1 / 21

Project Management and Organisational Change in the Public Service: Cultural Barriers, Hindrances, Fixes Metrics Pre

Why Change?. The better we areThe more we would like to be better"Once the benefits of change are tastedAn organisation will want more?". Summary. Successful Project Management can be equated to the successful Management of Risk Management of Organisational Change can be treated as a projec

zach
Download Presentation

Project Management and Organisational Change in the Public Service: Cultural Barriers, Hindrances, Fixes Metrics Pre

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

    1. Project Management and Organisational Change in the Public Service: Cultural Barriers, Hindrances, Fixes & Metrics Presented by Ed Blow Nielsen-Wurster Asia-Pacific Pty. Ltd. 21 February 2006

    2. Why Change? “The better we are The more we would like to be better” “Once the benefits of change are tasted An organisation will want more?”

    3. Summary Successful Project Management can be equated to the successful Management of Risk Management of Organisational Change can be treated as a project management activity Organisational Change needs strong leadership There are cultural barriers & hindrances to organisational change in the Public Service There are metrics by which you can monitor the ongoing success or failure of organisational change

    4. What has Project Management got to do with Organisation Change? PROJECT MANAGEMENT = MANAGING THE RISKS TO ACHIEVE THE OUTCOMES

    5. Organisational Change using the Project Management Approach ORGANISATIONAL CHANGE = MANAGING THE RISKS (OVERCOMING BARRIERS) TO ACHIEVE IMPROVEMENT

    6. Why do we need Organisational Change in the Public Service? Dynamic organisations continuously improve Increasing demand to provide value for the tax $. Impact of globalisation & free trade to implement best practice business reform across all sectors. Impact of work place (IR) reform affects all sectors Increased tendency by the media to engage in closer scrutiny. Impact of multiculturalism has changed the social & cultural face of Australia & a new work ethic is emerging.

    7. What is Organisational Change? NOT SIMPLY Trying hard to be better Having the best intentions Change for the sake of change

    8. What is Organisational Change? ... IMPROVEMENT THROUGH CHANGE... “Achieving real improvement through change”

    9. Inspiring Change WHEN WAS THE LAST TIME YOU FIRED UP YOUR ORGANISATION WITH “PASSION & URGENCY”?

    10. Organisational Change Involves ... LEADERSHIP... “Inspirational Leadership motivates everyone in the organisation to become motivators of change AIMED AT strategic improvement”

    11. Change Needs a Leader “An organisation’s success in achieving real improvement through change reflects the greatness of its leader”

    12. Cultural Barriers BUREAURCRACY TIMIDITY INITIATIVE & RESPONSIVENESS SECURITY RISK AVERSION AGILITY & ALERTNESS BENEFITS ENTITLEMENTS INCENTIVE & PERFORMANCE FEAR OF CHANGE SILVER BULLETS DISCERNED VALUE ADDED

    13. Internal Hindrances POLITICAL PRIORITIES IDENTIFY & COMMUNICATE GOALS BE AGILE IN ADJUSTING PRIORITIES SPENDING TO AVOID UNDERSPENDING ADOPT A COMMERCIAL APPROACH NEGATIVE ELEMENTS ELIMINATE NEGATIVE ELEMENTS TENDENCY TOWARDS RISK AVERSION BUILD ON STRENGTHS OUTSOURCE THE WEAKNESSES TECHNOLOGY FOR TECHNOLOGY SAKE APPROPRIATE TECHNOLOGY PROCESS FOR PROCESS SAKE APPROPRIATE PROCESSES LESS IS BEST

    14. External Hindrances MEDIA MISINFORMATION Communicate integrity with the public POLITICAL PRESSURE GROUPS Adopt efficient and timely change mechanisms SECURITY CONSTRAINTS Build up credibility AVAILABILITY OF SKILLED LABOUR Import labour or spread function

    15. Change = Remain Focused on the Goal The Leader must: Maintain focus on the “Big Picture” Keep the team focussed on the goals to meet the big picture. Clarify, reinforce and maintain the momentum to win support Stay in control or you will fail the team. Everyone must remain focussed on the vision to become part of the success.

    16. Change Must be Timely and Practical “The key to organisational change is wise leadership. The key to wise leadership is motivating others to follow.”

    17. Change: Timely and Practical The Leader must: Involve everyone Foster open, face to face communication Foster a sense of urgency, an agility to respond to change and a passion for the mission Act Wisely and Decisively

    18. Threats to Organisational Change “The level of Success in Organisational Change is proportional to the level of success in Identifying and Managing the Risks”

    19. Identify and Manage the Risks The Leader must: Address Challenges and Risks head on Utilise the power of individual self–interest Maintain a high level of ethical behaviour, and avoid the easy way out. Gather knowledge about what is needed BUT Apply wisdom to the knowledge

    20. Project Management Approach Identify the Impact of “As-Is” Pressure to improve performance. More competitive. Less constrained. Discern the “To Be” Improved productivity Best Practice Business like and adaptable Plan “How” Define the Mission Set the expectations Manage the threats

    21. Metrics: Success or Failure Success = Outcome & Results Focussed. Timely & within Budget. Identified & Managed Risks. Strong team Spirit Increased agility to respond to change Failure = Effort Focussed Missed deadlines & over- budget. Unidentified & mismanaged Risks Weak team spirit Inflexibility

    22. PM and Change - Questions?

More Related