APM Presents - Why Change? Understand change management and how it combines with project management to deliver your outcomes
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This presentation was given by the Enabling Change SIG at APM Present... Project management in practice on the 16th October 2014.
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APM Presents - Why Change? Understand change management and how it combines with project management to deliver your outcomes
- 1. APM Presents 16th October 2014 - The Enabling Change SIG Change Management in support of Project, Programme and Portfolio Management Neil White & Elisabeth Goodman
- 2. Our theme for today and how we will explore it.. Why change? Understand change management and how it combines with project management to deliver your outcomes. 1.Why focus on enabling change? (5 mins*) 2.What kinds of things does a structured approach entail? (5 mins*) 3.How might this apply to some real scenarios? (30 mins*) 4.How could you take your learnings forward? (5 mins*) *Timings are approximate
- 3. Speaker Profile: Neil White 22 yrs RAF (Engineering) Change Management 20yrs Business Improvement (SEI CMMI) - Assessor & Assessment Team Lead Transformation Change Management Benefits & Business Change MSc Change Management ‘an ardent believer that the ability to change is more important than the required changes themselves’ APM Enabling Change SIG – Change Futures Pillar lead Benefits Management SIG Committee
- 4. Speaker Profile: Elisabeth Goodman 25 yrs Pharma R&D Now training, coaching, project management, and author Change management, knowledge management, lean and six sigma “portfolio” Creating exceptional managers and teams Giving people the resources to be and to create navigators rather than victims of change APM Enabling Change SIG – Capablities & Methods Pillar lead (previously East of England branch committee)
- 5. Enabling Change SIG The SIG’s mission is to ‘improve the change capability of organisations, teams and individuals’
- 6. 1. Why focus on enabling change?
- 7. Our ever changing world the predictable alongside the totally unexpected!
- 8. Money 9000BC A list of all-time top inventions Printing Press House 8500BC Space Exploration Sliced Bread 1957 Computer Gaming Big Data 3D Printing Compass WWW Wheel 3500BC Gunpowder Paper c200 Oil 1698 Sound Recording Steam Engine 1712 GPS 1993 1439 Penicillin 1928 c900 Computer 1941 1877 Light Bulb 1878 Telephone 1876 Car Nuclear Weaponry Life expectancy x2 1850-1950 c200 1990 Airplane 1903 Sanitation Systems c1865 Radio 1895 Refrigeration 1755 1885 1928 1945 1962 2012 2014.... Commercial Drones 2013 Google Glass 2013 time
- 9. frequency 8500BC 3500BC 0AD 2014 Change Density 500 1000 1500 year
- 10. ‘Punctuated equilibrium’ a recurring pattern of continuous and transformational change ... The Theory and Practice of Change Management, Hayes, 2007
- 11. Change Challenge - Individuals Adams, Hayes & Hopson (1976)
- 12. Change Challenge - Organisations
- 13. Understanding the organisation French, W and Bell, C (1984) Organizational Development: Behavioral Science Interventions for Organization Improvement,
- 14. Reasons for poor change performance = CHANGE X = CONFUSION X = ANXIETY CHANGE X = GRADUAL X = FRUSTRATION X = FALSE STARTS
- 15. 2. What kinds of things does a structured approach entail?
- 16. Kurt Lewin’s change model: Apparent ‘equilibrium’ Refreeze Change Unfreeze Lewin, K (1952) Field Theory in Social Science Behavioural and procedural concepts and methodologies
- 17. Benefits Realisation and Stakeholders
- 18. Relationship between Management Capabilities Business Contribution People, business Change & organisation Shared agenda & benefits aligned to strategy Change BRM Effective delivery Change BRM P2 of change enablers Strategic Oversight Change BRM P2 Portfolio & control Sustainable change aligned to organisational strategy Change BRM P2 Portfolio
- 19. 3. How might this apply to some real scenarios? Three case studies in your hand-out: IT change: “Everyone uses eLearning now for new technology – so that will work” Organisational change: “We must keep our plans for this new structure quiet until it’s definite otherwise people will get unnecessarily worried” Process change: “Why aren’t people following the new process?” Do you recognise any of these?
- 20. Break out structure 1. Move to a table with the first case study that you would like to explore 2. How could you do a better job of enabling the change than the case study suggests? – Record your ideas on a flip chart sheet 1. If time allows you will be invited to move onto another table / case study 2. We will review your suggestions at the end of the break-out
- 21. Discussion Feedback from the break-out Please see your hand-out for other suggestions as to how the changes could be enabled
- 22. 4. What resources are available to help you take this further? Each other Events Micro-site (resources, discussion) Newsletter Contact us! neilwhite57@gmail.com elisabeth@riverrhee.com
- 23. This presentation was delivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events
Editor's Notes
- Notes on Symbiosis from Wikipaedia This is an incomplete list of notable mutualistic symbiotic relationships, in which different species have a cooperative or mutually dependent relationship. This relationship can be endosymbiotic, whereby an organism resides in another's body or cells. There are three types of symbiosis: mutualism, commensalism, and parasitism. Mutalism is symbiosis in which both organisms benefit. Commensalism is symbiosis in which one organism benefits and the other is not harmed or helped. Parasitism is symbiosis in which one organism benefits and the other is harmed. Some of these relationships are so close that we speak of the composite of two species as one unit; for example, we speak of the composite of algae and fungi as lichens. This is analogous to our speaking of a modulator and a demodulator as a modem.
- There is no doubt about the increasing frequency and scale of change Spanish revolution 2011 – mass rallies mass unemployment Various countries bailed out by EU, Greece, Ireland, Portugal – total of 41! Problems in Egypt Scottish vote Retail casualties Globalization factor means we are increasingly vulnerable to world events So we must be better able to respond to change drivers
- Top inventions of the world plotted on a timeline
- As we can see there is an exponential growth in technological driven change – and its going to increase even faster.
- The term punctuated equilibrium is used to describe organisations that without an ability to continually address change drivers find themselves in a repeating cycle of transformational and continuous change Such transformation usually result in major disruption and the inevitable job losses – it is in the interest of all change for change to be managed successfully
- Each person deals with change in their own way – uniquely Aim here is to flatten the curve
- The aggregated effect of poor individual change management is poor performance Aim here is to flatten the curve
- Most people are aware of the way that change impacts the tip of the iceberg But the most difficult aspects of an organisation to change are in the mass that is generally hidden. Each of these if not managed appropriately can severely impede change progress.
- – recognising the contribution and relationship that Benefits Management has with other organisational capabilities Change Management– the ability to manage the organisation, its people and business operations through change BRM – an end to end benefits driven process that engages with stakeholders and links changes with business strategy. Provides meaningful data to enable management P2 – enabling changes must delivered with key abilities such as measurement, reporting, risk, estimating etc Portfolio – tuned to meet organisations strategic needs – puts organisation in control