Four Tips to Implement Positive Change

Hi Josh
I just passed the PMP. I want to share what I have learned to my company. I am a manager in India. we design Graphic processors.
My boss was shocked when I said that I had passed PMP. He then asked me “What is PMP?” So that’s the level of awareness most managers have. It is difficult for me to convince them of the value I can bring. They say that we already do good. What extra project management is required? Our project lasts for a year. It is not more. We don’t follow the PMI guidelines. I want to show PMI what we can and shouldn’t do in risk management. Do you have any similar cases? What is the story?
We appreciate your time.
pmStudent community member
We are grateful for your question. The core concern is change management. Although I am not a change management expert, I have extensive personal experience with this type of thing. Let me share my lessons learned.
Keep your mind open
Open-minded by thinkpublic via Flickr
You have just learned a lot about theory and practices that can help you improve the way your organization does projects.
Take a step back, and consider the possibility of being wrong. The PMP is a test that measures one standard, the PMI standard. It is not a methodology. There are many great methods and standards out there. Not everything works everywhere.
It is possible that your organization’s current management of projects IS optimal. Learn more about the history of how things got to where they are today. Ask lots of “Why” questions, and dig deep. Keep your mind open.
Small Changes, Big Plans
Every organization change I have ever seen was made abruptly and then failed. Unless you make a dramatic change
Big plans by downing.amanda via flickr
It is necessary for survival, but I don’t recommend it.
Even though I was not the decision maker, I have had the greatest success in getting my organizations to embrace gradual change. I was open to the possibilities and took the time to fully describe the goal. This is how things would work better. I began to think about how we could take small steps so that each change would be easy for us to swallow. But, in the end, we would have the “big change”.
Some changes are not possible to make incrementally. You may need to make a dramatic shift in your behavior and processes if you are moving to lean or another method. It can usually be achieved over time in most cases. It’s all about small changes. I would love to write this book if it was not already written: Small Change: It’s The Little Things in Life that Make a Big Impact!
What’s in it?
You need to get buy-in for each of the small changes that you have made.
This step is easy because you are making small, gradual changes. You don’t have to change the “way things are” overnight.
Find a champion for each of these small changes. Someone who can see the benefits of the change in your favor and can support you. The best scenario is to have the person/team in charge of a process be your champions. You can work with them to create the details of the change.
Let them decide what the small change is. Let them take ownership. You are fine as long as the change supports the long-term vision. You can also improve and upgrade the vision with the new ideas that people are coming up on each of these small changes.
Consider the benefits each stakeholder group that is affected by each small change will receive. It is important to write it down. It can be used to market and sell the changes.
Don’t Be a Dictator
Kim Jong-Il via BMigulski via Flickr
Most of the changes I helped to implement were done so without me being the decision maker. I did not have the authority to force people into changing.
This was a ma