Projects and Change - And the role HR plays

1. Projects and Change - And the role HR plays Cathy Wagner Tom Algeo Peter Shears www. changeprojects.com.au www.bizopsolutions.com.au

2. What is Project Management? • AIPM Competency model and Certification Process CMI’s Project Manager competencies • How the CMI Competency model maps to PM Change Management skills • What skills are needed by HR managers in working within the project frameworks Competition, conflict, alignment and marrying the skills and competencies

3. Finish Start Finalisation Initiation Planning Delivery The Project Life Cycle & PMBoK ®(Source M. Young, Transformed)

4. Scope Time Cost Reg PM Certification Quality Certified Practising Project Director (CPPD) Direct and Manage Human Resources Communications Certified Practising Project Manager (CPPM Plan and Manage Risk Procurement Certified Practising Project Practitioner (CPPP) Apply Integration

6. PMI Certification Initiating Planning PMI Risk Management Professional (PMI-RMP) PMI Scheduling Professional (PMI-SP) Executing Monitoring and Control Programme Management Professional (PgPM) Closing Professional and Social Responsibility Certified Associate of Project Manager (CAPM) Project Management Professional (PMP)

8. International Centre for Complex Project Management

9. The Role of the PM in Change Facilitating Change Strategic Thinking Thinking and Judgment Influencing Others Coaching for Change Project Management Communication Self Management (ref CMI Competencies)

10. Simple Definitions • Project Management • Project management is the process by which projects are defined, planned, monitored, controlled and delivered such that the agreed benefits are realised. Projects are unique, transient endeavours undertaken to achieve a desired outcome. Projects bring about change and project management is recognised as the most efficient way of managing such change. (AIPM) • Project Management • The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholders needs and expectations from the project (CMI – CM Practitioner Competencies – August 2010) • Project Management • The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholders needs and expectations from the project (PROSCI– Change Management Learning Centre) • Change Management • Change Management is the structured approach to transitioning individuals, teams and organisations from a current state to a desired future state (CMI - Exec Online Survey – 2009) • Change Management • Change management is the process that ensures that all changes made to a project’s baseline scope, time, cost and quality objectives or agreed benefits are identified, evaluated, approved, rejected or deferred. (AIPM) • Change Management • To apply a systematic approach to helping the individuals impacted by "the change" to be successful by building support, addressing resistance and developing the required knowledge and ability to implement the change (managing the 'people' side of the change) • (PROSCI– Change Management Learning Centre)

11. Change Management Institute Facilitating Change Strategic Thinking Master Change Practitioner Thinking and Judgment Influencing Others Strategic Change Manager Coaching for Change Project Management Change Management Practitioner Communication Self Management Facilitating Meetings

13. Change Management Planning – Managing – Reinforcing The People approach to Change Methodology Culture Current State Future State Processes Technology Project Management Initiating – Planning – Executing – Monitoring/Controlling – Closing The Process approach to Change

14. Change Management Planning – Managing – Reinforcing The People approach to Change • Leadership Skills • Change Management • Institute - Management Skills - Project Management - Technical Skills IT - Financial- HR Engineering

15. Competition, conflict, alignment - marrying the skills and competencies • Many projects under-deliver due to people issues. • Key roles of HR professionals for the aware PM: • Can compliment the agenda, • Can be a source of important organisational and contextual/cultural information, • Can be an ally with leadership across the organisation.

17. AHRI HR Leadership Competencies(Based on David Ulrich* work) • Credible Activist • Delivering results with integrity • Sharing information • Building relationships of trust • Doing HR with an attitude (Taking appropriate risks, providing candid observations, influencing others) • Cultural Steward • Facilitating change • Crafting culture • Valuing culture • Personalizing culture (helping employees find meaning in their work, managing work/life balance, encouraging innovation) *Note: D. Ulrich and W .Brockbank, HR Competency Study, 2007

18. AHRI HR Leadership Competencies(Based on David Ulrich work) • Business Ally • Serving the value chain. • Interpreting social context • Articulating the value proposition • Leveraging business technology • Operational Executor • Implementing workplace policies • Advancing HR technology • Talent Manager/ • Organisational Designer • Ensuring today’s and tomorrow’s talent • Developing talent • Shaping the organization • Fostering communication • Designing reward systems • Strategy Architect • Sustaining strategic agility • Engaging customers

19. Discussion

20. www.change projects.com.au Key point Change Management Project, Change & HR Solutions www. changeprojects.com.au www.bizopsolutions.com.au