APMG International Change Management: Foundation Level Essentials

Introduction to APMG International Change Management

Change management is a critical skill in today's fast-paced business environment. The APMG International Change Management Foundation Level certification is designed to provide professionals with the essential knowledge and tools to manage change effectively. This certification is recognized globally and provides a solid foundation for those looking to enhance their careers in change management.

More Info: APMG International Change Management - Foundation (Change Management)

Understanding the APMG International Change Management Foundation Certification

The APMG International Change Management Foundation Certification equips individuals with the fundamental concepts and methodologies required to manage change in an organization. This certification covers a wide range of topics, including the theory and practice of change management, the impact of change on individuals and organizations, and the processes and techniques used to facilitate successful change.

Key Learning Objectives

The Foundation certification aims to:

• Introduce the principles and practices of change management.
• Develop an understanding of the impact of change on individuals and organizations.
• Provide a framework for managing change initiatives.
• Prepare candidates for more advanced change management roles.

Certification Structure

The certification consists of a comprehensive training program followed by an examination. The training program includes interactive sessions, case studies, and practical exercises to ensure candidates gain a thorough understanding of change management principles.

Core Concepts of Change Management

The Nature of Change

Understanding the nature of change is crucial for effective change management. Change can be planned or unplanned, incremental or transformational. Planned change involves deliberate actions to improve processes or systems, while unplanned change occurs in response to external factors. Incremental change involves small, continuous improvements, whereas transformational change involves significant shifts in strategy, culture, or operations.

The Change Curve

The change curve is a powerful tool for understanding how individuals respond to change. It outlines the emotional stages that people typically go through during a change process, including shock, denial, frustration, depression, experimentation, decision, and integration. By understanding the change curve, managers can provide appropriate support and interventions at each stage.

Stakeholder Engagement

Engaging stakeholders is a critical aspect of successful change management. Stakeholders include anyone who is affected by or can influence the change. Effective stakeholder engagement involves identifying key stakeholders, understanding their needs and concerns, and involving them in the change process. This helps to build support and reduce resistance to change.

Change Management Models

Several models provide frameworks for managing change. The most widely used models include:

◉ Kotter's 8-Step Change Model: This model outlines eight steps for successful change, including creating a sense of urgency, forming a powerful coalition, developing a vision and strategy, communicating the vision, empowering action, generating short-term wins, consolidating gains, and anchoring new approaches in the culture.

◉ ADKAR Model: This model focuses on five key outcomes: Awareness of the need for change, Desire to support the change, Knowledge of how to change, Ability to implement new skills and behaviors, and Reinforcement to sustain the change.

◉ Lewin's Change Management Model: This model involves three stages: Unfreezing, Changing, and Refreezing. It emphasizes the importance of preparing for change, implementing change, and solidifying new practices.

Implementing Change Management Practices

Creating a Change Management Plan

A well-structured change management plan is essential for guiding an organization through the change process. The plan should include:

◉ A clear vision and objectives: Define what the change aims to achieve and how it aligns with the organization's strategic goals.

◉ Stakeholder analysis and engagement strategy: Identify key stakeholders and develop strategies to engage and communicate with them.

◉ Communication plan: Outline how information about the change will be communicated to different audiences.

◉ Training and support plan: Determine the training and resources needed to help employees adapt to the change.

◉ Monitoring and evaluation: Establish metrics and processes to monitor progress and evaluate the effectiveness of the change initiative.

Communicating Change

Effective communication is critical for managing change. It involves:

◉ Clear and consistent messaging: Ensure that all communications are aligned with the change vision and objectives.

◉ Two-way communication: Encourage feedback and dialogue to address concerns and build buy-in.

◉ Regular updates: Keep stakeholders informed about the progress of the change initiative and any adjustments to the plan.

Building Change Readiness

Building change readiness involves preparing the organization and its employees for the change. This includes:

◉ Assessing organizational readiness: Evaluate the current state of the organization and identify any potential barriers to change.

◉ Developing change leadership: Equip leaders with the skills and knowledge to champion the change and support their teams.

◉ Fostering a culture of continuous improvement: Encourage a mindset that embraces change and innovation.

Managing Resistance to Change

Resistance to change is a natural reaction and can be managed through:

◉ Understanding the sources of resistance: Identify the underlying reasons for resistance, such as fear of the unknown, loss of control, or lack of trust.

◉ Addressing concerns: Provide information, support, and reassurance to address concerns and reduce anxiety.

◉ Involving employees in the change process: Engage employees in planning and decision-making to increase their sense of ownership and commitment.

Conclusion

The APMG International Change Management Foundation Level Certification provides a comprehensive understanding of change management principles and practices. By mastering these concepts, professionals can effectively manage change initiatives, minimize resistance, and achieve successful outcomes. Whether you are new to change management or looking to deepen your expertise, this certification offers valuable insights and practical tools to enhance your skills and advance your career.

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Change Management for Project Managers

Why Project Managers are evolving to Change Managers

Projects and Programmes - What is the key focus?

If you happen to work on project or programme management and you like to excel at what you do, you almost certainly concluded long ago, that you cannot focus just on the triple delivery constraint of scope-time-cost. 

Sponsors have an obligation to continuously monitor the desired project output

As a Project Manager - you did everything right but your project was considered a failure. Countless project managers have delivered their projects on time, on track and on target, and still they were not applauded by their top management, who considered the project to be a failure.

This is extremely frustrating for project managers, who in such a scenario, would have done nothing wrong.  Their line managers, whether programme managers or sponsors, have the obligation to continuously monitor the desired project output, ensuring it remains relevant and a contributor to the expected programme outcome.  

Typically, Projects deliver outputs and Programmes deliver outcomes

It is worthwhile stressing that, typically, projects deliver outputs and programmes deliver outcomes – read benefits realisation.  Obviously, large-scale transformation projects, set up individually and not integrated in a programme, can also deliver outcomes, but these would not be a majority. 

Aligning to strategic objectives with an agile approach

For programmes to deliver the expected outcome and realise the desired benefits, they must be fully aligned with the strategic objectives set out by the organisation.

Two decades ago, Strategic Planning would define 5-year objectives and roadmaps. Things have changed significantly, and Strategies are now “living organisms”, that continuously morph and adapt to ever-changing challenges and new predators in each sector.

What then, is the impact of programmes, caused by this dynamic of change?  How can programmes cope with the new strategic requirements?  What is the impact on defining the expected outcomes, and qualifying and quantifying the desired benefits?

The obvious response is “agility”.  No, you did not read “all projects must become Agile”. Agility is a mindset, not a manifesto or a methodology.  It is simplifying processes and flattening governance structures, and not eliminating them altogether. Agility is working together, at all levels and in all functions, to make the whole organisation nimbler, and more malleable. Resilience is also a very important factor to endure permanent change. 

Portfolio Management

This is where portfolios come into action.  The portfolio management function works back-to-back with the core leadership of the organisation, to understand strategies and objectives, and ensure these are translated into operational guidelines for programmes and projects.

Portfolios scrutinise, assess, measure, estimate, etc, and ultimately sift the programmes and projects selected to implement the strategy.  Are project's outputs contributing to programme's outcomes, and programme's outcomes aligned with the strategy?  Do projects and programmes have the elasticity and ductility necessary to react, pivot and transform, to ensure continuous alignment to (everchanging) strategies?

Portfolios are responsible for creating the conditions and setting up the scene that allow programmes and projects to flourish and strategies to be brilliantly implemented.  Through Maturity Assessments, portfolios map out the existing Company Culture and Governance and Assurance Frameworks.  Similarly, Capability Assessments determine the current aptitude of the resources available, to undertake strategy implementation. A gap analysis exercise will determine the effort and time required to evolve from present to future states.

The impact of Change Management on Projects, Programmes and Portfolios

Hence, if Portfolios are responsible for preparing People and Organisations for change, how can they actually do it?  None of this is easy but, still, it is easier to prepare organisations for change, than People.  There are a number of assessment models and approaches available, but I personally recommend the Praxis Framework and, specifically on Business Integrated Governance, the model developed by the CoreP3M Data Club, also featured in Praxis.  

The million-dollar question is: “How can leaders work with people, to grow the company-wide agility mindset and nourish the resilience to change of all elements in the team?”.  This is not an easy ask. People don’t mind change, they just don’t want themselves to have to change along with it. But the fact is that they do. Oh yeah, they certainly do. So how can leaders lead people to change?  How can leaders drive people into scenarios of permanent mutation?  How can people trust change and feel safe again? What are the new foundations of individual and family stability?  

The role of the Leader

Maslow would say that safety contributes to happiness. I say that happiness contributes to productivity and to generating value.

A leader’s mission is therefore to make people happier.  This applies to executive managers, to portfolio, programme, project managers, and to business-as-usual managers.  In fact, it applies to all leaders in the organisation.

Effective and efficient change requires alignment with strategy, flexible delivery, and benefits realisation.  All these require people to embrace change.  People that not only are willing to change, but that are the change. 

Is it a case of “the Project Manager is dead, long live the Change Manager”?  No, not at all.  It’s a case where all Project Managers must also change, and (also, not instead) become Change Managers. Project and Programme Managers need one more layer of competency, a new mindset – Change Management.  

The same way outputs are way less important than outcomes, processes and tools are way less relevant than people. People deliver outcomes. People deliver change. By improving their people management skills, leaders will master the delivery and management of effective and efficient change.

Source: apmg-international.com

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