The document is a presentation by Team Bottlesworth summarizing their change management initiative for Astral Bank. It includes the goal of optimizing performance through a portfolio dashboard and roadmap for change management. It discusses the team's experience, insights, challenges, and references. The presentation agenda is broken into sections on the change initiative, team experience, and conclusion.

1. Team Bottlesworth
Elements of Software Management
Task 2
Team Members:
Pavel Fomin, Weibin Xu, Surbhi Dangi, Glenn Wood
Presented By:
Glenn Wood, Surbhi Dangi
December 06, 2011
1

2. Agenda
• Change Management Initiative for Astral Bank
– Goal
– Portfolio Dashboard
– Roadmap for Change Management
• Team experience
– Rationale
– Insights
– Challenges
– Improvements
– Interesting References
• Conclusion
2

3. Goal
Goal
Purpose Optimize performance
Issue Controlling performance of
critical projects
Object
Projects in critical state
Perspective
Portfolio
Viewpoint
PPM and Stakeholders
3

4. Reports
• Portfolio Dashboard
– What’s the current status of the portfolio?
– Which projects need immediate attention?
• Schedule Report
– Which projects are behind/ ahead of planned schedule?
• Budget Report
– Which projects are over/under allocated?
• Resources Report
– Which projects are over/under staffed?
4

5. Portfolio Dashboard
Metrics: 1. Overall Status 2. Priority 3. Color Identification
5

6. Managing a Metrics initiative
A 3.5 stage roadmap
CM team setup
CM team setup
Choose pilot change
Choose pilot change
Find and solve issues
Find and solve issues
Prove value
Prove value
Pilot
Inception Roll out
Concept Feasibility
Report/Metric definition Training
Report/Metric definition Training
Measure change process
Discussion and feedback
Discussion and feedback Measure change process
Feedback and improvement
Assess benefit/risk
Assess benefit/risk Feedback and improvement
Define measurement for CM
Define measurement for CM
• ADKAR model - for its “people dimension”
Awareness / Desire / Knowledge / Ability / Reinforcement
6

7. Roadmap for Change Management
Phases
• Timeline
• Inception
• Pilot Run
• Final roll-out plan
Pilot
Inception Roll out
Concept Feasibility
2 weeks 4 weeks 4 weeks Initial 6-12 month iteration,
2 weeks 4 weeks 4 weeks Initial 6-12 month iteration,
with continuous follow-up.
with continuous follow-up.
7

8. Interesting Reference
"9 Tips for Change Agents”
1. Be open to data at the start. 6. Be a learning person yourself
2. Network like crazy 7. Laugh when it hurts
3. Document your own learning 8. Know the business before you try
4. Take senior management along to change anything
5. No fear! 9. Finish what you start.
Liberated our thinking on the demands of Change Management.
Notable: "You've got to be fearless and not worry about keeping your job."
Ref: http://www.fastcompany.com/magazine/05/changetips.html
8

9. Rationale
• Later revisions
– Reports
• Show critical projects at a glance
• 3 Reports + 7 Metrics
• Scaled down 15 metrics to 7 most relevant metrics
– Roadmap for Change Management
• Inception = 2 weeks
• Pilot = Concept + Feasibility = 2 weeks
• Roll out = Initial 6 - 12 month iteration
9

10. Insights
• Major insights
– Why ADKAR?
– McKinsey Quarterly June 11: Organizational Health, Keller & Price
• Subtle differences between concept/feasibility and inception/pilot
• “AH HA” moments!
– Team Experiences:
• “..after one week of absence, my team saved me and worked out a
great draft.”
• Tabulating CMI
• ADKAR recommendation on the “people dimension”.
10

11. Intrinsic Challenges
Challenge Resolution
Selecting the Roadmap Brainstorming; Sheryl’s feedback
Dividing responsibilities “Take your pick”
Different format of thinking Team consensus
Unexpected leave Action items re-assignment
Last minute changes Vote
Addressing challenges from Task 1
Challenge Resolution
Weekly Rotating team roles Fixed roles
Too many editors in Task 1 One editor in Task 2
11

12. Conclusion
• Portfolio Dashboard
– Goal:
• Optimize portfolio performance
– Managing a metric’s initiative
– Change Management Roadmap
• Team insights
– Worked together to come up with a great proposal
– Learned a lot about working in high-performance teams
12

13. References
• Grady, R. B., & Caswell, D. L. (1986). Software Metrics: Establishing a Company-Wide Program.
Upper Saddle River, NJ: Prentice-Hall Inc.
• Johanna Rothman. (2011, Nov 8). Implementing Agile Across the Organization. Retrieved from
Agile Journal: http://www.agilejournal.com/articles/current-edition/6462-agile-journal-
november-2011
• Keller, S., & Price, C. (2011). Beyond Performance: How Great Organizations build Ultimate
Competitive Advantage (1 ed.). Wiley. Retrieved from
http://www.mckinseyquarterly.com/Organizational_health_The_ultimate_competitive_advantag
e_2820
• Lott, C. M., Differding, C., & Hoisl, B. (1996, Aoril). Goal-Question-Metric (GQM) Approach.
Retrieved from http://www.chris-lott.org/work/pubs/1996-gqm-tp.pdf
• McKinsey Quarterly. (2011). Finding the Right Place to Start Change. McKinsey.
• Norton, D. P. (2001, Sept 1). Leading Change with the Balanced Scorecard. Retrieved from All
Business Recomends: http://www.allbusiness.com/technology/databases/809117-1.html
• Prosci. (2007). A Model for Change Management. Retrieved from Change Management Tutorial
Series: http://www.change-management.com/tutorial-adkar-overview.htm
• Prosci. (2011). Prosci Complete Training Brochure. Retrieved from Change-Management.com:
http://www.change-management.com/Prosci-Complete-training-brochure-v1.pdf
• The Westfall Team. (2010). The Westfall Team. Retrieved November 6, 2011, from Software
Metrics, Measurement & Analytical Methods:
http://www.westfallteam.com/software_metrics,_measurement_&_analytical_methods.htm
• Westfall, L. (2003). Are We Doing Well, Or Are We Doing Poorly? The Westfall Team. Retrieved
Nov 7, 2011, from http://www.westfallteam.com/Papers/Are_We_Doing_Well.pdf
13