Ardi Ghorashy Levers Proj Agility FINAL 1615800

Levers of Project Agility:
Change Management
Ardi Ghorashy
IIL Trainer/Consultant
International Institute for Learning, Inc. All rights reserved.
We may be using agile processes in our

projects.
We may even have extended the use of

agile management practices into other
areas of business.
However, our ability to realize the

expected benefits within the expected
time horizons is largely affected by the
degree of buy-in across the organization.
Change management best practices

greatly mitigate impediments to
acceptance, reduces resistance and
increases uptake of new organizations,
new products, new processes, and new
systems enabling the ability to achieve
timely benefit realization.
Scenario Background
Company A & B set off to develop a new product with identical business
cases.
Both companies use similar agile frameworks for developing the product and
its features. Due to competitive reasons, neither of the companies can
release their product until a certain number of features are built, tested, and
working.
Both companies need their sales, customer implementation, billing, customer
support, and operations support departments to fully embrace the new
product, its business processes, and systems in order to meet financial
Company A
Company B
targets.
Assigns a change manager & a
communication specialist to work with the

project manager
Amanda is a customer implementation
supervisor in company A
Assigns a project manager and employs
no formal change management

Belinda is a customer implementation
supervisor in company B
Project Business Case (at

Initiation)
Morale, energy, and performance
The Change Curve

DENIAL
B2
1
A
SHOCK
PROBLEM-SOLVING
ANGER OR BLAME
3
BARGAINING
AND SELF-BLAME
4
5
ACCEPTANCE
DEPRESSION AND CONFUSION

Time
Kbler-Ross (1969)
The Change Process Company A

Select a change model.
Identify drivers for change.
Define change.
Set up a change agent network.
Create a change vision and strategy.
Identify, segment, and analyze stakeholders.
Analyze change impact.
Develop personas and empathy maps.
Identify and plan for resistance.
Develop a communication plan.
Set up communication and feedback channels.
The Change Process

Select a change model
Organizational Change Models
1. Lewins 3-stage Model

2. Peter Senge Systems Thinking & Dance of Change
3. Kotter 8-step Model
4. Prosci ADKAR
5. GE Change Acceleration Process
Lewins 3-Stage Model
Unfreeze
Define the
current
situation
Create a vision
of the desired
end-state
Change
Refreeze
a period of
confusion, challenge
and clarification
new mindsets and

habits formed and
established.
Identify the
forces that will
help drive and
resist change
Inertia is overcome, and existing habits

and mindsets are broken down
Lewin (1951)
The Change Process

Define change.
10
Change Impact Analysis

McKinsey 7S Organizational
Change Impact
1. Strategy: the plan to maintain and build
competitive advantage over the competition
2. Structure: the way the organization is
structured and who reports to whom
3. Systems: the daily activities and procedures
that staff members engage in to get the job
done
4. Shared Values: these are the core values of
the organization that are evidenced in the
corporate culture and the general work ethic
5. Style: the style of leadership adopted
6. Staf: the employees and their general
capabilities
7. Skills: the actual skills and competencies of
11
Bridges Phases of Transition
ENDINGS
NEUTRAL ZONE
NEW BEGINNINGS
Bridges (2009)
12
The Change Process

Define change.
13
Customer Implementation
Supervisor Persona
Amanda represents a Customer Implementation supervisor. The
persona of Amanda has been created with input from HR and her
line manager to represent a typical member of this group.
Amanda is 34 and has worked at S.B. since graduating. She started as a customer service
agent and has worked her way to this role through being promoted internally. She has a
diploma in Business Administration and has taken certificate courses at the local college in
Telecommunication. Amanda is married with 7 and 4-year old daughters and is now focused on
her career as she needs to continue making a good income to meet their monthly expenses
and maintain mortgage payments for the new house they bought two years ago.
Amanda is aware of the S.B. losses and has talked to her husband and a few work friends she
socializes with about the possible shut-down but has been hoping management will make some
changes to improve the current situation. While shutting S.B. isnt a complete surprise, she
feels many will empathize with her and resist.
14
Empathy Map for Amanda

Customer
Implementation is
my domain
Blah-blah-blah
Jargon I dont understand
Management
never listens
We need to be more
competitive
Pain
Our staff has too many

products to learn
I know how to use

existing processes to
setup any product
Strangers and
consultants
Think & Feel
A new product is coming

down the pipe
We lack the right

products in our
segment
We should slow down

bringing so many
products into market
I am an expert
in my area
Hear
See
Many e-mails and

meetings
Meetings behind
closed doors
Financial reports
on sales figures
Say & Do
Management does not
understand how hard we
work to set up a customer
Have to learn yet

another product
Need to explain why
we cant use existing
systems
Ignores e-mails
All my efforts in
getting my team
master the last
product is to be
repeated
Planning to take only

1 week of vacation
this year
May have bigger

opportunities
New skills =
more marketable
May win the new

product uptake
competition again
Gain
15
The Change Process

Define change.
16
The Change Curve

DENIAL
SHOCK
PROBLEM-SOLVING
ANGER OR BLAME
3
BARGAINING
AND SELF-BLAME
ACCEPTANCE

Time
Kbler-Ross (1969)
17
The Change Curve

DENIAL
SHOCK
PROBLEM-SOLVING
ANGER OR BLAME
BARGAINING
AND SELF-BLAME
4
5
ACCEPTANCE

Time
Kbler-Ross (1969)
18
The Change Process

Define change.
19
The Change Curve

DENIAL
SHOCK
PROBLEM-SOLVING
ANGER OR BLAME
3
BARGAINING
AND SELF-BLAME
ACCEPTANCE

Time
Kbler-Ross (1969)
20
The Change Curve

DENIAL
SHOCK
PROBLEM-SOLVING
ANGER OR BLAME
BARGAINING
AND SELF-BLAME
4
5
ACCEPTANCE

Time
Kbler-Ross (1969)
21
Project Business Case @ Company

B
(end of Year 1 actuals)
22

B
(end of Year 1 with new forecasts)
23
The Change Process

Define change.
24
The Change Curve

DENIAL
SHOCK
PROBLEM-SOLVING
ANGER OR BLAME
3
BARGAINING
AND SELF-BLAME
ACCEPTANCE

Time
Kbler-Ross (1969)
25
The Change Process

Define change.
International
Institute
Learning, Inc. All rights
reserved. skills, and provide support.
Focus
on for
individuals,
develop
26
The Change Curve

DENIAL
SHOCK
PROBLEM-SOLVING
ANGER OR BLAME
3
BARGAINING
AND SELF-BLAME
4
5
B
6
ACCEPTANCE

Time
Kbler-Ross (1969)
27

B
(end of Year 3)
28
The Change Process

Define change.
29
Agility in Benefit Realization
30
IIL Change Management Courses

Change ManagementTM Foundation
Change ManagementTM Practitioner
Organization and PeopleChange
Management
Project andChange
Managementfor Lean Six Sigma
Leading OrganizationalChange
Change Agility
Email learning@iil.com for details and
pricing
31
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Levers of Project Agility:

International Institute for Learning, Inc. All rights reserved.

We may be using agile processes in our

We may even have extended the use of

However, our ability to realize the

Change management best practices

communication specialist to work with the

International Institute for Learning, Inc. All rights reserved.

Assigns a project manager and employs

no formal change management

Project Business Case (at

International Institute for Learning, Inc. All rights reserved.

Morale, energy, and performance

The Change Curve

DEPRESSION AND CONFUSION

The Change Process Company A

Set up communication and feedback channels.

The Change Process

International Institute for Learning, Inc. All rights reserved.

Organizational Change Models

1. Lewins 3-stage Model

International Institute for Learning, Inc. All rights reserved.

Lewins 3-Stage Model

new mindsets and

Inertia is overcome, and existing habits

The Change Process

Select a change model.

International Institute for Learning, Inc. All rights reserved.

Change Impact Analysis

Bridges Phases of Transition

The Change Process

Select a change model.

International Institute for Learning, Inc. All rights reserved.

International Institute for Learning, Inc. All rights reserved.

Empathy Map for Amanda

Our staff has too many

I know how to use

Think & Feel

A new product is coming

We lack the right

We should slow down

Many e-mails and

Have to learn yet

International Institute for Learning, Inc. All rights reserved.

Planning to take only

May have bigger

May win the new

The Change Process

Select a change model.

International Institute for Learning, Inc. All rights reserved.

Morale, energy, and performance

The Change Curve

DEPRESSION AND CONFUSION

Morale, energy, and performance

The Change Curve

DEPRESSION AND CONFUSION

The Change Process

Select a change model.

International Institute for Learning, Inc. All rights reserved.

Morale, energy, and performance

The Change Curve

DEPRESSION AND CONFUSION

Morale, energy, and performance

The Change Curve