« Déployer et faire adopter des projets de nouvelles technologies, qui occasionnent des changements humains et culturels, sont des défis de taille!!! Pendant cette session, nous allons partager l’importance de la synergie entre les pratiques de Gestion de projets et de Gestion du changement pour optimiser le partage et la gestion des connaissances de même que la collaboration interne. Nous vous invitons à assister à notre session pour apprendre de « notre histoire et parcours », vécus à travers différentes unités d’affaires chez Bombardier, de la conception du projet en passant par le projet pilote, le retour d’expérience et le déploiement complet de l’outil de collaboration. »
BIOGRAPHIE
Mme Sapene détient un baccalauréat en Administration des affaires et une maîtrise en Système
d’intervention humaine de l’Université Concordia, un certificat en Responsabilité sociale corporative de l’Université de Toronto ainsi qu’un diplôme comme APMG CM Global Facilitateur. Durant les 25 dernières années, elle a cumulé de l’expérience en Gestion de projets et en Gestion du changement, particulièrement en analyse stratégique, en réorganisation, en processus et en déploiement de système. À titre de directrice du département de Gestion du changement – Gestion du cycle de vie du produit – Ingénierie chez Bombardier, Mme Sapene dirige une équipe à l’avant-garde de l’innovation dans un environnement d’affaires internationale, complexe et multiculturelle en perpétuel transformation. En partenariat avec Aéro Montréal, elle était aussi à la tête de la conceptualisation, du prototypage et du déploiement du programme « Passion pour l’aviation » destiné à inspirer les jeunes dans leur choix de carrière vers les sciences et les technologies. Ce programme est maintenant déployé dans plusieurs pays. En ce moment, elle est à la tête d’un projet majeur de gestion de changement en Gestion des connaissances – le déploiement de SharePoint chez Bombardier. Elle donne aussi fréquemment des conférences à des événements tant locaux qu’internationaux, incluant PMI, HEC, McGill, IT Chapter Montreal, Alia et autres. Merling enseigne la Gestion du changement au programme de Gestion de projet à l’Université McGill, et membre du conseil d’administration HPIC, sante et espoir, et IScoa.
Similaire à Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE CHANGE MANAGEMENT : IMPLEMENTING A COLLABORATION TOOL ACROSS BOMBARDIER
CWIN17 london digital ops model and transformation - max bocchini and ishit...Capgemini
Similaire à Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE CHANGE MANAGEMENT : IMPLEMENTING A COLLABORATION TOOL ACROSS BOMBARDIER (20)
Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE CHANGE MANAGEMENT : IMPLEMENTING A COLLABORATION TOOL ACROSS BOMBARDIER
1. 1
Synergy between Project Management
and People Change Management
Implementing a Collaboration tool across Bombardier
Workshop
Merling Sapene
Director, People Change Management
Marco Beaulieu
Head of Knowledge Management
Product Development Engineering,
Bombardier
2. How to integrate Project Management and People
Change Management
Discuss lessons learned after deploying a
collaboration tool across Bombardier
Apply “Change Management Toolbox 101”
2
WORKSHOP LEARNING GOALS
3. 1. Introduction
2. Knowledge Management (KM) at Bombardier
3. Our journey to deploy a collaboration tool:
Synergy between Project Management and
People Change Management
4. Conclusion
3
SCHEDULE
4. 4
Bombardier:
Creating better ways to move the world
Manufacturer of aircraft and trains
Presence in over 100 different countries
Manufacturing and Service facilities across the globe
The evolution of mobility is
our brand promise
BOMBARDIER
5. CONNECTING
• people and bridging silos
SHARING
• knowledge and best practices
SUCCEEDING
• in solving problems and helping each other
Connect engineers into
a network of knowledge
to foster ongoing
innovation
5
GOAL
7. Time in
the office
NVA
30%
Engineers report that more than 30% of their time in the office
is spent on non value-added (NVA) tasks
7
IMPACT
• Rework
• Document Management
• Meetings
• Searching for documents
• Looking for missing documents
9. 9
Knowledge Center
Knowledge
Library
Knowledge Domain Site
Documents
Library
Out of Scope
• Documents that must be
shared with groups outside
of engineering
• Not created by Bombardier
• Officially published in
another system
Examples:
• Design guidelines
• Knowledge page
• Memos
• Problem solving
sheets
• Technical reports
Examples:
• Master plan
• Gap analysis
• Multi site and discipline
meetings presentations
• Newsletters
• Discussions
Examples:
• Requirements
documents
• Certification
documents
• Drawings
CRITICAL KNOWLEDGE
10. 1. Easily find internal experienced individuals
2. Render Bombardier-wide critical knowledge available
at fingertip
3. Reuse “our know-how”
4. Improve communication & Bridge internal silos
10
TOOL BENEFITS
11. 11
28 KNOWLEDGE DOMAINS
Acoustics Flight Test
Aerodynamics Flight Deck Design
Aircraft Configuration Loads & Dynamics
Airworthiness Mass Properties
Airframe Structure Materials and Processes
Avionics Pneumatics
Cabin Interior Product Integration
Cabin Systems Program Management
Configuration Management Project Management
Control Systems Propulsion
Electrical Reliability Maintenance & Safety
Electronic Equipment Design
Assurance
Stress
Electromagnetism System Simulation
Experimental Thermodynamics
KNOWLEDGE DOMAINS
12. REDUCED REOCCURENCE
OF ERRORS AND
INCREASED EFFICIENCY
WHY KM AT BOMBARDIER?
•Multiple knowledge databases not connected
•Poor knowledge search functionalities
•A loose network of engineers
•Experts firefighting on programs
•Existing knowledge that is not shared
Today
REOCCURRING DESIGN ISSUES AND
TIME LOSS IN SEEKING KNOWLEDGE
AND EXPERTISE
Tomorrow
EFFICIENT KNOWLEDGE
MARKETPLACE:
•Knowledge communities
•Detailed company directory
•One-stop knowledge search
•Codification systems for
reusable knowledge
12
13. Our Journey to deploy a collaboration
tool at Bombardier
Synergy between Project Management
and Change Management
13
14. COLLABORATION PLATFORM
14
• Transform culture to a knowledge-sharing community
• Connect engineers to a network of knowledge
• Develop new methodologies and processes
• Implement new collaboration tools to support KM
activities
• Launch Pilot
Implement a solution for the engineering community to capture,
organize and disseminate reusable knowledge.
GOAL
16. 16
2015 2016 2017
Q4 Q1 Q2 Q3 Q4
Acoustics
ASIL*
Thermodynamics
Airworthiness
Control Systems*
WAVE # 1 :
6 domains
WAVE # 3 :
8 domains
WAVE #2 :
10 domains
September January
Acoustics, Airworthiness and Thermodynamics are completely on boarded
*Remaining users to be trained in other Waves
DEPLOYMENT WAVES
17. “Managing change is helping people
cope with changes in the workplace and
getting them through the transition period
from the current to the future state
with as few disruptions as possible”.
Change Management, Jeffrey M. Hiatt, Timothy J. Creasey
17
WHAT IS PEOPLE CHANGE
MANAGEMENT?
20. Why are we launching this project?
AS-IS
Engineering:
1. Knowledge is siloed
2. Knowledge is not easily
accessible
3. Collaboration with others
is limited
4. Development of
disconnected applications
TO-BE
System that improves
Engineer
collaboration, sharing,
and finding
information
WHY Change?
21
CASE FOR CHANGE
21. 22
2015 2016
MAR APR MAY JUNE JULY AUG SEP OCT NOV DEC JAN
Technical Solution
Configuration
Sprint 3
Sprint 4
Backlog
closure
Recommendation
Investment
Hand over
&
Stabilization
Sprint 1
Sprint 2
Governance Implementation
Aug 17
Aug 31
INITIATING PLANNING EXECUTING & CONTROL CLOSING
PROJECT TIMELINE
PEOPLE CHANGE MANAGEMENT
22. Full engagement of sponsors and management team
High quality data available for users
(identified, cleansed, tagged and shared)
From Learning to Action plan established and implemented
Dedicated time for users to participate in training and
integration of SharePoint in their day-to-day activities
23
SUCCESS FACTORS
24. 25
Sponsorship and Leadership Engagement
Stakeholder Management and Impact Analysis
Communications
Education, Training – Training Logistics
From Learning to Action
Support and Sustainment Plan
INTERVENTION AXES
PEOPLE CHANGE MANAGEMENT
25. 25
2015 FY15
Q2 Q3 Q4 Q1
April May June July August September October November December January
TIMELINE
Target Go-Live Target Go-Live
Initiating Planning Executing & Control Closing
Sponsorship
and
Leadership
Engagement Project
Kick Off
Leadership Interviews
Case For
Change
CM &
engagement
strategy Management
open training
sessions
HR BP & OD Engagement
From Learning to Action Plan
Sponsorship and Leadership Engagement
Identify the approach and the tools used to ensure Sponsor
and Management project buy-in and engagement
PEOPLE CHANGE MANAGEMENT
PLAN
26. 26
2015 FY15
Q2 Q3 Q4 Q1
April May June July August September October November December January
TIMELINE
Target Go-
Live
Target Go-Live
Initiating Planning Executing & Control Closing
Stakeholder
Management
And Impact
Analysis
Impact analysis (detailed)
Risk Analysis
Stakeholder
Map and
Analysis
End User List
KD Core
End User
List
Contributor
s
Stakeholder Management and Impact Analysis
Identify how the organization, key Business segments and individuals
are impacted by the project deployment
PEOPLE CHANGE MANAGEMENT
PLAN
27. 27
2015 FY15
Q2 Q3 Q4 Q1
April May June July August September October November December January
TIMELINE
Target Go-Live Target Go-Live
Initiating Planning Executing & Control Closing
Communications
KM Share Point Email Address (project box)
Comm. from
Sponsors
Information Cascade-
Management
Communication
Strategy
Communication Plan
News Letters
Sustainment message
including video vignettes,
tips and tricks, how to’s,
etc…
Branding
Contest
Communications
The tools and activities that will be used to inform and engage
stakeholders/users throughout the project
PEOPLE CHANGE MANAGEMENT
PLAN
30. 30
2015 FY15
Q2 Q3 Q4 Q1
April May June July August September October November December January
TIMELINE
Initiating Planning Executing & Control Closing
Education,
Training –
Training
Logistics Training Logistics – 38 KD Core
Detail design and
content definition
Design & Develop
Learning (Strategy +
Course Outline)
Training Logistics
eLearning course development
“Leading KD with” course
development
Training
Delivery
Training follow up
Target Go-Live Target Go-Live
Education, Training and Training Logistics
Education (Awareness & Process) as well as Technical training, this
includes design, development, delivery, and evaluation and feedback
PEOPLE CHANGE MANAGEMENT
PLAN
31. 32
Knowledge Owner
Content Experts | Community Manager
Community members | SMEs
From Learning to Action
Teasers On demand Q&A
Teasers
Migration Coaching
Content
Migration
Teasers
Advanced
coaching
workshop
Search
Management
From Learning to Action
Teasers Leading your KD eLearning
PEOPLE CHANGE MANAGEMENT
PLAN
Leading your KD eLearning
Search
Leading your KD eLearning On demand Q&A
On demand
Search
eLearning Q&A
32. 32
2015 FY15
Q2 Q3 Q4 Q1
April May June July August September October November December January
TIMELINE
Target Go-Live Target Go-Live
Initiating Planning Executing & Control Closing
From
Learning to
Action
Planning – defining content required per KD
Implementation – KD experience success stories..
From Learning to Action
Transforming what was learned in class through immediate practical
application and implementation
PEOPLE CHANGE MANAGEMENT
PLAN
33. ACTION ITEM EXAMPLES
ACTION Knowledge Domain
Refine Foreign Certification Pilot plan Airworthiness
Review taxonomy (perform final validation) Control Systems
Publish newsletters ASIL
Assign tasks to team members to track working groups Acoustics
Initiate working group with a personalized discussion Forum Thermodynamics
What will be your Knowledge Domain’s action items?
From Learning to Action - Examples
34
PEOPLE CHANGE MANAGEMENT
PLAN
34. 34
2015 FY15
Q2 Q3 Q4 Q1
April May June July August September October November December January
TIMELINE
Initiating Planning Executing & Control Closing
Support and
Sustainment
Plan
Sustainment Strategy and Plan - support
Target Go-Live Target Go-Live
Support and Sustainment Plan
Identifies the processes and teams that will be in place after project
Go-Live date to support the deployment. This includes key contacts,
and escalation procedures
PEOPLE CHANGE MANAGEMENT
PLAN
35. 35
2015 FY15
Q2 Q3 Q4 Q1
April May June July August September October November December January
PEOPLECHANGEMANAGEMENT/TRANSFORMATIONINTERVENTIONAXES
Sponsorship and
Leadership
Engagement
Stakeholder
Management
and Impact Analysis
Communications
Education, Training –
Training Logistics
From Learning to
Action
Data migration of Pre-
Existing Knowledge
Domain Sites
Support and
Sustainment Plan
TIMELINE
Target Go-Live
KM Share Point Email Address (project box)
Impact analysis (detailed)
Risk Analysis
Training Logistics – 38 KD Core
Detail design and content definition
Stakeholder Map
and Analysis
Project Kick Off
Leadership Interviews
Case For Change CM and
engagement
strategy
Management
open training
sessions
Comm. from
Sponsors
End User List
KD Core
End User List
Contributors
Information Cascade with
Management
Design & Develop Learning (Strategy
+ Course Outline)
Communication Strategy
Communication Plan
Planning – defining content required per KD
Training Logistics
Implementation – KD experience success stories..
eLearning course development
“Leading KD with SP” course development Training Delivery
Training follow up
Target Go-Live
HR BP & OD Engagement
News Letters Sustainment message including video
vignettes, tips and tricks, how to’s,
etc…
From Learning to Action Plan
Branding Contest
Identify and
validate
content
types
Identify
content
experts
Identification/centralization workshops
Categorization/tagging workshops
Migration of the Wiki, eBok, Bnet, etc
Sustainment Strategy and Plan - support
Initiating Planning Executing & Control Closing
CHANGE MANAGEMENT PLAN
36. Align the project to business objectives
Get senior leadership support – A must have
Endorsement/participation by managers and process
owners
Active participation by the key stakeholders
Strong communication strategy. Have a colleague explain
the project in their own words
Use of video capsules instead of long emails
36
KEY TAKEAWAYS
38. Knowledge Areas
Project Management Process Groups
Initiating Process Group
A
Planning Process Group
B
Executing Process Group
C
Monitoring & Controlling
Process Group
D
Closing Process Group
E
4 Project Integration
Management
5 Project Scope
Management
6 Project time
Management
7 Project Cost
Management
8 Project Quality
Management
9 Project Human
Resource Management
10 Project Communications
Management
11 Project Risk
Management
12 Project Procurement
Management
13 Project Stakeholder
Management
39
Project Management Institute. (2013). PMO Framework.
Newtown Square, PA: Project Management Institute.
39. 41
Knowledge Areas
Project Management Process Groups
Initiating Process Group
A
Planning Process Group
B
Executing Process Group
C
Monitoring &
Controlling Process
Group
D
Closing Process Group
E
4 Project Integration
Management
Case for change Master/Detail CM plan CM Lessons
learned
5 Project Scope
Management
Impact Analysis (Detailed)
Stakeholder Analysis (Scope stance)
CM Strategy
Design & Develop Learning -
eLearning Course Development
Training Logistics
Training Delivery
Course
Evaluations
6 Project time
Management
Develop CM plan
7 Project Cost
Management
8 Project Quality
Management
9 Project Human
Resource Management
10 Project
Communications
Management
Project Kick Off Communication strategy / Plan Deploy Communications
Examples:
o Management Cascade
Package
o News Letters
o Communication from
Sponsors
Training follow up
11 Project Risk
Management
12 Project Procurement
Management
13 Project Stakeholder
Management
High Level
Stakeholder map
Engagement strategy / plan
Stakeholder Map & Analysis (Managing
stakeholders) – End User List
Define Roles and Responsibilities of
Stakeholders
Define Business involvement / Power User
requirements
Develop Support model
Leadership Interviews
Deploying Engagement Strategy
Support Model
Project Management Institute. (2013). PMO Framework.
Newtown Square, PA: Project Management Institute.