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Identifying and Overcoming Roadblocks to Change
- 1. Identifying and Overcoming Roadblocks to Change Systems and Software Technology Conference 20-23 April 2009 Rick Hefner Northrop Grumman Corporation Beth Layman Layman & Layman
- 4. Organizational Change in Context Desired State Transition State Time Change Strategy Managing Change Present State Productivity
- 5. Phases of Change Energy Invested End of the old Source: Bridges 1988, Kubler-Ross 1969 Time Status quo Stunned paralysis Denial Anger, rage Bargaining Depression Acceptance Exploration End of the old Beginning of the new RH
- 10. What’s the Vision – Do you have it? Marketing will have a competitive edge with certification CMMI Level 3 Lower Costs Less Rework/Waste More Reuse Higher Quality Predictable Results Our Company Programs will Perform better Outcomes New Clients Division Growth New Faces New Opportunities ` Culture More Change, Not Less Change is Good! Culture Clear Roles Confident Staff Empowered Teams
- 13. PI Governance Structure Division Executive Unit Manager Unit Manager Unit Manager Development Manager Development Manager Development Manager Individual Staff Individual Staff Individual Staff Project Manager Project Manager Project Manager Management Steering Group Process Group Process Action Team Executive Leadership Group
- 14. Enterprise Governance Structure People Critical Business Process Steering Committees Executive Team Cross - Functional Vetting Committee M&A Council Product Council Process Technology Campaign To Lead Lead to Quote Quote to Cash Accounting to Reporting Recruit to Separate Order to Fulfillment Incident to Close Target to Integration Strategy to End of Life Mktg Sales Ops Fin HR TS MNF M&A R&D Enterprise Project Team A Enterprise Project Team C Enterprise Project Team B Investment Council RH+
- 17. Common Features – A Lost Perspective in CMMI v1.2! RH Commitment to Perform GP 2.1 Establish an Organizational Policy Ability to Perform GP 2.2 Plan the Process GP 2.3 Provide Resources GP 2.4 Assign Responsibility GP 2.5 Train People GP 3.1 Establish a Defined Process Verifying Implementation GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher Level Management Directing Implementation GP 2.6 Manage Configurations GP 2.7 Identify and Involve Relevant Stakeholders GP 2.8 Monitor and Control the Process GP 3.2 Collect Improvement Information
Editor's Notes
- Identifying and Overcoming Roadblocks to Change Rick Hefner, Northrop Grumman Corporation Beth Layman, Layman & Layman 2009 Systems and Software Technology Conference Abstract (94 words) How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements. Learning Objectives: Understand the difference between managing and leading change efforts Discuss the symptoms of barriers to change, the root causes, and how to address them Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change Learn how to tailor your improvement plans based on organizational readiness and maturity Bios Dr. Rick Hefner has over 30 years of experience in software development, research, and management, and has served in industrial, academic, and government positions. He has over 80 publications and conference presentations, and is an SEI-authorized Instructor, CMMI Lead Appraiser, and Six Sigma Black Belt. Dr. Hefner currently serves as the Director of Process Management at Northrop Grumman. Northrop Grumman has been an industry leader in CMMI adoption, and over 40 Northrop Grumman organizations have been externally appraised at CMMI Level 5. Beth Layman is a successful process improvement consultant, facilitator, instructor, and coach with over 25 years of experience in the high tech sector. She is a recognized authority on measurement, a published author, and a popular speaker. Her experience encompasses a wide range of commercial, government, aerospace, and product software organizations. Beth has a track record of providing high value consulting services yielding tangible results to satisfied clients. She has worked both independently and with the Quality Assurance Institute, TeraQuest Metrics, Inc., McCabe and Associates, Software Quality Engineering, and other consulting firms to provide training and interactive workshops, assessments, management consulting, and coaching in process definition, management, and improvement, software and performance measurement, project and portfolio management, software quality assurance, and other software engineering methods. Beth's consulting credentials are supported by time spent in industry as an individual contributor, change agent and senior executive. Early in her career, she worked for software product and IT organizations as a programmer, analyst, project coordinator, and quality assurance manager. She was COO of TeraQuest and helped manage the acquisition and successful integration of the company. Recently, she worked inside Borland Software and McAfee Software to establish worldwide employee development, software and business process improvement, and enterprise-level portfolio management programs and project management offices. Beth is an SEI Authorized CMMI® Lead Appraiser and is co-author of Practical Software Measurement: Objective Information for Decision Makers .
- Defining Organizational Change Management = Successfully managing the changing of something that’s currently being done (or not being done) within the organization So what’s the overall process? To leave the present state, the organization needs to modify something that’s being done (or not being done), go through a stage of unlearning and learning , then become comfortable with the new way of doing things. This shows change as “unfreezing and then re-freezing” the organization. “Freezing” the new way takes time and effort, and productivity generally suffers in the transition. Present State – where we currently are. A need has been identified for a change (capability improvement) Transition State – the disruption that WILL happen. There will be a loss of productivity when the organization is transitioning. Change management is about managing the amount of time and money spent in transition. There’s an Ice Cube demonstration that provides a metaphor for how to best conduct transition: Have two ice cubes #1 –put ice cube on ground and smash it with your heel (or hammer) #2 - hold the other ice cube in your palm and let it melt slowly into a bowl These represent 2 ways change transition can happen. Which is easier to put back together? Desired State – Change has been implemented and business value has been returned. The desired state is at a higher productivity level.
- Another definition is “The altering of people’s actions and behaviors -- evidenced by choices made , not intentions espoused .” Highlights that fact that change is both individual and organizational
- We spend a lot of time talking about the how to’s of process improvement and measurement. That is all fine and good, but one thing I’ve discovered with age and experience is that we (me included) spend too much time on the management of change and fail to address the critically important, harder, and albeit, softer, side – that of change leadership .
- By Lack of Alignment, I mean that the change initiative is not shown to be connected to or in perfect alignment with (e.g., supporting) the achievement of the higher levels goals of the enterprise. “Because it’s the right thing to do” is not an answer! Why is it right? How is it connected to X? How does it support Y?
- Obvious solution – think it out and write it down, then communicate the heck out of it – 7 times – 7 ways. In my role as a process improvement coach and consultant, I often coach the management team – in this case, I played jeopardy with them during one of their meetings – I had a series of prepared questions and answers. One example of something I challenged to be able to answer and communicate to their staff is shown here.
- Another way is to provide a visual of the “vision”. This communicates the rationale with a few expectations thrown in – more change, not less, for example. Notice that the outcomes align with both corporate goals and with individual goals.
- Change almost always spills over organizational boundaries – this is part of what makes it so hard. If people weren’t involved, this would all be so easy, right? A clear indication of siloed thinking is when you find little/no cross-functional teams or committees of any kind – RUN! This is a senior leadership failure of magnitude 10 on the rictor scale. Allowing personal ambitions to rule – when each department is it’s own fiefdom; when each manager is allows to care only about how good they look Story of BPR – order operations – if we just could make the quote department do x
- Examples: IT Portfolio Management without proper governance structure
- Example 1 of 2 of Decision Dysfunction For a larger organization, there might be executive oversight as well, and the PI Leadership Group might function for the whole organization -- or the structure from MSG down might be repeated across major divisions or departments. The representation on the PATs depends on how far across the organization the processes will span.
- Example 2 of 2 of Decision Dysfunction Enterprise Portfolio Management requires a similar structure with upper and middle management and cross-functional project teams that are spawned based on the proposals selected. The Vetting Committee needs a charter and processes for things like proposal evaluation and selection. The Steering Committees need charters and processes for things like developing a long-term improvement roadmap and proposal. And, of course, the projects need a full set of charters and governance/processes.
- People will become even more skeptical if you try to feed them a line of bull about having achieved something if you haven’t and don’t have data – in God we trust, all others bring data.
- Senny-quanon - An essential or indispensible element. Sine – without Qua – that/which Non - nothing