Introduction
The presentation ( http://www.apm.org.uk/group/enabling-change-sig ) opened by describing the nature and size of the challenge that Organisational Change represents in our rapidly evolving operating environments. The fact that many varying business functions and roles are involved in transformational change and that this is often underestimated when ‘sizing’ a change. Unsuccessful change is a costly waste of resource with originating change drivers usually being left un-reconciled. Apart from the financial cost, change failure has a detrimental effect on those associated or impacted by the changes and leaves them less inclined to attempt to succeed with future change.
Enabling successful outcomes
It was posited that an improvement in the definition and specification of related organisational management disciplines would make the challenge of organisational change easier. Well defined boundaries being seen as necessary to provide a clear view of what was expected from those operating in each discipline; the degree and quality of relative specification helping to inform the nature and quality of collaboration. It was stressed that the size and composition of each discipline had to be an appropriate and proportionate response to the size and nature of the organisation. The relative positioning of the Organisational Change, Project/Programme & Portfolio, Business Management and Benefits Realisation Management disciplines was presented.
To illustrate how the uncertainty regarding functional boundaries may have evolved, several formal definitions of Programme Management were described. In particular it was asserted that clearer delineation between the programme and business change management functions was required.
Benefits Realisation
The fact that all change effort should be focussed on the realisation of benefits, in line with the organisations development strategy, and not simply the successful ‘delivery’ of new enablers such as IT, structural, management, process or technology etc was described. The Benefits Realisation Management discipline was briefly introduced and the APMG Benefits Management Model was described as a good approach to establishing and maintaining such a capability. The fact that benefits are only actually realised once the required change ‘enablers’ are transitioned, integrated and exploited within the business functions themselves was used to emphasise the essential nature of the Project and Programme Management disciplines. The interdependent and essential relationship between Change and Benefits Management was described and how the aims of each were mutually beneficial in achieving the organisation’s change goals was emphasised.
Finally, it was emphasised that an effective BRM implementation depended on a minimum level of project and programme management capability. The fact that it also represented a significant transformational and cultural change in its own right was often not c
1. Project & Change Management
– time for a rethink
Neil White
APM – Enabling Change SIG
Future Change Pillar Lead
Sheffield Business School
1st July 2014
3. Neil White Change Management Specialist
20+ yrs RAF (Engineering)
Change Management for last 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’
Association for Project Management
Enabling Change SIG – Change Futures Pillar lead
Benefits Management SIG Committee
4. The SIG’s mission is to ‘improve the
change capability of organisations,
teams and individuals’
Enabling Change SIG
5. SIG organised around four ‘Pillars’:
Change Futures
Change Capabilities & Methods
Membership & Events
Industry-focused Change Liaison Groups
Enabling Change SIG – Structure
Focused on
Thought Leadership
Community engagement
10. We know much about what can and does go
wrong – there are few surprises left!
The way it is
If the statistics regarding change failure are
correct something has to change......
Despite the strong growth in the Change
Management industry the failure rates
appear to remain persistently high
12. Four key disciplines (capabilities)
Organisational Change
Management
Business Change
Management
Benefits Realisation
Management
Project, Programme & Portfolio
Management
13. A high degree of uncertainty exists around
who is accountable and responsible for what
with respect to organisational change
Need for boundaries
The appropriate management disciplines
must be clearly identified and ‘bounded’
This provides a basis for organisational
change capability development
14. Programme Management Definition [1]
A group of interrelated projects and
other activities managed in a coordinated
way
to realize benefits contributing towards
the strategic objectives”
ISO Standard on Programme Management
15. Programme Management Definition [2]
A temporary, flexible organization,
created to coordinate, direct and oversee
the implementation of a set of related
projects and activities in order to deliver
outcomes and benefits related to
the organization’s strategic objectives.
Managing Successful Programmes [2011]
16. Programme Management Definition [3]
“The application of knowledge, skills,
tools and techniques to a program to
meet the programme requirements
and to obtain benefits and control not
obtained by managing projects
independently”
PMI Lexicon of Project Management terms. V.2 (2012)
17. Programme Management Definition [4]
“A group of related projects and change
management activities that together
achieve beneficial change for an
organisation”
Definition: APM BoK, 6th edition
18. APM’s Revised Competency Framework
26 competency areas in four domains
Governance
Planning and control
Managing others
Professionalism
It does not incorporate
Benefits Realisation Management
Change Management
It incorporates:
Proj, Prog & Portfolio Management
20. Suggested positioning of disciplines
This order of precedence provides assures
that an organisation’s investment in change
is aligned with its development strategy
23. Benefits Realisation Management enables an end-to-end
context for change to be established & maintained
Benefits Realisation Management
Organisational
Challenges &
Vision
The Benefits Realisation ‘factor’
Business
Change
Benefits
26. Align benefits with strategy
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
27. BRM Process Overview
Assures that an organisation’s investment in change is wholly beneficial and aligned to its
business development strategy
Vision
Strategic
Objectives
Functional
Objectives
Manage
Benefits
Changes
30. The sting in the tail!
Capability factor
Culture factor
31. This suite of integrated management capabilities is most
effective with BRM at its heart
Summary
There is a natural and symbiotic relationship between
BRM and Change Management
Need for boundaries between key organisational
management disciplines
Significant challenge to engender the required cultural
changes and minimum levels of capability maturity
The Reality & consequences of change & change failure
32. Project & Change Management
– time for a rethink
Neil White
APM – Enabling Change SIG
Future Change Pillar Lead
Mob: 07890397046
neilwhite57@gmail.com
Sheffield Business School
1st July 2014
Questions?
uk.linkedin.com/in/changevista/
33. APM Online
For Further information
LinkedIn
The Association for Project Management (Official group)
Facebook
Association for Project Management
Twitter
@APMProjectMgmnt
Slideshare
slideshare.net/assocpm
Google+
Association for Project
Management
YouTube
youtube.com/APMProjectMgmt
Notes de l'éditeur
From the APM volunteer community
What my presentation today will cover.
Consequences of change failure.
The role that Management disciplines play and the need for boundaries.
Look at BRM and how this is best enabled when integrated with the other disciplines
A look at the Symbiotic nature of BRM and Change Management.
This new SIG is aimed at supporting the APM community
Some programme managers see the Change Management task as their responsibility.
Though not a view that I hold this position must be respected
Could that be part of the c70% change failure problem
Two key areas of interest:
Change futures pillar – looking at the challenges of change management in the future
Capabilities and methods pillar consolidates what we know about change today
A quick reprise of the current situation regarding organisational change
We should not be surprised that many organisations find it hard to change.
Adding to the size of the challenge
unclear picture of the purposes of the changes
unclear picture of the role that people play
An organisations ‘stakeholders’ must make sense of the ‘same’ changes
Some are, or feel, so detached from the change process that they don’t even see themselves as stakeholders?
All stakeholders deserve a rational, proven and confident approach to change
This graph shows the aggregated effect (c16 views) of the impact on organisations of change
They all depict a period of (chaos) reduced performance but after a period of instability show an improved position – however as we have heard today the statistics tell us that the new status quo is not necessarily an improved position
But what this graph doesn’t reflect is the fact much change does not depict is the extent of benefit achieved from that change
Change Management aim is to reduce the period of instability and ensure change goals are achieved
All investment in change must be beneficial i.e. pet projects can no longer be tolerated and change failure is unacceptable
Change failure is not only wasteful
The change driver will not have gone away so the organisational position will be worse of than before
What this means is that unless a change is going to succeed in realising its business benefit it must be stopped.
Q. How does the organization know it needs stopping?
Q. How do you evidence the fact?
The Benefits Realisation Management discipline thatwe shall learn more of shortly enables these and many other questions to be answered!
Ever-repeating change related problems
Some of the known problems:
Staff turnover
Poor accountability & responsibility
Succession planning
Communication – what to say & when to say it
Poor understanding of value & costs
Aversion to risk
Poor confidence
No vision
No or ambiguous objectives
No or poor data to inform decisions
Too much change!
etc etc
Need an approach that unites stakeholders and recognises their individual skill sets (disciplines)
Time to rethink current disciplines
Hold them to account for their performance
Organisation should be self-sustaining & evolutionary and learn from their experiences – good and bad
A look the contribution made by organisations management disciplines
Introduce four key management disciplines
Organizational Change Management – management of change environment and enterprise level change methods and support
Project, Programme & Portfolio – Delivery of change enablers and business capabilities
Business Change Management – must take and implement the changes
BRM – provides assurance that changes are aligned with organizational strategy and are wholly beneficial
Each discipline
Strives to be best
Collaborates for the greater good
An overriding fact for each disciplines
Change initiatives must focus less on the delivery of changes and more on realising benefits and value
Some Project and Programme Managers believe that they are responsible for delivering business change – with little business knowledge
End users not involved until implementation of changes but have responsibility for their success
Business Managers not able to control the impact of change in their working environments
Disciplines with clear boundaries reduce uncertainty
Provide a basis for improvement based upon lessons learned
Looking at four definitions of Programme Management
Does not appear to support the fact that it is business functions that must realize benefits through change
Programmes enable benefits but cannot deliver them
Still not clear enough distinction for many
Appears to position programmes as deliverer of benefits rather than an enabler
Best definition to position programme management as a benefits enabler
APM Competency framework
26 competency areas in four domains
Used to be focussed upon Project Managers but now incorporates Project. Programme and Portfolio Management disciplines
APM positions Change and Benefits Management as separate disciplines
Ethics, compliance and professionalism, Team management, Conflict management, Leadership, Procurement, Contract management, Requirements management, Solutions development, Schedule management, Resource management, Budgeting and cost control, Risk, opportunity and issue management, Quality management, Consolidated planning, Transition management, Financial management, Resource capacity planning, Governance arrangements, Stakeholder and communications management, Frameworks and methodologies, Reviews, Change control, Independent assurance, Business case, Asset allocation, Capability Development
Classical relationship between Project, Programmes and Portfolios
Project and Programme management develop change enablers and business capabilities
Responsibility for successful operations and benefits realisation rests with the business functions
Even with this level of structure and implied rigour – project and programmers continue to fail! So alone this degree of specification cannot be the answer
The order of preference shown here is key in assuring that the organisation’s objectives are of paramount importance and the delivery of change is rightly focused on the realization of benefit
You will notice that BRM is positioned to steer both PPP and business change management
Audience participation:
Provide examples to these common questions..
Stakeholder Management satisfies these questions:
WHY? The reason why change is necessary in terms that all stakeholders can relate to
What? An understanding of what must change in order to achieve the agreed organisational objectives
HOW? An understanding of how the required changes will be made achieved through open dialogue and people participation
Where? An agreed schedule of activities to be achieved to develop, prepare for and implement the required changes
When? An agreed schedule of activities to be achieved to develop, prepare for and implement the required changes
Who? An overt declaration of who is accountable and responsible for what
In particular my experience tells me that people to know:
That the change cause is just
Confident in their organisation’s approach
Respected 4 what they know & change impact on them
That there will be sufficient resources to manage the change
That meaningful and accurate information
To be involved in the change process
Organisation uses a defined method and processes
So approach is there can provide answers to questions such as these and provide a framework for change?
What BRM brings to the table………..
BRM creates and maintains a path between an organisations vision and strategic objectives and the beneficial outcomes it must achieve
A path that all stakeholders can relate to!!
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
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
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.
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 aimed at beneficial change
Informed decision making
Investment in change to be tailored to meet business need
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
BRM provides the perfect opportunity to ‘implicate’ its people in the change process.
BRM can bring people ‘up the change lifecycle’ and provide them with a meaningful context and role in the change process
Early involvement results in better commitment and informed solutions
Exploits untapped Innovation and creativity
Although sponsored from ‘above’ change initiatives should fully engage with stakeholders across the whole lifecycle
Vision & Objectives, applicable and understood by all
Identify Benefits & changes – achieved through participative workshops
Developing changes – heavy involvement by users
Optimising the initiatives – organisation interest in correct priorities are set
Managing the initiatives – focus on the enablement of benefits – not the changes
Manage Performance – ensure benefits are realised
Culture
BRM requires a major culture shift in behaviour
People must be willing and able to challenge and be challenged
To enable this free flow of information
People must be willing to accept accountability, ownership, responsibility
Capability
Benefits Management can only be truly effectively when an organisation has a minimum project/programme and portfolio management capability
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.