Category Archives: Ensuring successful business change

Common factors for managing successful change


Reflections prompted by discussions at APM Presents: Project Management in Practice, October 16th, 2014

By Elisabeth Goodman, 25th October 2014

The same issues arise for managing change, whatever the size of the organisation. There are also some common factors for managing successful change, whether the change involved is IT, organisational or process-based.

Delegates during the break out session of the Enabling Change SIG at APM Presents: Project Management in Practice, October 16th, 2014

Delegates during the break out session of the Enabling Change SIG at APM Presents: Project Management in Practice, October 16th, 2014     (Photograph courtesy of Andrew Gray)

I recently co-led a workshop with Neil White of ChangeVista on behalf of the APM’s Enabling Change SIG (Specific Interest Group). Our brief was to provide an introductory level interactive workshop, with delegates from a variety of backgrounds, in 45 minutes, and to be prepared to repeat it, 3 times!

Neil did a great job at consolidating some key principles and perspectives on enabling change into a ten-minute presentation – no trivial task!

I set the delegates the challenge of making a better job of three not unusual scenarios for IT, organisational and process change, using what they had learned from the presentation and what they could learn from each other’s experiences. They did a very good job of it!

(The slides, handouts on the three scenarios and a link to the outputs from the Enabling Change SIG seminar at APM Presents are now available)

The same issues arise in dealing with change whatever the size of the organisation

Paula Baxter, one of the delegates at the event, in her follow-up feedback said: “Found the session earlier really useful, especially hearing how we all go through the same issues with change no matter how small or large the organisation is!”

Effective management of change is about involving and informing the people affected so that they can be navigators rather than victims of change.  And yet this is the part that is often neglected, either deliberately out of a mistaken desire to protect people from unnecessary worry, as in the organisational change scenario used in the workshop; or, as in the case of our IT scenario, out of an assumption that everyone can learn to use new software quickly, easily and in the same way.

There are common factors in managing every type of change

As another delegate mentioned to me, although we were working with three very different scenarios, the same headlines came up in each one in terms of how to achieve more effective management of change. These are just eight of them:

  1. Involve and inform your stakeholders, especially those most directly affected by the change – and do so sooner rather than later
  2. Two-way communication is key and your sponsors can help with this by being visible and accessible. They can also have a positive influence by role modelling the change
  3. Use stakeholder analysis, and training needs analysis to understand the different perspectives and requirements of your stakeholders and to shape your approaches accordingly
  4. Clearly articulate why the change is being introduced (the benefits), and get your sponsors and change agents or champions aligned on these and other key messages (what, who, when, where, how) to communicate about the change
  5. Consider the context for the change:
    • What the change demands in terms of your stakeholders’ behaviours and time, and how that will relate to what else they are doing in their day jobs
    • What other changes are going on that might affect their receptiveness to this particular change (the bigger picture)
  6. Think carefully about motivators and incentives and target them at the right level – they won’t necessarily be the same for everyone
  7. Involve HR (and external consultants / contractors) as appropriate to support but not to lead the change – the sponsors should come from the business
  8. Consider using pilots, and a gradual transition / evolutionary change as an alternative to revolutionary change to minimise the ‘pain’ for those involved, and to get things right

What are your thoughts on common factors for managing successful change?

All in all it was a very enjoyable and stimulating experience. It was very rewarding to see how many common factors for managing successful change the delegates could extract in an intensive 45-minute session. What else could they have identified?

About the author

Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting, a consultancy that helps business teams and their managers to enhance their effectiveness for greater productivity and improved team morale. (We using coaching, training, mentoring and consulting in our work with our clients.)

Elisabeth founded RiverRhee Consulting just over 5 years ago, and prior to that had 25+ years’ experience in the Pharmaceutical Industry in line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis. 

Elisabeth is accredited in Change Management, in Lean Sigma, in MBTI (Myers Briggs Type Indicator) and is an NLP (NeuroLinguistic Programming) Practitioner.  She is a member of CILIP (Chartered Institute for Library and Information Professionals) and of APM (Association for Project Management) where she now leads the Capabilities & Methods pillar for the Enabling Change SIG.

Facilitating operational excellence in and for business change projects


Notes from an APM Midlands Branch seminar by Elisabeth Goodman

About 40 people attended this evening seminar in Coventry on 30th January 2014.  The intent was to share a case study based approach of some of my experiences of leading and facilitating operational organisational change projects, and of using Lean and Six Sigma to support organisational change.  It also proved an excellent opportunity for the participants to share some of their experiences, and for all of us to learn from each other.

The delegates present appeared to be a mix of practitioners and consultants in project management, all of whom had encountered Lean and Six Sigma in some form.  It also became apparent as the evening progressed, that many of those present had a real interest in organisational change, with experience of the challenges and some of the successes involved.

Case studies of operational excellence and organisational change with Lean and Six Sigma

My case studies included:

  1. Coordinating a group of cross-organisational champions involved in rolling out Lean and Six Sigma as a way of working in a global Pharmaceutical R&D organisation.  I was also one of a team of four trainers for running three-day (Advocate or yellow belt), and two-week (Expert or green belt) training courses, and coordinated site-based ‘lunch and learn’ sessions for ongoing mentoring of the practitioners.
  2. Leading a global R&D programme consisting of several project work-streams for developing solutions, and implementing new governance and procedures to address the major outcomes of an internal audit.
  3. Project managing the introduction of an operational excellence culture, again using Lean and Six Sigma, for a Contract Research Organisation for pre-clinical studies, in France
  4. Running one-day in-house and off-site courses in Lean and Six Sigma, and in Change Management.

Organisational change case studies

Approaches to Lean and Six Sigma and Change Management in Project Management

It was obviously not practical to go into these approaches in any depth within the time available but my key framework for Lean and Six Sigma projects is the DMAIC framework: Define, Measure, Analyse, Improve, Control.

My approach for Change Management is described in my new book: The Effective Team’s Change Management Workbook .  It addresses the behavioural aspects of change: personal journeys through change; how to move from being a victim or survivor through to being a navigator of change.  Clients I work with have found it very constructive to be able to articulate their concerns in a ‘safe’ environment as well as explore how they could tackle the change in a more positive way.

My approach to change also addresses procedural aspects, for instance using a checklist of questions (why is the change happening – the “burning platform for change”, what are the goals, who will be affected, when, where and how).  Again, my clients have found this relatively simple approach extremely helpful for articulating and gaining alignment on the key messages for their change strategies.

RiverRhee approaches to LSS and Change

I also referred to a previous APM event that my Associate John Riddell and I had led in Stevenage and Norwich a few years ago [Lean Six Sigma and Project Management].  In this seminar we explored the potential intersections and opportunities between Lean and Six Sigma and Project Management.

Riddell and Goodman on LSS and Project Management

Challenges, successes and questions about Operational Excellence and Lean and Six Sigma in organisational change

The participants in the Coventry seminar spent ten or so minutes in ‘huddles’ exploring their challenges, successes and questions and then shared the main themes with the rest of the room.

The challenges discussed included:

  • Change being scary
  • How to articulate the benefits
  • How to gain engagement with both the new processes and the new behaviours involved
  • How to ensure effective and visible leadership
  • How to pull the organisation together and add value quickly when facilitating significant organisational and team change
  • How to communicate the what and the why effectively
  • The importance of thinking about those not used to the world of change that we as practitioners are so well versed in
  • How to start on the right track right from the start in terms of the communication, people and physical aspects of change

The successes were fewer and included:

  • Being able to communicate the what and why of change
  • Ensuring the challenges are not barriers to change
  • Getting over the low points to achieve confidence in the change

Additional questions raised included:

  • How to ensure that the challenges are not barriers
  • How to ensure that the changes continue beyond the life of the project both in terms of culture and in terms of the way the business runs
  • How to accelerate through the change so that the organisation, the people and the processes are all aligned
  • How to apply Lean and Six Sigma in a non-repetitive environment
  • How an individual can use Lean and Six Sigma to make change happen both in their job and in the organisation as a whole
  • How to apply Lean and Six Sigma to services in the public sector
  • Can Lean and Six Sigma be used in IT projects to improve on the benefits delivered
  • How to apply Lean and Six Sigma to specific goals in a global context
  • Hints and tips for success in change projects

Some of these challenges, successes and questions were reflected in the detail of the case studies that I then shared.

Insights from case studies on Operational Excellence and Lean and Six Sigma in organisational change

It would take another blog or in-depth white paper to go into the detail of what I presented, so I am only posting the main slides here.  Do post a comment of anything you heard that you would like to highlight if you were at the event, or get in touch with me if you would like to learn more about what I covered.

Operational Excellence learnings

LSS in organisational change

RiverRhee one day LSS courses

RiverRhee one-day change management courses

Learnings, take-aways and further questions discussed

Sponsorship. A theme that sparked a lot of interest was that of sponsor turnover and the importance of getting the right sponsor with the right level of commitment.  Participants thought that there might be a tipping point: when the project is far enough along, or there are sufficient numbers engaged for the sponsorship to no longer be such a key factor for success.  The importance of having strong senior sponsorship may also vary with the scale of the organisation, or of the change involved.

Certainty and Control.  What makes change scary for people is not knowing what is going to happen, and what is happening not being under their control.  Even if the news is bad, knowing it is better than the guessing and rumours that go on with a lack of information.  Lean and Six Sigma approaches give people the opportunity to influence the change.  Using representatives / champions supports two-way flows of information.  Focus groups can also be a good way to involve people.

Lean and Six Sigma can be applied in non-repetitive, creative and service environments.  There is an excellent book by Michael George, Lean Six Sigma for Service that I’ve also referenced in a previous blog [Lean Six Sigma in R&D and service delivery].  My experience of working with scientists in drug discovery, and with people in finance and human resources is that there are always some processes in every type of work that can benefit from being simplified and streamlined to free up creativity.  For the discovery biologists it was the critical review of their cascade of assays for evaluating new chemical compounds as potential drug candidates.

People who ‘get it’ live it.  One delegate was particularly taken by this phrase: finding such people makes our work as change agents easier.  They are certainly the champions or sponsors to start with, especially in organisations that are “too busy” firefighting (and rewarding firefighting [Getting it right rather than firefighting]) to take the time to apply Lean and Six Sigma to make more time.

Effective organisational change is not easy!  There will always be complications and questions to answer to enable the smooth running of organisational change programmes and projects. However, some of those present, who were early on in managing their change projects, were reassured by the fact that the evening’s discussion confirmed that they were going about things the right way.

A good fit with the new APM Enabling Change Special Interest Group

This was an excellent occasion for the chairman of the new APM Enabling Change SIG, Martin Taylor, to share a few words about the scope, status and next steps for this group [link], and I will also be sharing these notes from the seminar with my colleagues on the committee.

Notes

The full presentation of Facilitating Operational Excellence in and for business change projects can be viewed on SlideShare.

Elisabeth Goodman is the owner and Principal Consultant of RiverRhee Consulting and a trainer, facilitator, one-to-one coach, speaker and writer, with a passion for and a proven track record in improving team performance and leading business change projects on a local or global basis. 

Elisabeth is an expert in knowledge management, and is accredited in change management, Lean Six Sigma and MBTI (Myers Briggs Type Indicator).  She has a BSc in Biochemistry, an MSc in Information Science, is a full member of the Chartered Institute of Information and Library Professionals (CILIP) and of the Association for Project Management (APM) and is also a Growth Coach with the GrowthAccelerator.

She is currently a committee member for the APM East of England branch, and for the APM Enabling Change Special Interest Group.

Elisabeth Goodman’s 2013 blogging year in review


The WordPress.com stats helper monkeys prepared a 2013 annual report for this blog.

Change Management, Lean and Six Sigma, and Knowledge Management continue to be the most popular topics for my readers, with a little Project Management thrown in.

Here’s an excerpt:

The concert hall at the Sydney Opera House holds 2,700 people. This blog was viewed about 13,000 times in 2013. If it were a concert at Sydney Opera House, it would take about 5 sold-out performances for that many people to see it.

Click here to see the complete report.

The Effective Team’s Change Management Workbook – now available!


by Elisabeth Goodman

I’m delighted to say that the first in my new series of  “The Effective Team’s ” workbooks is now available.

The Effective Team’s Change Management Workbook

Elisabeth Goodman (author), Nathaniel Spain (illustrator), November 2013 - ISBN 978-0-9926323-5-9

54777 RR cover design_Page_1 medium

This first book in the series focuses on Change Management.  This is the description on the back of the book:

“A well-managed change initiative is something special to behold!  The author’s experience with business support groups such as Library and Information services, and with organisations in the Life Sciences and SMEs (Small and Medium Enterprises) have been instrumental in shaping her approach to leading teams and to teaching and coaching individuals about Change Management.  This workbook has been designed to reflect her approach.  It encompasses personal journeys, reactions and resistance to change (the ‘people’ aspect of change) and the processes to use when planning and implementing various types of change.  The plentiful principles and methodologies are explained through scenarios and are accompanied by exercises for team or individual practice.  There are also notes on further reading.  The book is targeted at operational teams, but project teams will also benefit from its rich insights and depth.”

THE detailed content of the book

The book begins by taking the reader through variations of the Elisabeth Kübler-Ross’s change curve – where change is perceived as negative or positive.  It then explores how resistance can be useful, using Richard McKnight’s victim, survivor and navigator representations.

The reader is then guided on how to go about articulating the strategic context for change in a way that will help team members be aligned on the key messages to use with their stakeholders, and some influencing techniques that they might use to achieve lasting behavioural change.

The next chapter explores how to go about understanding stakeholders’ perspectives, before getting into communication, training and support techniques for effectively implementing and embedding change.

The final chapter explores how to measure benefits, impact and effectiveness of the change.

Supplemental content includes full page versions of charts and tables for use in the individual and team activities, a detailed coverage of the case studies used to illustrate the book, and some notes on further reading.

Cost and availability

Copies are priced at £10.00 each, plus packaging and posting, and can be ordered via the RiverRhee Publishing web page (http://www.riverrhee.com/publications/books/)

Future books for enhancing team effectiveness

Future books in “The Effective Team’s” workbook series will address other themes relating to RiverRhee Consulting’s work for enhancing team effectiveness.  Topics will include high performance teams, operational excellence, knowledge management, and facilitation.

Notes

Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting, a consultancy that helps business teams to enhance their effectiveness for greater productivity and improved team morale (using training, coaching and consulting).

Elisabeth has 25+ years’ experience in the Pharmaceutical Industry where she held line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis.  Elisabeth is accredited in Change Management, in MBTI (Myers Briggs Type Indicator) and in Lean Sigma and is a member of CILIP (Chartered Institute for Library and Information Professionals), and APM (Association for Project Management).

Le chemin du changement – The journey of change


Le chemin du changement

Guest blog by Pierre Gillibert

Note from the editor - Elisabeth Goodman

Pierre Gillibert is a change manager and coach based in France.  We met via LinkedIn and have started to exchange our experiences on facilitating change in France, the UK, and in the US.  Pierre’s blog is written on the basis of how change is perceived by managers and employees in France.  It’s something of a call to action about the importance of embracing the change journey as well as how to go about it.  There are some points that resonate with attitudes and perceptions in the UK / US, although there is perhaps more of an acceptance of the importance of change management in these countries.  For those who prefer reading their blogs in English, I’ve done my best at a translation below the French version.  (Do feel free to tell me if you have improvements to make on my translation!)

Où va-t-on ? Où veut-on aller ? Des questions, l’entrepreneur s’en pose.

La première interrogation est passive, on y perçoit de l’impuissance.

La seconde, c’est prendre en main les commandes de l’entreprise et décider de l’objectif que nous voulons atteindre, c’est avoir une vision.

Bien, me direz-vous mais comment parvenir à cet objectif ?

Prendre le chemin du changement voilà la réponse. Ce changement perpétuel il faut le prendre comme un processus, processus particulier car jonché d’obstacles dus à l’incertitude.

Le chemin doit être parcouru par tous les collaborateurs de l’entreprise. La force, l’incantation, la communication à outrance ne mobiliseront jamais des acteurs qui ne croient pas aux schémas organisationnels successifs qu’on leur impose.

Nous agirons pour que tous partagent la vision de l’entreprise, l’objectif à atteindre.

On parle beaucoup de résistance au changement. C’est vrai, c’est dans la nature de l’homme de résister et parfois pour des causes admirables.

C’est dans la nature de l’homme aussi de changer, de s’adapter ne revenons pas sur la théorie de l’évolution.

Alors qui résiste ? Tout le monde, l’ouvrier, l’employé, le cadre, le cadre supérieur, les dirigeants, tout le monde à ses raisons pour résister. Nous dépasserons ces résistances.

Nous mobiliserons les énergies sur un objectif partagé.

Nous créerons l’esprit d’équipe. Nous aurons des objectifs intermédiaires à conquérir. Nous ferons communiquer l’ensemble des acteurs sur les processus métiers et les enjeux du changement.

Les processus métier doivent être la base de toute action pour le changement.

Nous travaillerons ensemble pour obtenir des « short term wins » et les partagerons pour motiver et mobiliser les équipes ainsi que les femmes et les hommes qui produisent. Nous devons tous être fiers du travail réalisé par les équipes et l’ensemble de l’entreprise.

Le mérite des ouvriers et des employés qui continuent d’assurer la production doit être reconnu.

Oui nous créerons de nombreuses équipes, solidaires, qui iront toutes dans la même direction et qui échangeront sur toutes les avancées réalisées.

Nous communiquerons, pour cela nous devons apprendre à nous connaître, à nous écouter et à respecter nos différences qui loin de nous éloigner les uns des autres doivent nous rapprocher.

Nous disposons de méthodes, d’outils, de technologies, de consultants spécialisés, de coachs, bref nous devons mettre en œuvre tous les moyens pour réussir cette mobilisation.

Pour conclure sur ce billet, rien ne se fera sans la confiance accordée au plus niveau, la reconnaissance des efforts accomplis et surtout n’oublions pas le droit à l’erreur.

The journey of change

Where are we going? Where do we want to go? Every entrepreneur asks themselves these questions.

The first question is passive; there is a hint of helplessness.

The second question is about taking control of our destiny: deciding what we we want to achieve,  having a vision.

OK, but how do we get there?

Just make a start. Change is constant and should be approached as a process, one that will be fraught with obstacles due to the uncertainty involved.

It’s a journey that everyone within the organisation must participate in. Force, mantras, and endless communication alone will not make people change if they don’t believe in the succession of organisational changes imposed on them.

What’s needed is for everyone to participate in the vision of the organisation and the objectives to be achieved.

There’s a lot of talk about resistance to change, and in fact it’s in our nature to resist, sometimes for very worthwhile reasons.

It’s also in our nature to change, to adapt – need we mention the theory of evolution?

So who’s resisting? Everyone: the worker, the employee, the middle manager, the senior manager, the directors. Everyone has reasons to resist. We will address those reasons.

We will harness people’s energies around common objectives.

We will create a team spirit. We will have milestones to achieve along the way. We will get people to focus on the underlying processes, and the changes involved.

Focusing on the key processes must be the basis for any change programme.

We’ll work together to achieve “quick wins” and will share success stories to motivate and engage the teams and individuals involved. We should all be proud of what individual teams and the organisation as a whole have achieved.

We should recognise the value of workers and employees who continue to keep the organisation’s production on track.

And yes, we will create numerous teams, working together, all heading in the same direction and sharing their achievements.

We will communicate, and to do so, we need to get to know and understand each other, to listen to each other, and to respect our differences in a way that, rather than distancing us, will bring us together.

We have the methods, the tools, the technologies, the expertise of consultants, the coaches. In brief, we should use all the means available to us to achieve this engagement in change.

To conclude, nothing will happen without putting our trust in people at all levels of the organisation, without recognising achievements and, especially, without accepting that mistakes can happen.

Elisabeth Goodman’s 2012 blogs in review


The WordPress.com stats helper monkeys prepared a 2012 annual report for my blogs.

Here’s an excerpt:

4,329 films were submitted to the 2012 Cannes Film Festival. This blog (Recognising reactions to change, and responding to them) had 14,000 views in 2012. If each view were a film, this blog would power 3 Film Festivals

These were the top viewed blogs:

  1. Recognising reactions to change, and responding to them  November 2011
  2. What can Lean and Six Sigma and Dilts’ Logical Levels of Change bring to effective change management? March 2012
  3. Why is employee engagement such an important topic?  March 2012
  4. Top Tips for Motivating Teams  January 2012
  5. Lean and Six Sigma in R&D and Service Delivery – opportunities and challenges  February 2011

Click here to see the complete report.

The Future of Project Management – an evening with Paul Major


The Eastern Branch of the APM held a very enjoyable evening seminar on the future of project management with Paul Major (@changemakerPM, http://paulmajor.wordpress.com) on Wednesday 7th November.
I captured Paul’s main points, and the course of the discussion in a series of tweets, which I’ve reproduced here with some additional notes.

Shifted from delivering transformational change through “personal heroics” to using Project Management for success!

Paul’s origins are in leading transformational change, and indeed this is his continuing focus.  But the difference he discovered some years ago was in being introduced to the rigorous processes of Project Management and how these can make transformational change more successful.

Paul’s emphasis now on how to change things in a way that can be sustained through facilitation & influence

Just introducing something new and hoping that it will take hold is of course not enough – effective change relies on changing behaviours and mindsets.  That is what Paul aims to do.

Just doing team hoohah to get started!

This was a very interactive seminar!  Now and again we would do a team ‘hoohah’ to get ourselves energized and ready to talk to each other… That was the theory, and in fact everyone joined in, had a laugh and it worked very well.

Prehistory from 2570BC; exploring 1870-1956; forming 1967-1974; adapting to 1996; defining to 2010

Paul took us though an interesting journey.  Project Management has, as we know, been around a very long time – how would the pyramids been built without it.  The various PM organisations were formed in the 1960s-1970s, and lots of new training, standards and reference books started to emerge in the following decades and yet, Paul argues, we are still very much in the ‘defining’ stage of the profession.

APM membership accelerating at rate of extra 1000 members per year since 2006

The growth in membership has definitely been exponentially accelerating and is now around 20,000.

Olympics radically changed public perception / recognition of Project Management

The Project Management associated with the London 2012 Olympics was not only highly effective, but also seems to be making the professional suddenly more glamorous!

Living in a world that is changing beyond exponentially – amount of things & change – that is the world for Project Managers to deal with!

We watched what became, at least for me, a very scary video!  I know the world is changing exponentially in terms of the growth of data, information, knowledge; people’s connection to the internet; the size of populations etc..  But there’s nothing like seeing a graphic catalogue of the actual figures to really bring this home.

Using dreamer, realist and critic mindsets to explore this theme

I really enjoyed Paul’s approach to this workshop.  Being a facilitator myself, it’s fun to experience someone else facilitating me for a change, and to learn from their techniques.  We split into 3 groups and each group had to play one of these roles to explore what the future of project management might be.  Being in the ‘critic’ group was a tough one for me as I am in eternal optimist!  Paul has listed the outputs on his blog – http://paulmajor.wordpress.com/2012/11/08/apm-east-of-england-event/ – and the next few tweets were my summary.

  • Realist: motivation, people skills, high visibility, all needed to greater extent going forward; + more process
  • Critic: won’t be able to keep up with profession; more maverick; organisations want specialism
  • Dreamer: PM taught from early age; PM held in esteem; common language; automatic lessons learned (sic)

Paul’s view: PM’s will become the world’s changemakers (aside have heard same for #IM /Library profession)

The first part of the tweet speaks for itself.  The aside is a reflection of what I have heard with one of my other professional hats in the field of Information Management and Librarianship.  They too wonder about their changing roles in a world of exponential change and where people have ready access to information but perhaps are not always accessing and evaluating it effectively.

Our challenge is not creating and managing successful processes

Paul suggested that Project Managers are perhaps too inwardly focused on the mechanics of project management and should instead be focused on the next tweet.

Enabling change creates a real legacy & sustainable benefits

PM’s should be focusing on what they are creating for their stakeholders, now and in the longer term – as the Olympics team has done.

Being taught as a life skill in (some) primary schools

I think this was news for some of the participants.  Another interesting aside is the greater emphasis on ‘Information Literacy’ as a Life Skill in secondary schools at least.  Does anyone reading this blog know if that is also being taught in primary schools?

PM is now one of only 4 recognised professions in Siemens: will fail if not brilliant at PM

Paul was speaking from his discussions with people at Siemens – borne out by one of the delegates whose daughter also works there.  I wonder to what extent this is echoed in other innovation based organisations?  The next 2 tweets were about PM being key not only in the private but other sectors:

  • PM is competitive advantage in private sector
  • PM is key to enable service delivery in public sector to meet changing needs

PM profession still 1st generation talking about definitions – need to move to 2nd level & do something with it

Echoing an earlier point..

Otherwise someone else will move into PM space & will become process jockeys cf. Institute of Change Management

I can’t remember which Change Management organisation Paul was referring too in his talk.  There are a few!  One of them is the Change Management Institute, which has a UK branch – http://change-management-institute-uk.com/index.php  Interestingly, they do list Project Management as one of their competencies.

Forrester Research 2009 PM skills much more about emotional intelligence / soft skills to influence thinking

I didn’t pick up the details on this, but did find this very interesting presentation which mentions soft and other skills – http://www.slideshare.net/gotomeeting/project-management-by-forrester-research

PMs focus on the route & process; stakeholders focus on the end point – PMs need to reflect that

This and the next two tweets echoed and summarised earlier points

  • Shift from PMs delivering an output to changemakers delivering a legacy!
  • Shift from safe pair of hands (though still need them) to changemakers (some exist already)

Dr Martin Barnes: Project Management is the management of change…

I didn’t pick up the full quote, but this is the CEO of APM basically reinforcing Paul’s point about the changing role of Project Managers

Excellent presentation from@changemakerPM http://paulmajor.wordpress.com

Yes – all-in-all an excellent way to spend a Thursday evening!  And I am now following Paul on twitter and wordpress.

PM key to our survival in society!

Some of Paul’s closing words!

Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting, a consultancy that helps business teams to enhance their effectiveness for greater productivity and improved team morale.

Elisabeth has 25+ years’ experience in the Pharmaceutical Industry where she has held line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis. 

Elisabeth is accredited in Change Management, in MBTI (Myers Briggs Type Indicator) and in Lean Sigma and is a member of CILIP (Chartered Institute for Library and Information Professionals), and APM (Association for Project Management).