By popular demand we present the 'ready for Change' Roadshow slides covering the PRINCE2 2017 Update, Change Management and 'A Cocktail of PM Approaches' how it all fits together

1. in association with
Roadshow

2. Agenda
Agenda
• Partner Introductions
• A Cocktail of PM Approaches
– Presented by Paul Bradley, SPOCE
• Change Management
– Presented by Nicola Busby & Sarah Mullins, SPOCE
• PRINCE2 2017 Update and Key Changes
– Presented by Paul Bradley, SPOCE
• Prize Draw and Networking

3. Who’s Who
PRINCE2®, MSP®, & ITIL® Owners
Accreditation and Exams
Accredited Training

4. Cameron Stewart
Head of PPM Product Development
AXELOS

5.  Founded in 2013
 Joint venture between Capita plc
and The Cabinet Office
 Well over 2 Million Practitioners
qualified across 180 countries
 Membership launched in 2015
About AXELOS

6. PRINCE2 2017

7. • Your current certification
will remain valid for 5 years
• At launch PRINCE2 will be
available in English only
• Dutch, German, Polish,
French, Danish, Norwegian
& Italian to launch in 2018
• June 2017 to end 2017 –
existing or updated
examinations
• January 2018 – exams in
English will be based on the
update
Transition Summary

8. AXELOS Membership
What is AXELOS Membership?
• Content
• Templates
• Toolkits
• Online resources
• Best practice guidance
• CPD recording
• Digital badge (which can be used to conveniently validate your certifications)
How can PRINCE2 Practitioners maintain your Practitioner status
(registration) with AXELOS Membership?
• Subscribe to AXELOS Membership
• Claim your digital badge
• Renew your membership each year
• Maintain your digital badge by logging 20 CPD points each year.
After 3 years, if a candidate has a current membership and a digital
badge they will be issued with a new certificate that is valid for a further 3 years.
For more information, please visit:
www.axelos.com/professional-development

9. in association with
A Cocktail of PM Approaches

10. Associations, institutes, qualifications…
• AXELOS
– PRINCE2®, PRINCE2 Agile®, MSP®,
M_o_R®, MoP®, P3O®, ITIL®
• APM
– PMF (APMIC), PMQ (APMP), PPQ, PQ,
Project Planning & Control (PPC)
• APMG International
– AgilePM®, Better Business Cases,
Change Management, Facilitation, Lean
• PMI
– CAPM, PMP, ACP, RMP

11. ITIL®
IT Service
Management
P3O®
Programme & Project
Offices ®
Change
Management
Portfolio, programme and project
best management practice
PRINCE2 Agile®
AgilePM (PM Development)
M_o_R®
Management of Risk®
MoV®
Management of
Value®
APM / PMI / IPMA Project Management
Body of Knowledge (techniques)
MS Project
Planning & Resource tool
MoP® - Portfolio Management
MSP® - Programme Management
PRINCE2® - Project Management
Agile - (development)
Scrum, DSDM, Kanban, Lean, etc.
Portfolio management addresses the fundamental questions:
•Are we doing the right things?
•Are we doing these things right?
•Most significantly, are we realising all the benefits in terms of more effective
services and efficiency savings from the changes we are implementing?
Programme Management enables you to align
and co-ordinate projects within a programme of
business change so that you can effectively
support specific business strategies.
Project Management is the application of
processes, methods, knowledge, skills and
experience to deliver outputs in order to achieve
the project objectives.

12. in association with
Thank you. Any questions?
?

13. in association with
Change Management

14. Business Change Management
 Nicola Busby
 Business change consultant and author
 Lead change management trainer, SPOCE

15. Business Change Management
Think about when you have
experienced change at work
• What made it go well?
or
• What made it go badly?
• How did you feel?

16. Business Change Management
f
When change has gone well
Clearly understood the need for change
Strong sponsorship and leadership of
change
Change was properly planned and
managed
Clear, two-way communication
Widespread staff involvement
Key people empowered
Identified benefits of change – what’s in it
for me
Felt empowered, excited, motivated,
proud, energised, optimistic
f
When change has gone badly
Didn’t understand the reason for the change
- change for change’s sake
Lack of understanding of impact
No sponsorship or visible leadership
Ineffective communications – one way with
no chance to feedback
Change imposed and happened too quickly
Lack of trust
Lack of support for staff
Felt scared, powerless, unsettled,
demotivated, lost, frustrated

17. What the research says
• Failure rates of change initiatives have been
reported as high as 70-80% (King and Peterson,
2007)
• A few top performing organizations experience
failure rates of below 20% (IBM, 2008b)
• “…an undeniable correlation between project
performance, maturity level and change management.
The majority of the best performing organisations apply
change management to their projects.” (PwC, 2004)

18. Business Change Management
The object of
the change
The
associated
activities
People involved in
and affected by the
change

19. Business Change Management
Business change project manager

20. Business Change Management
APMG Change Management
1. IDENTIFY
Strategy/Drivers
Metaphors
Organizational Culture
Change Models
Change Roles
Change Vision
2. PLAN
Change Impact
Change Agent networks
Change Team
Change Readiness
Resistance
3. DELIVER
What is to be learned
Programme and Project
Management
Change Levers
Change Networks
4. EMBED
Change Adoption
Sustaining Change
Reinforcing Systems
STAKEHOLDER ENGAGEMENT AND COMMUNICATIONS
Principles Identification/Segmentation Stakeholder Personas Stakeholder Maps
Communications Biases Approaches Channels Planning Comms
CHANGE AND THE INDIVIDUAL
Learning Process and Styles Learning ‘Dip’ Models of Individual Change Motivation
Individual Difference

21. Impact Assessment: McKinsey 7s Model
Shared
Values
Strategy
Structure
Style
Staff
Skills
Systems

22. Impact Assessment: Finance System Change
Shared
Values
Strategy
Structure
Style
Staff
Skills
Systems

23. Embedding: Breaking Vicious Circles
1. Line managers
don’t like the
system 2. Staff look to line
managers for
direction
3. Team members don’t
adopt change because
their line managers aren’t
4. Team members work
around system with no
negative consequences
5. Everyone forgets
how to use the
system
6. What system ?!!

24. Embedding: Adult Services Transformation

25. SPOCE &
Business Change Management
 Sarah Mullins
 Client & Partner Manager
Business Change Practitioner

26. SPOCE Change Management Course
Focuses on practical aspects of effective change management:
 Change and the individual
 Change and the organisation
 Communications & stakeholder engagement
 Change management practice
Course objectives
 Achieve an internationally recognised APMG International qualification.
 Learn from the experts, all of whom, are experienced practitioners.
 Gain a clear, practical understanding of the implications and impacts of
change on people and organisations.
 Gain knowledge and understanding of how to support people through change.

27. Course attendee feedback

28. Why choose SPOCE?

29.  We can offer public or in-house events to enable delegates to discuss real
life issues in their organisations
 We can provide a change management ‘health check’
 We can mentor change managers
 We can deliver workshops on specific change management techniques
 We can present to the wider organisation on what change management is
We can!

30.  We understand your industry and “day to day reality”

 We can customise content
 We deliver globally recognised certified training
 We provide a learning journey
 We offer multi-channel, hybrid learning options
 We can help you measure progress
Why choose SPOCE as your ATO
#1

31. in association with
Thank you. Any questions?
?

32. in association with
Refreshments & Networking

33. in association with
PRINCE2 2017 Update

34. IT’S OUT
NOW!

35. Drawing on real-life project management expertise
Practitioners
Organizations
AXELOS accredited
community
Academics
Involving over 100 people from:
 Developed in close consultation

36. The same but even better
The same, but even better
PRINCE2’s
tried and tested
approach
New PRINCE2
manual
New
examinations
How PRINCE2 2017
Practitioners can
remain current

37. What has changed?
• Tailoring now a thread running throughout method and exams
– 2009: Tailoring was a separate chapter (Chapter 19).
– 2017: Tailoring is also integrated in each process and theme.
– 2017: Tailoring and embedding brought forward to be Chapter 4.
• Tailoring and Adopting PRINCE2 (Chapter 4)
– Tailoring PRINCE2
– General considerations
– Adopting PRINCE2
– Tailoring PRINCE2 to suit different projects
– Adopting PRINCE2 in an organizational environment

38. Tailoring
• Themes - PRINCE2’s requirements for…
– A project must, as a minimum…
– Required products as a minimum…
• Themes- Guidance for effective…
– General considerations and recommended approaches (or techniques)
– Projects using an agile approach
– Projects operating in a commercial environment
– Projects within a programme
• Processes – Common Situations…
– In a simple project
– When using an agile approach
– From a supplier perspective
– On a project within a programme

39. Tailoring the processes
Starting Up A Project
Projects in a programme:
Project Brief created by Programme Manager.
SU must be done in ALL projects.
Directing A Project
Simple or Complex Projects:
Executive and Senior User roles can be combined
Senior Supplier may come from external supplier
User Group / Supplier Group for many interests
Projects in a Programme:
Executive role: Programme Manager
Senior User role: Business Change Manager
Change Authority or Project Assurance: Design Authority
Initiating A Project
Supplier’s Perspective:
IP undertaken pre-contract.
Supplier formulates approaches, plans and controls.
Assesses viability of undertaking the proposed contract.
IP not complete until contract negotiation concluded.

40. Tailoring the processes
Managing A Stage Boundary Closing A Project
Simple Projects:
Closure does not need to be formal.
Daily Log can record closure meeting details.
Complex Projects:
Detailed planned handover of products.
Controlling A Stage
Supplier’s Perspective:
Work Package seen as a legal contract
Plan and manage work using own
processes.
Managing Product Delivery
Supplier’s Perspective:
Controls and reporting reflected in contracts.
Supplier’s Project Manager is Customer’s Team Manager.
Supplier Team Manager might report to Senior Supplier.

41. Examples of other changes
• Change Theme
– Configuration management - just minor references to asset or product control
• Progress Theme
– Management stages and planning horizons moved from Progress to Plans
• Risk Theme
– Aligned to M_o_R® – project size, scale, complexity. Delivery approach/commercial
– Removed “Reject” – now “Accept”; “Fallback” – now “Prepare contingent plans”
• Name changes
– 2009: “Strategy” renamed - now called “Approach”
– Quality; Risk; Communication; Benefits (plus a Change control approach)

42. • Current Practitioner certificate
expiry dates remain valid
– New exams available from July 2017
– Old exams are available until end 2017
• New process to remain current from
launch of new PRINCE2 2017
exams
– Registration will be for 3 years
– Linked to PRINCE2 Membership
– Focus on continual professional
development
Remaining Current

43. Training and Examinations
• Foundation & Practitioner available from July 2017
– Classroom – Public and client courses
– e-Learning with online exams
– Live online classroom with online exams
• Existing qualified candidates
– No need to take foundation exam again
– Recommend re-studying fully if been more than 2 years
– E-Learning plus 2-day upgrade events available

44. Why SPOCE?
The most influential and respected training companies in the industry.
– 1st to be accredited by APMG International
– 1st to run a PRINCE2® course
– 1st to run an MSP ® course
– 1st PRINCE2 ® and MSP ® Practitioner e-learning
– 1st to ` a PRINCE2 Agile ® course
– 1st AXELOS PPM Approved Courseware Provider
– 1st AXELOS Strategic Partner
– 1st PRINCE2 Agile® e-learning
True enthusiasts! We deliver our events like it’s the first time, every time!

45. in association with
Thank you. Any questions?
?

46. SPOCE Consulting – Adrian Shaw
Benchmarking - Recommending – Improving
P3M3®

47. in association with
Prize Draw

48. in association with
Networking