Successful Management Of Change Programmes Embedding Change (April 2007)

Successful Management of Programmes
Embedding Change

2
Embedding Change
This presentation is designed to provide a set of principles and guidelines for embedding change within large, complex programmes
Topics covered:
Why do we need to embed change?
Building competence: Preparing people for the change
Building competence: Supporting people through the change
Developing capability
Planning for excellence

3
Why do we need to embed change?
Embedding change requires people to consistently and permanently adopt new practices, behaviours, skills or capability
If the change is not embedded, old ways resurface. This undermines the vision and solution being implemented. Inefficiencies and ineffectiveness creep back in.
Benefits can only be achieved if the change ‘sticks’
Benefits cannot be achieved if only a few people adopt new ways. The whole organisation needs to adopt new practices.
Embedding change requires a long term approach – preparing, supporting and developing people throughout the change and beyond. This needs to be planned for and form a crucial part of the programme.

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Principles for Embedding change
Understand what new practices, behaviours, skills and competence is required for achieve the benefits. Know what the changes are and develop a plan to address the changes.
Prepare a long term plan. Don’t expect people people to immediately adopt new ways.
Plan for incremental changes, review progress and revise the plan if required.
Aim for basic competence initially; then develop capability and finally plan for excellence.
Prepare and Support the people through the change to develop their individual competence.
Develop people beyond the change to develop the organisation’s capability.
Consolidate, refine and improve to achieve excellence.
Build activities to prepare, support and develop people into the overall programme plan. Spend as much effort on this as systems development.
Be realistic about how mature the organisation is in terms of capability and plan accordingly.
Preparing people for the change
Supporting people through the change
Building
Competence
Develop capability
Plan for excellence

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Preparing people for the change: Guidelines
Ensure, through the communications plan, that people know about the change – what is happening and when.
Brief people ahead of time about the details of the change. Brief them before the training so the training is a consolidation of their knowledge. This will help to increase their competence.
Plan training and time it so it happens just before ‘go-live’. Information learnt and put into practice immediately is retained for longer.
Organise training by role. Training will be more effective if it is pertinent to someone’s job. Train on the system and new process at the same time.
Provide reference material. Handy reference guides (how to prepare reports, navigate screens etc.), flyers and well structured brochures will be easy reminders when people first use the system. Also provide more detailed material (such as training manuals) for reference when people are more competent.
Prepare day 1 pack. Give people everything they need to know to get started on day 1.

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Supporting people during the change: Guidelines
Don’t expect people will remember everything they have been taught – expect teething problems. Plan and cost the provision of support resources during the change.
Queries may be about the system, new ways of doing things, exceptions not discussed in training. Provide system and business support.
Queries or issues unanswered, especially if work volumes are high provide a perfect opportunity to revert to old ways just to get the job done. Provide immediate and visible access to people who can help – floorwalkers.
Train the Local User Representatives, Champions and floor walkers first. Equip them to become ‘super users’ ready to answer questions about the system operation, new practices and business related questions.
Have a dedicated telephone hotline and have the project team on hand to help with any project questions and to support the floorwalking team.
Plan and cost for steady state support. Provide an IT helpdesk, business and systems expert and on-going supplier support.

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Developing capability: Guidelines
Identify base practices in the organisation (these could be against functions or processes).
Use a maturity model to determine what level of maturity is required in the future for each base practice
Establish the organisation’s current capability & maturity in performing base practices.
Develop a route map to show how capability will mature.
Build the desired competency into a competency framework- map the skills and competence required for every role.
Assess staff against the competency framework and produce clear development plans.
Allow time for the solution to ‘bed’ in before starting development plans. The first few months of any new system deployment will be chaotic until operation of new systems and processes are automatic.

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Competence Framework - Maturity levels

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Produce Project Cost Estimate
EST01
Use Standard Breakdown Structures
EST02
Define Work Items
EST03
Base practices
Obtain cost data
EST04
Validate 3rd party cost estimates
EST05
Collect cost feedback information
EST06
Identify cost drivers
EST07
Assessing Maturity in Base Practices
Cost
Risk
We are organised around a set of key Functions.
Each Function performs a set of base practices which are essential for excellent performance.
Functions
Planning
Estimating &
Cost Analysis
3
1
2
1
2
Our capability & maturity in performing each base practice can be measured on a maturity level scale. This profile can be assembled for either a function or a process area.
3
1
2
3
1
2
1
0
1
Maturity level
0
Not
performed
1
Performed
informally
3
Well
defined
4
Quantitatively
managed
5
Continuously
improving
2
Planned &
tracked

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Worked example: Maturity levels for producing estimates
Assumption : a base practice for ‘Plan, schedule & cost’ is the ‘preparation of a cost estimate’’

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Developing People Using Competency Frameworks
Measure existing performance against required performance
Create a model competency for each role based on Competency framework for base practices
Identify training / development needs
Undertake development
Review progress
Identify career aspirations and identify skills requirements from models
Appropriately skilled staff
Clear Development Path
Competent & Capable Organisation

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Planning for Excellence: Guidelines
Plan for excellence in three key stages – build competence, develop capability and then aim for excellence.
Review progress. Build maturity reviews into each stage.
The first review (at the end of ‘Competence’) establishes the baseline maturity measurement
All functions should be at a minimum level 2 by the end of ‘Capability’
All functions should be at a minimum level 3 by the end of ‘Excellence’
Some base practices will need to be at level 3 much earlier (enablers)
Beware any base practice lagging its target level – this will ‘disable’ downstream processes.

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Contact
TIPS Consulting Ltd
Hamilton House
Mabledon Place
Bloomsbury
London
WC1H 9BB
Tel - +44 (0) 207 554 8637
Fax - +44 (0) 207 554 8501
Web – www.tipsconsulting.co.uk

Successful Management Of Change Programmes Embedding Change (April 2007)

by Tony Lockwood on Mar 18, 2008

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