Making Sense of Change Management. MSPUG oktober 2010 Lex van der Helm

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1 Making Sense of Change Management MSPUG oktober 2010 Lex van der Helm

2 Change does not necessarily assure progress, but progress implacably requires change. Henry Steele Commager cursus.pot / 2

3 Definitions Change Management is a structured approach to managing change in individuals, teams, organizations, and societies that enables the transition from a current state to a desired future state. Programme Management The action of carrying out the coordinated organization, direction and implementation of dossier of projects and transformation activities to achieve outcomes and realized benefits of strategic importance to the business. From MSP cursus.pot / 3 MSP is a Trade Mark of the Office of Government Commerce

Programme Management The action of carrying out the coordinated organization, direction and implementation of dossier of projects

4 Tools Stakeholders Communications Individual change model Sponsorship Training Resistance management Awareness Training Stakeholders Tranches Aggregated risk Benefit Distribution Matrix Project charter Business case Disbenefit Risk identification Benefit Realisation Manager Gateway Review cursus.pot / 4

Aggregated risk Benefit Distribution Matrix Project charter Business case

5 Scope Project Management Project Outputs enable Change Management Business changes also cause create Desired Outcomes Measured in Side effects and consequences result in Realise further Benefits helps achieve one or more Dis-benefits Strategic Objectives MSP is a Trade Mark of the Office of Government Commerce cursus.pot / 5 Crown Copyright Reproduced under Licence from OGC.

Benefits helps achieve one or more Dis-benefits Strategic Objectives MSP is a Trade Mark of the

6 MSP and Change Programme management aligns three critical organisational elements Corporate strategy Delivery mechanisms for change Business-as-usual environment Programme management often involves changes to the culture, style and characters of organisations. The people aspects of change must be recognised and accommodated if the programme is to succeed. MSP 1.3 What is Programme Management? cursus.pot / 6 Crown Copyright Reproduced under Licence from OGC.

7 MSP and Change Seeing through change in a programme is a leadership challenge. In addition to the need to manage a large number of complex tasks, people need to be led. It is impossible to move to a better future without a clear leadership. A programme is relevant where there is a need to achieve transformational change [..] in order to achieve such a beneficial, future state, the leaders of a programme must first describe a clear vision of that future. MSP 2.2 The Principles cursus.pot / 7

It is impossible to move to a better future without a clear leadership.

8 MSP and Change A programme is always commissioned in a wider context of change. At this macro level of viewing change a programme may be seen as a part of a larger strategic change initiative or part of a corporate portfolio of change At a micro level each individual is affected by the programme and goes through their own cycle of change [..] Change is ubiquitous and iterative MSP 6.4 Business Change Management cursus.pot / 8 Crown Copyright Reproduced under Licence from OGC.

of a corporate portfolio of change At a micro level each individual is affected by the programme and goes through their

9 MSP and Change 1. Clarifying need to change. Identifying a Programme 2. Form vision and agree objectives. Identifying/Defining a Programme 7. Manage Performance. Managing the Tranches/ Releasing Benefits/Closing a Programme 3. Identify benefits and changes. Identifying/Defining a Programme/Realising Benefits Engage Stakeholders 6. Manage initiatives. Delivering the Capability/ Realising Benefits 4. Define initiatives. Defining a Programme/ Managing the Tranches 5. Optimise initiatives. Defining a Programme/ Managing the Tranches MSP Figure 6.1 Example of a change process model cursus.pot / 9 Crown Copyright Reproduced under Licence from OGC.

Identifying/Defining a Programme/Realising Benefits Engage Stakeholders 6. Manage initiatives. Delivering the Capability/ Realising Benefits 4. Define initiatives.

10 MSP and Change MSP 18 Realising Benefits cursus.pot / 10 Crown Copyright Reproduced under Licence from OGC.

11 cursus.pot / 11

12 Levels of Change Leading Change 12 cursus.pot / 12

13 Individual Change 13 cursus.pot / 13

14 cursus.pot / 14

15 Myers-Briggs Type Indicator Extraversion Energy Introversion Sensing Information intuition Thinking Decisions Feeling Judging Lifestyle Perceiving!"# 15 cursus.pot / 15

16 Team Change cursus.pot / 16 $ $ %

17 Tuckman forming adjourning storming performing norming "&' cursus.pot / 17

18 Belbin Plant Shaper Implementer Specialist Coordinator Teamworker Monitor/Evaluator Completer/Finisher Resource Investigator cursus.pot / 18

19 Organizational Change cursus.pot / 19

20 The Flux and Transformation Metaphor Order naturally emerges out of chaos. Organizations have a natural capacity to self-organize and self-renew. Organizational life is not governed by the laws of cause and effect. Change cannot be wholly managed it emerges. Managers do not act upon a system they are within it, affecting change daily. Tensions and conflicts are important sources of healthy change. Managers help to contain change, and create the right conditions for change. 20 cursus.pot / 20

Organizational life is not governed by the laws of cause and effect. Change cannot be wholly managed it emerges.

21 Lewin s Three Step Model 21 cursus.pot / 21

22 Kotter s 8-step model 22 cursus.pot / 22

23 William Bridges Managing the Transition 23 cursus.pot / 23

24 The first basic ingredient of leadership is guiding vision. The leader has a clear idea of what he wants to do professionally and personally and the strength to persist in the face of setbacks, even failures. Unless you know where you are going and why, you cannot possibly get there. 24 cursus.pot / 24

25 Jean Lipman-Blumen (2002): Vision is no longer the answer. She encourages leaders to search for meaning and make connections, rather than build one vision. She says that new global ways of working required new ways of thinking which deal constructively with overlapping visions and diversity of views. 25 cursus.pot / 25

26 Questions If Vision is no longer the answer, how can I then have a succesfull programme? If an organisation can be viewed as to be in Flux and Transformation how will MSP then help me to achieve transformational change? cursus.pot / 26

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Benefits. MIRACLE Benefits. I have no idea! What is going on in here? Konferencja "Bezpieczny Projekt" WARSZAWA 11 maja 2010 r.

Benefits. MIRACLE Benefits. I have no idea! What is going on in here? Konferencja Bezpieczny Projekt WARSZAWA 11 maja 2010 r. Programme Plan MIRACLE Benefits Benefits What is going on in here? I have no idea! 1 W A R S Z A W A R Z E S Z Ó W W R O C Ł A W 1 Fitting the pieces together How the APMG Product Set helps you manage