Change Management Practices (Primavera BSS)plementing CMMI - Henrique Narciso
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Change Management Practices (Primavera BSS)plementing CMMI - Henrique Narciso

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  • 1. Portugal“You must be the change you want to seein the world.” Mahatma Gandhi
  • 2. Portugal Change Management practices implementing CMMI A gratefully appreciated experience Henrique Narciso Consulting Framework Manager Primavera BSS 2011-10-03
  • 3. Agenda What does CMMI implementation mean? What should we be prepared for? How are you going to deal with the human change management in your CMMI implementation project? Importance of Change Management Change Management in SPI projects Change Models - Individual/team organizational change ADKAR ® Model – Building the implementation plan; – Planning, monitoring and controlling the software improvement practices; – Dealing with the personal day-to-day aspects of change; Kaizen – Our story – Leading the organization to achieve its goal 3Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
  • 4. What does CMMI implementation mean? 4
  • 5. What does CMMI implementation mean? 5
  • 6. What should we be prepared for ?Dealing with – Enthusiasm – Denial – Controversy – Resistance – SpotlightTeach / lead / coach / listen to/ learn from – Sponsors – Higher and middle management – Frontline workers 6
  • 7. 7
  • 8. Importance of Change ManagementMeeting or exceeding objectives: 95% with excellent change management, 16% with poor change management (©Prosci, Inc. 2007-2009. All Rights Reserved.) 8
  • 9. 9
  • 10. Change Management in SPIChange leaders need these soft skillsTransform common sense into a repeatable skill 10
  • 11. Change Models Making sense of change - Esther Cameron & Mike Green, page 109 - 2nd edition 11
  • 12. Change Model used None (intuition) – common sense ® Proscis ADKAR Model 12Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
  • 13. ® Proscis ADKAR Model Awareness Desire Knowledge Ability Reinforcement TM 13Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
  • 14. ® Proscis ADKAR Model 14Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
  • 15. ADKAR ® eye glasses When planning: – Tasks become overall/global strategies During Execution: day to day interaction – Talking becomes a structured message – Process adherence becomes an exercise to find which phases are not present 15Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
  • 16. Diagnosting change gaps Once you understand the root cause or source of the gap - the ADKAR® missing element that is impeding change success - you can then develop the right corrective actions to help the individual make the change. 16Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
  • 17. 17
  • 18. Telling plan vs execution plan © Prosci, Inc. All Rights Reserved. 18
  • 19. 19„Preparing for change, Managing change, Reinforcing change‟ is a trademark of Prosci, Inc. Used with Permission.
  • 20. Our Story 20
  • 21. Project startExecutive presentationKOMCMMI first steps 21
  • 22. Executive presentation AD – Sponsors and Change agents Presidents Signature Signature Signature Directors Signature Signature Signature Signature Signature Signature Signature Signature Signature Signature 22
  • 23. Kick-off Meeting AD – Change agents and Frontline workers 23
  • 24. CMMI first steps adK –Change agentsBasic training - CMMI Level 3 staged processareasPersonal evaluation of each Process Area Process Area Project Planning Done SG/SP Overall evaluation (1 - Not done 2 - Fairly done 3- Done 4- Done well) SG 1 Estimates of project planning parameters are established and maintained. Yes / No SP 1.1 Establish a top-level work breakdown structure (WBS) to estimate the scope of the project. Yes / No SP 1.2 Establish and maintain estimates of the attributes of the work products and tasks. Yes / No SP 1.3 Define the project lifecycle phases on which to scope the planning effort. Yes / No SP 1.4 Estimate the project effort and cost for the work products and tasks based on estimation rationale. Yes / No 24
  • 25. CMMI first steps – Gap analysis results AD – Sponsors and Overview Change agents Process Area (PA) PA Acronym Goals (1-5) Project Planning PP 2,2 Project Monitoring and Control PMC 2,0 Measurement and Analysis MA 1,4 Requirements Management REQM 1,8 Configuration Management CM 1,3 Process and Product Quality Assurance PPQA 1,7 Supplier Agreement Management SAM 1,8 Requirements Development RD 2,3 Validation VAL 1,8 Verification VER 1,6Integrated Project Management for IPPD IPM 1,8 Risk Management RSKM 1,7 25
  • 26. Process deployment adKA – Frontline WorkersOrganizational internal marketing – Floor panel – Stand ups – Process Portal 1.0 – Process Arena week • 30 min sessions • Rotating process owner messages • Walkthroughs of processes 26
  • 27. Process Arena adKA – Frontline Workers 27
  • 28. ® And then ADKAR happened Just before SCAMPI B 28Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
  • 29. ® Examples how ADKAR Model was used Requirements process adherence Communication practices Process tips Feedback Process was seen as “have to do it or else” 29Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
  • 30. Requirements management – gap resolution Requirements writing was the process with the least adherence – Awareness of importance and implications in the organization – Desire : reporting to higher management of process adherence – Knowledge: requirements sessions to determine causes – Ability: workshop on requirements writing – Reinforcement : audits, Non-compliances with on-job accompaniment, organizational reporting , individual “incentive” 30Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
  • 31. Comunication practices Communication practices to frontline workers existed but… With change vs without change ® All communications had to touch all the ADKAR phases Replanned project plan for SCAMPI B Gap results – Incorporate internal communications and marketing – Stand ups – Countdown 31Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
  • 32. Process tips were not being read Process tips – Emails clarifying / informing process practices/issues Messages with information, but without the change aspects ® They were structure with the ADKAR • Process area or aspects in discussion of the process tip • Why did the receiver need that information (WIIFM) • What to change and How • What gains were expected with the process tip • Message of reassurance Communicating with Change in mind is always a two way channel 32Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
  • 33. Front line Feedback was not happening – Little feedback was coming from the “field” – Some were not aware that we needed feedback • If they want to know what I think they will ask me – Due to tight schedule some feedbacks were not dealt with and this destroyed the desire of some people – Others didn‟t know how to give their feedback, Process tip and a link to the suggestions portal in every process tip was given – Finally, little “Thank you” was not given 33
  • 34. Using the process was seen as “have to do itor else”Change in mind-set , from “have to do it ” to“with this we win such and such” – Awareness of why we do the things we started doing – Get the people to accept the benefits instead of pushing them to follow the process 34
  • 35. SCAMPI B to SCAMPI APressure rises – changemanagement has to be even better – Create just-enough pressure – Inform how much time is left – Inform people about progress 35
  • 36. ConclusionLeading the organization to achieve its goal,needs visible Change Management practicesTeach (talk about) change management toenablers – Sponsors – Senior managers 36
  • 37. “You must be the change you want to see in the world.” Mahatma Gandhi 37
  • 38. Henrique Narciso Primavera BSS ConsultingHenrique.narciso@primaverabss.com hnarciso@gmail.com 38