This document summarizes a presentation given to the Enabling Change Special Interest Group on how to keep programmes on track and teams inspired during periods of change. The presentation covered: examining the roles delegates currently play in change; reviewing stages of team development and how leaders can support teams; presenting case studies and a checklist of strategies for keeping programmes on track. The speakers were Elisabeth Goodman and Martin Taylor, experts in change management who discussed tools and resources available through the Enabling Change SIG to help practitioners address challenges of leading teams through change.

1. How
to
keep
programmes
on
track
and
teams
inspired
during
periods
of
change
Elisabeth
Goodman
&
Mar;n
Taylor
Midlands
Branch
24th
February
2015
The
Enabling
Change
SIG

2. Our
theme
for
today
and
how
we
will
explore
it..
Programme teams, like other teams, are subject to
uncertainty and change.
How can team leaders and members achieve and sustain
high performance programme teams?
1. Roles that delegates are currently playing in change
2. Stages of team development, change & high performance
3. Case studies & a checklist of strategies to take forward
4. Further resources from the Enabling Change SIG

3. Speaker
Profile:
Elisabeth
Goodman
•
25
yrs
Pharma
R&D
(Informa4on
Management
plus..)
•
Now
trainer,
coach,
facilitator,
consultant
and
author
•
Crea4ng
excep4onal
managers
and
teams
•
Change
management,
lean
and
six
sigma,
knowledge
management,
personality
tools
“porGolio”
Giving
people
the
resources
to
be
and
to
create
navigators
rather
than
vic4ms
of
change
APM
Enabling
Change
SIG
–
Capabili4es
&
Methods
Lead

4. Speaker
Profile:
Mar;n
Taylor
•
Finance,
IT,
Change
•
Private
and
Public
sector
•
FTSE100
and
FTSE250
organisa4ons
•
Organisa4on
and
IT
Strategy
•
IT-­‐enabled
Change
Helping
organisa4ons
achieve
their
strategic
objec4ves
by
delivering
effec4ve
change
APM
Enabling
Change
SIG
-­‐
Chair

5. The
SIG’s
mission
is
to‘improve
the
change
capability
of
organisa4ons,
teams
and
individuals’
Enabling Change SIG

6. 1. Roles that you are currently
playing in change?

7. 1. Roles that you are currently playing
in change? (Delegate feedback)
v Leading changes programmes (6)
v Supporting change programmes (5)
v Operational roles:
v IT infrastructure change (1)
v PMO Manager (1)
v Construction programme (1)
v Manufacturing – Aerospace (1)
v Programme Manager Civil Nuclear (1)
v Unspecified (3)

8. 2. Stages of team development and
how to actively help your team during
periods of change to achieve and
sustain high performance

9. FORMING
Orienta4on
to
task
&
tes4ng
dependence
STORMING
Emo4onal
responses
&
inter-­‐group
conflict
NORMING
Open
exchange
&
consensus
HIGH
PERFORMING
Problem
resolu4on
&
working
to
formal
roles
RENEWING
Reflec4ng
&
adap4ng
to
changing
circumstances
What
will
happen
to
us
/
me?
How
could
I
support
the
team?
Can
I
get
my
say?
Where
do
I
fit
in?
What
should
our
ground
rules
be?
Stages
of
team
development
© RiverRhee Consulting 2014
*Answer: All the time

10. What
kind
of
changes
are
going
on
in
your
programmes?
How
are
they
affec;ng
the
team?
1. Changes in sponsorship
2. Changes in remit
3. Changes in membership
4. Changes in budgets, resources, deadlines
5. Implications of the programme itself
6. Others?
Uncertainty
Lack of control
Frustration
Insecurity
Excitement,
enthusiasm,
inspiration?!

11. What kind of change is going on?
(Delegate feedback)
v Change in solutions
v Legislation (regulatory, government)
v Customers / suppliers
v Strategy
v Technology
v Can be considered using PESTEL as
part of risk management (Politics,
Economics, Social, Technology,
Environment, Legal)

12. What
behaviours
do
you
recognise?
Victim
15-20%
Survivor
60 -70%
Navigator
15-20%
Why
is
this
happening
to
me?
Let’s
just
get
it
over
with
then
I
can
get
on
with
my
job
OK
–
what
can
I
do
to
help
make
this
happen?
© RiverRhee Consulting 2013

13. FORMING
Orienta4on
to
task
&
tes4ng
dependence
STORMING
Emo4onal
responses
&
inter-­‐group
conflict
NORMING
Open
exchange
&
consensus
HIGH
PERFORMING
Problem
resolu4on
&
working
to
formal
roles
RENEWING
Reflec4ng
&
adap4ng
to
changing
circumstances
SUPPORTIVE*
PARTICIPATIVE*DELEGATORY*
STAKEHOLDER FOCUS
DIRECTIVE & COACHING*
*TEAM LEADER ROLE
DIRECTIVE*
Poten4al
team
leader
behaviours
© RiverRhee Consulting 2014

14. Positive impact of proactive leadership
Inspiration?!
© RiverRhee Consulting 2015

15. 3. Case studies and a checklist of
strategies to help keep programmes
on track

16. Case
Study
1
1. 14,500 employees, including 8,500 Officers
2. Home Office Funded - Mobile Information Programme
3. Co-ordinated by National Policing Improvement Agency
4. Collaboration with Warwickshire Police
5. Hierarchical organisation structure
6. Programme sponsor was FD
7. Police officers using mobile devices to improve efficiency

17. Case
Study
2
1. International Engineering Consultancy
2. Partnership – 25 Partners
3. Lots of ideas, not linked to business strategy
4. Business Improvement Programme
5. Focus on fewer, key changes
6. Programme sponsor was Managing Partner

18. Case
Study
3
1. Rail Division of Balfour Beatty
2. Business performance issues, profit warnings, no CEO
3. Lots of change ongoing throughout the business
4. Programme of process and systems improvements
5. Lack of dependency management
6. Programme sponsor is Rail FD

19. Consider the Case Studies and your
own Programmes / Projects and
identify key strategies to help keep
Programmes on track

20. Checklist
of
strategies
to
help
keep
Programmes
on
track
–
delegate
input
1
1. Sponsorship
i. Commitment
ii. Educated sponsor
iii. Understanding of role
iv. What is in it for me profile
2. Stakeholders
i. Alignment of direction
ii. Managing distributed teams / communications
3. Communication
i. Across the team
ii. Explain the bigger picture and explain roles
iii. Understand objectives and benefits

21. Checklist
of
strategies
to
help
keep
Programmes
on
track
–
delegate
input
2
4. Programme
i. Structure of programme before launch (planning)
ii. Define roles and responsibilities
iii. More effort required at start (planning)
iv. Selection of team members – have balance and mix
5. Assumptions
i. Replan when no longer an assumption
6. Strategy
i. Alignment of programme to strategy
7. Outcomes
i. Focus on outcomes / benefits
8. Leadership
i. Programme requires leadership – style/approach

22. Checklist
of
strategies
to
help
keep
Programmes
on
track
1. Senior, active, sponsorship
2. Strong Programme / Project leadership
3. Create and develop Programme / Project teams (including third
parties)
4. Effective stakeholder engagement & management – identify
and work with key influencers
5. Consistent governance approach
6. Plan for and manage dependencies
7. Communicate, communicate, communicate
8. Escalate if necessary
9. If things are not working, change them
10. Always focus on the change and benefits – hearts and minds

23. § Each
other
§ Events
§ Micro-­‐site
§ Newsle^er
§ Contact
us!
mar4n@wedeliverchange.com
elisabeth@riverrhee.com
4. What resources are available
to help you take this further?