PMcrunch

I watched the 9/11 Commemoration Ceremony in New York City yesterday from my home in New Jersey, and it brought back a host of memories – big, broad, and bold…painful and heartfelt…from 10 years ago. But there was one thing that I noitced that I need to share in this post…

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On our projects, and in our programs and project portfolios, we often struggle with how to make changes.  From my own personal experience, the most challenging part of change management has always been the area of making incremental changes versus making wholesale major changes.  Let’s take a look. 

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I’m not happy. The printer has still not been fixed and now my chair is broken. The problem with the company is that it is going to the dogs. My boss is okay but has no clue what is going on.

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Change and pain are interrelated in a couple of ways. First, I think we have all heard many times over that change can be painful. On the other hand, oftentimes, change requires pain. Pursuing this idea a little further, oftentimes people are not willing to change unless they are experiencing enough pain. How can we leverage this idea on our projects and programs?

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As project and program managers we all know that stakeholders are central to the success of any project or program. We know that we must listen to stakeholders and that, in the end, we must satisfy stakeholders in order to have a successful project. We need to gather stakeholder input, listen to stakeholder concerns, and obtain stakeholder feedback throughout our projects. The question in my mind right now is “what can we expect realistically of our stakeholders?”

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