Project and portfolio management often require change. In thinking through the change process it’s easy to forget to the ‘what’s in it for me?’ for the participants. If you can create real momentum for change based on the enthusiasm of others, then you don’t have to drive it, as much as shepherd it, which is much more rewarding and less arduous.
Consider starting small, with a group that can demonstrate clear success from the change, so as to encourage viral support for the new initiative. Then your only role it to ensure the channels of communication are working well so that others hear about it. Far far easier than mandating change, regardless of how senior your executive sponsors are. How can you make change benefit others in the organization, rather than yourself?
“It is amazing what you can accomplish if you do not care who gets the credit.” Harry S. Truman
There is another perspective on change management here, stressing the importance of repeatition in communication. And a nice post here that draws on Kotter’s change framework. If you read one book on change management, then John Kotter’s is not a bad place to start.
If you’re interested in change management related to PPM, see my recent book.