Jabian Helps Hospitality Technology PMO Influence Change Adoption In Maturing Governance Process

The Client:

Our client is one of the world’s leading hotel companies, serving close to 170 million guests each night, with 700,000+ rooms in more than 4,900 hotels in nearly 100 countries.

Jabian worked with this client’s 1,300-person IT organization, where the key stakeholders for this engagement were over 250 Project Managers and Resource Managers.

The Challenge:

This technology organization made several attempts over the years to provide visibility into, and oversight of, technology spend and impacts of their project portfolio (cross-functional impact, global reach, etc.).

Technology leadership needed a simple stage-gating process that would be adopted by a broad and diverse technology organization of varied IT maturity levels.

The Strategy:

Jabian Consulting worked directly for the VP of Portfolio Management to define a crawl-walk-run approach that enabled a structured, yet simple, approach to IT Project Governance. The client and Jabian team worked together to create a simple framework, gain buy-in from the senior leadership team, and then deploy the new governance processes across the technology organization.

Specific Change Management Efforts included the following:

  • Identifying stakeholder impacts as part of building a Change Plan
  • Drafting and executing a Communication Plan tailored to stakeholder audiences
  • Establishing a “Change Agent Network” to enable change from the middle
  • Planning and deploying a blended learning approach for the training (including self-service, formal and informal learning opportunities)
  • Conducting a user survey to gauge feedback and identify course corrections if needed

Communication Plan

Training Content

The Outcome:

As a result of our efforts, the crawl-walk-run approach coupled with change management best practices paved the way for broad process adoption and compliance within the first three months of the program. Additionally, the increased visibility into delivery projects aligned to the client’s corporate strategy through a consistent set of project delivery steps. Because of the increased leadership visibility provided by the governance process, previously unidentified cross-functional impacts and requirements were found on 61 percent of the projects going through the process in the first month.