Tag Archives: Customers

Change Management: Confusion or Success Factor?

PM Commentary by Stacy Goff

Many people we have spoken to over the last several years have expressed concern over the increasing level of confusion around the term Change Management. The confusion goes back many years, but appears to be getting worse. As Change Agents, it is important for Project and Program Managers to understand the topic, the relevant competences, and the different perceptions asserted by different interested parties.

Depending on your perspective, Change Management is one or more of the following:

  • The configuration management of developers’ code, and the operating environment in which it was validated.
  • Managing the impact of requested and approved project changes, during the project.
  • Managing the impact of needed changes, updates, and improvements on the project result after that result is in business use.
  • Managing the organizational changes needed to embrace and appropriately apply project results.
  • Figuring out how to get reassigned and work for a Manager or Project Manager who is more effective.

Well, we just made that last one up. We are not here to proclaim which is the right or wrong perception: However, in every project or program, we do proclaim that you need to have a common understanding of what everyone means when speaking of Change Management. Continue reading

Who Really Manages Your Projects?

PM Commentary by Stacy Goff

In many organizations today, competent and experienced Project Managers, Senior Project Managers and Program Managers (all referred to as PM or PMs in this article) have the responsibility and authority to deliver the organizational changes and benefits expected by Senior Managers, Executives, and internal and external customers. Those PMs are a credit to their organizations, those Managers and Executives are incredibly effective, and those organizations (Government and Enterprises) thrive as a result. We shall call this phenomenon Exhibit A.

The IPMA-USA Advanced PM certification program, based on IPMA’s* World-recognized offering, is perfect for those competent and performing practitioners. And our PRO program, IPMA-USA Performance Rated Organization, is a perfect match for the Exhibit A organizations.

And then we have the other organizations, that we shall call Exhibit B. In the Exhibit B organizations, it is usually several layers of Managers, rather than the nominal Project Managers, who are directing Time, Cost, Scope and Talent, leaving the PM to be a mere controller; despite his or her best efforts. The result: Poor PM Performance, and Executive Managers who blame the practice of PM, rather than the misplaced authority.

Who Sets Time, Budget, Scope and Talent?
Some of those Exhibit B organizations depend more on team heroics than deft management; project managers are identified after timelines and budgets are set; scope is never quite “nailed down”, and promised talent never appears, while cherished talent disappears. Much to the chagrin of PMs, requests for some flexibility somewhere are met with the classic excuse “we just have to do more with less” which almost always results in delivering far less with less. Continue reading