FAST CHANGE
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This document outlines a 6-step model for fast and inclusive change in companies: 1) Diagnosis to align management objectives with employee interests 2) Training middle managers as facilitators for company forums 3) Holding company-wide forums to define challenges, propose solutions as projects, and develop action plans 4) Implementing the projects through follow-up sessions 5) Evaluating the process and results 6) Institutionalizing the innovation process within the company through establishing routines and partnerships
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too difficult, I am using whether or not the drivers use the brake or not. You would be surprised
how many don\'t even brake at all. How do I get started with this? Choose random times and
days to observe the stop sign? Can you just point me in the right direction? Thanks :) Statistics
and Probability Comment
Solution
Why do you say that Project Management is the best method of implementing
change? Although change occurs continuously in the world and in our daily lives it is rarely
implemented that way in organisations but rather as a series of steps; a ladder of change. A new
piece of legislation, market imperatives, management initiatives and new technology create
projects that need to be managed, often across departmental or disciplinary lines. Project
Management is a methodology and a discipline which can bring significant benefits to
organisations by:- Ensuring limited resources are used on the right projects Harnessing the
energy of staff in achieving beneficial change Managing complex changes in an organised way
Assessing risks, defining goals and key success areas and setting quality objectives. However,
every organisation has finite resources and, therefore, a limit to the number of projects it can
initiate and control. Pushing too many projects through a resource limited organisation causes
gridlock and stress. Managing the project portfolio efficiently is a fundamental principle of good
project management. Because most projects involve new ideas and learning (even a project to
build houses or flats may involve new materials or unusual soil conditions or there may be new
initiative for tenant selection or co-ownership schemes) project management has evolved a
discipline to manage the new and unusual. Its objective is to: define the project reduce it to a set
of manageable tasks obtain appropriate and necessary resources build a team or teams to perform
the project work plan the work and allocate the resources to the tasks monitor and control the
work report progress to senior management and/or the project sponsor close down the project
when completed review it to ensure the lessons are learnt and widely understood. It is this
structured approach that makes project management the best method for change management.
What is a project? A project is generally defined as a programme of work to bring about a
beneficial change and which has:- a start and an end a multi-disciplinary team brought together
for the project constraints of cost, time and quality a scope of work that is unique and involves
uncertainty Examples of a project:- The development and introduction of a new services The
development of a management information system The introduction of an improvement to an
existing process Setting up a new care initiative The creation of a large tender or the preparation
of a response to it. The production of a new customer newsletter, catal.
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Solution
Why do you say that Project Management is the best method of implementing
change? Although change occurs continuously in the world and in our daily lives it is rarely
implemented that way in organisations but rather as a series of steps; a ladder of change. A new
piece of legislation, market imperatives, management initiatives and new technology create
projects that need to be managed, often across departmental or disciplinary lines. Project
Management is a methodology and a discipline which can bring significant benefits to
organisations by:- Ensuring limited resources are used on the right projects Harnessing the
energy of staff in achieving beneficial change Managing complex changes in an organised way
Assessing risks, defining goals and key success areas and setting quality objectives. However,
every organisation has finite resources and, therefore, a limit to the number of projects it can
initiate and control. Pushing too many projects through a resource limited organisation causes
gridlock and stress. Managing the project portfolio efficiently is a fundamental principle of good
project management. Because most projects involve new ideas and learning (even a project to
build houses or flats may involve new materials or unusual soil conditions or there may be new
initiative for tenant selection or co-ownership schemes) project management has evolved a
discipline to manage the new and unusual. Its objective is to: define the project reduce it to a set
of manageable tasks obtain appropriate and necessary resources build a team or teams to perform
the project work plan the work and allocate the resources to the tasks monitor and control the
work report progress to senior management and/or the project sponsor close down the project
when completed review it to ensure the lessons are learnt and widely understood. It is this
structured approach that makes project management the best method for change management.
What is a project? A project is generally defined as a programme of work to bring about a
beneficial change and which has:- a start and an end a multi-disciplinary team brought together
for the project constraints of cost, time and quality a scope of work that is unique and involves
uncertainty Examples of a project:- The development and introduction of a new services The
development of a management information system The introduction of an improvement to an
existing process Setting up a new care initiative The creation of a large tender or the preparation
of a response to it. The production of a new customer newsletter, catal.
Manila 2014
This document summarizes a study on using Creative Problem Solving (CPS) to improve efficiency in a non-profit organization called the Parish of St. Christopher. Over 8 months, facilitators used CPS techniques like defining problems and tasks, holding follow-up sessions, and conducting interviews. This helped create cross-functional teams, streamline processes, and focus on customers. While many short-term projects were successful, long-term communication improvements were still needed. Overall, CPS helped increase participation, knowledge sharing, and focus on common goals to improve service quality.
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FAST CHANGE
- 1. 2017 FAST AND INCLUSIVE CHANGE MODEL
- 2. HOW TO OBTAIN FASTER INNOVATION AND CHANGE, WITHOUT LOSS OF EFFECTIVENESS? 2017
- 3. DIAGNOSIS TRAINING THE FACILITATORS COMPANY FORUM PROJECT IMPLEMENTATION EVALUATION PROCESS APPROPRIATION 2017 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
- 4. STEP 1 - Diagnosis THE DIAGNOSIS HELPS FACILITATING THE ALIGNMENT OF MANAGEMENT INNOVATION OBJECTIVES WITH THE INTERESTS AND ACTIONS OF THE EMPLOYEES. 2017 MANAGEMENT Objectives INNOVATION PROJECTS EMPLOYEES Interests
- 5. Why? What is stopping us? STEP 1 - Diagnosis 2017 PRE-CONSULT WITH MANAGEMENT TO DEFINE THE INTERVENTION OBJECTIVE
- 6. STEP 1 - Diagnosis IMPLEMENTATION TO MAKE WORK PRIDE SYSTEM VERSION DIF. WAYS EUROPEAN FUNDS PROJECT NEW SOLUT. DEVELOPMENT DOING BUS. TEAM WORKABILITY COMPANY CLIENT Example of an associative net to the word “client” SUCCESS STORIES ARE COLLECTED AND A SELECTION IS ADVERTISED FOR POSITIVE COMPANY CULTURE DEFINITION 2017
- 7. - Training middle managers as team facilitators for the company forum, providing them with technical and leadership skills necessary to assist groups in reaching their goals. - To be able to facilitate group decision-making about complex problems, encouraging creativity, commitment, consensus and action. STEP 2 - The training of facilitators 2017
- 8. STEP 3 – Company Forum 2017
- 9. TIMETABLE TITLE WHAT IS IT ABOUT? 30 MIN WELCOME GROUP ORGANISATION METHODOLOGY RANDOM DISTRIBUTION OF THE PARTICIPANTS IN TEAMS MANAGEMENT COMMUNICATES THE OBJECTIVE AND STRATEGY PRESENTATION OF THE METHODOLOGY, WORK AND PURPOSES 1 HOUR MAJOR CHALLENGE DEFINITION • TEAMS LIST THE MAIN OBSTACLES HINDERING THE OBJECTIVE AND PROPOSE A SELECTION. • TEAMS SHARE RESULTS AND TRANSFORM PROBLEMS INTO CHALLENGES 30 MIN ESTABLISHING THE COLLECTIVE CHALLENGE • MANAGEMENT CHOOSES AND EXPLAINS THE CHALLENGES TO BE ADDRESSED • TEAMS CHOOSE ONE CHALLENGE AND DEFINE A LIST OF POSSIBLE SOLUTIONS (PROJECTS) • THE LISTS OF POSSIBLE PROJECTS ARE PRESENTED 3 HOURS ACTION PLANS EACH PARTICIPANT CHOOSES THE PROJECT HE OR SHE WANTS TO WORK ON. GROUPS REORGANIZE ACCORDING WITH CHOICES TASKS REQUIRED FOR EACH PROJECT ARE DEFINED EACH TEAM DEFINES THE ACTION PLAN (TASKS, HOW, WHO AND WHEN) FOLLOW-UP SESSIONS AND FINAL DEBRIEFING SCHEDULES ARE SET 30 MIN DEBRIEFING • TEAMS SHARE CONCLUSIONS AND DISCUSS EXPECTED RESULTS Closing STEP 3 – Company Forum 2017 Agenda for the company forum
- 10. STEP 3 - Company Forum “Create a helpdesk able to produce impact on the client” “Create an intelligent multlitasking system” “Create new applications for wastes from manufacturing processes” 2017 Examples of projects
- 11. STEP 4 - Project implementation 2017 Follow-up sessions
- 12. It is in the action, during project development, that true knowledge creation and innovation occurs 2017 STEP 6– PROCESS APPROPRIATION Establishing the innovation process within the company