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Project, Programme, Portfolio Relationship
Programmes [MSP, 2011]
Sponsor/Business
Change Managers
responsible for benefits
realisation
Organisational
Strategy
Portfolio](https://image.slidesharecdn.com/a0583323-58aa-41c7-aaff-a64c182529bf-150205041242-conversion-gate01/75/27th-NE-17-32-2048.jpg)
Uploaded byNeil White
27th NE 17
This document contains information about Neil White, a change management specialist, and his presentation on benefits management and change management models. The presentation discusses Neil's background and credentials in change management. It then provides an overview of common change management mistakes. Several change management models are described, including Kotter's 8 steps of change and the ADKAR model. Benefits management and its relationship to change management is discussed. In summary, the presentation aims to show how benefits management can help overcome common challenges in change management by taking a structured approach.
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27th NE 17
- 1. Neil White Managing Director– ChangeVista Ltd 07890397046 Benefits Management to enable change APM – North East Branch 27th January 2014
- 2. Neil White ChangeManagement Specialist >20 yrs RAF (System Engineering+) Change Management for >20yrs Business Improvement (SEI CMMI) - Assessment and Services Lead Transformation Change Manager Benefits & Business Change MSc Change Management ‘an ardent believer that the ability to change is more important than the required changes themselves’ Association for Project Management (APM) Enabling Change SIG – Change Futures Pillar lead Benefits Management SIG - Secretary
- 3. Benefits Management SIG ‘Todevelop and promote benefits management as a core driver of successful project, programme portfolio and change management’
- 4. The SIG’s missionis ‘to improve the change capability of organisations, teams and individuals’ Enabling Change SIG
- 5. ‘my standpoint isthat although outcomes are greatly improved through the application of each one of these disciplines – they become particularly effective when implemented together’
- 6. ‘the only constantin life is change itself’ The simple truth about change Herakleitos of Ephesus (c.535 BC -475 BC) Greek philosopher
- 7.
- 8. Project Managers? Change Managers? Benefit Realisation Managers? What is yourmain profession? Business Change Managers? Other?
- 9. What change problemshave you experienced?
- 10. Mistake #1 –Starting too late Mistake #2 – No winning strategy Mistake #3 – Fanfare Mistake #4 – Employees hear it from the media first Mistake #5 – Failure to make a compelling and urgent case for change Mistake #6 – Only focusing on the rational elements Mistake #7 – Not dealing proactively with resistance Mistake #8 – Lack of communication Mistake #9 – Not enough leadership Mistake #10 – Ignoring current corporate culture Mistake #11 – Failure to understand and shape the informal organization Mistake #12 – Not involving the employees Mistake #13 – Over-reliance on structure and systems to change behavior Mistake #14 – Failure to distinguish between decision-driven & behavior dependent change Mistake #15 – Lack of skills and resources Mistake #16 – Focusing only on the long term Mistake #17 – Failing to plan small successive successes Mistake #18 – Using the wrong indicators to measure progress Mistake #19– Assuming that change is complete once initial goals are achieved Mistake #20 – Excessively open-ended process http://www.torbenrick.eu/blog/
- 11. My change managementobservations Management agenda – underestimation of what is required to achieve a successful outcome A cultural inability for staff and management to talk An inability or willingness to learn from experience Inappropriate change management approaches Poor to non-existent appreciation of stakeholder needs Failure to recognize the importance of roles The knowing-doing gap John Thorpe - MOVING BEYOND WORDS TO ACTION (August 2008)
- 12.
- 13. Change Models and whatthey tell us
- 14. Need for Change Change Behavior Change Direction Change Sustainability 1. Establisha Sense of Urgency 2. Form a Powerful Guiding Coalition 3. Create a Vision 4. Communicate the Vision 5. Empower Others to Act on the Vision 6. Plan for and Create Short Term Wins 7. Consolidate Improvement s & Produce More Change 8. Institutionalize New Approaches Committed Leadership Kotter's Eight Phases of Change
- 15. Change Sustainability Change Behavior Change Direction Need for Change Kotter's EightPhases of Change 1. Establish a Sense of Urgency 2. Create a Guiding Coalition 3. Develop a Vision & Strategy 4. Communicate the Change Vision 5. Empower Action 6. Generate Short-Term Wins 7. Consolidate Gains & Produce More Change 8. Anchor New Approaches
- 16. The ADKAR Modelhelps organisations understand change from the position of both individuals and groups Source: Prosci ADKAR Model Awareness Desire Knowledge Ability Reinforcement ADKAR Change Model • Understand the need for change • Understand nature of the change • Sustain the change • Build a culture and competence around change • How to change • Implement new skills and behaviors • Support the change • Participate and engage • Implement the change • Demonstrate performance
- 17. Lewin’s Three Stagechange process is a simple framework in which to understand and manage organisational change Ensures that employees are ready for change Unfreeze Execute the intended change Change Ensures that the change becomes permanent Refreeze Lewin, K (1952) Field Theory in Social Science Kurt Lewin’s change model
- 18. Apparent ‘equilibrium’ Refreeze Change Kurt Lewin’s changemodel Unfreeze Lewin, K (1952) Field Theory in Social Science
- 19. Kubler Ross TransitionCurve Numbness Shock Denial Fear Anger Depression Understanding Acceptance Moving On Morale&Competence Time
- 20. Change Challenge -Individuals Adams, Hayes & Hopson (1976)
- 21. Understanding the organisation French,W and Bell, C (1984) Organizational Development: Behavioral Science Interventions for Organization Improvement,
- 22. Question: What do eachof these change models have in common? Answer: An appreciation that people matter, context matters, engaging with the change process matters, knowledge of the change matters What can we understand from these models?
- 23. Communication: what tosay, when to say it, who to say it to Engagement: opportunity to establish meaningful stakeholder relationships Method: people knowing what to do and when it should be done Key Change Enablers Accountability: people knowing who is responsible and for what
- 24.
- 25. Having identified thekey reasons for poor change performance (outcomes) and how change models have been developed to help mitigate them, my aim now is to show how Benefits Realization Management (BRM) can overcome them
- 26. A Benefits ManagementModel 5 Practices 7 Principles
- 27. Benefits Management Practices Benefits Management –5 Practices Identify & Quantify Value & Appraise Plan Realize ReviewBenefits Management Practices
- 28. Align benefits withstrategy Start with the end in mind Utilize successful delivery methods Integrate benefits with performance management Manage benefits from a portfolio perspective Apply effective governance Develop a value culture Benefits Management - 7 Principles
- 29. The centrality ofBRM Benefit Realisation Management Benefits Identifies & analysis Plans Highlights dependencies Stakeholders Engages Reviews & Governance Vision or End Goal Establishes Enablers & Business Change Defines requirements Blueprint Shapes Roles Clarifies Business Case Informs Delivery Structures Qualifies Risks Identifies Measures Determines, tracks & reports Drives Benefits Realisation Management, Gerald Bradley, Gower
- 30. An overview ofthe BRM Process The BRM process provides assurance that an organisation’s investment in change stays aligned to its strategic goals Vision Strategic Objectives Functional Objectives Manage Benefits Changes But BRM brings much more to the change process…….
- 31. Vision & Objectives Identify Benefits & Changes Define Initiatives Optimisethe initiatives Manage Initiatives Manage Performance Engage Stakeholders Steve Robinson – June 2014 Project Magazine Stakeholders and BRM
- 32. Projects [APM, BoK6] Project,Programme, Portfolio Relationship Programmes [MSP, 2011] Sponsor/Business Change Managers responsible for benefits realisation Organisational Strategy Portfolio
- 33. Positioning of relateddisciplines The order of precedence shown here ensures that the resulting organizational changes meet the required business needs
- 34.
- 35. What it boilsdown to is that BRM is best implemented with a Change Management mindset and Change Management should seek to capitalise on the opportunities provides by BRM
- 36. Neil White Managing Director– ChangeVista Ltd 07890397046 Benefits Management to enable change QUESTIONS?
Editor's Notes
- #2 I am here not as an expert speaker but someone who is excited about BM as credible answer to many problems with change. Here to share that excitement and hopefully get you excited too. Not hidden in the various texts but frequently over looked for its utility in supporting change Our aim with change is to realise the benefits – nothing more and nothing less It is ironic that a significant element of the solution can be found within the benefits method itself
- #3 Too many compromises – decided to cut my own furrow Somebody has to occupy the ideal position During my CMMI days I conducted 100’s of interviews with project management personnel and have only recently understood how we were getting it wrong in those days. The Mantra was follow the process and don’t deviate. With the caveat that you could fix the process if it didn’t work. But insufficient process performance accountability and uber-bureaucracy meant that people became disenfranchised from their way of working. A product of learning and experience Passionate about change and want to see it succeed Not enamoured by change industry My motto where possible is of the people for the people
- #4 This is with an understanding that a successful project is one that realises the expected benefits and the organisation changeability is enhanced rather than degraded.
- #7 Change has been with us for very many years and is here to stay. Above all it is important to recognise this simple fact! But it is becoming increasingly prevalent and far-reaching. And if this is true we might as be as good at it as we can be! If we do have to change lets do it right and embrace it as an opportunity. Things that can be improved through the change process: Trust Relationships Improved ways of working Sense of being valued Amount and Quality of individual contribution Respect for our respective roles and each other My own perspective is one of optimism coloured with dashes of pragmatism and idealism. In this presentation I would like to identify some of the common change management problems Present and discuss aspects of specific change models which seek to make sense of change set change management expectations Describe how BRM can help overcome many change related problems and thereby help assure successful outcomes are achieved
- #9 Know who I am presenting to – for now and future events. Who does what? Please put your hands up at least once – if you have more that one role then please hands up it Show of hands – count and record
- #10 Can we capture a few of the problems and issues you face on a day to day basis? In your experience, ‘what are the problems you have encountered where change is concerned’? Lets try to understand if BM could have helped overcome that problem………….
- #11 For information only – the red ones are those that I think BRM addresses
- #12 1 – trying to do it on the cheap – little investment in money, time and other resources 2 - The likely problems are known as are the required solutions – but the wrong things are done anyway – John Thorpe paper reference. 3 – Trust, openess, confidence, lack of knowledge, fear
- #14 We must be wary of change models - but they have been developed with a view to addressing known problems Remembering that all models are, to a certain degree, wrong but some are useful…. All change is highly contextual – to be of any use models have to be contextualized
- #15 Included for neatness – and you can re-use this yourselves
- #17 5 types of inflexibility
- #21 Each person deals with change in their own way – uniquely Aim here is to flatten the curve
- #23 In one shape or another we have heard it all before. We know what the problems are and we know how to solve them – what is/was needed was a platform and framework in which to work in – BRM can provide that framework People matter – not only do they matter they are the single most important driver for successful change People need goals and methods that they can trust and contribute to – everybody needs to make sense of change People need to relate to and engage with all phases of the change lifecycle
- #24 I can distil this down further Communication Engagement opportunity Appropriate methodology (framework)
- #25 And this is where BRM comes in. Able to bring sunshine into all of our lives.
- #26 Nuff said!
- #27 Identify & quantify – workshops benefits and non-benefits & quantify to increase accuracy Value & appraise – financial & non-financial benefits – cost benefit analysis – frameworks at org level Plan – validate, prioritise, pretransition planning, benefit measures. Leading and Lagging. Before during and after, stakeholder engagement, Accountability and and transparency of BRM. Mitigation of disbenefits Realize – benefits tracking and reporting – trend analysis. Review – review is a constant. Major stages reviews. Linked to project Gate process. Achieve lessons learned. Process improvement, forecasting improvement
- #28 Identify & quantify – workshops benefits and non-benefits & quantify to increase accuracy Value & appraise – financial & non-financial benefits – cost benefit analysis – frameworks at org level Plan – validate, prioritise, pretransition planning, benefit measures. Leading and Lagging. Before during and after, stakeholder engagement, Accountability and and transparency of BRM. Mitigation of disbenefits Realize – benefits tracking and reporting – trend analysis. Review – review is a constant. Major stages reviews. Linked to project Gate process. Achieve lessons learned. Process improvement, forecasting improvement
- #29 Align benefits with strategy – ensure benefits are realised evidence meeting of strategic objectives Start with the end in mind – ensure that projects and programmes are focussed on the delivery of benefits Utilize successful delivery methods – prince2/MSP/ unsuccessful delivery = no or limited benefits Integrate benefits with performance management – for efficiency and limit overhead and use of real operational data Manage Benefits from a portfolio perspective – benefits management is more effective if used on whole portfolio of change projects. Limits double counting. Lessons learned and communicated. Consistency. Apply effective governance – evidence that we are doing the right thing the right way. Clarity. Aligned. Even handed Develop a value culture – people understand the importance of business value and benefit and not simply change for changes sake i.e. New process or IT system.
- #31 Another process view of the end-to-end thread that BRM provides between an organisations vision and strategic objectives through to the realisation of the required benefits BRM enables: An unambiguous view of an organisation’s challenges and their response to them Effective resource management Changes are focused only on beneficial change Informed decision making Investment in change to be tailored to meet business need Informed Prioritization of benefits and change initiatives Effective stakeholder engagement Meaningful accountable and ownership of change outcomes It is never to too late to apply benefits management thinking to a change initiative – but the earlier and more effectively it is done the better
- #33 Portfolio of projects and programmes Real data is needed to tune the portfolio for maximum efficiency against business needs Tuning means prioritising objectives, benefits, changes (options)
- #34 3P [initiatives] Change Management needs ‘anchor points’ and structure upon which people can rationalise change and the related change activities for themselves BRM provides the context, focus, sense of purpose and engagement opportunities that make sense and provide a framework for Change Management
- #37 I am excited because I know that BM is the answer to many problems with change. Here to share that excitement and hopefully get you excited too. Not hidden in the various texts but frequently over looked for its utility in supporting change Our aim with change is to realise the benefits – nothing more and nothing less It is ironic that a significant element of the solution can be found within the benefits method itself