In this video, Claudine Peet explains who is involved in a project and their roles in relation to the people management. Learn about why having change management skills as a project manager is vital to a successful project delivery.
- Change management takes place throughout the project lifecycle and sometimes it's hard to separate change activities from the project activities, and because they're so woven together, I want to walk you through the people side of change in a project lifecycle, but focused mainly on the people skills, not the project management process. Let's see how it all comes together. In order for the changes to stick, change management activities should always run alongside a project and be fully integrated within the project. First let's focus on the continuous set of activities which is all about individuals and change. This is all about you, the project manager. They need to understand how people are affected emotionally. They journey through the change curve, how this states to resistance, and consider the learning needs of affected stakeholders. Another continuous set of activities are the stakeholder engagement and communications. Although it seems obvious, the earlier you identify, analyze, assess the impact, and communicate to stakeholders, the better. Remember, stakeholders can change over the course of the project, so remember to carry out regular reviews. So now let's take a look at the people management skills you'll need to use during each stage of the lifecycle. In the first stage, sometimes called the concept stage, it's important for you to be involved in helping to analyze the drivers for the change. This allows the stakeholders to understand the reason for undertaking the project, which in turn helps us to tailor our communications messages and plan for resistance that we're likely to face from those impacted by the change. In addition, you'll also be involved in defining the approach for the development of the project. By understanding how the change might be rolled out, one release, or multiple incremental releases, you'll understand the impact for affected stakeholders, and how best to manage their individual needs. The next stage is definition. In this stage, you'll need to negotiate with business roles to build the team and participate in facilitated workshops to define the deliverables. Once the project moves into the development stages, you will need to keep the team motivated and ensure that progress is tracked to provide concise information and reports to interested stakeholders. This will also help provide input into change readiness for the business units. In the final stage, delivery and completion, the project manager is responsible for ensuring the smooth transition of the products to the business units, and to provide support as necessary. You may also be responsible for removing legacy systems and ensuring that the change is embedded fully into the business. If all of these activities are successfully integrated and considered with every project, just imagine how much more smoothly the change will happen and how much more likely it is that the change will stick.
- Recognize the characteristics of the four stages of the project life cycle.
- Determine how to respond to a team member expressing anger over a change.
- Identify who is most likely to encounter operational resistance.
- Explain what CPIG stands for.
- Summarize what to expect during the forming stage of the Tuckman model of team development.
- Recall an effective strategy for dealing with the demotivation of a team.
- Identify the point during a change when there is the greatest risk to business units.