THE PROJECT MANAGEMENT PATH
For most project managers, like myself, I think we find ourselves in the role accidentally. About five years ago I was working within an IT department, assisting in the delivery of a wide range of projects from infrastructure to bespoke development. I would often be involved with the planning and project governance for programmes of work, as well as the delivery. I quickly learnt the fundamental do’s and don’ts. I began to see first-hand the rewards of my work and what a great feeling it was. I decided to continue with my career development and see where a project management role could take me.
It wasn’t until my time at Silicon Reef where I really began to see the impact digital transformation could have on a company. The success of a project boils down to how well the change is accepted by the people who use it daily. This is where Silicon Reef takes the people-first approach. Why spend thousands of dollars and countless hours designing something unless it makes sense for those who need to use it most?
Businesses invest in internal communications and digital transformation to help their company grow and become more efficient; whether that be measured in monetary values, customer satisfaction or employee engagement. A key to ensuring the success of any of these types of projects is change management.
It’s crucial you gain employee buy-in at the start of any transformation project. It will increase the chance of the sustainability, as well as giving employees the feeling of ownership and involvement.
I’ve seen a lot of companies delay the engagement with employees to help maintain the same level of production or BAU, with the mentality that the changes won’t affect them until a later in the timeline. This often backfires and the company is left with poor integration and adaptation, as well as unhappy and aggravated employees.
The Prosci ADKAR Change Management Model is a structure I use personally and highly recommend because it focuses on the people who are impacted by a transformation. This concept addresses organisational, technical and behaviour changes across a business.
The ADKAR Model Framework can be seen below.
- A – Awareness of the change for need. Highlight the need for change. Demonstrate why the change is needed to the business.
- D – Desire to support the change. How the changes will benefit them? What are the short- and long-term impacts? How will it make their daily tasks easier?
- K – Knowledge of how to change. Workshops & training on how to make the improvements.
- A – Ability to demonstrate skills & behaviours. Users are guided into making the changes.
- R – Reinforcement to make the changes stick. Consistent communications and support.