Bpug conference november 2012
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Transcript of Bpug conference november 2012
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Give your organisation the ability to achieve results and realise benefits
Old world/New world
© Maven Training Ltd 2012
Time
Cost
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Change is a core competency
IBM 2010 Global CEO Study:
IBM 2012 Global CEO Study
Change is a core competency
CIPD Learning and Talent Development Survey 2012
35%
43%
43%
43%
31%Sustaining the positive impact from changes for
at least five years
Changing at the right pace
Identifying the changes that are necessary to besuccessful
Improving organizational financial performancethrough change initiatives
Achieving the desired operational goals fromchange initiatives
1. Achieving the desired operational goals from change initiatives
2. Improving organizational financial performance through change initiatives
3. Identifying the changes that are necessary to be successful
4. Changing at the right pace
5. Sustaining the positive impact from changes for at least five years
Change is a core competency
Note: Percentages indicate the number of respondents indicating “effective” or “highly effective” in these areas.
How effective is your organization at each of the following areas?
How Top Companies Create Clarity, Confidence and Community to Build Sustainable Performance – Towers Watson May 2011
Mckinsey survey 2000+ firms – March 2010 Actions taken by the companies where
respondents state they were “very/extremely successful” in reaching the transformation’s targets:◦ Leaders ensured that frontline staff felt ownership
for the change.◦ Roles and responsibilities were clear, so people felt
accountable for delivering results.◦ The organization was engaged and energized
through ongoing communications and involvement.◦ Our best talent was deployed to carry out the most
critical parts of the transformation.◦ Leaders role-modelled the desired changes.
Change is a core competency
Broadening best practice
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Broadening best practice
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Project lifecycle
Productivity /Efficiency /
Customer service
Deliverables
Time
Change lifecycle
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Integrating two worlds
Critical success factors
Structured approach◦Coverage of the change activities includes
all processes and functions impacted by the change
◦Change readiness tracked by team/function Self determination
◦Breadth of participation activities offered to those impacted by change
◦Level of involvement and participation by team/function/management level
◦Time made available to participate in change activities
User is too busy with ‘business as usual’ to engage with the Project Team
Project team continue to build deliverables despite the vacuum
Users become involved as the project nears its end date, requesting amendments and changes to the deliverables
Project exceeds its scheduled ‘go live’ date Users do not embed the deliverables into
approach, so continue to use a mixture of new deliverables and old processes
Project costs not exceeded by realised benefits
Failure to engage
Activity
What is the biggest change that you will need to make to improve your business value in this new world?◦Do things differently◦Learn something new◦Work with different people
Portfolio/Programme Office (P3O definition)Support the definition and delivery of a
portfolio of programmes and projects within a department, division, geographical region or business unit.
Change Management Office (Maven definition)Provide the organisation with a focal point for
governing, structuring and implementing change initiatives, ensuring each is delivered effectively through the application of a consistent methodology and performance metrics.
Vision for the CMO
Are the changes planned and underway capable of achieving the strategic objectives?
What other initiatives should be added to fill any gaps between strategic ambition and current changes?
What initiatives are failing to deliver expected improvements?
Should they be prematurely terminated or a task force be assigned to their repair?
How can we filter initiatives at the ideas stage to prevent authorisation of the 'wrong‘ initiatives
What steps in the decision making process can we remove or amend to increase the speed of decision making?
Answers from the CMO
Who are the sponsors of a CMO and what do they need to know from the CMO?
Who are the customers of a CMO and what support do they need?
What are the key elements of the methods and processes that the CMO adheres to?
What key metrics should the CMO be tracking regarding change initiatives
What behaviour changes should the CMO be encouraging in the project community and the business as a whole?
Activity
Change must be incorporated in our best practice: Change awareness – understanding the components
of change and the cultural factors that lead to an environment where change is normal
Change readiness – understanding the extent to which these components are currently deployed
Change capability – building an organisation that is accomplished in deploying these components to achieve its strategic objectives
Change effectiveness – speed at which an organisation realises the benefits from change, the level of engagement and participation with change and minimum levels of resistance to change
Conclusion
The purpose of a Change Management Office http://www.maventraining.co.uk/media/06/1
206-the-purpose-of-a-change-management-office.pdf
Project Management becomes mainstream http://www.maventraining.co.uk/media/72/1
572-project-management-becomes-mainstream.pdf
Additional resources
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