Figure 10: Distribution by change types

The “other” category includes several changes mentioned which type could not been clearly defined by the change types characteristics described above.

Pmo functions used in change management process

Coming to the issue of change implementation process and functions related, first of all, it is interesting to mention in which way the changes are processed in the respondents’ organizations.

Figure 11: Distribution of ways of change implementation

According to the data represented by chart above, the majority of changes, 46%, mentioned have been realized in the boundaries of functional activities while just a bit less, 43%, have been realized by means of projects or programs. However, still there are some more options called, e.g. full reorganization. It is interesting to mention that as we remember from the previous chart the majority of the respondents has identified that their organizations use projects in their activities. To investigate more precisely the links between the way of implementing change, change type and organizational structure additional analysis could be provided in the further research.

As well the question about the existence of specific departments or positions generally responsible for change management has been asked. According to the results received (see fig.11) specialized change management bodies exist only in 24% of organizations. According to the results of the open question, responsibilities for change management are carried out either by CEO, partners or top managers or by specialized departments, like organizational development department, business strategy office or project management department (PMO). Also, sometimes external companies take responsibilities about managing changes (outsourcing).

Coming back to the functions realized during the change implementation, the following results have been received while asking about the methods and tools used or that should be used during the change process:

Figure 12: Tools and methods related to PMO functions in CM process

As it follows from the diagram above all the respondents have mentioned that a range of tools and methods, which could be developed, implemented and maintained by PMO, either have already been used during the change implementation or had to be used. It is interesting to notice that in general almost all of the tools and methods already have been applied while implementing the changes. The less used categories include documentation archives and mentoring, however they are also not considered as worthy to be used by many respondents.

As well, it is necessary to pay attention to “Nothing” category, as we can see from the graph it has received quite many responses while asking what had to be used. However if we check the data it could be concluded that there is no respondents who consider that these methods and tools neither has been used nor had to be used. Thus, it could be concluded that tools and methods that could be implemented or maintained by PMO anyway are considered as useful for managing change.

Moving to the change management processes that have been carried out or should have been carried out the similar conclusions could be made. According to the results represented in the diagram below a general conclusion that in general all the PMO functions could be applied to change management process.

Figure 13: Functions related to PMO functions in CM process

As we can see from the diagram traditional managing processes, such as planning, resource search and allocation, monitoring and control, reporting to the top management, communications, analysis and control are generally used while implementing the changes. However, it is interesting to highlight such functions as risk management and monitoring stakeholders’ satisfaction which have rarely been applied but are supposed to be worthy to apply. Talking about “nothing” category it is also necessary to mention that none of the respondents has rejected possibility to use all these functions during change implementation.

Finally, talking about the PMO functions in case of realizing several change initiatives, the following results have been received:

Figure 14: Processes related to PMO functions in managing several initiatives

Analyzing the results received it is possible to notice that while facing several change initiatives less functions have been realized during change process in comparison with the case of single initiative. As it is seen from the diagram above the most used functions relate to the identification and assessment of change initiative. While, according to the respondents’ opinion a lot of functions aimed to the management of several projects, especially, such as coordination between initiatives, portfolio and program management had been missing and had to be applied that also highlights possible value of PMO functions for change management process. However, it is also necessary to mention that 6,5% of respondents still assumed that during the change process none of the functions has been applied and had not to be applied.

After making a general conclusion about the functions used in change management process that could be related with PMO it is necessary to analyze more precisely whether PMO functions are supposed to be used in context of any type of changes.

To achieve this goal the answers received has been sorted by change types defined in the previous steps. Next, in each group the functions mentioned has been examined and summarized. The results of the analysis are provided in the Appendix 2.

As it could be seen from the table, the results received differ from initial assumptions made about distribution of PMO functions across change types. According to the data almost all PMO functions could be applied to managing any change type. However, some interesting trends could be identified. Thus, talking about organizational learning it could be seen that functions related to “managing practices” and “training and development” categories are generally considered as important for this kind of change. At the same time, administrative support and monitoring and control functions are also represented in this type, although, initially the assumption about knowledge role of PMO has been made. In our opinion such results could be explained, firstly, by the more practical insight into the issue, as well as by shortcomings in identification of change types and confusion in characteristics. Anyway, it is seen that these functions are supposed less important than managing practices and training ones that is aligned with the theoretical assumptions. Talking about the functions used in management of several initiatives quite high results have been received. In our opinion it could be explained by the fact that while answering this question respondents have taken into account not only several changes of the same type but all the possible changes.

Coming to the further development it is possible to notice that although the “managing practices” and managing several initiatives functions still have remained quite important, although a bit less than in case of organizational learning, the importance of administrative support functions has increased significantly that is aligned with the supposed character of change. As well monitoring and control and training and consulting functions have been highly recognized.

Moving to the organizational transformation it is necessary to highlight even more increase in significance of administrative support functions. In comparison with further development the importance of training and consulting functions has also increased a little bit, while the managing practices functions have been evaluated on more or less the same level. However, the managing several initiatives functions have received much more attention. It is possible to notice an increased importance of strategic planning, coordination between projects and program and portfolio management that is also aligned with the characteristics of the change type.

Finally, coming to the radical new positioning, unfortunately it is not possible to make a reliable analysis in this case due to the very limited number of respondents in our case. However, looking at the results received it is possible to conclude that due to the extreme character of the situation a very limited number of basic functions have been chosen and, especially, applied. To investigate this type of changes additional research should be provided.