Changing your ways, APM Enabling Change SIG, by Hannah Melville, Donna Unitt and Jason Williams 17th November 2015

1. Changing Your Ways
Hannah Melville
Donna Unitt
Jason Williams
APM Presents
17th November 2015
-
The Enabling Change SIG
Introduction: John Gillett

2. Changing Your Ways – Our themes
 Look at the work that has been done by the Enabling
Change SIG
 Understand the need and context of change in
programmes
 Review the structured approaches available
 Provide input into (and influence future focus of)
industry best practice on change

3. Agenda
 What has the Enabling Change SIG been working
on?
 Why Manage Change?
 SIG Outputs from the Methods & Standards Theme
 Change Management Methodology
 What next - your thoughts
 Feedback
 Close

4. Level Application Competence Mind-set
Aware
Practised
Competent
Proficient
Expert
Our audience

5. WHY MANAGE CHANGE?

6. “ 70% of change projects fail ”
But Do They?

7. Wheel
3500BC
Money
9000BC
8500BC
House
Paper
c200
1712
Steam Engine
1698
Oil
1993
GPS
1439
Printing Press
1928
Penicillin
c900
Gunpowder
Life expectancy x2 1850-1950
1941
Computer
1878
Light Bulb
1877
Sound Recording
1876
Telephone
c200
Compass
WWW
1990
Airplane
1903
Sanitation Systems
c1865
Radio
1895
Refrigeration
1755
A list of all-time top inventions
1885
Car
Sliced Bread
1928
1945
Nuclear
Weaponry
1957
Space Exploration
1962
Computer Gaming
2012
3D Printing
2014....
Big Data
Commercial
Drones
2013
Google Glass
2013
time

8. Why Manage Change?
“It must be realised that there is nothing more difficult to
plan, more uncertain of success, or more dangerous to
manage than establishment of a new order; for those that
introduce change make enemies of all those who derive
advantages from the old order and find lukewarm defenders
among those who stand to gain from the new one”
Machiavelli – The Prince

9. ENABLING CHANGE SIG

10. Enabling Change SIG
Our Mission:
 Create a Change Community and the Mission is
to improve the change capability of
organisations, teams and individuals

11. Themes Practitioner Groups
Events, Membership &
Communications
Methods & Standards
Collaboration – External
(OU, UCISA, CMI, ACMP)
Innovation (Research,
L&D, Software)
Collaboration – Internal
(SIG’s, Branches)
Transport
FinancialServices
PublicServices
Change
Community
SIG Structure

12. Change Methods & Standards
Theme
Our Objective
 Increase awareness of available change methods and
standards
 Through:
 Micro-site
 Reference documents
 Signposting
 Common Themes & Lessons learned
 Sharing Best Practice

13. METHODS & STANDARDS
OUTPUTS

14. What Have We Got So Far
 The Enabling Change SIG Methods &
Standards Theme Reference Documents
are accessible on the APM Website
 Some issues with the way they are stored –
which we are looking at addressing
 Currently open access to all - we are
looking at making this open to SIG
members only – Link Below
 https://www.apm.org.uk/news/enabling-
change-sig-capabilities-and-methods-pillar

15. Methods & Standards Documents
Headings
Representing
Change
Capabilities &
Methods
Common
Vocabulary
Library of
Professional
Knowledge /
Reference
Sources
Change
Management
Press &
Publication
Reference
Library
Enabling Change
Case Studies
Change
Methodologies
Change
Management
Professional
Horizons
Definitions
References
Development Experience

16. Documentation Overlaps & Links
Common
Vocabulary
Headings for
Representing
the Change
Capabilities /
Methods
Library of
Professional
Knowledge /
Reference
Sources
Change
Management
Press &
Publications
Reference
Library
Enabling Change
Case Studies
Change
Methodologies
Change
Management
Professional
Horizons
Aware
Proficient /
Expert
Practice /
Competent

17. Headings For Representing
Change Capabilities / Methods
 People are at the heart of any change
initiative
 Engagement, attitudes, behaviours, ways of
working
 Project Management Methodologies /
Capabilities & Changing
 PM techniques that support change
initiatives
 Benefits management, business care,
planning, tracking etc.

18. Headings For Representing
Change Capabilities / Methods
 Strategic Drivers for Change
 PESTEL – Political, Economic, Social,
Technological, Environmental, Legal
 Organisational Change
 Technological / IT Change
 Process Improvement Changes
 Cultural Change (Internal / External)
 Global or UK Specific

19. Drivers for Change

20. Common Vocabulary
Term Definition
Change To cause to be different - a relational difference between current
and future states.
Vision A concise picture or description of a better future the change will
deliver.
Change Initiative Any intentional change process, project or programme
Enabling Change The coherent application of programme/project and associated
change management to realise successful business and/or cultural
change including the delivery of benefits.
Change Management (CM) A structured approach and set of tools for moving one or more of
the following: individuals, teams, organisations, strategies, records,
technology, processes and working practices - from the current
state to the desired future state.
What CM isn’t. The term Change Management is often confused with:
Change Control the process through which all requests to change the baseline
scope of a project, programme or portfolio are captured, evaluated
and then approved, rejected or deferred.
Configuration Management the administrative activities concerned with the creation,
maintenance, controlled change and quality control of the
programme or project scope of work.
Programme Management The co-ordinated organisation, direction and implementation of a
dossier of projects and change activities to achieve outcomes and
deliver benefits.
Project Management The co-ordinated organisation, direction and implementation of a
collection of activities to deliver one or more business outputs
according to a specified business case.

21. Professional Horizons
• M.B.A
Change
management
optional module
Discipline
Professional Body Membership
Qualifications
Academic Qualifications / CPD
AwarePractisedCompetentExpert
APM: Full Member
APM: Associate
• Project Management Institute: Individual Membership
• Change Management Institute
(ChgMI): ACM Foundation Level
• Association for change
management professionals: The
certified change management
professional
• Association for Project
Management: Project risk
management certificates
Lean Six Sigma Academy
• Black Belt
• Green Belt
APM: Practioner Qualification
• Axelos & APMG Practitioner
level topics
• Change First: PCI Change
practitioner
• Certification
• Prosci Change Management
Certification Programme
• Prosci: Advanced Change
Management Certification
programme
Post
Graduate*
Change Mgt
Specific
Course
• APM: Project management
qualification
• Chartered Management Institute:
Workshops
• Association of Project
Management: Workshops / Events /
Conferences
• Axelos & APMG
Foundation Level
topics
APM : Fellow
Lean Six Sigma
Academy
• Master
• International Institute
for Learning: Change
Management
Foundation
• MSc
PGCert PGDip
• Association for Change Management Professionals (ACMP): Individual Membership
• Change Management Institute:
Student membership
• Association for Project Management (APM): Student Membership
• CMI: Middle Manager.
• Change Management Institute: Individual Membership
• (Corporate membership also available for corporations
offering change management services).
• Chartered Management Institute (CMI): Aspiring Manager
/ 1st Line & Junior Manager
CMI: Senior Manager
CMI: CMI Level 6
ChgMI: ACM Master
CMI: CEO/Chair
• Institute of Change Management (IoCM) Individual Membership
• Chartered Institute of Professional Development (CIPD) Affiliate Membership
• Implementation Management Associates
(IMA) : Change management certification
Proficient
• Lean Six
Sigma
Academy
Yellow &
Orange Belt
Capability

22. Change Management Maturity
 How can the reference material available help
with formalising your change management
approach ?

23. METHODS LIBRARY

24. Lessons from compiling the Library
 Context is king.
 Your toolkit needs more than one method in
it.
 The methods aren’t mutually exclusive.
 Blend and tailor to suit your
project/organisation.
 Change is a marathon not a sprint.

25. The Methods
Guiding Framework Structured Process Organisational Capability
ACMP Standard for
Change Management
AIM Methodology
CHAMPS2 E-Change
Change Delta
Framework
The Change Leaders
Roadmap
CMI Body of Knowledge
& Maturity Model
Bridges Transition
Model
Kotter 8 Step Process
for Leading Change
The Change Curve
Lewin’s 3 Stages of
Change
Managing Successful
Programmes (MSP)
PMI’s Change
Management Method
Pritchett’s Change
Management Model
PROSCI’s ADKAR
Model
Viral Change
LaMarsh’s Managed
Change Model

26. A Few Insights
• Uses stories and social
networks to spread change
Viral Change
• Strong focus on benefits
realisation
Managing
Successful
Programmes
• Focus on the psychology of
dealing with change
Lewin’s Model,
Bridges Model and
the Change Curve
• Frequently used for merger
integrations
Pritchett’s Change
Management Model

27. Your Experiences ...
Guiding Framework Structured Process Organisational Capability
ACMP Standard for
Change Management
AIM Methodology
CHAMPS2 E-Change
Change Delta
Framework
The Change Leaders
Roadmap
CMI Body of Knowledge
& Maturity Model
Bridges Transition
Model
Kotter 8 Step Process
for Leading Change
The Change Curve
Lewin’s 3 Stages of
Change
Managing Successful
Programmes (MSP)
PMI’s Change
Management Method
Pritchett’s Change
Management Model
PROSCI’s ADKAR
Model
Viral Change
LaMarsh’s Managed
Change Model

28. YOUR THOUGHTS

29. Questions for you – in groups
• Which of the outputs we have shared
today is the most or least useful for you
and why?
• What type of outputs do you think the
M&S Theme should focus on in the
future?

30. FEEDBACK

31. BEFORE YOU GO

32. Benefits of being an EC-SIG member
 A community of experts to collaborate with
 Source of learning and resources - Microsite
 Help spread best practice
 Direct our focus - Content tailored to your interests
 Network – Spark Collaboration

33. How you can get more from your SIG
 Newsletters
 Pointers for Future SIG Events
– Jan 28th 16 -Joint events with London Branch and another with North
East Branch.
– Feb 2nd 16 -Open University’s approach to Change – Webinar
– Feb 24th 16 -Planning For Change – Joint PMC SIG – Birmingham - full
day – Early bird discount – book by 25.12.15 £72.00
– Mar 17th 16 -Project Management in Practice – full day - Coventry
 Invitations to engage
– Case studies
– Surveys
– Volunteer to help the Committee
 Or contact us!

34. This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events