The Project Manager as Change Agent
4 likes1,640 views
The document discusses the role of the project manager as a change agent. It summarizes that project managers are often stuck in the middle, trying to balance the structured needs of a project with the fluid and changing realities of organizational dynamics. It suggests that to be an effective change agent, a project manager must lead changes to processes and culture in order to fully meet customer needs and priorities.
The Project Manager as Change Agent
- 1. Coaching Solutions The Project Manager as Change Agent Brian Bozzuto © 2011 BigVisible Solutions, Inc. All Rights Reserved
- 2. The State of IT Project Management PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ I swear to give the requirements, the whole requirements and nothing but the requirements You can have all the change you want, but we will need to negotiate those costs No need to look around too closely, we’re doing what we were told and the metrics appear good! © 2011 BigVisible Solutions, Inc.. All Rights Reserved 2
- 3. What’s Going On? PM As Change Agent Click to edit Master text styles ____ __Desire _____ ____ ______ Our ____ The Reality Second_____ _____ level Third level ____ _____ The PM is stuck in the middle Fourth level _____ _____ Fifth level ____ _____ A world that is A world that is complex, structured, ordered & fluid & ever changing predictable But we hire REALLY good people to manage this © 2011 BigVisible Solutions, Inc.. All Rights Reserved 3
- 4. But Is The Customer Satisfied? PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ levelAnonymous comments from a business partner ____ _____ near you… Third level Fourth level “I’m not going to call that a low priority, because then _____ _____ ____ _____ you’ll just cut it. I need everything!” Fifth level “You built what I asked for, but it’s not what I need” “If the business doesn’t get what they want, they will simply find a way to pay less for not getting what they want” - Ken Schwaber, Co-Creator of Scrum © 2011 BigVisible Solutions, Inc.. All Rights Reserved 4
- 5. Then Someone Clever Comes Along… PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 5
- 6. Not All Organizations Are Receptive to Change PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 6
- 7. We Can Get Stuck in Red Tape PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 7
- 8. What Do You Do? PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third levelYour Job ____ _____ Doing the Fourth level _____ _____ right thing Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 8
- 9. Some People Tolerate It PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 9
- 10. Others Charge Boldly Into Battle PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 10 A dead change agent is a bad change agent
- 11. You Can Have the Right Idea… PM As Change Agent Do you know this man? Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ Dr. Ignaz Semmelweis Instead we know him These were his empirical results… Louis Pasteur © 2011 BigVisible Solutions, Inc.. All Rights Reserved 11
- 12. Why is this so Hard? PM As Change Agent ► There is ____ _____ ____to take in ____ __ nothing more difficult ______ Click to edit Master text styles Secondmore perilous to conduct, or more hand, level _____ _____ uncertain in its success, than to take the Third level introduction of a new order of ____ in the lead _____ Fourth levelthe reformer has enemies in all _____ _____ things. For Fifth level profit by the old order, and only ____ _____ those who lukewarm defenders in all those who would profit by the new order, this lukewarmness arising partly from fear of their adversaries … and partly from the incredulity of mankind, who do not truly believe in anything new until they have had actual experience of it. – Niccolo Machiavelli © 2011 BigVisible Solutions, Inc.. All Rights Reserved 12
- 13. Clustering Effects PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ Even if we’re wrong, we’re wrong together! © 2011 BigVisible Solutions, Inc.. All Rights Reserved 13
- 14. It’s All In Your Perspective PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 14
- 15. But From a Different Perspective PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 15
- 16. So What Horizon Do We View Projects? PM As Change Agent ► Days…____ _____ ____ ______ Click to edit Master text styles ____ __ Second_____ _____ level ► Weeks… Third level ____ _____ Fourth level _____ _____ ► Months… Fifth level ____ _____ ► Quarters… ► Years… © 2011 BigVisible Solutions, Inc.. All Rights Reserved 16
- 17. What’s The Perspective of Your Teammates? PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ How many of you have ever used the phrase “throw it over the wall” © 2011 BigVisible Solutions, Inc.. All Rights Reserved 17
- 18. Experience verse Memory PM As Change Agent ► We don’t____ decisions based ____ __ make _____ ____ ______ Click to edit Master text styles Second_____ rather our on experiences, _____ level memories of experiences Third level ____ _____ ► Our memory is fallible and Fourth level _____ _____ Fifth level in peculiar ways operates ____ _____ à We remember a 1 week vacation as being as good as a 2 week vacation) à Our memory is heavily influenced by the end of an experience ► Could this lead us to fearing falling of the edge of the world? ► So how could we build a system with a better perspective? © 2011 BigVisible Solutions, Inc.. All Rights Reserved 18
- 19. I Can’t Tell You How to Feel Good About This PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 19
- 20. Nor Can I Self-Organize You PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 20
- 21. Agile Is Not Enough! PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level why exactly are _____ _____ So Fifth level we doing this? ____ _____ “Being Agile” Is not a reason! © 2011 BigVisible Solutions, Inc.. All Rights Reserved 21
- 22. Characteristics of a Clear Goal PM As Change Agent ► Specific & measurable ____ ______ Click to edit Master text styles ____ __ ____ _____ Second_____ of real value _____ level ► Representative Third level ____ _____ ► Time bound Fourth level _____ _____ Fifth level ____ _____ “The 100,000 Lives Campaign is a nationwide initiative launched by the Institute for Healthcare Improvement (IHI) to significantly reduce morbidity and mortality in American health care. Building on the successful work of health care providers all over the world, we are introducing proven best practices across the country to help participating hospitals extend or save as many as 100,000 lives. With your help, IHI and its partners in this work believe it’s possible to achieve this in 18 months (January 2005 through June 2006) and in every year thereafter.” (www.ihi.org) © 2011 BigVisible Solutions, Inc.. All Rights Reserved 22
- 23. A Model for Change PM As Change Agent ____ __ ____ _____ ____ ______Deploy Rapid Response Teams at Click to edit Master text styles • the first sign of patient decline Second_____ _____ level • Deliver Evidence-Based Care for Third level ____ _____ Acute Myocardial Infarction to Fourth level _____ _____ prevent deaths from heart attack • Prevent Adverse Drug Events (ADEs) Fifth level ____ _____ by implementing medication reconciliation • Prevent Central Line Infections by implementing the "Central Line Clarify Bundle" Measurable Identify vital • Prevent Surgical Site Infections by Results behaviors delivering the correct perioperative antibiotics at the proper time • Prevent Ventilator-Associated Pneumonia by implementing a series of interdependent, scientifically grounded steps including the "Ventilator Bundle” (www.ihi.org) © 2011 BigVisible Solutions, Inc.. All Rights Reserved 23
- 24. Five Vital Behaviors PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 24
- 25. 1. Work in Small Batches PM As Change Agent ► Canto edit Master text styles Click be completed in a smaller ______ ____ __ ____ _____ ____ Second_____let us see the big time horizon, _____ level picture Third level ____ _____ ► Will be_____ Fourth level iteratively, _____ done ____ _____ to try new opportunities Fifth level things ► Limited work in process, reduced risk and carrying cost Just one ► Fast delivery time, lets people thing… “experience it” faster © 2011 BigVisible Solutions, Inc.. All Rights Reserved 25
- 26. 2. Create Visibility PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 26
- 27. Visualizing the Flow of Work PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 27
- 28. Walking Through a Product PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 28
- 29. Visual Tools to Conceptualize the Process PM As Change Agent Backlog__ ____ _____ ____& Dev Click to Test Cases text styles ____ edit Master Design ______ Validation Done Second_____Done _____ In Process level In Process Done In Process Done Third level ____ _____ Front End Fourth level _____ _____ Fifth level ____ _____ Database New Feature Bob John Enhancement Rajesh Bug Fix Cindy Infrastructure Kyle Susan Block Jane © 2011 BigVisible Solutions, Inc.. All Rights Reserved 29
- 30. 3. Work Iteratively PM As Change Agent The benefits ofMaster againstyles Click to edit doing it text & ______ ____ __ ____ _____ ____ again… Second_____ _____ level Third level ____ _____ ► Pattern for Cooperation Fourth level Progress _____ _____ ► Feedback on Fifth level ____ _____ ► Opportunities to Learn ► Lower Stakes © 2011 BigVisible Solutions, Inc.. All Rights Reserved 30
- 31. Systems Are Grown, Not Built PM As Change Agent “I find thatedit Master text styles Click to teams can grow ____ ______ ____ __ ____ _____ much Second_____ entities in four _____ complex more level months than they can build.” Third level ____ _____ FourthBrooks, “No Silver Bullet” - Fred _____ _____ level Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 31
- 32. Managing Scope – Incrementing PM As Change Agent ► Imagine painting textSistine Chapel Click to edit Master the ____ ______ ____ __ ____ _____ styles in small increments Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ ► What assumptions do we make when working this way? à We know the complete solution à We will have enough time to get to the end © 2011 BigVisible Solutions, Inc.. All Rights Reserved 32
- 33. Managing Scope – Iterating PM As Change Agent Click to imagine_____ ____ ______ but done by a series of ► Now edit Master text styles of art, ____ __ ____ the same work Second_____ iterations, each one adding more quality _____ level successive Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ ► What assumptions are we making this time? à Our vision of the product may change over time à We may achieve what we need and be able to stop early © 2011 BigVisible Solutions, Inc.. All Rights Reserved 33
- 34. Quantitative Changes Impact Qualitative Experience PM As Change Agent Click to edit frequency of ____ ______ your experience? How does the Master text styleschange ____ __ ____ _____ arrivals Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 34
- 35. 4. Create Positive Tension PM As Change Agent ► Common Sources Click to edit Master text styles ____ __ ____ _____ ____ ______ à Time boxes Second_____ _____ level Third Limits to work in process à ____ level _____ à Team rules Fourth level _____ _____ à Team commitment Fifth level ____ _____ ► Without tension, there is no pressure to improve IMPORTANT! These are best when self-imposed © 2011 BigVisible Solutions, Inc.. All Rights Reserved 35
- 36. In and Out of Flow PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 36
- 37. How Is Your Team Motivated? PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ Extrinsic motivations Intrinsic motivations ► Bonuses ► Autonomy ► Rewards ► Mastery ► Reprimands ► Purpose © 2011 BigVisible Solutions, Inc.. All Rights Reserved 37
- 38. 5. Get Feedback to Adjust PM As Change Agent ► Product Feedback Click to edit Master text styles ► Project ____ __ ____ _____ ____ ______ Feedback _____ levelspecification à Fitness to Second_____ à Rate of completion Third Fitness to purpose à ____ level _____ à Issues & impediments à Opportunities to improve product à Opportunities to improve Fourth level _____ _____ performance Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 38
- 39. The Whole thing is a System PM As Change Agent ► How __ ____ it take to ____ ______ ____ long does _____ fill a Click to edit Master text styles _____ oflevel glass water? Second_____ ► Howlevel do you turn the Third _____ ____ much knob? Fourth level _____ _____ Fifth level ____ _____ ► These decisions are not predetermined, but rather influenced by your observation of the system Watch the water Adjust the faucet’s flowing into the cup knob to control the flow © 2011 BigVisible Solutions, Inc.. All Rights Reserved 39
- 40. What Feedback Loops Do We Use? PM As Change Agent Click to edit Master text styles The Diplomat ____ __ ____ _____ ____ ______ Second_____ _____ level ► I’ll do what I’m told Third level ____ _____ ► I don’t want to upset people or Fourth level _____ _____ rock the boat Fifth level ____ _____ ► My value is measured by other’s view of me Requests to Ability to do things respond © 2011 BigVisible Solutions, Inc.. All Rights Reserved 40
- 41. What Feedback Loops Do We Use? PM As Change Agent Click to edit Master text styles The Expert ____ __ ____ _____ ____ ______ Second_____ _____ level ► I will operate according to the Third level ____ _____ best practices & Fourth level _____ _____ recommendations Fifth level ____ _____ ► My value is measured by technical expertise Technical Tactical standards capabilities Requests to Ability to do things respond © 2011 BigVisible Solutions, Inc.. All Rights Reserved 41
- 42. What Feedback Loops Do We Use? PM As Change Agent ____ __ ____ _____ ____ ______ The Achiever Click to edit Master text styles Business _____ Second level _____ Business ► I get the outcomes objectives level Third _____ ____ outcomes desired Fourth level _____ _____ ► My value is measured by Fifth level ____ _____ achieving goals Technical Tactical standards capabilities Requests to Ability to do things respond © 2011 BigVisible Solutions, Inc.. All Rights Reserved 42
- 43. Five Vital Behaviors PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 43
- 44. A Model for Change PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ Clarify Measurable Identify vital Leverage Results behaviors sources of influence © 2011 BigVisible Solutions, Inc.. All Rights Reserved 44
- 45. PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Motivation Ability Second_____ _____ level Personal Third level 1. Make the ____ _____ 2. Surpass Your Limits Fourth levelUndesirable _____ _____ Fifth level Desirable ____ _____ Social 3. Harness Peer 4. Find Strength in Pressure Numbers Structure 5. Design Rewards 6. Change the & Demand Environment Accountability Patterson, Grenny, Maxfield, McMillan, Switzler 2007, “Influence: The Power to Change Anything” © 2011 BigVisible Solutions, Inc.. All Rights Reserved 45
- 46. Make the Undesirable Desirable PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 46
- 47. Surpass Your Limits PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 47
- 48. Harness Peer Pressure PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 48
- 49. Find Strength in Numbers PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 49
- 50. Rewards and Accountability PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 50
- 51. Change the System PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Leadership Fourth level _____ _____ Fifth level ____ _____ Organization Product Delivery Execution © 2011 BigVisible Solutions, Inc.. All Rights Reserved 51
- 52. Guide, Don’t Direct PM As Change Agent ► Peopleedit Master text see ______ Click to can’t immediately styles ____ __ ____ _____ ____ _____ level perspectives beyond their Second_____ Third level ____ _____ ► Individuals will learn from their Fourthexperiences own _____ _____ level Fifth level ____ _____ ► Your job is to help them along that journey © 2011 BigVisible Solutions, Inc.. All Rights Reserved 52
- 53. A Model for Change PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ Clarify Measurable Identify vital Leverage Results behaviors sources of influence 1. Work in small units Why are we 2. Provide transparency • Personal 3. Iterate on items • Social doing Agile? 4. Create creative • Structural tension 5. Assess & adapt © 2011 BigVisible Solutions, Inc.. All Rights Reserved 53
- 54. In Conclusion PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Fourth level _____ _____ Fifth level ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 54
- 55. PM As Change Agent Click to edit Master text styles ____ __ ____ _____ ____ ______ Second_____ _____ level Third level ____ _____ Thank you Fourth level _____ _____ ! Are there Fifth level ____ _____ any quest ions? For more information, please see our site www.BigVisible.com © 2011 BigVisible Solutions, Inc.. All Rights Reserved 55