Skills/attitude/characteristics matrix

Skills/attitude/characteristics matrix for a successful change agent

Skills
Strong ability to sell and influence
Strong negotiation skills
Conflict management, emotions management
Ability to establish a reputation as an expert and gain respect
Good listening abilities
Ability to set stretch goals and deliver on most occasions
Ability to manage uncertainty and take risks
Value-based leadership
Good trouble-shooter
Strong coaching abilities
Ability to inspire, energize and motivate

Attitudes
Optimistic
Proactive
Strong belief in the importance of the goal
Respect for others

Characteristics
Persistence and very high confidence
Flexibility
No fear of failure
Good relationship manager
Extraordinary enthusiasm, commitment and drive
Practises what he preaches and walks the talk
High EQ (Goleman 1998)
Highly trustworthy
Not credit-driven

Uma abordagem para um plano de gestão da mudança

Uma abordagem com cinco fases, baseada em projecto-piloto e seguida da implementação organizacional.

Fase 1. Compreender e avaliar

Descrever a “Visão” da mudança

Compreender

Diagnosticar a prontidão e a linha temporal para o lançamento da mudança

Perceber a volume de melhorias a efectuar e estimar o custo da mudança

Fase 2. Planear

Estabelecer a estratégia de gestão da mudança

Manter o foco

Fase 3. Comunicar

Socializar

Partilhar a visão com a gestão intermédia

Comunicar de forma eficaz para toda a organização

Refinar o plano

Fase 4. Implementação

Definir um projecto-piloto

Realizar formação

Definir indicadores de progresso e de objectivos de sucesso

Adoptar uma abordagem de gestão de risco continua

Envolver cada membro do projecto-piloto

Manter a flexibilidade

Interagir, comunicar e procurar receber feedback

Criar e institucionalizar uma organização baseada na aprendizagem

Reconhecer e recompensar

Fase 5. Institucionalizar

Estabelecer uma Rede de trabalho

Procurar colaboração

Institucionalizar

Factores criticos associados à gestão da Mudança

• Falta de visão


• Foco no curto prazo


• Falta de sentido de urgência


• A dimensão política


• Caça à certificação


• Resistência à mudança
  1. Incerteza e cepticismo sobre a eficiência do novo processo e os possíveis benefícios que traz
  2. Perda de controlo e/ou proeminência dentro da organização como resultado de um novo/melhorado processo
  3. Aumento de esforço e exigência de tempo


• Falta de Buy-in pessoal dos agentes de mudança


• Falta de comunicação eficiente


• Negligencia em ancorar a mudança na cultura da organização


• Falta de uma abordagem de gestão de projecto


• A qualidade dos profissionais de gestão do processo

Curso de Gestão da Mudança - 5 e 6 de Novembro

Definir a mudança

Em qualquer mudança organizacional, a definição da estratégia a aplicar deve ser definida. Acima está uma check list que pode ser utilizada.

Expectativas para a formação

Deixem as vossas expectativas para a formação.

Esta será uma forma de moldar a formação, tanto quanto possivel (de forma anticipada).
Exemplos de tipos de expectativas:
- Matéria especifica que desejam ser tratada;
- Formato da formação(formalismo);
- Areas em que desejam realizar os exercios(gestão de recursos, empresas, clubes desportivos, melhoria pessoal,etc);

Simplesmente comentem este tópico e deixem a vossa contribuição de forma sucinta.

Aos participantes da formação:

Esta é uma leitura prévia:
http://www.pmforum.org/library/papers/2009/PDFs/sept/FP-Pieper-ChangeManagement.pdf

Abstract:

Change Management for IT Project Managers – A Practical Approach
By Eleonore Pieper, PhD

Introduction
Traditionally project managers have been trained to view project success as an open-andshut case defined by meeting all agreed-upon scope requirements within an allocated timeframe and within a pre-determined budget. (Kerzner) However, newer trends in project
management tend to define project success on a broader basis adding such concepts as use, learning or value; concepts that are prized very highly by project sponsors and users and by senior executives, and much less so by project managers and project teams (Nelson).
Perhaps our views and our approach as project managers have become too myopic for our
emerging business environment. This would be borne out by some recent statistics that
attest a high failure rate for IT projects, for example in the areas of CRM (Krigsman) or other technology areas with investment failures as high as 80% (Miller). It is time project managers took a broader perspective and started owning responsibility for “soft” success criteria such as value or use instead of hiding behind schedules and budgets.
The discipline of change management can help project managers add to their project
delivery strategy in a way that breaks down and constructively deals with resistance to the changes their projects bring about and increases adoption of the project scope by the organization, thereby enhancing both value and use.
The following approach combines the concept of the Resistance Pyramid developed by
Galpin and Herndon with Jeffrey Hiatt’s ADKAR model to define five areas of intervention that can easily be added to any project lifecycle by using a phased and scalable change management approach. It has successfully been used on large IT implementations as well as M&A projects and IT outsourcing projects.

The Change Gap
Managing Change is a core concern for CEOs in the current business environment and it
seems to become more of a challenge as time progresses. A Global CEO study undertaken by IBM in 2006 showed that 65% of participating CEOs saw significant change in the time ahead. However, 57% also expressed confidence in being able to meet that change based on past performance. In 2008, 83% of CEOs expected significant change, and only 61% felt confident in their ability to face it successfully. What the IBM Study called the “change gap” had nearly tripled from 8% to 22% in just two years (IBM).
With organizations increasingly challenged by changes emanating from market factors,
people skills, technology and globalization (IBM), IT projects will face their share of change, both as change drivers and as competitors for change readiness in increasingly stressed and overstretched organizations. The better project managers are at managing change, anticipating it, planning for it, controlling it and implementing it, the more successful their projects will be, if we take additional success criteria such as value to the organization and use by the user community into account.
(Continua)

http://www.pmforum.org/library/papers/2009/PDFs/sept/FP-Pieper-ChangeManagement.pdf