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Enterprise Project Governance: How to Manage Projects Successfully Across the Organization: Transformation and Change

SERIES ARTICLE

By Paul Dinsmore & Luiz Rocha 

Rio de Janeiro, Brazil
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This is the last article in our EPG series. We will explore the transformation and change resulting from the EPG initiative and wrap-up what we have discussed during these 12 months.

Transformation and change is the seventh and last phase in our framework. All the work so far had the main objective of delivering results. However, when we move to a new desired state a certain transformation has to occur. Since transformation normally affects the stakeholders involved, the process has to be carefully thought. It is useless to have a fantastic methodology and amazing supporting systems if all the human idiosyncrasies involved are not considered.

Transformation is driven by change. It is focused on the internalization of change by the stakeholders affected. For such it is necessary to pro-actively understand the process of EPG transformation and establish how to manage it along three key stages:

Break with the past – the past must be acknowledged as the heritage that brought the organization to its present state. The lessons learned must be well understood and everything that worked must be used. The past may be glorious but it is not a guarantee of future success. The direction to navigate from the present to the desired new state must be explained and well communicated;

Manage the transition – be aware that people do not internalize the need for change in the same way. They have different timings which means that you do not implement change by simply snapping a finger. Understand that change takes time and do not fall in the trap of “having everything done for yesterday”. Everett Rogers in his 1962 book Diffusion of Innovations, explained that a target population for change management presented the following protagonists: Innovators (2.5%), Early Adopters (13.5%), Early Majority (34%), Late Majority (34%), Laggards (16%). The consequence of his discovery is that change has a life cycle for people to adopt it.

Geoffrey Moore in his 1999 book Crossing the Chasm expanded Rogers’ insights observing that groups adopting changes have different characteristics: 

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This series includes articles by Paul Dinsmore and Luiz Rocha, authors of the book Enterprise Project Governance, published by AMACOM in the USA in 2012.  The articles are extracts and summaries of key topics from their book, providing information and guidance on one of the most important aspects of portfolio, program and project management today – governance.  For information about the book, go to http://www.amacombooks.org/book.cfm?isbn=9780814417461

About the Authors 

usa-brazilpaul-dinsmorePaul C. Dinsmore

Paul Dinsmore is board chairman of DinsmoreCompass, and a highly respected specialist in project management and organizational change. A certified project management professional (PMP), he has received the Distinguished Contribution Award and Fellow Award from the Project Management Institute (PMI®). He regularly consults and speaks in North America, South America, Europe and Africa.  Paul is the author and / or editor of numerous articles and 20 books, including the AMA Handbook of Project Management. Mr. Dinsmore resides in Rio de Janeiro, Brazil. 

flag-brazilluiz-rochaLuiz Rocha

Luiz Rocha has 35+ years of experience in the industry and business consulting. Luiz worked with Andersen Consulting and Delloite in the USA and Europe when he had the opportunity to manage multi-cultural and geographically dispersed projects in Latin America, North America and Europe. In Brazil he worked with Dinsmore Associates and Petrobras. Luiz is an engineer by background, MSc. in industrial engineering from UFRJ – Brazil, PMP-PMI and IPMA certifications. He is also a published author with two previous books, Business Metamorphosis, in Brazil, and Mount Athos, a Journey of Self-Discovery, in the USA.  Luiz can be contacted at [email protected]