Using Value Methodology for Organizational & Business Process Improvement

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1 Using Value Methodology for Organizational & Business Process Improvement Ashley Carson, MSOD, CVS, LEED Green Associate, ENV SP Value Management Strategies, Inc.

2 Sample Projects Caltrans Traffic Census Program Improvement Study Caltrans D 7 Planning Organizational Alignment DoS OBO Cost, Continuous Process Improvement Study Caltrans OBEO/ DES OE Process Improvement & Partnering Caltrans Unbalanced Bid Analysis USACE Huntsville Center Ordinance & Explosives Caltrans SR 710 R/W Property Management Caltrans Construction Standards Process Review Caltrans SHOPP Project Initiation Document Streamlining Sound Transit Design Manual Study

3 Introduction Key differences & context Job plans Tools and techniques

4 Key Differences of Process & Org Studies Human behavioral systems engineering systems Organic vs planned evolution Often not well understood Presenting problem is usually a symptom Objectives typically unclear ROI is more difficult to calculate

5 What we know about change 41% Success rate* 44% Did not meet time, budget or quality goals 15% Missed all goals or were stopped Most significant challenges: 58% Changing mindsets and attitudes 49% Corporate culture *Making Change Work, IBM, 2008

6 Formal Aspects (Overt) Policies & Procedures Structure Technology Goals The way we say we get things done Informal Aspects (Covert) Beliefs & Assumptions Perceptions Attitudes Feelings Values Informal interactions Group norms The way we really get things done

7 Resistance

8

9 Benefits of Using VM Cross functional teams help to reduce silos Using internal team members develops buy in Builds capacity within the organization to help sustain change

10 Job Plans

11

12 Understand Typical Consulting Model Evaluate Act Analyze Recommend Plan

13 Using VM for Processes Understand Data Collection Analyze Sense Making Current state Recommend Idea Generation & Evaluation Recommendation Development Preliminary Report Plan & Act Decision & Implementation Planning Final Report Communication & Implementation Evaluate Follow up session New Current State Adjust Plan as Needed Pre workshop Info Gathering sessions Feedback Session VE Study Decision & Planning Meetings Implementation Assistance Review Session

14 Preparation Information Typical Project Study Element Durations Analysis Speculation Evaluation Development Presentation

15 Preparation Information Analysis Speculation Evaluation Development Complexity Presentation

16 Prestudy Stakeholders Team Members Roles & Responsibilities Scope, Schedule & Deliverables Study Charter

17 Information Phase Methods, Tools & Frameworks Surveys Interviews Focus Groups Process Mapping Influence Analysis SWOT Organizational Assessment Models OCAI Work Breakdown Structure RACI Benchmarking

18

19 Communications RACI for SharePoint 2010 upgrade/homepage redesign Responsible > Approver > Contributor > Information Communication Activity Project comms Ecomms Business owner Program PM Program Sponsor IKM Change Mngt Employee Comms Project PM Communication plan Targeted communication (site owners/ authors) Targeted communication Communication to all visitors Cutover communication Internal Project Communications Program Communications R C A A A I/C I/C I/C I R/C C/R/I A A I I I I I R I A A I I I I I R/C C/R/I A A I/A I I I/A I R C/I A A I/A I I I I I I C/R/I R/C I I I I C/R I I R/C R/C I I I I I

20 The McKinsey 7S Model Galbraith s Star Model Environment Information Phase People Strategy Structure Tools Rewards Processes Behavior Performance Culture

21 Products Market Leadership People Processes

22 Organizational Culture Assessment Instrument (OCAI) Clan Friendly place to work that feels like an extended family Internal Focus & Integration Clan Sample OCAI Profile for a Team Flexibility & Discretion Adhocracy External Focus & Differentiation Adhocracy Dynamic, entrepreneurial, and creative workplace Hierarchy Formalized and structured place to work Hierarchy Stability & Control Now Preferred Market Market Results oriented workplace

23 Data Analysis Making Sense of the Data Getting the Client to Own the Data Remember primary challenges: Changing mindsets & attitudes Corporate culture

24 Engage the whole system Develop buy in Discover What gives life? The best of what is Idea Generation, Evaluation & Development Build alignment Deliver How to empower, learn & adjust / improvise? Alternatives to Brainstorming: Appreciative Inquiry Define What to learn about Design What should be? The ideal structure, form, process. Dream What might be? The Preferred Future

25 Presentation

26 Implementation Compelling Call to Action Compliance versus Accountability Implementation Planning: What, Who, When, How, etc Communication and More Communication Capacity Building

27 Takeaways: Leveraging VM for Processes & Org Change Most challenges are people based VM s team focus builds buy in, breaks silos & bolsters communication skills Greater complexity requires more in depth information phase activities Embrace resistance, it will help identify underlying issues

28 Questions

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