you're calling it a project management office, and you're focusing on the project piece in the middle Is the wrong idea. So we need to start talking to project management offices in our organizations. And saying, is this really what should we, we should, is this really what we should be doing? Do we have organizational habits that are sub optimal? We shouldn't be assigning the project managers something else just because we produce the deliverables. We need to go from the idea to bringing this to fruition.
And then we can talk about assigning someone to the next initiative. So I want to go from a project management office to an initiative management office. Now these are big changes. In fact, this is a change management exercise in its own right because we're talking about cultural change within an organization. So how do you do this? Well, slowly, is how you do this. Which brings me to another action that I think that we can take. Whether you are in the business analysis space, the project management space, or the organizational change space, we all create plans.
Sometimes it's a to do list sometimes it's a full fledged gant chart and project schedule, whatever the case may be. But we need to think, wherever we are in this exercise, we need to think as business analysts, what are we going to have to do in the change management space and the project management space, and start to put tasks in our plans that facilitate that? If we're in the business of, of project management, we need to figure out what steps in our plans we can put to make sure that we have business analysis, and again, that's happening more often, but it should happen more often than even it is now, but we need to start putting the organizational change management tasks in those plans as well.
What do we do to have a cultural transition plan associated with what we're doing? Put it in the project plan. Hopefully you'll actually get to run it, but if we start to put those things in there, we start to get people to think differently. We start to get people to think more broadly. So we need to challenge those organizational habits, not necessarily by going on a crusade and making big presentations. Let's just adjust the way that we deliver our piece of the pie by making it bigger.
Not necessarily because we're suppose to lead it, because it doesn't necessarily mean that I'm going to be chief in charge here. I may be the person that's still this role that's the project manager. And I may be working with people that are very effective at organizational change. And when it comes to meetings and driving, that exercise, maybe I defer to this person. I don't necessarily have to be the person that knows it all in any of these stages. So we think it's a matter of making some small steps in just the way we go about doing our business.
Sometimes, that's how change happens most effectively, it comes from the bottom up. The last thing I think we need to do is keep listening to what the associations are saying. As people come together, and get a greater set of experiences, regardless of where, what association they're in or where they are in this continuum. I think naturally because the other continuum's, the other I should say the other associations exist and we're talking about this. I'm not the only one talking about this.
The project managers are talking about the change management associations. There's now a change management document that's come out of the Project Management Institute. This is fantastic, we're starting to blur the borders and recognize that it's not just this piece. There's three pieces to this pie. So we need to listen to what the associations are saying. We need to promote the whole idea of it's not just us. That there are three sets of people. But we can behave as one set of people, if you will.
So the associations can drive us there and as the associations work with businesses, they can start a top-down exercise through exercise exchange. Okay. So we can do things with our plans, we can work through the associations to work with the managers in the organizations and hopefully, if we go through this slowly. Like most organizational change, initiatives go slowly. We can get from these three areas in the continuum to one initiative. The idea, to the value being realized.