Change MGT Mathieu COL PDF

Managing Changes
Mathieu Col
Agendasion 1Forewords/8
Forewords/overviews
Introduction
1. What is a change?
2. Why do we need to control changes?
3. What will drive failure and success?
4. Case
Changestudy introduction
Life Cycle
5. Four phases to manage changes
6. How to further improve change management
7. Managing change as a project professional
References
Mathieu COL PMP 2019 Thank you! 2

Forewordssion 1Forewords/8
• This training draws on the authors’ professional experience and

information available on Internet.
• Few examples are issued from:

-Capgemini Project management methodology
Case study introduction
-HP Project management methodology
-DXC Project management technology
-Project Management Professional certification (PMI)
• Theses methodologies are protected by Copyright
• Any reproduction of this document is prohibited without the written

consent of its authors
Mathieu COL PMP 2019
3
Overviewon 1Forewords/8
Objectives
• This module is made to provide you with a basic understanding of what Change management is
about.
• It is not intended to make you a professional Change Manager or provide any kind of PM
certification.
Structure
• 4 sessions of 3 hours each.
• Case studies will be leveraged during the whole module.
• Academic knowledge will be shared in connection with the case studies.
• Exam will happen during last session.
4
OverviewForewords/8
Mindset
• Content in English, discussion in French/English
• No home work expected…
• … But we need your full contribution during the lessons!
• There is no wrong question.
• Open and friendly discussions.
5
Overview1Forewords/8
# Calendar Focus
Intro
Part 1 Jan 29, 2-5pm Room 120 What is a change?
Why do we need to control changes?
What will drive failure and success?
Part 2 Feb 1st, 5-8pm Room 120
Change Life Cycle
Four phases to manage changes
Part 3 Feb 6th, 1-4pm Room 236
How to further improve change management
Managing change as a project professional
Part 4 Feb 15th, 1-4pm Room 125
Case study presentation, Conclusion
6
Hello!
I am Mathieu Col
What about you?

• Background
• Expectations?
• Questions?
?
7
What about you?
• Background
• Expectations?
• Questions?
?
8
Session 1
What is a change?
1. What is a change?
2. Different types of changes
3. Complexity factors
4. Signs and sources of resistance
5. Human perceptions of changes
6. Human reactions to changes
10
?? ?
?
11
?
What is a Change?
Basically, change is an alteration or a

modification.
It may also be looked at as the act or an instance

of making or becoming different.
12
What is a Change?
• The change is a disruption between yesterday and tomorrow.

Yesterday does not exist anymore, tomorrow is new and unknown.
• The change exists because of the dynamic of individuals that are

implementing it.
13
What is a Change?
• The change happen when:

-Ways of doing things are modified
-Context is evolving
-Tools are modified
-Knowledge and expertises are modified
-Strategy is changing
-Culture is amended
…
14
What is a Change?
15
Complexity factorsion 1Forewords/8
Badly defined Team

needs Financial Interaction
Unidentified constraints
Time
sponsor
constraints
Political
constraints …

Previous Remote users
cases
Project manager Badly defined

experience scope
Multinational Virtual Human

Multicultural project team constraints
16
16
Different types of change
Environment
Institution
Enterprise
Team
People
17
Different types of changesn 1Forewords/8
Imposed
Change
can be
Desired Required
18
Sign of resistance
Signs of organization resistance

1. Accidents
2. Increase in workers' compensation claims
3. Increased absenteeism
4. Sabotage
5. Increased in health care claims
6. Lowered productivity
19
Sign of resistance
Signs of individual resistance

1. Complaints
2. Errors
3. Anger
4. Stubbornness
5. Apathy
6. Absence due to illness
7. Withdrawal
20
Sources of resistance
1. Fear of the unknown

2. Economic implications – e.g. huge resources to invest on
change
3. Past contracts or agreements ( e.g. lease of equipment)
4. Organisational Culture
Individual self-interests or threats to power
5. Individual perception of Organisational goals
21
Sources of resistance
6. Inconvenience – desire to maintain stability

7. Feeling of being attacked, threatened or betrayed
by changes announced by management
8. Fear of taking risks, being innovative or trying new
things.
9. Loss of traditional relationships or predictable
career patterns.
22
Human perception of changes
•All changes make fear

•Changes means unknown
•First human reaction is to reject changes
•Changes breaks stability, security, …
•Most causes of resistance are human
•Managing change requires
To forget about past
Accept unknown
To see opportunities instead of issues
Accept a bit of efforts
23
24
How human react to changes?
PROATIVE PASSIVE PUSHING BACK
Positive about changes, Against change

Waiting to see results
good advocate Not always rational
10% 80% 10%
25
How human react to changes?
The ones who accept
The pustchist The leader The proselyte
The ones who needs time
The negotiator The follower The sceptical
The ones who resist
I have seen I am not paid

I am against…
that before… for this…
26
Complex or complicated?
A spaguetti plate is complex A plan is complicated
27
Exercices
A. Break in group of 3 or 4.
B. Think about Changes you went through.
C. Pick one.
1. Explain the first feelings, the questions you wondered…

2. Explain the outcomes, what happened, what was the way
through…
28
Session 2
Why do we need to manage changes?

1. What if we do not manage change?

2. What does managing change mean?
3. Change in project management
30
What if we do not manage change?
Earth temperature is growing…
Th ecompany is purchased by a foreigner holding…
My job is moved to another city…
APB is replaced by Parcoursup…
31
What if we do not manage change?
If nothing is done changes will

most probably impact
negatively the enterprise and
the individuals
32
What does managing change mean?
• Managing change is the process that accompany the Enterprise

Change Life Cycle.
• Managing change means being proactive, anticipate changes,
controlling changes in order to transform issues into
opportunities.
Casemanagament
• Change study introduction
encompasses all the processes starting
from the perception of the problem, going through the
acceptation, and ending with the successfull implementation
of the modifications.
33
Evolution
New ways
Unknown
Habits
Known Tomorrow
Security
Yesterday
Balance is made between the risks & opportunities percieved and the
willingness of the people to go to « Tomorrow »
34
IS NOT IS
35
IS NOT IS
• Just a fact • Done proactively

• Just communication • Developing levers of
• Just training communication, training,
• Case study introduction
Just leadership human resources management,
• Reactive motivation
• Just about « positive » changes • Involving all of us
• Controling transformation from
beginning to end
36
4 types of changesion 1Forewords/8
Planned change Constructed change

• Response to a new rule, or a • Company evolution adapting to
change in the environment new market
• 1 year to 3 years • 1 to 10 years
Progressive
• Year 2K, Move to Euro • Strategy, Commercial, policies

Crisis Change Adapted Change
• Solution to a unpredicted • Modification of processes and
issue methodology
Brutal • 1 day…. 1 month • 6/18 months
• Accident, Client suing, • New tools/rpoduct requiring rapid
shutdown of computers implementation
Imposed Choosen
37
Change in project management
• What percentage of projects end up according to plan?

• What percentage of projects have contested results?
• What percentage of projects end up failing?
38
Change in project management
• What do project fails?
Stakeholders not committed

Bad definition of project deliverables
Bad information of working processes
Lack of control of environment
Change actors not efficient
Lack of control of changes
No risk management
39
Change management objectives
OBJECTIVE 1: Commitment of stakeholders

• Understanding expectations, willingness,
• Understanding fears, resistance
• Setting up process of communication
• Proposing actions to communicate, train, workout
resistance Stakeholder Enterprise
OBJECTIVE 2: Transformation of the enterprise

• Assess current situation
• Assess issues, risks, fears, resistance
• Evaluate options
• Implement processes to accompany changes Culture
OBJECTIVE 3: Energise evolution

• Change is a trigger for constant evolution to adapt people,
process and enterpise to the evolving world, and make it
more efficient more successful
• Change should become a culture
40
What are the fears?
What opportunities could come with the change?
Personal case:
I was « forced » to move house…
41
EXERCISE
Break in small groups

Pick a Case
Answer the questions

1. What does the change means for me?
2. What does the change means for the others?
3. What are the fears?
4. What opportunities could come with the
change?
Present to the class
Class can interact (question, challenge, …)
42
What are the fears?
CASE 1:
I broke my legs and needs to lay down during 2
months…
43
What are the fears?
CASE 2:
My company is implementing a new messaging
tool
44
What are the fears?
CASE 3:
I am fired…
45
What are the fears?
CASE 4:
My French enterprise is bought by a US
multinational...
46
47
Managing Changes
Mathieu Col
Restart from last session
What did you « digest »

since last session?
49
https://www.youtube.com/watch?v=I2HqW-AAb20
Session 3
What will drive failure and success?

1. Reasons of failure
2. Success factors
3. Risks when changes occur
4. Motivation principles (Hertzberg, …)
5. Set the conditions for success
6. Remove barriers
52
Reasons of failure
• Poor commitment of management

• Poor integration otf team driving changes
• Weak training, communication
• Difficulty to manage efficiently communication to
individuals and group simultaneously
53
Success factors
• Make people feel the need for changes

Communicate opportunities
Communicate positive outcomes
Communicate negative outcomes if nothing is done
• Get commitment from stakeholders
from individual
from management
• Provide a clear vision of the outcome desired
Vision should « talk » to each stakeholder
Adapt communication to stakeholder
Be clear & enthusiastic
• Implement several change levers in parallel
Chose appropriate lever
Get momentum of majority of individuals ASAP
54
Success factors
• Motivate all
Get maximum of people involve in change
• Monitor progress
Communicate success, steps after steps
Get management involved
• Value success
Put under the red light « the makers »
Make « positive noise »
Focus on small actions bringing fast results to create momentum
55
Risks when changes occur
Fighting fires instead of focusing on plans

Perceptions to get new actions
added every day and losing the
sense
Fire fighter
Thousands
sheets cake
Exausted
Giving up
Tired after huge effort upfront
Elastic effect Feeling to keep giving without

receiving anything
One team progressing

56 well the rest is lost
Motivation principles
Mc Gregor
Theory X: need to control people because they are lazy
Theory Y: need to responsibilize people because they have great ideas
57
Motivation principles
58
Set the conditions for success
1. When the need for change is clearly identified and

accepted
2. When the change is focussed and participation has
occurred.
3. When there is the necessary support and management of
the change
4. When the new arrangements/working practices are clear.
5. When the change is supported in every facet of the
organisation
59
Remove barriers
1. Uncertainty/unknown in doing business a new way.

2. Lack of senior management commitment
3. Lack of effective planning
4. Expectation gap
5. Poor training
60
Remove barriers
61
Example of successfull Change Management
SANTANDER
• Premier groupe du secteur bancaire espagnol, Santander décide d’établir ses activités sur le
territoire britannique en 2008. Pour ce faire, son P.-D.G. Emilio Botin opte pour l’acquisition de
plusieurs institutions financières historiques du pays, parmi lesquelles Bradford and Bingley
ou encore Alliance and Leicester.
• Le hic : ces institutions britanniques, dont la création remonte jusqu’en 1849, sont depuis
longtemps paralysées par des pratiques ancestrales et une aversion marquée pour le
changement.
• Pour moderniser, mais aussi pour unifier les méthodes de ces institutions britanniques, le
directeur de Santander n’hésite pas à communiquer auprès de tous ses collaborateurs, y
compris ceux qui ne sont pas affectés par la transformation à mener.
• Les discussions préliminaires, les phases de préparation et de formation engagées par le

groupe Santander visent un seul objectif : déclencher l’adhésion des collaborateurs, et pas
seulement l’acceptation du changement en cours. Un pari réussi, puisque la banque
Santander fait désormais partie des premiers groupes bancaires sur le sol britannique !
62
Example of successfull Change Management
DIRECTLINE
• Direct Line, groupe leader du secteur de l’assurance britannique, naît dans la douleur. Tout
commence en 2008, au beau milieu de la crise financière : la Royal Bank of Scotland (RBS) est
sommée de se séparer de son département Assurances par les régulateurs de l’Union
Européenne si elle veut percevoir les aides d’État destinées à la remettre sur pied.
• Paul Geddes, directeur du département qui gère les assurances de la RBS, n’a pas le choix : il
ne doit pas seulement mener la transformation au sein de son équipe, mais bien sa séparation
de la maison-mère, et ce dans les plus brefs délais.
• 18 mois : c’est le temps qu’il lui faudra pour reconstruire de toutes pièces une entreprise
d’assurances viable et assurer le transfert des données clients, le tout sans disposer d’aucun
plan B. Là encore, et malgré l’urgence du contexte, Paul Geddes parvient à maîtriser une
situation de crise pour la transformer en opportunité commerciale : c’est bien là tout l’enjeu
de la conduite du changement en entreprise !
63
Team work
French law to set the speed limit to 80k/h
• What were the triggers of the change?

• How was the change implemented?
• How did the people react?
• Did it succeed ?
• What would you have done differently?
64
Session 4
Change Life Cycle?

1. Change Life Cycle

2. Human perception of changes
3. Management styles
4. Sponsors position
67
Change Life Cycle
•Resistance:
68
Change Life Cycle
Denial:
• When a big change is announced, the first response is often
numbness.
• The stage of denial can be prolonged if employees should
just move directly into the new ways.
69
Change Life Cycle
Resistance:
• Resistance occurs when people have moved through the
numbness of denial and begin to experience self-doubt,
anger, depression, anxiety, frustration, fear or uncertainty
because of the change.
70
Change Life Cycle
Exploration:
• During this stage, energy is released as people focus their
attention on the future and toward the external
environment once again.
• Another word for this phase is chaos.
• Again, it is at this phase that people tend to draw on their
internal creative energy to figure out ways to capitalize on
the future.
71
Change Life Cycle
Commitment:
• After searching, testing, experimenting and exploring a new
form begins to emerge.
• When this happens, the individual or group is ready for
commitment.
• During this phase employees are ready to focus on a plan,
willing to re-create their mission and build action plans to
make it work.
72
Change Life Cycle
Required actions
• Confront individuals with information.
Denial • Explain what to expect and suggest actions they can take to adjust to the
change.
• Listen, acknowledge feelings, respond empathically and encourage
support.
Resistance
• Don't try to talk people out of their feelings or tell them to change or pull
together.
• Focus on priorities and provide any needed training.
• Follow up on projects underway.
Exploration
• Set short-term goals.
• Conduct brainstorming, visioning and planning sessions.
• Set long-term goals.
• Concentrate on team building.
Commiement • Create a mission statement.
• Validate and reward those responsible to the change.
• Look ahead.
73
Change Life Cycle
Leadership
Sublimation: Attitude de proposition et de soutien
Adhésion sans réserve au Energie + actif , de questionnement constructif
projet, absence de distance
critique
Intégration
Acceptation par la mise en œuvre
Insatisfaction des comportements attendus
Annonce
Satisfaction
_
Déni: refus de comprendre, +
négation du changement Argumentation
négociation, exploration des
Inertie arguments contraires,
repérage des gains
Résistance
Passivité, maintien des

comportements existants
Colère manifestation du
désaccord Résignation
Acceptation « intellectuelle » du
Manipulation tentative changement, suivisme
d’atténuation ou d’annulation du Energie -
changement Abattement
démotivation, perte de
repères 74
75
76
Mangement styles
ENGAGEMENT
DIRECTIF PERSUASIF
AUTOCRATIC UTOPIST
ADAPTATIF
OPPORTUNIST
DELEGATE PARTICIPATIF
BUREAUCRATIC PATERNALIST
77 COOPÉRATION
Sponsor’s position
YES-MEN ALLIES
Good
PROJECT SUPPORT

ADVERSARIES CHALLENGERS
Fair
Fair Good
RELATIONSHIP QUALITY
78
Exercise
Create teams of 3 or 4 individuals
During 10 mn in each team

• Build 3 questions on the lessons learnt where you have
the answers
One team after the other

• Ask the questions to all
• Give your answers
79
Case study
Panel4you (P4U) is an enterprise selling statistical data.
They have implemented panel of people who on regular
basis answer questionaries about new products.
They sell the data and the analysis to the customer.
Their current model leverage mailings (paper), they want

to implement a new digital model (email, QR code, CERFA,
Web pages to consult data, …)
Mr Brilliant is appointed as PM to manage this change.
Mr Brilliant staff a team (you!) to help him accomplish the

task.
80
Key players
M. Brillant: PM, P4U
M. Dieu : CEO, P4U

M. Radint : CFO, P4U
Mme Souris : CIO, P4U
Mme Clavier : Data Entry Department Manager, P4U
M. Fluff: Marketing Mgr, P4U
Mme People: HR Mgr, P4U
81
Exercise
1. Clarify context (changes, ….)

2. Clarify changes, barriers, success factors
3. Clarify change actions, change actors
4. Propose plan to manage change efficiently
82
83
Managing Changes
Mathieu Col

since last session?
85
86
Session 5
4 phases to manage change

1. 4 phases theory
2. 4 phases (Doubt, Assessment, Project planning, Actions)
3. Mistakes to avoid
4. How to accompany changes during each phase
5. Essential mecanisms (confidence, anchorage, recognition,
fear repressed)
88
4 phases theory
Change announced
Doubt
Action
Reject
Project
Assessment planning
Declic
89
Phase 1: doubt
• When change is announced the first feeling is « disruption » that

each individual will interpret as a risk of regression.
• Depending on the level of energy, the individual expresses more or

less resistance.
• Reaction could be doubt, fear, push back…
90
Phase 2: assessment
This is the start of the acknowledgement. The individual starts to see

objectively the situation, what will remain, what will change… the
impacts for him….
The « declic » is the moment when the individual decide to change.
91
Phase 3: project planning
The individual has accepted the idea of the change, and that this
change makes his future. He integrates this in his vision and plan.
He starts to see the steps that he will have to make.
92
Phase 4: action
The individual is engaged in the change implementation,

he executes the plans he has defined and move
progressively toward the « new state ».
93
4 phases: mistake to avoid
Jumping directly to the action is not advice, as you will miss the
« digestion » of the changes and will probably not endorse fully the change
Doubt
Action
Reject
Assess
Project
ment
Declic
94
4 phases: mistake to avoid
In many cases, changes are presented to teams with immediate actions

required, while individual need time to digest the information, manage the
mourning, and see the opportunities rather than the issues..
Each phase has its own importance and should be managed cautiously by
the team accompanying the move.
95
How to accompany changes
In the doubt phase
Objectives:
help the teams express their fears.
Principle:
You will get less resistance if people are listened about their fears as early as
possible in the cycle.
It is important to get management involved at this step.
Proposed approach
Step 1: announce of the change to the manager (before the teams)
Step 2: manager develop their plan to accompagny changes
Step 3: announce the changes to the teams (with or by the manager)
Step 4: help managers organise meetings with their teams and individual
Step 5: summarize all information (reactions, fears, expectation, …)
96
In the assessment phase
Objectives:
• help teams build their confidence, allowing them to be clear with current and future
states
Principle
• Each individual work for the esteem of himself and the people who surround them.
• Resistance comes when people fear losing recognition they use to have.
• If the manager set a relationship of confidence, showing that the recognition won’t
be lost, that will ease the individual overcome the difficulties.
Step 6: communicate to all the assessment done, the questions raised, and the answers
provided
Step 7: set working groups on different themes related to the changes
Step 8: encourage managers to develop a positive attitude toward changes
97
In the project phase
Objectives:
Allow team to move toward the future with a positive mindset
Principle:
The level of investment of each individual is related to his confidence that future is more
attractive than the past.
Change is motivating when percieved as a mean (rationnal) to serve an end (emotionnal)
Step 9: communicate the vision with a project that mobilise and overcome changes.
Step 10: bring each manager to nail down the vision at the level of his team
Step 11: allow each manager to help each individual
98
In the action phase
Objective
Ensure all are involved in the construction of the future.
Principles
Action plans are implemented efficiently when teams have been involved ahead.
The level of success of an individual depend largely from the early steps.
The quality of the monitoring will lead to the speed of the execution
Step 12: Help managers manage their team according to the plans defined.
Step 13: Help managers get their team as involved as possible (delegate, …)
Step 14: Ensure all progresses are recorded by each individual (anchorage, ..)
Step 15: Record changes, progress, over time
99
Essential mechanisms
1. Doubt
2. Anchorage/memory
3. Recognition
4. Process to manage fears
100
Essential mechanism: Doubt /confidence
The capacity of an indidual to call himself into question is proportional to

his level of energy and ability at this proper moment to step back.
The energy is the delta between the level of confidence and the doubt, this
is the energy used to cover daily tasks and the additionnal effort driven by
the change.
Energy
Confidence
Doubt
101
Essential mechanism: anchorage
During his life, each individual register consciously or unconsciously the

experiences he is facing. In the future each decision each behaviour he will
have make will refer to this « book of knowledge ».
Facing a situation, we do not do « what we should » but « what we know

how to do » corresponding to what is closest from his past experience.
102
Essential mechanism: recognition
• Individuals use resources he knows

• To help an individual to change, we need to make his
system of recognition evolve.
• Otherwise the individual will keep doing what he knows.
103
Essential mechanism: fear repressed
• During his life each idividual face difficulties, obstacles

and mistakes.
• The willingness to succeed or the success itself allow to
overcome this fear.
• When new challenges are coming make these fears come
to surface.
• This explain why individual facing changes easily see
them failing.
104
Managing Changes
Mathieu Col
Session 6
How to further improve change management

1. Change Agents
2. Change Action types
3. What makes a successful Change Agent?
4. Change Actors
5. Tools to manage changes (Change Announce Sheet,
CAB…)
6. Techniques to manage changes (communication
framework, …)
107
Change Agents
Who in organizations are responsible for managing change activities?
The answer is Change Agents.
Change Agents
• Persons who act as catalysts and assume the responsibility for
managing change activities.
• Change agents can be managers or non-managers, employees of the
organization or outside consultants.
108
Change Agents
What can Change agents do?
The options essentially fall into four categories:
1. Structure/organisation,
2. Technology,
3. Physical setting,
4. People.
109
Change Action Type
1. Changing structure involves making an alteration in authority

relations, coordination mechanisms, job redesign, or similar
structural variables.
e.g.: change of equipment, engineering processes, research
techniques or methods of production or delivery of service
2. Changing technology encompasses modifications in the way work is
processed and in the methods and equipment used.
e.g.: adopting new technology, improving tools or equipment,
designing new systems to suit new equipment or acquisition of
new skills
110
Change Action Type
3. Changing the physical setting covers altering the space and

layout arrangements in the workplace.
4. Changing people refers to changes in employee attitudes, skills,

expectations, perceptions, and/or behaviour.
e.g.: employee behaviour by focusing on their skills,
attitudes, perceptions and expectations
111
Change actors
In many organizations there are different responses to

change among the different levels of power, authority, and
responsibility as explained below:
• Top Management
• Middle Management
• Employees/Workers/Associates
112
Change actors
Top Management
In a traditional organization, top management has a hard time comin to
grips with the direct implications of the change.
• They usually underestimate the impact that change has on their

employees.
• They tend to isolate themselves.
• They avoid communicating or seeking bad news, because it is difficult
for them to admit they don't know.
• They expect employees to "go along" when a change is announced
and blame their middle managers if people resist or complain about
the change.
• They feel betrayed when employees don't respond positively.
113
Change actors
Middle Management
Managers in the middle feel the pressure to "make the organization
change" according to the wishes of the top management.
• They feel pulled in different directions.

• They feel deserted, blamed or misunderstood by their
superiors.
114
Change actors
Employees/Workers/Associates
• Workers often feel attacked and betrayed by changes announced by
management.
• They are usually caught off guard, not really believing that "my
company could do this to me."
• Many respond with resistance, anger, frustration and confusion.
• Their response can solidify into a wall of "retirement on the job."
• They become afraid to take risks, be innovative or try new things.
115
What makes a successfull Change Agent
✓ Make others feel important.

✓ Promote a vision.
✓ Keep your promises, follow-through on your commitments.
✓ Admit mistakes.
✓ Praise in public and criticize in privacy.
✓ Be a source of enthusiasm.
✓ Stay close to the action.
✓ Be approachable and available.
✓ Make a game of competition.
116
Tools to manage Change
Change Announcement Worksheet:

When preparing to announce a change, and before the change meeting
consider filling out a comprehensive worksheet as follows:
1. What is the change? (Be specific). -------------------------------------------------------
2. What is the reason? -------------------------------------------------------------------------
3. Likely impact? --------------------------------------------------------------------------------
4. Benefits? ---------------------------------------------------------------------------------------
5. Drawbacks? ------------------------------------------------------------------------
6. Details known? --------------------------------------------------------------------
7. Details not known? ---------------------------------------------------------------
117
Tools to manage Change
118
Tools to manage change
Key audiences
Employees Program teams Steering
Who we are Charter initially & as needed
Where we go POR/roadmap quarterly

Key deliverable/vehicles

Where we are at
Monthly status monthly
Business reviews quarterly
Intranet On going
What ‘s new? Discussion board On going
eMail box Ongoing
119
Techniques to manage Changes
Technique Utilisation Avantages Inconvénients
Lorsque la résistance est due à Peu efficace en cas de manque

Éducation et communication Efface les malentendus
une désinformation de confiance et de crédibilité
Lorsque les résistants sont assez Prend beaucoup de temps et

Accroît l'implication et
Participation compétents pour apporter leur mène éventuellement à une
l'acceptation
contribution solution médiocre
Lorsque les résistants sont

Peut faciliter certaines Coûte cher et ne garantit pas une
Aide et soutien victimes de craintes et
adaptations réussite
d'angoisses
Peut coûter cher et offre à

Lorsque la résistance est l'œuvre Peut permettre « d'acheter » des
Négociation et entente d'autres la possibilité d'exercer
d'un groupe puissant engagements
des pressions
Peu coûteuse, mais passe par

Lorsque l'appui d'un ou de des accords affectifs et des jeux Risque d'échec et de perte de
Manipulation et cooptation plusieurs groupes puissants est de séduction (avec des crédibilité de l'agent du
nécessaire conséquences psychologiques changement
lourdes)
Produit de la tension, du conflit,

Pour éliminer des opposants, Peu coûteuse a priori. Rapide, si
des retraits.
Coercition pour s'assurer d'appuis de on peut utiliser un rapport de
Peut conduire à des blocages
certains contre d'autres forces existant.
ultérieurs
120
Techniques to manage change
Respect my values!
Nobody will effort if the
ouctomes does not bring value
to his eyes
Gives me means! Be fair!

Nobody will make effort if Nobody will make effort if the
he has not enough means to outcomes is not worthwile
succeed
121
Case study
basis answer questionaries about new products.


task.
122
Key players
M. Dieu : CEO, P4U

123
Exercise

124
Managing Changes
Mathieu Col

since last session?
126
Session 7
Managing change as a project professionnal

1. What is a Project?
2. Why a methodology to manage changes in project?
3. Roles and Responsibilities
4. Issue management
5. Risk management
128
What is a project?
Project
• Temporary endeavor undertaken to create a unique product or service.
• Has a definite beginning and end and interrelated activities.
• Projects cease when declared objectives have been attained.
Scope
Cost Time
Programs
• Are a set of projects, and may adopt new set of objectives and continue to
work.
• Strategic programs are programs directly tied to Company strategic
priorities and most often governed at CEO level.
129
Why a methodology to manage changes in projects?
130
Why a methodology to manage change in projects?
131
Roles and responsibilities1Forewords/8
RACI matrix is one tool to define responsibilities
R Responsible Execute task, imply workload and competencies
A Accountable Own task completion responsibility
C Consulted Provide on request advices and support
I Informed Get info by Task owner
S Support Provide help when required
132
Roles and responsibilities1Forewords/8
133
Issue management
Ishikawa Diagram
• Structured analysis of causes of an issue
134
Risk management
• Difference between issues and risks

• Issues are problems that did occur, risks are problems that
may occur
• Address issues when occurring (Action Item list)
• A non identified/non forecasted risk is a potential issue
• List risks with their occurrence probability and possible
impact
• For each risk, identify means to reduce occurrence
probability and mitigate possible impact
• Monitor regularly risks and assess their trend
135
Risk management
136
Risk management
Corrective actions
Preventive actions
137
Case study
basis answer questionaries about new product.


task.
138
Key players
M. Dieu : CEO, P4U

139
Exercise

140
How do you
feel now
141
References
« Getting to YES »
Roger Fisher, William Ury & Bruce Patton
«
« Everything is negotiable »
Gavin Kennedy – Random House Business Books
« Petit traité de manipulation à l’usage des honnêtes gens »
Robert-Vincent Joule et Jean-Léon Beauvois – PUG
« L’art de la guerre »
Sun Tzu – Editions Mille et une nuits
L’élan socio-dynamique
Jean-Christophe Fauvet : (livre de 1997, MAJ 2004)
Manager dans la complexité,
Dominique Génélot 1992
Pour une science du changement
Arnaud Tonnelé juin 2009
142
Thank you for your attention
Mathieu COL
mathieucol@sfr.fr
+33 6 72 99 31 20
143
144

Change MGT Mathieu COL PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Change MGT Mathieu COL PDF

Uploaded by

Copyright:

Available Formats

Managing Changes

Mathieu COL PMP 2019 Thank you! 2

• This training draws on the authors’ professional experience and

• Few examples are issued from:

• Theses methodologies are protected by Copyright

• Any reproduction of this document is prohibited without the written

What about you?

Basically, change is an alteration or a

It may also be looked at as the act or an instance

• The change is a disruption between yesterday and tomorrow.

• The change exists because of the dynamic of individuals that are

• The change happen when:

Case study introduction

Badly defined Team

Case study introduction

Project manager Badly defined

Multinational Virtual Human

Signs of organization resistance

Signs of individual resistance

1. Fear of the unknown

6. Inconvenience – desire to maintain stability

•All changes make fear

PROATIVE PASSIVE PUSHING BACK

Positive about changes, Against change

10% 80% 10%

The ones who accept

The pustchist The leader The proselyte

The ones who needs time

The negotiator The follower The sceptical

The ones who resist

I have seen I am not paid

A spaguetti plate is complex A plan is complicated

1. Explain the first feelings, the questions you wondered…

Why do we need to manage changes?

1. What if we do not manage change?

Earth temperature is growing…

Th ecompany is purchased by a foreigner holding…

My job is moved to another city…

APB is replaced by Parcoursup…

If nothing is done changes will

• Managing change is the process that accompany the Enterprise

• Just a fact • Done proactively

Planned change Constructed change

Case study introduction

• What percentage of projects end up according to plan?

• What do project fails?

Stakeholders not committed

OBJECTIVE 1: Commitment of stakeholders

OBJECTIVE 2: Transformation of the enterprise

OBJECTIVE 3: Energise evolution

Break in small groups

Answer the questions

What did you « digest »

What will drive failure and success?

• Poor commitment of management

• Make people feel the need for changes

Fighting fires instead of focusing on plans

Elastic effect Feeling to keep giving without

One team progressing

1. When the need for change is clearly identified and

1. Uncertainty/unknown in doing business a new way.

• Les discussions préliminaires, les phases de préparation et de formation engagées par le

French law to set the speed limit to 80k/h