1. © 2011 IMA www.imaworldwide.com 800-752-9254. All Rights Reserved
At the Intersection of Change Management and Project Management: How to improve execution success for business change projects The webinar will begin shortly.
Judd Andres, Senior Consultant
Paula Alsher, VP, Client Solutions
July 21, 2011
IMA (Implementation Management Associates)
© 2011 IMA All Rights Reserved

2. © 2011 IMA www.imaworldwide.com 800-752-9254. All Rights Reserved
At the Intersection of Change Management and Project Management: How to improve execution success for business change projects
Judd Andres, Senior Consultant
Paula Alsher, VP, Client Solutions
July 21, 2011
IMA (Implementation Management Associates)
© 2011 IMA All Rights Reserved

3. Today’s Agenda What is the human side of project management?
What are the competencies required for the human side?
How do you blend both the technical side and the human side for full integration?
What’s the role of the governance structure in defining the approach?
What is a best practice model for getting to value realization?
Questions and Discussion

4. AIM Principles CAST needs to have commonly held definition of both the
Present State and Desired State.
AIM Principles
Assure that technical project plans and human side proejct plans are integrated.
Must have competent agents
in sufficient quantity,
and in the right places.
If your change conflicts directly
with the culture, culture wins.
Change occurs in a context of all
those priorities competing for
resources…
stress and history.
You either reinforce the change or
you reinforce the status quo
Committed sponsorship is the
single-most important factor in
ensuring fast and successful
implementation.
Leverage both formal and F2F,
assuring that content and messages
are in the FOR of the intended audience
Hammer for compliance,
Transition Management for
commitment.
Resistance is inevitable.
It must be managed.
it cannot be combated,
solved or overcome.

5. Installation does not equal Implementation
Value Realization is achieved when projects are implemented, not just installed
Implementation Success Defined:
Implementation
Installation
On Time
On Budget
Technical Objectives met
Business Objectives met
Human Objectives met
Implementation success for any initiative is typically defined in terms of being “on time”, “on budget”, and having met certain technical objectives.
Less often do we really define success in terms of the achievement of business objects, and most importantly, human objectives.
Human Objectives = behaviors we seek to see as a result of the change
Most often, implementations fail because we fail to define and manage the human aspects of change – we need a process to help us do this (which is where AIM fits in)
Installation does not equal Implementation

6. ©2011 IMA www.imaworldwide.com
Project Types & Phases
Types of Projects
Phases
Reengineering
Frame Vision Redesign POC Implement
Six ∂
Define Measure Analyze Install Control
Analyze Design Develop Implement Evaluate
Training
Innovation
Define Model Abstract Solve Implement
Strategic Planning
Scan SWOTS Vision Strategy Design Implement
Team Development
Storming Forming Norming & Performing
©2011 IMA 6

7. Project Management Cycle
Close
Monitor
& Control
Execute
Plan
Initiate

8. PMI Knowledge Areas Project Management Plan – INTEGRATION:
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communications Management
Risk Management
Procurement Management

9. PM Activity Flow Chart Initiate Plan Execute Monitor & Control Close
INTEGRATION 
Scope
Time
Cost
Quality
Resource
Communications
Risk
Procurement
 = Inputs, Outputs, Process, Tools

10. Principles of the Accelerating Implementation Methodology (AIM)
AIM Modules:
Define the Change
Build Agent Capacity
Assess the Climate
Generate Sponsorship
Determine the Change Approach
Develop Target Readiness
Build Communication Plan
Develop Reinforcement Strategy
Create Culture Fit
Prioritize Action
Copyright Rev Date 24 Mar 11

11. PM – AIM Integration Areas
Initiate
Plan
Execute
Monitor & Control
Close
INTEGRATION 
Scope
Time
Cost
Quality
Resource
Communications
Risk
Procurement
= AIM Processes and Tools

12. Implementation Management Cycle
Close
Monitor
& Control
Execute
Plan
Initiate
AIM

13. Integration Options
© 2011 IMA

14. Wasted resources, project fails
Probability Outcomes
Strong
Purposeful control, but frequent changes to scope, budget and/or schedule
On Time,
On Budget,
To Spec
VALUE Realized
Wasted resources, project fails
Key Stakeholder buy-in, but low efficiency, spotty results and many restarts
Blended
Technical Side of Project Management
Strong
Weak
Human Side of Project Management
©2011 IMA
HO205 14 14

15. Evolution of Governance Structures5 4 ET 6 8 7 1 2 3
Core
AIM
Experts
Team
ROI
PHASE 4
Enterprise/Program
Level Strategy ET
Higher Priority Initiatives
AIM
Agents
PHASE 3
Project Level
Strategy
PHASE 2
Adhoc
Application
Executive Team
LDT Dashboard
Line Projects
Operational Projects
Global Projects
Site Projects
TIME
© 2011 IMA 15

16. Governance & Implementation Management Process
INITIATE (Define the Change & Value)
PLANNING & DESIGN (Decide/Design Change, Determine Investments & Measures of Success - MoS)
DEVELOP, EXECUTE,
MONITOR & CONTROL
(Manage Project & Team Performance)
CLOSURE
(Business & Team Review, Sunset)
≤ 1 month
2 weeks - 2 months
3 – 12 months
≤ 1 month
Define
Decide
Manage & Monitor
Reinforce
Form Mngmt Team
Define Scope
Define the Change
Assess the Climate
Comms Outline
Outputs:
Initial BCA & From-To
Assumptions & SWOTs
Socialize the BCA
Launch Core Team
PMI Knowledge Areas
Stakeholder Analyses
All Ten AIM Modules
Define Sponsor Commitments & Agreements
Finalize BCA
Outputs:
Change Design / Blueprint
Charter
Key Role Map
Resource Management Plan
Project Plan Outline
Launch Implementation Team
Develop Technical Project Plan
Develop Target Readiness
Develop Communication Plan
Implementation Risk Management Plan:
Change Definition
Sponsorship
Readiness
Communication
Reinforcement
Outputs:
Integrated Project Implementation Plan
Periodic Business Reports Including Performance Dashboard
Technical and Behavioral Deliverables
Business Review by ET
Project & Team Effectiveness
After Action Review
Reinforcement Activities
Final Communication Campaigns
Outputs:
Project Closure Reports
Sunset Celebration Event
Performance Dashboard:
Parameters: Overall Health with sub indicators of Value – Risk – Resource ($, FTE, Time)
Indicators: Red – Yellow – Green
= Governance Go / No Go Decision. Outputs in Red are Must Haves for Governance Decision

17. Recommended Best Practices
Consider Organizational Maturity when developing the Governance structure
Ensure critical AIM steps/deliverables are integrated with the PM Plan
Develop a Fit for Purpose plan at each decision point and generate the required Sponsorship
Develop the WBS/Activity Schedule and support with Communication Plan. Communication Plan ≠ Implementation Plan
Develop the Communication campaign for each deliverable. Socialize the change before, during, and after each phase
Drive to achieve desired impacts not accomplishment of deliverables
Ensure Reinforcement Strategy is aligned to Measures of Success

18. What Questions Do You Have?
© 2011 IMA