Bpug conference november 2012
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Bpug conference november 2012

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Bpug conference november 2012 Bpug conference november 2012 Presentation Transcript

  • Give your organisationthe ability to achieveresults and realisebenefits 1
  • Old world/New world TimeCo y t st ali Qu © Maven Training Ltd 2012
  • Change is a core competency  IBM 2012 Global CEO Study IBM 2010 Global CEO Study:
  • Change is a core competencyCIPD Learning and Talent Development Survey 2012
  • Change is a core competency How effective is your organization at each of the following areas? 1. Achieving the desired operational goals from change from Achieving the desired operational goals 43% initiatives change initiatives 2. Improving organizational financial performance through Improving organizational financial performance through change initiatives 43% change initiatives 3. Identifying the changes that are necessary to necessary to be Identifying the changes that are be successful 43% successful 4. Changing at the right pace Changing at the right pace 35% 5. Sustaining the positive impactpositive impact fromat least for Sustaining the from changes for changes five years at least five years 31% Note: Percentages indicate the number of respondents indicating “effective” or “highly effective” in these areas.How Top Companies Create Clarity, Confidence and Community to BuildSustainable Performance – Towers Watson May 2011
  • Change is a core competencyMckinsey 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.
  • Broadening best practice1969 1972 2004 2011 © Maven Training Ltd 2012
  • Broadening best practice © Maven Training Ltd 2012
  • Integrating two worldsProject lifecycle Change lifecycle Deliverables Productivity / Efficiency /Customer service Time © Maven Training Ltd 2012
  • 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
  • Failure to engage 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
  • 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
  • Vision for the CMOPortfolio/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.
  • Answers from 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?
  • Activity 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?
  • ConclusionChange 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
  • Additional resourcesThe purpose of a Change Management Office http://www.maventraining.co.uk/media/06/1206-the-purProject Management becomes mainstream http://www.maventraining.co.uk/media/72/1572-project
  • For more information E: info@maventraining.co.uk T: 020 7403 7100 www.maventraining.co.uk Facebook: MavenTraining Linkedin: Melanie Franklin SlideShare: Maven YouTube: MaventrainingLtd Scribd: MavenTraining Twitter: @MavenMelanie @Maventraining