On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
2. Birmingham City Council
Customers
Step-change in service quality
Efficiencies
Improved efficiency
Improved process efficiency
Staff
Increased job satisfaction
Realising more than £2 billion of benefits (£1.574 billion
cashable) over ten years for an investment of £683 million
www.champs2.info
3. BCC Business Transformation
Children,
Young
People &
Families
Customer First
Working for the
Future
Excellence in
People Mgmt
Corporate Services
Excellence in
Information Mgmt
ICT
www.champs2.info
Adults &
Communities
Housing
Environment
4. CHAMPS2 origins
Birmingham City Council needed a method:
•
To reduce the risk of Business Transformation
•
Common approach & single language
•
Repository of best practice, avoiding re-inventing the wheel
•
Method for business transformation rather than incremental change
•
Change management method in addition to project management
•
Vision led benefits driven approach
•
Method sensitive to public sector
www.champs2.info
5. The transformation journey
Vision-led
Strategic
Strategic
Need
Outcome
Benefits-driven
VISION STATEMENT
OUTCOMES
BENEFITS
www.champs2.info
•
A broad, aspirational image of the future that an
organisation is aiming to achieve.
•
The result of change and its effect on customers,
employees or efficiency.
•
Measurable improvement resulting from an
Outcome. What difference the change will
make.
6. CHAMPS2: A Common sense approach
‘Why do we want to Transform?’
‘Where do we want to get to?’
‘How are we going to get there?’
‘What will the new solution look like?’
‘Creating the new service/solution and testing’
‘Proving the new service/solution works as designed &
getting the business ready to use it’
‘Embedding and stabilising the new solution’
‘Making sure the Benefits are achieved’
www.champs2.info
8. Phase 0: Transformation Initiation
• Phase 0 makes 'space' for the new change initiative
• Top down approach by leadership
• Core product: Strategic Business Case
www.champs2.info
9. Phase 1: Visioning
• Phase 1 describes the future for the business area
• Vision & Future Operating Model
• Core product: Outline Business Case
www.champs2.info
10. Phase 2: Shaping and Planning
• Logical design of processes, organisation structure and technology
• Key products and suppliers are selected
• Measurable Benefits are identified
• Core product: Full Business Case
www.champs2.info
11. Phase 3: Design
•
Processes, organisation structure and technology designed in detail
• Design Blueprint produced
• Benefits validated and FBC revised
www.champs2.info
12. Phase 4: Service Creation & Realisation
•
All components are created/purchased
• 3 levels of testing: unit, system, integration
• Benefits validated
www.champs2.info
13. Phase 5: Proving & Transition
•
•
•
•
User Acceptance Testing & Operational Acceptance Testing
Transition – preparing people for change
Going live
Benefits enabled
www.champs2.info
15. Phase 7: Benefits Realisation
•
Majority of Benefits are realised in phase 7
• Improvements need to be aligned to Vision and support Benefits
www.champs2.info
17. Scaling CHAMPS2
Business Transformation programme
Non-transformational programme
Project portfolio
Prototype or
proof of concept
Proof of concept
www.champs2.info
20. Benefits management
• Non–financial benefits - customer satisfaction, reputation
• Financial benefits
– Cashable
- delivering same for less money
– Non-cashable
- delivering more for same money
Identified
Defined value
calculated
Validated
www.champs2.info
Refined
definition
and value
Enabled
Solution
is ready
Realised
The
difference is
made
24. Sharing CHAMPS2
• Entire on-line method free to use
www.champs2.info
• Around 3000 registered website members from 50 countries
• Part of APMG portfolio of products (alongside Prince2, MSP)
• CHAMPS2 qualification awarded by APMG at:
- Foundation level
- Practitioner level
• Accreditation available for training organisations and consultancies
www.champs2.info