I had one example when implementing a project management standard. The standard requires projects to use a pre-built documentation template during the project execution. The business leader assigns a project manager to assist the formal adoption. Let's call her Sarah.

Sarah agreed to the collaboration and expressed that she could take the lead to help her organization make the adoption. However, when I started to teach her the standard, she had all the excuses for not making the changes either she doesn't understand, she doesn't do 100% of required actions, she is busy with other tasks, or she informs the team with the new requirement but doesn't follow through. We tried for several weeks. The process drains my energy because I absolutely see little progress and waste of my time teaching her. 

Then, I realized the resistance comes from she had created a standard herself. She is still directing her team to her standard instead of the new one. Apparently, the previous standard is not successful, but she must have emotion attached to it. She never tried to learn the new standard, nor did she teach the team in her business for further adoption. 

In this situation, after several failures to get her on board, I assigned a new project manager who was fully onboarded to assist the change and execution when on really well.

​Change with a Head StartHelp the team get started by showing initial progress can increase the success of the change management program because people felt more motivative to complete the change after it's started or realized that they have already taken steps towards the completion of the task. ​

​An example of practices is from our project standard adoption project. We decide to create the project summary page for the team. With the first step, we now deliver the message to the team that they are not starting from scratch. Instead, they are well on their way to achieve the standardization objective. The initial effort greatly motivates the team to continue down to the success path. We further explain the benefits of the summary page and customers' appreciation of the well-documented project information to accelerate the influence. So the team feels the positive drive behind all the efforts. ​​

A steering committee consists of key stakeholders who oversee, support and guide a project in the right direction. Its members are typically managers from the departments involved in the project. Regular meetings should be scheduled for the steering committee to provide project updates, discuss any issues, and make important decisions regarding the project. The Project Management Office (PMO) requires:

• Schedule the steering committee meeting immediately following the kick-off meeting. The sessions can be held monthly or bi-monthly, depending on the main project phases. We can also arrange steering committee meetings when urgent issues arise. Make a clear roster of committee members outlining their roles and responsibilities.
• Create a presentation at each meeting with the agenda, project status, the current plan, issues to address, and next steps. 
• Send meeting minutes after each meeting, capturing decisions on issues and plan updates. 

PMO requires the setup of steering committee meetings when crossing-team support and decisions are needed.

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The Katgar Model for change defines five elements in change management: strategy, communication, people, work and fun, and learning. 

Strategy is about sharing the vision and answering the why question to clarify the purpose and the change. Communication is passing the relevant information on the right occasions. People emphasize starting from the ground level, building consensus, and support the team to make the moves. The work and fun motivate the team to embrace the changes by celebrating the successes and appreciating the hard work. Learning is about building knowledge within the team foster mindset of continuous growth.