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Changemate - Engaged Change Management

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Change management tool - design, engage, measure, manage.

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Changemate - Engaged Change Management

  1. 1. Dashboard for project participants – What, How, When and Who engaged into the change. Aligned change and project management. WHAT HOW WHY WHAT Change management tool Organise, Engage, Measure, Manage What gets measured – gets managed. While project management and process management have processes and tools, change management is still more about recommendations. No processes. No tools. No dashboards. CHANGEMATE bridges the gap between formal PROJECT MANAGEMENT and INFORMAL CHANGE MANAGEMENT. Manage change by managing the processes via KPI and dashboards. WHY Project and process management methodologies to configure, measure, engage and manage how people are adopted to the change. HOW
  2. 2. CHANGE MANAGEMENT PROCESS MANAGEMENTPROJECT MANAGEMENT CHANGEMATE concept Ideas behind the methodology A goal without a plan - is just a wish What gets engaged – gets changed We are what we repeatedly do. Excellence, then, is not an act, but a habit.. Management - like riding a bike. It is manageable if it moves. What gets measured – gets managed What gets organised – gets analysed Even if you are on the right track, you'll get run over if you just sit there Without data you are just another person with an opinion (dashboard) What gets configured – gets done
  3. 3. CHANGE MANAGEMENT  MANAGE CHANGE AS A PROJECT  FOCUS ON PEOPLE ADOPTION TO CHANGE  RESISTANCE BARRIERS  CHANGE IMPACT/READINESS PROCESS MANAGEMENT  UNIFIED APPROACH TO MANAGE THE CHANGE (PROJECT, PROCESS, KPI)  FORMAL PROCESSES TO CONFIGURE CHANGE MANAGEMENT PROJECT PROJECT MANAGEMENT  MAKING DECISIONS BASED UPON DATA  EXECUTIVE DASHBOARD  COST OF CHANGE MANAGEMENT  MEASUREABLE CHANGE MANAGEMENT PERFORMANCE CHANGEMATE concept Ideas behind the methodology
  4. 4. INTEGRATING CHANGE AND PROJECT MANAGEMENT ENGAGEMENT MANAGEMENT PROCESSES TECHNOLOGY CHANGEMATE 1 3 4 2 TECHNOLOGY PROCESSES METHODOLOGY IDEAS
  5. 5. Focus: Technical side of the project Focus: People side of the project Processes: • Initiate • Plan • Executing • Controlling • Closing Processes: Organisational: • STAGES Individual: • BARRIERS Project management Change management Project and change management tools Computerised vs manual 6 COMPUTERISED MOSTLY MANUAL
  6. 6. Delay with change management makes RESISTANCE TO CHANGE Change management 7 Lack of formal CHANGE MANAGEMENT PROCESSES and TOOLS leads to delay with CHANGE MANAGEMENT © Prosci 2010 Problem detection Planning Design Development Implementation Project management
  7. 7. •Statement of work •Project charter •Business case •WBS •Budget estimations •Resource allocation •Schedule Tracking PROJECT MANAGEMENT •Individual model •Readiness assessment •Communication plans •Sponsorship roadmaps •Coaching plans •Training plans •Resistance management •Reinforcement CHANGE MANAGEMENT Computerised vs manual PROJECT and CHANGE management FORMAL COMPUTERISED MEASURABLE INFORMAL MANUAL NOT MEASURABLE © Prosci 2010
  8. 8. CONTROLLER SYSTEM THEORY OF CONTROL A block diagram of a negative feedback control system. Illustrates the concept of using a feedback loop to control the behaviour of a system by comparing its output to a desired value, and applying the difference as an error signal to dynamically change the output so it is closer to the desired output SENSOR Sensor (thermometer) Controller (shower tap) ERROR Detector Desired value Result Process management FEEDBACK LOOP
  9. 9. INSIGHTS 1. Delay defines cycle time 2. Shower settings precision defines number of cycles 3. Thermometer precision defines the amplitude of cycles time Temperature Desired temperature Measure Temperature Desired temperature? Delay Control Temperature DISENGAGED people like malfunctional CONTROL or SENSOR Adjusting the SHOWER Process management
  10. 10. Comfort Uncertainty Danger Time Emotionalstage © PROSCI 2009 Managing the change Process INSIGHTS 1. CONTROLLER – change management process 2. SENSOR – assessments and measurements 3. RESULT – resistance barrier 4. “RE-” (work, plan, design and etc.) – result of CONTROLER and SENSOR function HOLYSTIC approach ADHOC approach DISENGAGED people suffer more from the change
  11. 11. Emotionalstate Active Passive Time ENGAGED DISANGAGED BEHAVIOURS ENGAGED and DISANGAGED INSIGHTS 1. Engaged people require less time to adopt; 2. Engaged achieve acceptance stage on higher emotional stage; 3. Disengaged people have more emotional amplitude variations during the change; Stability Denial Compromise Testing Acceptance Shock Anger Depression Change management goal Reduce adoption time through engagement Kübler-Ross model
  12. 12. ERROR Detector Awareness Knowledge Ability Reinforcement DesirePROCESS MANAGEMENT PEOPLE SENSOR Desired RESISTANCE barrier PEOPLE ENGAGEMENT AFFECTS RESULTS OF CONTROL LESS ENGAGEMENT = LESS CERTANITY ABOUT RESISTANCE BARRIER ADKAR © Prosci 2009 Engagement directly affects the process (time, quality)
  13. 13. Speed OF INNOVATION and people ENGAGEMENT Diffusion of innovations is a theory that seeks to explain how, why, and at what rate new ideas and technology spread. EARLY STAGE THE MOST ENGAGED PEOPLE LESS ENGAGED PEOPLE Change management goal More engaged people
  14. 14. 15 Innovators A R REINFORCEMENT Early adopters K A R ABLILITY Early majority D K A R KNOWLEDGE Late majority A D K A R DESIRE Laggards A D K A R AWARENESS DISENGAGED people display more resistance to change and require more time to adopt DIFFUSION OF INNOVATION and RESISTANCE BARRIERS Change management goal Remove resistance barriers via engagement Lessengagement Moreresistance ADKAR © Prosci 2009
  15. 15. FOR PROJECT MANAGERS  MANAGE CHANGE AS A PROJECT  FORMAL PROCESSES WITH KPI  DASHBOARD TO MANAGE CHANGE PROCESSES  FEEDBACKS AND COMMENTS TO ANALYSE CHANGE MANAGEMENT PERFORMANCE  PROJECT TEAM ENGAGEMENT INTO CHANGE MANAGEMENT FOR CHANGE MANAGERS  UNIFIED APPROACH TO MANAGE THE CHANGE (PROJECT, PROCESS, KPI)  FORMAL PROCESSES TO CONFIGURE CHANGE MANAGEMENT PROJECT  CHANGE MANAGEMENT PROCESSES KPI TO MAKE DECISION ON PROCESS FLOW  ENCREASED PEOPLE ENGAGEMENT INTO THE CHANGE FOR LEADERS AND STAKEHOLDERS  MAKING DECISIONS BASED UPON DATA  EXECUTIVE DASHBOARD  COST OF CHANGE MANAGEMENT  MEASUREABLE CHANGE MANAGEMENT PERFORMANCE  UNDERSTANDING OF OBSTACLES  RESISTANCE DETECTION  INCREASED PEOPLE ENGAGEMENT INTO THE CHANGE CHANGEMATE CHANGE MANAGEMENT TOOL
  16. 16. INTEGRATING CHANGE AND PROJECT MANAGEMENT ENGAGEMENT MANAGEMENT PROCESSES TECHNOLOGY 2 3 4 1 TECHNOLOGY PROCESSES METHODOLOGY IDEAS
  17. 17. PROJECT MANAGER CREATES THE CONTENT PARTICIPANTS ASSESSMENT CHANGE MEASUREMENT TOOL POTENTIAL PROBLEMS • NO DIRECT RESPONSIBILITY • LACK OF TRUST • UNTRUSTED RESULTS, POSSIBLE LIE • LABOR INTENSIVE • LACK OF FORMAL PROCESSING • LACK OF VISUALISATION • NO LOOPBACK FOR MANAGEMENT
  18. 18. Feedback Feedback Feedback Assessment from direct supervisor. Result rated by supervisor. Rating Rating Rating Comments Comments Comments KPI RATES INDIVIDUAL ASSESSMENTS GROP MANAGER CREATES THE CONTENT PERSON or GROUP CREATES THE CONTENT PERSON or GROUP CREATES THE CONTENT PERSON or GROUP Engage via LOOPBACK ENGAGEMENT MECHANISM INDIVIDUAL via GROUP MANAGER
  19. 19. C-level Influencers Participants N = 4 (levels) * 4 (groups per level) * 4 (group size) 256 !!! ASSESSMENTS CALCULATIONS ANALYSIS - STRONG NEED FOR DIGITAL AUTOMATION ENGAGEMENT mechanism organizational Communication consistency. All messages via direct supervisor Trusted results
  20. 20. FEEDBACK, COMMENTS CONTENT (what) TIMES (who and when) RATINGS (how) P1 P2 P3 Formal CHANGE MANAGEMENT process provides measurable KPI ENGAGEMENT mechanism KPI – WHO, WHAT, WHY
  21. 21. CHANGE MANAGEMENT THE GAP 22 PROJECT MANAGER • KNOWLEDGE • DESIRE • LACK OF ABILITY (power) MANAGERS • KNOWLEDGE • ABILITY • LACK OF DESIRE (resistance) ADMINISTRATION • DESIRE • ABILITY • LACK OF KNOWLEDGE (change particulars)
  22. 22. ENGAGED Change management Bridge the GAP 23 PM • Assessments • Plans • People (lack of power) HR Administration (lack of knowledge) GROUP MANAGERS (lack of desire) POWER • What • When • Who Tasks (assessments and activities) DASHBOARD process KPI KNOWLEDGEKPI
  23. 23. INTEGRATING CHANGE AND PROJECT MANAGEMENT METHODOLOGY PROCESSES TECHNOLOGY 3 1 4 2 TECHNOLOGY PROCESSES METHODOLOGY IDEAS
  24. 24. Create – Portfolio, Project1 Configure – Portfolio, Project, Stage, Assessment2 Create - Common view (change on the page)3 Execute - assessments4 Rate - assessments5 Analysis – Changemate models – Impact, Support, Barriers, Styles7 Change simulator8 6 Manage – assessment execution (KANBAN) PROCESSES
  25. 25. ENGAGE – FEEDBACK LOOP ENGAGE MANAGERS AND TEAM LEADERS via DATA PROJECT AND PROCESS MANAGEMENT. EXECUTE TASKS EXECUTE ASSESSMENTS COLLECT AND PUBLISH DATA ON DASHBOARS ANALYSE AND MAKE DECISIONS DETAILED PROJECT CONFIGURATION CONFIGURE PROJECT FRAMEWORK BASED CONFIGURATION CREATE PORTFOLIO Portfolio Stages Tasks Projects MANAGE CHANGE BY MANAGING THE PROCESS What gets organised – gets analysed
  26. 26. FRAMEWORK BASED CONFIGURATION CREATE PORTFOLIO Assessments Groups Coalition str. Plans Team Workload Dashboard Define project name Hierarchy of groups Projects and dates DONE CREATE PORTFOLIO in 4 clicks What gets configured – gets done
  27. 27. FRAMEWORK BASED CONFIGURATION CREATE PORTFOLIO Portfolio assessments – from templates ready for alteration1 Organisational structure – from scratch or another portfolio2 Projects – configured and ready for approval3 Change management cost estimation - ready4 In 4 clicks • Portfolio • Projects • Assessments • Groups • Etc… CHANGESCAPE PORTFOLIO DASHBOARD Without data you are just another person with an opinion (dashboard)
  28. 28. DETAILED CONFIGURATION CONFIGURE PROJECT CREATE PORTFOLIO Project structure Dates Tasks Sponsors Resources Workload and cost Configuration errors detection. Automated configuration PROJECT CONFIGURATION A goal without a plan - is just a wish
  29. 29. CONFIGURE PROJECT CREATE PORTFOLIO Change simulator •Simulates execution of configured CM project; •Fills dashboard data with CM parameters; •Can be used to train change managers (dashboard interpretation); •Dashboard data can be used to market “Case for the Change” (stakeholders)EXECUTE ASSESSMENTS Change simulator – executes CM project activities, fills test data, builds dashboard data (click of a button) We are what we repeatedly do. Excellence, then, is not an act, but a habit.. Change SIMULATOR CHANGE MANAGEMENT as HABIT
  30. 30. CONFIGURE PROJECT CREATE PORTFOLIO Change simulator •One-button click simulation; •Train project team on CM activities; •Educate group leaders on CM Dashboard data interpretation; •Builds common view on Change management – WHY, HOW, WHAT, WHO..EXECUTE ASSESSMENTS CHANGEMATE models IMPACT, SUPPORT, BARRIER, ENGAGEMENT What gets measured – gets managed
  31. 31. CM Efficiency Change simulator • Formal framework to configure Change Portfolio with Change Projects (4 buttons click); • Portfolio and project configuration analysis to detect errors and inconsistency; • Prepare project team for Change management activities (roles, tasks, groups); • Simulate configured project to train project team, group managers, sponsors and participants on WHY, HOW, WHAT and WHO will do CM activities and how CM results will be used to MANAGE people adoption to change In 5 minutes: • CHANGE PORTFOLIO and PROJECTS configuration • Test data via Simulator • Cost of CM Management - like riding a bike. It is manageable if it moves.
  32. 32. INTEGRATING CHANGE AND PROJECT MANAGEMENT METHODOLOGY PROCESSES TECHNOLOGY4 3 1 2 TECHNOLOGY PROCESSES METHODOLOGY IDEAS
  33. 33. Change portfolio manager My changes •Searchable table of portfolios •Portfolio and projects status •Projects details Without data you are just another person with an opinion (dashboard)
  34. 34. THE CHANGE IS REPRESENTED AS PORTFOLIO: •PORTFILIO is set of projects; •Project consists of stages – current, transition, future; •Stage – set of assessments to measure change What gets configured – gets done Change portfolio manager
  35. 35. Portfolio and projects configuration check ChangeScape Portfolio configuration management
  36. 36. Change dashboard Without data you are just another person with an opinion (dashboard)
  37. 37. ENGAGEMENT MANAGEMENT DASHBOARD What gets engaged – gets changed
  38. 38. ARCHITECTURE GUI FRAMEWORK INTEGRATION WITH ERP  Client-server, WEB- based;  WEB-browser solution;  MICROSOFT IIS or APACHE  Scalable for large scale environment.  BOOTSTRAP-based jQUERY framework.  Open-source and commercial components;  One solution for Desktop, Tablet, Mobile  REST-API for integration with ERP systems;  INTERNET, INTRANET or STANDALONE solution TECHNOLOGY
  39. 39. Manage the change with CHANGEMATE feel the difference 41 HOW WHO ? WHY $ t WHAT WHO HOW WHY $ t NOW CHANGEMATE WHAT
  40. 40. MATURITY LEVEL – 4th 42 Tools: Orders and instructions Workflow: Hierarchy via direct supervisors Methodology: Order execution control Feedback: Complains, verbal comments Route: Vertical, returns and reviews, conflicts KPI: Chaotic Predictability: Uncertainty on time, quality or budget. Tools: Formal process with KPI Workflow: Horizontal between participants Methodology Project, process and change management Feedback mechanism: Process KPI, formal feedback via assessments and forum; Route: Horizontal KPI: Individual and group KPI, dashboard with process indicators; Predictability : Predictive time, budgets, quality and performance NOW CHANGEMATE
  41. 41. 1 CHANGEMATE FAQ WHY – shift focus on people engagement HOW – holistic approach, formal system WHAT – configure, analyse, manage, engage WHO – sponsors, team, participants WHEN – according to configuration plan APPROACH – combined Project Management, Process management, Change management and AGILE. 2 3 4 5 6

Change management tool - design, engage, measure, manage.

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