How do I apply effective change management in a company who is new to and resisting project management principles?

get the support and the involvement from the top management,

I found that the most effective aspect of change management is to manage human expectations from the change. The project impact must be communicated with all humans impacted by it and thier feedback (thier expectations) must be evaluated. The more expectations you can factor into your project plan the better is the chance of a positive change.

It's normal, especially with the Project Management knowledge not available.
You need to provide the knowledge to key people, ask for trainings, focus on the outcomes, and communicate to them about it, and how it relates to improving their work, but with that, you cannot cancel out all the resistance, but you should have some supporters to help you, especially in future projects.

Case study: I am working in a strong matrix organization but no body knows about project management methodology.
Every year we run300 to400 R&D projects and collect progress report without risk analysis, cost estimation, integration management, procurement and more important without considering process steps.
This practice is very common in marketing, technical problem solving, training delivery etc.
Suggestion: I think training is first step for effective change management then organization structural change is very important.

Project Management is a technique but Change Management is more of a Skill.
I have faced this issue many times in my previous assignments, the bulk of the resistance coming for the older staff who are so used and comfortable to the classic style of operating.
Holding debate sessions is one way but more important is to identify these staff and make them feel that they are a part of the project and how their contribution will be rewarded by the top management.
Make known the positives of the project and how it is going to benefit the company.
Also it is very important to understand that there are key employees in each division, not necessary managers, but staff who directly influence the operations of their divisions.
Identify them and make them a contributor.
Your will find that the whole organization becomes conductive and ready for a structured change management strategy.

Baseline,baseline and baseline.I dont know what exactly your situation is.Do you have a PMO?Variance reporting etc...Remember stakeholders would be having various interests but you as a project manager should make sure things are in place.Well,thats your Job :-).

My approach would be to ask the stakeholders to accept the Risk involved based on who is opposing putting things on place..Note that Risk management is so key.List out the Risk and highlight it as impacting because of not having changemanagement.Have those stakeholders who are opposing the baseline and change request accept the Risk involved and communicate accordingly-ONLY if they agree.I am suremost of them will be reluctant and thats where aPM pulls the trigger and bring in the key stuffs.I have seen it succesful many times.For that matter I have even told I will keep the project on Hold certain times as it was the right decision because of mot having fundamentals in place as it was a project I have to take over.Put the poject on hold for two weeks and delivered on time,scope and cost

.Remember if you are a good PM PMO will definitely support you.Good luck.

 

Abdul Rahiman

PMP,RMP,SP,ITILv3,CSM

Just adopt MS Project in the beginning.
Use baseline comparisons effectively to highlight project management and control.
When the staff and management will observe the results they will consent to go for Project management after at least one project is controlled and completed by you.

I see a lot of great practical answers especially from Pat, Tamer, Prince, Francisco, & riham.

So only what I can add or summrize after you have the right & legal support from top management :

1- Prepare your change management & share it with other department managers or director to get feedback and you have to visit them at their offices to communicate.

2- Sure you should give a specific time for collecting and sharing feedback (set a time such as1 week)

3- Update your plan from the feedback you received. (I doubt you will get more feedback)

4- start applying your plan

5- Get the lessons learned then update your plan again

 

Note:

To get more feedback or even to show that you need to apply new changes you have to get some statistics to compare between how the work will enhance before or after applying your plan.

 

Good Luck

Great question Erika, Why not contracting a change consultant? Here is a short solution (that requires deeper planning): Change has to be for the better, otherwise there is no reason to change.
Maybe you could prepare a presentation outlining the advantages for the organization and individuals when changing and the disadvantages when not changing (urgency to act), get buy in from senior management and discuss/agree how everybody could contribute to those changes and plan implementation.
It is an opportunity!

In my perspective, before you start with your change management project, you have to define your stakeholders matrix, then you can start convince the most resisting poeple by training them on project management by advising not by coaching, to do this you need professional communication skills, then start to suggest PM templates you have and share it with them, but dont forget to do the same with less resisting poeple and the poeple who are on the same page with your project, do not care about the poeple who show their resistance only and forget who are with you, becuase less attention can make these poeple resistants. While doing the above communication you can describe project management principles benifits and start selling these ideas and gain the possitives project management results.

Change is always a strange partner and will be resisted at first short because it disorganises our comfort zones.Generally speaking,people love the familiar,the business as usual,the comfort ''couch''...even in those instances where we know that the current systems are not working.To successful introduce change,the people going to be affected must be involved from the concept of it to its implementation.You must sell the idea to team leaders who are responsible for the overall running of the business.If the vision is well accepted from TOP leadership,you will receive alot of support during the implementation.Secondly,you must sell the idea to the users clearly defining WIFM-What's in it for me... for the end users.This could be time saving meaning,cost cuts,more productivity,higher volumes,Big bonuses,work-life balance, pay rise,less customer complaints etc.Please note that if the end results of the change are negative to the users,they will resist and frustrate it.Lastly,remain positive and lead by example!