Winchester BODGIT (Andy Wilson)
Upcoming SlideShare
Loading in...5

Winchester BODGIT (Andy Wilson)



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



Total Views
Views on SlideShare
Embed Views



0 Embeds 0

No embeds


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.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
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
    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
  • 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
    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
    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
    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.
    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