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Project & Change Management - time for a rethink

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Introduction

The presentation ( http://www.apm.org.uk/group/enabling-change-sig ) opened by describing the nature and size of the challenge that Organisational Change represents in our rapidly evolving operating environments. The fact that many varying business functions and roles are involved in transformational change and that this is often underestimated when ‘sizing’ a change. Unsuccessful change is a costly waste of resource with originating change drivers usually being left un-reconciled. Apart from the financial cost, change failure has a detrimental effect on those associated or impacted by the changes and leaves them less inclined to attempt to succeed with future change.

Enabling successful outcomes

It was posited that an improvement in the definition and specification of related organisational management disciplines would make the challenge of organisational change easier. Well defined boundaries being seen as necessary to provide a clear view of what was expected from those operating in each discipline; the degree and quality of relative specification helping to inform the nature and quality of collaboration. It was stressed that the size and composition of each discipline had to be an appropriate and proportionate response to the size and nature of the organisation. The relative positioning of the Organisational Change, Project/Programme & Portfolio, Business Management and Benefits Realisation Management disciplines was presented.
To illustrate how the uncertainty regarding functional boundaries may have evolved, several formal definitions of Programme Management were described. In particular it was asserted that clearer delineation between the programme and business change management functions was required.

Benefits Realisation

The fact that all change effort should be focussed on the realisation of benefits, in line with the organisations development strategy, and not simply the successful ‘delivery’ of new enablers such as IT, structural, management, process or technology etc was described. The Benefits Realisation Management discipline was briefly introduced and the APMG Benefits Management Model was described as a good approach to establishing and maintaining such a capability. The fact that benefits are only actually realised once the required change ‘enablers’ are transitioned, integrated and exploited within the business functions themselves was used to emphasise the essential nature of the Project and Programme Management disciplines. The interdependent and essential relationship between Change and Benefits Management was described and how the aims of each were mutually beneficial in achieving the organisation’s change goals was emphasised.

Finally, it was emphasised that an effective BRM implementation depended on a minimum level of project and programme management capability. The fact that it also represented a significant transformational and cultural change in its own right was often not c

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Project & Change Management - time for a rethink

  1. 1. Project & Change Management – time for a rethink Neil White APM – Enabling Change SIG Future Change Pillar Lead Sheffield Business School 1st July 2014
  2. 2. Related Management DisciplinesRelated Management Disciplines Benefits Realisation Management Benefits Realisation Management Current understandingCurrent understanding BRM & Change ManagementBRM & Change Management Agenda IntroductionIntroductionIntroductionIntroduction
  3. 3. Neil White Change Management Specialist 20+ yrs RAF (Engineering) Change Management for last 20yrs Business Improvement (SEI CMMI) - Assessor & Assessment Team Lead Transformation Change Management Benefits & Business Change MSc Change Management ‘an ardent believer that the ability to change is more important than the required changes themselves’ Association for Project Management Enabling Change SIG – Change Futures Pillar lead Benefits Management SIG Committee
  4. 4. The SIG’s mission is to ‘improve the change capability of organisations, teams and individuals’ Enabling Change SIG
  5. 5. SIG organised around four ‘Pillars’: Change Futures Change Capabilities & Methods Membership & Events Industry-focused Change Liaison Groups Enabling Change SIG – Structure  Focused on Thought Leadership Community engagement
  6. 6. Related Management DisciplinesRelated Management Disciplines Benefits Realisation Management Benefits Realisation Management Current understandingCurrent understanding BRM & Change ManagementBRM & Change Management IntroductionIntroduction
  7. 7. The organisational change landscape Business Functions ‘Users’ Managers Customers Suppliers Misc external Stakeholders Challenges Threats Opportunities Shareholders Business Operations R&D BAU PESTLE Board • CEO • CFO • COO And others....
  8. 8. Change Challenge - Organisations
  9. 9. Financial Management Factor £+ t £- Change Benefits Waste!
  10. 10. We know much about what can and does go wrong – there are few surprises left! The way it is If the statistics regarding change failure are correct something has to change...... Despite the strong growth in the Change Management industry the failure rates appear to remain persistently high
  11. 11. Related Management DisciplinesRelated Management Disciplines Benefits Realisation Management Benefits Realisation Management Current understandingCurrent understanding BRM & Change ManagementBRM & Change Management IntroductionIntroduction
  12. 12. Four key disciplines (capabilities) Organisational Change Management Business Change Management Benefits Realisation Management Project, Programme & Portfolio Management
  13. 13. A high degree of uncertainty exists around who is accountable and responsible for what with respect to organisational change Need for boundaries The appropriate management disciplines must be clearly identified and ‘bounded’ This provides a basis for organisational change capability development
  14. 14. Programme Management Definition [1] A group of interrelated projects and other activities managed in a coordinated way to realize benefits contributing towards the strategic objectives” ISO Standard on Programme Management
  15. 15. Programme Management Definition [2] A temporary, flexible organization, created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives. Managing Successful Programmes [2011]
  16. 16. Programme Management Definition [3] “The application of knowledge, skills, tools and techniques to a program to meet the programme requirements and to obtain benefits and control not obtained by managing projects independently” PMI Lexicon of Project Management terms. V.2 (2012)
  17. 17. Programme Management Definition [4] “A group of related projects and change management activities that together achieve beneficial change for an organisation” Definition: APM BoK, 6th edition
  18. 18. APM’s Revised Competency Framework 26 competency areas in four domains Governance Planning and control Managing others Professionalism It does not incorporate Benefits Realisation Management Change Management It incorporates: Proj, Prog & Portfolio Management
  19. 19. Projects [APM, BoK6] Project, Programme, Portfolio Relationship Programmes [MSP, 2011] Business Change Managers responsible for benefits realisation Organisational Strategy Portfolio
  20. 20. Suggested positioning of disciplines This order of precedence provides assures that an organisation’s investment in change is aligned with its development strategy
  21. 21. Related Management DisciplinesRelated Management Disciplines Benefits Realisation ManagementBenefits Realisation Management Current understandingCurrent understanding BRM & Change ManagementBRM & Change Management IntroductionIntroduction
  22. 22. Confidence Method & process Accurate InformationInvolvement Just Cause Respect ? What people ‘need’ to know but often don’t ? Resources
  23. 23. Benefits Realisation Management enables an end-to-end context for change to be established & maintained Benefits Realisation Management Organisational Challenges & Vision The Benefits Realisation ‘factor’ Business Change Benefits
  24. 24. A Benefits Management Model 5 Practices 7 Principles
  25. 25. Benefits Management Practices Benefits Management – 5 Practices Identify & Quantify Value & Appraise Plan Realize ReviewBenefits Management Practices
  26. 26. Align benefits with strategy Start with the end in mind Utilize successful delivery methods Integrate benefits with performance management Manage Benefits from a portfolio perspective Apply effective governance Develop a value culture Benefits Management - 7 Principles
  27. 27. BRM Process Overview Assures that an organisation’s investment in change is wholly beneficial and aligned to its business development strategy Vision Strategic Objectives Functional Objectives Manage Benefits Changes
  28. 28. Related Management DisciplinesRelated Management Disciplines Benefits Realisation ManagementBenefits Realisation Management Current understandingCurrent understanding BRM & Change ManagementBRM & Change Management IntroductionIntroduction
  29. 29. Benefits Realisation and Stakeholders
  30. 30. The sting in the tail! Capability factor Culture factor
  31. 31. This suite of integrated management capabilities is most effective with BRM at its heart Summary There is a natural and symbiotic relationship between BRM and Change Management Need for boundaries between key organisational management disciplines Significant challenge to engender the required cultural changes and minimum levels of capability maturity The Reality & consequences of change & change failure
  32. 32. Project & Change Management – time for a rethink Neil White APM – Enabling Change SIG Future Change Pillar Lead Mob: 07890397046 neilwhite57@gmail.com Sheffield Business School 1st July 2014 Questions? uk.linkedin.com/in/changevista/
  33. 33. APM Online For Further information LinkedIn The Association for Project Management (Official group) Facebook Association for Project Management Twitter @APMProjectMgmnt Slideshare slideshare.net/assocpm Google+ Association for Project Management YouTube youtube.com/APMProjectMgmt

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