• Like
  • Save
Winchester BODGIT (Andy Wilson)
Upcoming SlideShare
Loading in...5
×
 

Winchester BODGIT (Andy Wilson)

on

  • 995 views

Slides created by Dr Andy Wilson (University of Loughborough) for an end-of project Workshop at the University of Winchester. 1st February 2011

Slides created by Dr Andy Wilson (University of Loughborough) for an end-of project Workshop at the University of Winchester. 1st February 2011

Statistics

Views

Total Views
995
Views on SlideShare
995
Embed Views
0

Actions

Likes
0
Downloads
4
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Winchester BODGIT (Andy Wilson) Winchester BODGIT (Andy Wilson) Presentation Transcript

    • Change and IT Projects
      Dr Andy Wilson
      Director of Capability Enhancement
      Loughborough University
    • Purposes
      To share some thoughts on change...
      ...and on change wrt IT projects
      To invite your reactions
      To identify some recommendations.
    • Comment
      I am currently Project Manager of Loughborough’s move from 3 faculties and 20 departments to 10 schools
      I’ll offer some comments on this experience!
    • Change concepts
      The “burning platform”
      Dilbert and Senge on change
      Change and loss
      PESTLE and MORTAR
      The DICE model
      What managers can do to help.
    • The “burning platform”
    • The “burning platform” 2
      Sometimes proposed as a way of encouraging change
      Refers to Piper Alpha disaster 1988
      Gas platform in the North Sea
      167 people died
      The 59 survivors jumped 200 feet into the water
      This is not how you encourage change.
    • Dilbert on change
      Change is good.
      You go first.
    • Senge on change
      People don’t resist change.
      They resist being changed.
      Peter Senge
    • Change and loss
      Elisabeth Kübler-Ross, On Death and Dying (1969)
      Often applied to change, sometimes in a rather simplistic way, but…
      People don’t neatly followthe model
      The downs and ups arenot straightforward
      But loss is often a part of even “good” change.
    • The stages ~ DABDA(M)
      Denial ~ They can’t do that!
      Anger ~ They can’t do that to me!
      Bargaining ~ Well, if they’re going to do that then I want…
      Depression ~ It’s awful and I feel miserable
      Acceptance ~ OK, it’s going to happen
      Moving on ~ Well it’s not so bad, I can deal with this.
    • On Death and Dying
    • PESTLE …and MORTAR
    • The ABCD of Drivers
      Altruism ~ lip service, maybe
      Business case ~ benefits to...?
      Compliance ~ they do it – reluctantly
      Desperation ~ they do something…
    • The Hard Side…
      …of Change Management
      “Companies must pay as much attention to the hard side of change management as they do to the soft aspects. By rigorously focusing on four critical elements, they can stack the odds in favor of success.”
      by Harold L. Sirkin, Perry Keenan, and Alan Jackson
      Harvard Business Review Online, 2005.
    • DICE Model of Change
      Duration
      Integrity
      Commitment
      Effort
      Get these right, and change is much more likely to be successful.
    • DICE 2
      Duration = the amount of time between reviews (or the duration of change programme)
      Integrity = the ability of the team to deliver what is required
      CommitmentC1=commitment to change of top managementC2=commitment to change of employees affected by change
      Effort = the perceived effort over and above normal workload that the change initiative demands.
    • DICE Score
      1 - 4 (low is good), fractions OK
      D + 2I + 2C1 + C2 + E
      <15 Win
      15 – 17 Worry
      >17 Woe
      Double weighting for:
      Integrity = the ability of the team to deliver what is required
      Commitment C1=commitment to change of top management.
    • Loughborough and DICE
    • What managers can do
      With all that as a starting point…
      If you were going through a significant change, what would you want from your manager?
    • We’d want them to...
      Give us time
      Listen
      Acknowledge our feelings
      Encourage the expression of feelings
      Describe reality
      Explain the drivers
      Explore options
      Nudge us forwards
      Discuss the consequences
      Ask difficult questions
      Help us to imagine how it could be
      Analyse risks
      Rehearse behaviours
      Feed back on our mood
      Celebrate successes.
    • IT aspects of change
      WIIFM?
      The impact of IT change
      Group think
      The computer says, “No”.
    • WIIFM?
      What’s in it for me?
      Institutional-level benefits may not look like benefits from the individual’s perspective
      With IT change some of the institutional benefits may seem fairly obscure…
      …and some of the personal impacts may seem substantial.
    • The impact of IT change
      Consider the “worlds” of different staff groups
      The academic world...?
      The support staff world...?
      And the degree of control people have over their worlds
      Then think about the impactof IT change.
    • Group think
      The tendency for members of a cohesive group to reach decisions without weighing all the facts, especially those contradicting the majority opinion.
      allpsych.com/dictionary/dictionary2.html
      Technical expertise – or the lack of it – can reinforce boundaries.
    • The computer says, “No”.
    • The computer says, “No”.
      Remember Senge
      IT change may seem less negotiable.
    • Stakeholder analysis
      I’m seeing stakeholders as those people who have an interest in – or can have an impact on – your change project
      If you don’t understand who your stakeholders are – and how they feel – then successful implementation will be very hard
      This tool helps you with this
      Please agree a project from within your group that you’re going to work on.
    • Stakeholder straplines
    • Stakeholder straplines 2
      In the top part of the circle write the name of the stakeholder or stakeholder group
      Then, for each stakeholder, try to identify a pithy phrase or strapline that captures their view of the project
      Here are some examples from the Loughborough project...
    • Stakeholder straplines 3
      Depart-mental admin staff
      Academic staff
      Senior managers
      It’s the second envelope!
      Will I be made redundant?
      This must happen
    • Stakeholder straplines 4
      Your straplines?
      Do they tell you anything about what you need to do to make your project work?
    • People and Technology...
      ...your recommendations
      It’s not rocket science
      • People do tend to get forgotten
      • Especially teams
      • What recommendations would you offer concerning IT-related change?
    • Stakeholder straplines?
      Academic staff
      IT staff
      Senior managers
      So what am I not going to do?
      You should have asked us about it beforehand
      So now it will just happen
    • Traffic lights
    • Fundamentals
      Establish the case for change
      Visualise how the new world will be better
      Establish a set of shared values
      Resource the change initiative appropriately
      Lead by example
      Assess capability and capacity
      Engage the team in the change process
      Communicate the change in a timely and sensitive way
      Ensure senior management commitment is visible.
    • Dealing with negativity
    • Another project and DICE