The use of Project Management skills is increasingly common in organizations. Many companies have incorporated this management discipline as a way to innovate their business processes, products and leadership models. Although notable progress has happened in technical tools, such as schedules and budgets, most projects still end late and costing more than the initial budget. According to a research from Stevens Institute, 85% of projects fail to meet the deadline, 70% outweigh the expected cost, and rates of 200 to 300% are not uncommon.
How do projects still have many flaws given the existence of so many technical and managerial tools? This question just brings part of the answer: we all know that projects are made by people and for people, then it´s expected that human factors are the main lever or offender about managing a project. According to another research by the Brazilian Project Management Institute, the main cause of problems in projects is the lack of communication, reaching 76% of the projects analyzed. Given the importance of the human factor (known as soft aspects), it is important that it is managed as well as the technical issues (the hard aspects) in the projects.
In order to balance hard and soft factors in Project Management, Change Management comes as the competence (knowledge, skills and attitudes) to achieve and exceed th project objectives, turning adversity into opportunity. Among these “bittersweet management” practices, there are: mapping people affected by the change (the stakeholders), identificate and prepare the most appropriate leading supporter to engage these stakeholders, beyond communication, training and alignment activities, constant in all phases of the project.
A tip to start incorporating this competence in everyday life is recognizing change as a process, understanding that its implementation is just the final part of the transition. First of all, there are two other fundamental phases: the recognition of the need for change, and its diagnosis. This analysis is given in relation to aspects such as people involved, degree of resistance, required speed of evolution, among other topics. Just like a plane needs fuel (positive force) and against wind (negative force) to take off, it´s only recognizing this “field of forces” that the organizational changes will be sustained. Another recommendation is to assess whether the positive forces override the negative forces.
The results of the investment in Change Management are notorious. According to the British consultancy firm Changefirst, for every $ 1 invested, there is an average return of $ 6.50. The research Best Practices in Change Management revealed that 95% of the projects surveyed claim to have achieved or exceeded the goals when held a well-structured change management, compared to 16% of project success without this care. What about you, would like more information about this concept or are you still resisting to this innovation in your project management? Contact us, our mission is developing people and organizations to transform talents into achievments, in a practical and creative way.
André Luiz Dametto supports people to transform crisis into opportunities by N.ovo, a self-knowledge and action journey