Enabling Change and Governance Specific Interest Groups (SIG) joint event Wednesday 14th October 2015, London Presented by Roger Garrini and Parag Gogate

1. Governance and Enabling
Change Specific Interest
Groups (SIG) Joint Event
14 October 2015

2. Agenda
 Introductions
 GovSIG objectives
 EC SIG objectives
 Relationship between the two SIGs
 Context and Principles of governance of Agile
Change
 Key (governance) behaviours to enable agile
change success
 Summary of findings / agreements
 Close

3. Governance SIG objectives
 Be the UK focus
 Advance understanding
 Contribute to good practice
 Influence national and international standard making
authorities
 Influence those operationally responsible
 Develop ambassadors and exemplars of excellence
3
….in the governance of project management (change)

4. Governance SIG prime activities
 Engagement – CxO level and APM
members
 Conferences and Seminars - sharing
 Publications

5. The silver bullet……?
 Project success
 Portfolio success
 Embedding change
5
Good
Governance
Of projects And change
Of project And change management

6. 6
APM Research - Project Success
Factors

7. 7
APM Research - Project Success
Factors

8. 8
APM Research - Project Success
Factors

9. Directing Change
2nd edition 2011
9
Co-Directing Change
2007 (being updated)
Sponsoring Change
2009
Free to APM members at www.apm.org.uk/memberdownloads
GovSIG publications
New
Agile Governance
(being developed)

10. Enabling Change SIG – Key
Objectives
• Sharing information & knowledge
• Delivering events and communications
• Establishing effective links - other SIGs/Branches
• Collaborating to build the change community
• Developing Change Practitioner Groups
• Completing an APM-funded Research project
• Reviewing and updating the BoK and
Competencies for Enabling Change
Improve the change capability
of APM’s corporate
organisations, teams and
individuals

12. 12
Free to APM members at https://www.apm.org.uk/news/enabling-
change-sig-capabilities-and-methods-pillar
EC SIG Resources
 Case studies
 Methods & Standards library
 Change management press and
publications reference guide
 Library of professional knowledge

13. Strategy
Projects
Operations
Change projects deliver strategy
13
Governance
SIG focuses
on the
people who
are directing
the change
Enabling Change
SIG focuses on all
aspects of change
– people,
processes,
technology and
systems

14. ‘Shape’ of Agile Change
Change

15. Key Principles of Agile Change

16. Deliverables
Business
Epics
Features
User Stories
One or more assigned to a project
Several / many assigned to a programme
A set of assigned to a project, or,
A work package (e.g. Scrum)
Developed within a work package
e.g. Scrum
Combine to deliver
Business
Benefits
Combine to deliver
Combine to deliver

17. Good Governance principles
 The Board has overall responsibility and decides when independent scrutiny
is required
 The organisation differentiates between non-projects (run the business) and
projects (change)
 Roles and responsibilities for project work are clearly defined
 Every programme or stand-alone project has an appointed Sponsor or SRO
 There is strategic alignment of each project, programme or portfolio to the
enterprise strategic objectives
 All projects have an approved plan, authorisation points or stage gate
reviews
 Authorisation bodies have appropriate authority and competence
 Programme and Project business cases are supported by reliable and
realistic information
 There are clearly defined criteria for reporting status
 The organisation fosters a culture of improvement, frank internal disclosure
and transparency
 Stakeholders are engaged effectively
 Projects are closed when no longer justified.
From APM Directing Change

18. ‘Additional’ Agile governance principles
Focus on the Business need
Value driven
Incremental Delivery
Time Box Delivery
Empowered teams and decision making
Collaboration
Simple Requirements
Constant striving for improvement
‘Fail fast’ (and often)
Demonstrate Control
Change Control

19. Good Change principles
 The Board has overall accountability and demonstrates Change leadership
 The key drivers for change (The Why?) - is clearly understood &
communicated
 The organisation recognises the importance of managing change as a key
component of managing projects
 Roles and responsibilities for change management are clearly defined
 Project/Programme plans are integrated with people change management
plan
 The organisation fosters a culture of feedback, improvement, frank internal
disclosure and transparency
 The key behavioural changes for adopting new ways of working have been
identified
 Communication, training and support mechanisms are designed and
implemented to effectively enable change
 Stakeholders are engaged and consulted as appropriate

20. ‘Additional’ Agile change principles
Incremental change delivery
Empowered teams and decision making
Collaborative approach between project team
and stakeholders
Early end user engagement
Change leadership
Change methodologies integrated with agile
delivery
Business ‘owns’ the change and not just
project/change teams
Recognition that everything is evolving – plans,
products, outcomes

21. So what does this mean for
governance/change behaviours?
 Ambiguity re: final time and cost and traditional
‘control’?
 Stage gate reviews?
 Command and control vs. empowerment?
 Buy-in vs. resistance?
 Victims, survivors or navigators of change?
 Flexibility re: goals?
 Staff deployment?

22. In Groups (A and B)
Group A
 Put yourself in the shoes of a board
director / portfolio manager
Group B
 Put yourself in the shoes of a project
manager / change manager
Task
 What key behaviours / different emphasis
(for agile change) do you exhibit or expect?
 Create long list and then identify top 5

23. EC SIG - Upcoming Events & Activities
 22nd Oct – Social communities – fostering
communication for change (PMO SIG Conference)
 29th Oct - Process improvement and change
management (Reading)
 Feb 2016 – Joint full day event with PMC SIG
 Feb 2016 – Resistance to Change (Midland Branch)
 March 2016 – Change v Project Manager (Midland
Branch)
 APM funded research project
 Spark Collaboration tool

24. Summary and close
 Thanks for your contribution
 We will collate notes and do a blog shortly
 Please do sign up for either SIG by
becoming a member from their community
page – www.apm.org.uk/community