6 Pillars to Achieving Successful Change
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The 6 Pillars are foundation components required for all projects, programs and change.
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6 Pillars to Achieving Successful Change
- 1. Going beyond project management 6
- 2. 6
- 5. We need a business case We need a Project Plan We need a Monitoring Plan We need an Engagement Plan We need a new plan, more money more time
- 6. But project management alone will not ensure
- 7. 6 CLARITY STRATEGY BUSINESSAPPROACH RESOURCES COLLABORATION LEADERSHIP SUCCESS 6 fundamental pillars that underpin successful projects. Each is dependent on one another and support the ability to change
- 8. • Being clear about the purpose and outcomes • Does it pass the front bar test? • Moving beyond generic change statements • Resist moving to ‘doing’ before you have agreement on the purpose and outcomes. • Being clear about the outcome allows you to develop an appropriate strategy
- 9. • Understand the business or task you are undertaking • Planning for work – know what needs to be done when • Different models suit different situations • Choose a business approach that suits the situation
- 10. Quick Pick 2- You can’t have all 3!
- 11. • Best decisions made with the wisdom of many and the leadership of a few • Think outside normal participants ‘known networks’ • Match the engagement to the situation • Build and foster relationships • Internal engagement can be as important as external
- 12. • Projects need good governance that suits the project • Engaged leader / sponsor – more than tokenism • Leader must clear the way to enable the project to move ahead • Every cause needs a champion
- 13. • Implementing change or project then following good project management principles and approaches is critical • When planning and implementing look to some of the foundational elements which bind the project to ensure they are solid • Take the time to be clear about why, what, how and who • Keep checking that the fundamentals have not moved
Editor's Notes
- A bit about myself I started my career in environmental management. Pretty quickly in my career I found myself managing large project and programs and having to implement change. This included overseeing environmental behaviour change projects, state wide multi media campaigns, on-ground rehabilitation programs and environmental infrastructure programs. As my career progressed I realised that while I was applying my work predominately to NRM based programs my ‘sweet spot’ was in strategic and project planning and driving change. After 15 years in the public sector I decided it was time to be my own boss and so I established Consilius. Consilius is a Latin term which has many derivatives ( consensus, consult) I interpret it to mean: Decision making based on knowledge and wisdom. My other favourite use of the term is Consilience means to use several different lines of inquiry that converge on the same or similar conclusions. The more independent investigations you have that reach the same result, the more confidence you can have that the conclusion is correct. As a consultant I am asked to get a project started, to write a business plan or review a project which is not progressing.
- 1- enthusiasm 2- Dillusionment 3- Panic and Hysteria
- 4. Search for the Guilty 5 Punishment of the innocent
- 6- Praise and honor for the non-participants
- Training around project management focuses on providing tools and skills to step through the traditional phases of a project. Initiation ( project scoping) Planning and design Implementing Monitor and Close There are variation on these phases and limitless tools that assist the manager in working through the phases. This is really sensible and important- without it you cant effectively roll out any new program or project But even with this many project fail to get traction and deliver on intended outcomes
- Training around project management focuses on providing tools and skills to step through the traditional phases of a project. Initiation ( project scoping) Planning and design Implementing Monitor and Close There are variation on these phases and limitless tools that assist the manager in working through the phases. This is really sensible and important- without it you cant effectively roll out any new program or project But even with this many project fail to get traction and deliver on intended outcomes
- Increasingly project managers are being asked to delivery highly complex projects, address ‘wicked problems’ and deliver significant organisation change. Sometimes those given this responsibility feel overwhelmed with the responsibility and yet they also feel they lack mandate, resources and support. Often they do not know where to start or why it feels as if it is going nowhere. Change is not easy and does not occur without a conscious effort and continuous focus. Change takes time, commitment, resources, skills and a way of operating that challenges the traditional approaches and culture that many organisations are built on.
- Example: St John Ambulance Knew they needed to change as they were losing volunteers in the regions Knew they wanted to be relevant to the needs of regional communities Asked to work with regional communities to develop a plan for increasing the volunteer involvement But they could not articulate what their vision for the future for St Johns in the regions was “ how would they know they were successful’ what were they going to ask these new volunteers to do and deliver” In this example we worked with them to change the question – why are they losing volunteers and what do the regions need. From that we worked with the Board and the regions to identify new vision and offering which were based on needs. Importantly by doing this also allowed us to identify the internal challenges that were impacting on the volunteers ( the need to get the house in order) Example 2 – RBS Similar new they needed a new revenue stream “Projects” Employed someone to deliver the new function – but was not gaining traction The Board had not spent the time working out what the ‘projects; division really was about. Was it about training, consulting in business, where were they focusing there efforts. In tis example we spent time identifying the existing gaps and matching that with the organisations skills and offerings. From this we were able to develop a more complete business offering and vision. Not surprisingly this changes the strategy, the capabilities and business approach.
- Example: PIRSA Review of a team who were displaying high stress, behind on all outcomes and quality of work was poor Identified a number of things Identified was that the team had not planned for their business Knew what their purpose was and their outcomes They did not have a clear agreement on how to tackle their business, their workloads, processes, systems and tools needed to do their business well As a result of this they had employed the wrong skill set They had used the wrong business model to deliver the work Worked to develop a work plan and manual. This drove changes in the team to ensure the skills and approach was correct Example 2- DEWNR Asked to change how they did their business The change had been enforced down Change in business required a fundamental re think about who their clients were, there desired relationships and the creation of a new business approach Example 2 grants - Organisation spent the time to plan and think through how to deliver the outcomes, the risks, the processes, systems and tools and then went and followed through with the approach. Program has as a result received many accolades and is being held up as a success story.
- Resources is not only about money. It is very linked to your business approach. Once you know the approach to deliver your outcome you really need to ensure that you have the right people doing the right things at the right time. This all needs to be supported by the right tools, systems, policies. All I am going to say here is that Pick 2 Picking 2 is reasonable but be aware of the implications The PIRSA example was a demonstration of lacking in this area
- Example: DEWNR Formed a community group to develop a plan for management of an area of land Advertise – get the normal suspects Not necessarily representative Operational decisions and Policy decisions Set up expectations, risky Lots of language out there about co-creating with the community but in reality not many are ready or able to do this
- - Depending on the project some or all of the pillars may be relevant