Champs 2


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On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector.

Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.

Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.

The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.

One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.

Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.

Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.

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Champs 2

  1. 1. Mumtaz Mohammed
  2. 2. Birmingham City Council Customers Step-change in service quality Efficiencies Improved efficiency Improved process efficiency Staff Increased job satisfaction Realising more than £2 billion of benefits (£1.574 billion cashable) over ten years for an investment of £683 million
  3. 3. BCC Business Transformation Children, Young People & Families Customer First Working for the Future Excellence in People Mgmt Corporate Services Excellence in Information Mgmt ICT Adults & Communities Housing Environment
  4. 4. CHAMPS2 origins Birmingham City Council needed a method: • To reduce the risk of Business Transformation • Common approach & single language • Repository of best practice, avoiding re-inventing the wheel • Method for business transformation rather than incremental change • Change management method in addition to project management • Vision led benefits driven approach • Method sensitive to public sector
  5. 5. The transformation journey Vision-led Strategic Strategic Need Outcome Benefits-driven VISION STATEMENT OUTCOMES BENEFITS • A broad, aspirational image of the future that an organisation is aiming to achieve. • The result of change and its effect on customers, employees or efficiency. • Measurable improvement resulting from an Outcome. What difference the change will make.
  6. 6. CHAMPS2: A Common sense approach ‘Why do we want to Transform?’ ‘Where do we want to get to?’ ‘How are we going to get there?’ ‘What will the new solution look like?’ ‘Creating the new service/solution and testing’ ‘Proving the new service/solution works as designed & getting the business ready to use it’ ‘Embedding and stabilising the new solution’ ‘Making sure the Benefits are achieved’
  7. 7. CHAMPS2: A Common sense approach
  8. 8. Phase 0: Transformation Initiation • Phase 0 makes 'space' for the new change initiative • Top down approach by leadership • Core product: Strategic Business Case
  9. 9. Phase 1: Visioning • Phase 1 describes the future for the business area • Vision & Future Operating Model • Core product: Outline Business Case
  10. 10. Phase 2: Shaping and Planning • Logical design of processes, organisation structure and technology • Key products and suppliers are selected • Measurable Benefits are identified • Core product: Full Business Case
  11. 11. Phase 3: Design • Processes, organisation structure and technology designed in detail • Design Blueprint produced • Benefits validated and FBC revised
  12. 12. Phase 4: Service Creation & Realisation • All components are created/purchased • 3 levels of testing: unit, system, integration • Benefits validated
  13. 13. Phase 5: Proving & Transition • • • • User Acceptance Testing & Operational Acceptance Testing Transition – preparing people for change Going live Benefits enabled
  14. 14. Phase 6: Stabilisation • • New ways of working embedded in the business Early Benefits are realised
  15. 15. Phase 7: Benefits Realisation • Majority of Benefits are realised in phase 7 • Improvements need to be aligned to Vision and support Benefits
  16. 16. CHAMPS2 structure
  17. 17. Scaling CHAMPS2 Business Transformation programme Non-transformational programme Project portfolio Prototype or proof of concept Proof of concept
  18. 18. Quality Management Framework Phase Product Quality Quality Plan Plan Product Product Quality Quality Plan Plan Phase Product Exit Quality Criteria Plan Checklist
  19. 19. Applying CHAMPS2 4 5 6 Programme work streams 0 1 2 7 3 4 4 5 5 6 7 Time
  20. 20. Benefits management • Non–financial benefits - customer satisfaction, reputation • Financial benefits – Cashable - delivering same for less money – Non-cashable - delivering more for same money Identified Defined value calculated Validated Refined definition and value Enabled Solution is ready Realised The difference is made
  21. 21. Benefits journey
  22. 22. Benefit card
  23. 23. CHAMPS2 gates
  24. 24. Sharing CHAMPS2 • Entire on-line method free to use • Around 3000 registered website members from 50 countries • Part of APMG portfolio of products (alongside Prince2, MSP) • CHAMPS2 qualification awarded by APMG at: - Foundation level - Practitioner level • Accreditation available for training organisations and consultancies
  25. 25. Find out more… • Process guide • Process map • e-Learning Reference manual