The document discusses tools that can be introduced to change practitioners to improve their ability to deliver change initiatives. It describes how discrete tools can be combined into a change capability. Key points include: - Tools are mapped to different stages of portfolio and program cycles to enhance delivery outcomes. Tool adoption can reduce costs and timelines for change. - Properties like ease of use, aggregation of results, and ability to persist outputs make tools more adoptable in change contexts. - Building a change capability involves tools feeding results into each other within formal frameworks, with outputs stored for future initiatives. Maturity comes from tools being integrated into delivery methodologies.

1. TOOLS
FOR
CHANGE
PRACTITIONERS:
The
Triple
Cycle
• Evaluate change capability
• Monitor uncertainty factors
• Identify impacting events
• Interpret events’ outcomes
• Identify points of re-
focus
• Evaluate alternative
scenarios
• Choose option & plan
for re-shaping
• Modify portfolio structure
• Programme scope
• Project scope
• Re-allocate resources
• Re-map inter-
dependencies
• Analyse landscape
• Seek alternatives
• Compare options
• Negotiate choices
Change-initiatives typically involve hundreds if not thousands of points-of-change, that may be distributed both in terms of
geographic locations and cross business-boundaries. In general as a change-initiative increases in complexity or size, its overall
outcome becomes less certain and at the same its overall goals seem more ambiguous. Uncertainty and ambiguity are the root
causes in most instances of execution failures. Successful delivery of change-initiatives is linked to having the capability to utilise
the “differential gearing” afforded by portfolio, programme and project cycles to structure and orchestrate inter-relationships.
Portfolio
Lifecycle
Cycle “m”
(Re) focus
Sense
Formulate
Plan
Implement
Evaluate
Dissolve
cycle
“n+1”
(Re) shape
Programme
Lifecycle
Inception
Elaboration
Transition
“Agile” Project
Lifespan
Construction
Por$olio
Programmes
Projects
Change
Initiative
Programme
Projects
Portfolio
Projects
(Sub) Program
Programme
Portfolio
Change initiatives are actively designed into
portfolios and programmes that enclose
delivery projects. The resulting structure
reflects the initiative’s complexity, size and
distribution as well as boundary and other
organisational factors.
Project Programme Portfolio
Goals Fixed Ongoing unfolding Sense changes
Duration Short Longer Open or ongoing
Priorities Pre-agreed Negotiated with stakeholders Shifting with events
Sign-off Binding, contractual Multiple, dispersed sign-offs Oversight, governance
Stakeholders Few or concentrated Large number or dispersed Top level, steering
Method Mature “agile” practice More ad hoc/multiple schools Undeveloped practice
Dependencies Few, (at activity level) Project inter-dependencies Multi-factorial
Host culture Mono culture Multiple or complex cultures Global culture mix
Main Focus Discrete delivery Coordinated deliveries Uncertainty management
Employed in Incremental change Multi-point change Global optimization
Outcome Capability enhancement Transform business area Best practice dissemination
Differentiators for the 3-cycles
• Prioritise goals
• Select projects
• Analyse
dependencies
Projects
• Decommission
applications
• Migrate data & resources
• Scale up operations
• Plan tasks
• Sequence
projects
• Implement
• projects
• Assess benefits
• Review capability
• Scorecard
implementation
• Re-pace delivery
ProgrammeProject
Change
Initiative
• Projects are the primary delivery engines of a change initiative. “Agile”
type approaches can deliver a “continuous chain” of incremental change
• Programmes are mechanisms to coordinate collections of projects,
steering them through impacting events and maintain their momentum
• Portfolios provide a framework for re-balancing across multiple
programmes or on a change-initiative wide scale
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Operating
Model
Granularity
0
high
low
+
++
+
++
E: roy.varughese@btinternet.com | Skype: royvarug

2. TOOLS
FOR
CHANGE
PRACTITIONERS:
Tool
Value
Chain
Mastery in delivering “Agile” projects is relatively common. Competency at the programme and portfolio levels is less evident.
Successful delivery of change initiatives is associated with pro-actively undertaking actions to identify emerging conditions capable
of derailing execution, and to find and apply solutions before delivery is compromised. The graphic below is marked with
common “ameliorative” actions that are applied at the programme and portfolio (cycle) levels :
1 On-going negotiation with actors & stakeholders
2 Cyclic assessment of delivered value / benefits
3 Cyclic evaluation of emergent synergies
4 Cyclic identification of weaknesses and threats
5 Re-pacing of deployment speed
6 Sensing the changes in actors and their relationships
7 Tracking intra-programme dependencies
8 Cyclic review of strategies for initiative-wide scaling
9 Cyclic review of strategies for incremental change
10 Cyclic identification of failure patterns
11 Validation of conformance to guiding principles
12 Initiative wide communication strategies
13 Initiative wide surveying and prioritisation
14 Differential cost analysis of architectural options
15 Assessing capability to undertake change
Achieving consistency in actions across multiple change-points, and across multiple portfolio/programme cycle-points requires
standardised methods and knowledge to use them being diffused” through the whole change-volume. Introducing tools and
mechanisms to provide new inputs into existing practices is a known technique for accelerating maturity. The graphic below shows a
value-chain used to classify tools that can provide capability-enhancing inputs.
Survey
Model
Normalise
Design
Analyse
Control
Leverage
increasing value to
change initiative
Mapping the breadth & depth of the change
initiative, Visualising capability to execute and
sustain the change. Capturing networks of
relationships of critical actors
Reference models to map pre and
post change positions. Standards &
principles to underpin the change
initiative globally. Templates &
meta-models o capture domain
information
Homogenise the visualisation of
complex or abstract information
spaces. Generate specialised
viewpoints of the change plans to
enrich communication. Aggregate
information across boundaries
Tools for qualitative analysis of key domains
involved in the change initiative. Model-
driven analysis of delivery & options costing.
Evaluation of delivery landscapes.
Document-based artefacts to
communicate changes from an
architectural perspective. Process
driven approaches to bring
develop design-level clarity in
change areas
Process-driven approaches for
control and governance,
applied at key points in the
“triple cycles” delivering a
change initiative
Leverage of assets and capabilities
generated, at any point, across the
change initiative. Introduce as
potential innovations to “outside the
initiative” where relevant
Copyrighted material 2014
Portfolio
Lifecycle
“m”
(Re) focus
Sense
Formulate
Plan
Implement
Evaluate
Dissolve
(Re) shape
Program
Lifecycle
“m+1”
“n”
“n+1”
1
2
3
4
5
6
4
8
3
9
7
3
10
10
11
3
11
14
13
15
4
4
Phase
iteration
15
14
E: roy.varughese@btinternet.com | Skype: royvarug

3. TOOLS
FOR
CHANGE
PRACTITIONERS:
Toolkit
to
Capability
Copyrighted material 2014
A change practitioner’s toolkit is likely to include the discrete tools shown in the graphic below. Tools are typically used in their
initial adoption only for the duration of a change initiative. In dynamic industries where “change is a constant” individuals’ with
skills using specific tools may get re-formed into a competency group, on an as-needed basis, to undertake new change initiatives.
The toolkit is valid as a course module for teaching advanced change practices and also in developing internal core competencies
by vendors that aid organizational transformation.
Survey Analyse
Normalise
Design Control
Model
Leverage
Update reference models
Refresh meta-models
Validation of change state
Distribute meta-models
Distribute reference
Update training
Normalised/
aggregated
results
Captured
results
Raw
results
Results in
Strategy,
Blueprint
Reference points
for critical reviews
Opportunities
A tool based capability becomes evident when tool adoption
in a consuming context graduates from discrete & ad hoc to
chained & procedural. At the latter level results from one
tool feed in as inputs to other tools within a more formal
framework. Such “”virtuous loops” supercharge change-
capability maturity.
An essential aspect of maturity involves output artefacts of
tool usage being persisted for providing baselines for future
cycles of change or for use by related initiatives. By the same
token, models, templates and survey questionnaires
developed in a change initiative are intellectual assets that are
storable for future use.
Trigger
study
Update:
Strategy
Blueprint
Roadmap
Trigger
opportunity
study
S1.Business Capability
S2. Business Coupling
S3. Change Actors
S4. Change Volume
S5. Buy/build Options
S6. Technical Integration
Survey
Model
Normalise
Design
Analyse
Control
Leverage
D1. Change Blueprint
D2. Change Roadmap
D3. Change Strategy
D4. Feasibility Study
D5. Opportunities Study
C1. Architectural Review
C2. Asset Screening
C3. Building-permit Review
C4.Bad-Asset Valuation
C5. Pre-deployment Review
C6. Procurement Review
M1. Change Capabilities
M2. Change Costing
M3. Change Scorecard
M4. Data Lifecycles
M5. Functional Domain
M6. Technical Domain
N1. Business Models
N2. Operating Models
N3. Change Principles
N4. Business Strategies
N5. Business Use Cases
L1. Change Process Automation
L2. Architectural Ensembles
L3. Change Adoption Networks
L4. Change Management Office
A6. Delivery Costing
A7. Functional Domain
A8. Process Domain
A9. Project Landscape
A10. Technical Domain
A1. Actor Network
A2. Application Landscape
A3. Architectural Capability
A4. Change Volume
A5. Data Domain
E: roy.varughese@btinternet.com | Skype: royvarug

4. Portfolio
Lifecycle
“m”
(Re) focus
Sense
Formulate
Plan
Implement
Evaluate
Dissolve
(Re) shape
Programme
Lifecycle
“m+1”
“n”
“n+1”
Survey Tools Analysis Tools Control Tools
S1 Business capability survey A1 Actor network analysis C1 Architectural review
S2 Business coupling survey A2 Application landscape analysis C2 Asset screening
S3 Change actor-networks survey A3 Architectural capability analysis C3 Building permit review
S4 Change volume survey A4 Change volume analysis C4 Bad asset valuation
S5 Build/buy option survey A5 Data domain analysis C5 Pre-deployment review
S6 Technical integration survey A6 Delivery costing analysis C6 Procurement review
Modelling Tools A7 Functional domain analysis Leverage Tools
M1 Change capability modelling A8 Process domain analysis L1 Change Process Automation
M2 Change cost modelling A9 Project landscape analysis L2 Architectural Ensembles
M3 Change scorecard modelling A10 Technical domain analysis L3 Change Adoption Networks
M4 Data lifecycles modelling Design Tools L4 Change Management Office
M5 Functional domain modelling D1 Change Blueprint
M6 Technical domain modelling D2 Change Roadmap
Normalisation Tools D3 Change Strategy
N1 Business model normalisation D4 Feasibility study
N2 Operating model normalisation D5 Opportunities study
N3 Change principles normalisation
N4 Business strategies normalisation
N5 Business use cases normalisation
C
E
I
T
TOOLS
FOR
CHANGE
PRACTITIONERS:
Summary
Tool
Map
and
Curves
S1
The primary value proposition in “tools for change practitioners” is that discrete tools can be introduced into existing delivery
methodologies to improve their outcomes. Trajectories from this initial point include building a change capability. A non-exhaustive
mapping of tools to portfolio and programmes cycles is shown in the 2-cycle graphic below, as are key properties tools need to
have to enable traction with practitioners and to improve the chances of their adoption into a range of change delivery scenarios.
formulate
plan
implement
evaluate
dissolve
Changethebusinesscosts|Runthebusinesscosts|
Δtp
Δti
Δte
Δtd
Δcc
Δcr
Steady state region at
post- delivery for an
“incremental unit of
change”
“n” Programme
Cycle “n+1”
The operational benefits of adopting tools for delivering a change
initiative is reflected in the altered cost-time curve (graphic below):
Reducing time taken( Δtp ,Δti , ) and reducing change & run costs
(Δcc & Δcr). A third advantage is gained from the “pattern-effect”
where “repetitive costs” are lowered at subsequent portfolio cycles
and at successive change-points.
“Without-tools” curve
(used as reference)
“With-tools” curve for
one programme cycle
S2
S2
Phase
iteration
Project-level
iteration
S1
S3
Programme exit
Programme
level iteration Programme
portfolio
synch point
S5
S6
Tool properties that are conducive to adoption in change
contexts include:
1 Low cost of acquisition and free at point of use
2 Easy to understand/ learn from principles
3 Ease of dissemination & training across borders
4 Modifiable & extensible for evolving usage contexts
5 Results from single points can be aggregated to “wholes”
6 Results are largely graphical in representation
7 Results can be persisted for future reference
S4
Programme-
level iteration
S4
D4
D5
D1
D2
D3
C1
C1
C2
C2
C3
C3
C4
C4
C5
C6
C1
C2
C6
C2
C4
L1
L2
L1
L4
L4
L3
M1
M2
M3
M4
M5
M6
L4
N1
N2
N4
N5
N3
N3
A1
A2
A3
A4
A4
A5
A6
A7
A7
A7
A9
A8
A9
A10
A9
Copyrighted material 2014E: roy.varughese@btinternet.com | Skype: royvarug