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1
Synergy between Project Management
and People Change Management
Implementing a Collaboration tool across Bombardier
Work...
How to integrate Project Management and People
Change Management
Discuss lessons learned after deploying a
collaboration t...
1. Introduction
2. Knowledge Management (KM) at Bombardier
3. Our journey to deploy a collaboration tool:
Synergy between ...
4
Bombardier:
Creating better ways to move the world
Manufacturer of aircraft and trains
Presence in over 100 different co...
CONNECTING
• people and bridging silos
SHARING
• knowledge and best practices
SUCCEEDING
• in solving problems and helping...
Knowledge Management at
Bombardier
6
Time in
the office
NVA
30%
Engineers report that more than 30% of their time in the office
is spent on non value-added (NV...
HowdoI
collaborate?
WherecanIfindcritical
organizational
knowledge?
Anything
new?
Whoknows
what?
Whatis
Knowledge
Manageme...
9
Knowledge Center
Knowledge
Library
Knowledge Domain Site
Documents
Library
Out of Scope
• Documents that must be
shared ...
1. Easily find internal experienced individuals
2. Render Bombardier-wide critical knowledge available
at fingertip
3. Reu...
11
28 KNOWLEDGE DOMAINS
Acoustics Flight Test
Aerodynamics Flight Deck Design
Aircraft Configuration Loads & Dynamics
Airw...
REDUCED REOCCURENCE
OF ERRORS AND
INCREASED EFFICIENCY
WHY KM AT BOMBARDIER?
•Multiple knowledge databases not connected
•...
Our Journey to deploy a collaboration
tool at Bombardier
Synergy between Project Management
and Change Management
13
COLLABORATION PLATFORM
14
• Transform culture to a knowledge-sharing community
• Connect engineers to a network of knowled...
Video
15
16
2015 2016 2017
Q4 Q1 Q2 Q3 Q4
Acoustics
ASIL*
Thermodynamics
Airworthiness
Control Systems*
WAVE # 1 :
6 domains
WAVE #...
“Managing change is helping people
cope with changes in the workplace and
getting them through the transition period
from ...
Awareness
Clarification
Learning
Case for change
Understanding
Acceptance
Early
Euphoria
Fear/
Uncertainty
Adaptation
Comm...
19
Standards,
Methodologies
and Processes
Administration
& Support
Consulting
Project /
Program
Delivery
Management
Govern...
Why are we launching this project?
AS-IS
Engineering:
1. Knowledge is siloed
2. Knowledge is not easily
accessible
3. Coll...
22
2015 2016
MAR APR MAY JUNE JULY AUG SEP OCT NOV DEC JAN
Technical Solution
Configuration
Sprint 3
Sprint 4
Backlog
clos...
Full engagement of sponsors and management team
High quality data available for users
(identified, cleansed, tagged and sh...
24
Control Systems
Acoustics
Thermodynamics
ASIL
Airworthiness
Vice President
Directors
Managers
Org X
Vice President
Dire...
25
Sponsorship and Leadership Engagement
Stakeholder Management and Impact Analysis
Communications
Education, Training – T...
25
2015 FY15
Q2 Q3 Q4 Q1
April May June July August September October November December January
TIMELINE
Target Go-Live Ta...
26
2015 FY15
Q2 Q3 Q4 Q1
April May June July August September October November December January
TIMELINE
Target Go-
Live
T...
27
2015 FY15
Q2 Q3 Q4 Q1
April May June July August September October November December January
TIMELINE
Target Go-Live Ta...
28
Teaser Video
Pilot Project: Key Takeaways
PEOPLE CHANGE MANAGEMENT
VIDEOS
Video
29
Teaser Video
30
2015 FY15
Q2 Q3 Q4 Q1
April May June July August September October November December January
TIMELINE
Initiating Planni...
32
Knowledge Owner
Content Experts | Community Manager
Community members | SMEs
From Learning to Action
Teasers On demand ...
32
2015 FY15
Q2 Q3 Q4 Q1
April May June July August September October November December January
TIMELINE
Target Go-Live Ta...
ACTION ITEM EXAMPLES
ACTION Knowledge Domain
Refine Foreign Certification Pilot plan Airworthiness
Review taxonomy (perfor...
34
2015 FY15
Q2 Q3 Q4 Q1
April May June July August September October November December January
TIMELINE
Initiating Planni...
35
2015 FY15
Q2 Q3 Q4 Q1
April May June July August September October November December January
PEOPLECHANGEMANAGEMENT/TRA...
Align the project to business objectives
Get senior leadership support – A must have
Endorsement/participation by managers...
Questions
Q & A
Knowledge Areas
Project Management Process Groups
Initiating Process Group
A
Planning Process Group
B
Executing Process Gr...
41
Knowledge Areas
Project Management Process Groups
Initiating Process Group
A
Planning Process Group
B
Executing Process...
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Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE CHANGE MANAGEMENT : IMPLEMENTING A COLLABORATION TOOL ACROSS BOMBARDIER

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« 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.

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Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE CHANGE MANAGEMENT : IMPLEMENTING A COLLABORATION TOOL ACROSS BOMBARDIER

  1. 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. 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. 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. 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. 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
  6. 6. Knowledge Management at Bombardier 6
  7. 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
  8. 8. HowdoI collaborate? WherecanIfindcritical organizational knowledge? Anything new? Whoknows what? Whatis Knowledge Management? HowcanIbemore effectiveinmyjob? (Know-How) HowcanIimprove mycompetency? 8
  9. 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. 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. 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. 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. 13. Our Journey to deploy a collaboration tool at Bombardier Synergy between Project Management and Change Management 13
  14. 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
  15. 15. Video 15
  16. 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. 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?
  18. 18. Awareness Clarification Learning Case for change Understanding Acceptance Early Euphoria Fear/ Uncertainty Adaptation Commitment Departure TIME Reduce Impact 18 CHANGE CURVE Paralysis
  19. 19. 19 Standards, Methodologies and Processes Administration & Support Consulting Project / Program Delivery Management Governance & Performance Management Organizational Change Management • Customer/Stakeholder satisfaction • Manage resistance • Readiness assessment • Stakeholder management • Communications Knowledge Management • Manage intellectual collateral/property • Lessons learned • Content management • Collaboration Strategic Planning Portfolio Management Prioritization Talent Management Training Project Management Institute. (2013). PMO Framework. Newtown Square, PA: Project Management Institute. PMO FRAMEWORK
  20. 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. 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. 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
  23. 23. 24 Control Systems Acoustics Thermodynamics ASIL Airworthiness Vice President Directors Managers Org X Vice President Directors Managers Org Y Vice President Directors Managers Org Z Remaining 23 KD Focals PEOPLE CHANGE MANAGEMENT STRATEGY Knowledge Domains Support & Engage To Be Defined Business Users
  24. 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. 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. 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. 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
  28. 28. 28 Teaser Video Pilot Project: Key Takeaways PEOPLE CHANGE MANAGEMENT VIDEOS
  29. 29. Video 29 Teaser Video
  30. 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. 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. 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. 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. 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. 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. 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
  37. 37. Questions Q & A
  38. 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. 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.

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