The document outlines best practices for business transformation in project-driven organizations, emphasizing key success factors such as visible leadership commitment, effective prioritization, dedicated teams and budgets, embedded consulting, change management, and IT department cooperation. It presents a structured roadmap for transformation, highlighting the importance of communication, training, and stakeholder involvement throughout the implementation process. Utilizing insights from Harvard's Dr. Kotter's change model, it stresses the necessity of fostering a sense of urgency and sustaining the momentum of change initiatives.

1. Project Value Delivery
© Project Value Delivery, 2016
w w w . P r o j e c t V a l u e D e l i v e r y . c o m
Business Transformation
Best Practices
(Project-Driven businesses)
Jeremie Averous
June 2015

2. © Project Value Delivery, 2016
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6 Key Success Factors for Business
Transformation
• Visible company commitment & ownership
– Leadership by key executive dedicated full-time
– Full ownership & accountability of program
• Effective Prioritization of initiatives
– Focus to ensure delivery
• Dedicated team & budget
– Manage as a Project, outside operational pressures
• ‘Embedded consulting’
– External expertise brought in as needed, advisory role
– Junior positions filled in by people from the business
• Include Change Management program
– Involvement in solution definition
– Communication, training, dissemination of key personnel
• Full inclusion & cooperation of IT department
– Systems implementation can be quick if strong link

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Business Transformation Roadmap
Consistent
implementation
+
Change
management
Overall Scoping
(objectives,
prioritization,
high-level plan)
Stream
scoping
Stream
scoping
Stream
scoping
Stream
delivery
Stream
delivery
Stream
delivery
Step 1 Step 2 Step 3 Step 4
Agile PM approach
Sprints, facilitation, cross-functional,
Prioritization
Conventional PM approach
Deliver scope, MoC, conventional
Project Control
Senior Management Involvement

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Visible Company Commitment &
Leadership
• Develop and share sense of Urgency
• Define expected benefits for the business
• Transformation PM must be high profile executive
with company experience / recognition
– His nomination must hurt!, assignment must be full-time
• Individual Streams PM must be from the business
• Junior contributors from the business
• Senior Management must be directly involved in
shaping and implementation phases
– Participation to workshop
– Communication, roll-out support
• Significant budget set aside for transformation no
need for further approvals

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Effective Prioritization
• Prioritization is essential for delivery
– You can’t solve all the issues in one go. More prioritization
means more focus and surer delivery
• A mix of Short term wins + Important ground work
– Short term wins to demonstrate change and address barriers
(obsolete policies)
– Important ground work to implement structural changes
• Once prioritized and approved, stick to it unless life-or-
death issue!
– Transformation projects often suffer of significant scope creep
Effort
Impact

 (?)
!

6. © Project Value Delivery, 2016
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Dedicated Team & Budget
• Significant dedicated budget
– Include dedicated resources + support and input from the
business (time)
• Separate office zone, dedicated integrated team
– Internal and external resources mixed in same area
– Project setup (document management, timesheet etc.)
• Team building and team spirit development
• Reporting, forecasting etc as normal project

7. © Project Value Delivery, 2016
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Embedded Consulting
• Limit consultants to senior consultants with industry &
field experience
– In support of managers from the business
– Recommended deputies to main managers (Program + streams)
+ transformation / change expertise
– Bring best practices / disruptive ideas if needed
• Provide junior resources from the business rather
than contractors/ consultants
– Great development opportunity for individuals
– Better suitability of end product to business
– Change agents when will be assigned back in organization
– If missing people rather take contractors in operations and assign
long term employees to the transformation project

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Include Change Management
Program
• Change management is recognized as being essential
in actual implementation
• There are Change Management experts / companies
• 5 stages
– Business participation to framing / scoping
– Regular communication
– Create short term wins
– Use pilots to foster interest and support
– Roll-out & implementation plan:
• including substantial communication, training
• Involve business with user champions, participation to user
acceptance tests, pilot implementation, train-the-trainer

9. © Project Value Delivery, 2016
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Full Inclusion & Cooperation of IT
department
• Most transformation programs include the
implementation of IT systems
• Strong opinionated pure IT departments can
substantially slow down/ stop transformation
processes
• Or generate the adoption of solutions outside company
frame e.g. cloud etc.
• Best Practice:
– Involvement from the start at management level
– Share the urgency
– Willingness to reconsider older policies in view of new
technology
– Support rather than constraint implementation and
anticipate infrastructure requirements

10. © Project Value Delivery, 2016
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Harvard’s Dr. Kotter’s
“Leading Change” Model
• 8 steps for transformational change
Company
commitment
Dedicatedteam
&Budget
Effecctive
Prioritization
Embedded
consulting
IncludeChange
Management
FullInclusionIT
dept
Create Sense of Urgency X X
Build Guiding Coalition X X X
Form Strategic Vision & Initiatives X X X
Enlist Volunteer Army X
Enable Action by Removing Barriers X X X
Generate Short Term Wins X X X
Sustain Acceleration X X X
Institute Change X X X

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