MPA Presentation
Delivering Successful Change Through Engaging Customers and stakeholders
Dr. Waffa Karkukly, PMP, ACP [email protected]
About Me Dr. Waffa Karkukly, PMP, ACP is the owner and Managing Director for Global PMO Solutions, Inc. During her career, she has been involved in leading strategic organizational change programs to connect strategy and delivery. Dr. Karkukly has managed the improvement of projects, programs and portfolios and every aspect of PMO setup, implementation and sustainability for fortune 100 and start-ups across various industry sectors. Dr Karkukly has a PhD in Strategic Program and Project Management and Masters’ Degree in Information Technology. Waffa is a published author who written books on PMO setup, implementation, sustainability, and outsourcing. She is a regular speaker in the project management circuit and brings wealth of industry experience in addition to her academic accreditations and experience. 2
Outline What is Change Management ? Why Plan Change Management ? Drivers to Change Management Introduce the Organization Situation The Need for the Change How was the Change carried out Engaging Customers and stakeholders Start small and build immediate wins Leverage tools for transparency
Questions 3
What is CM? Change Management (CM) is a comprehensive, cyclic, and structured approach for transitioning individuals, groups, and organizations from a current state to a future state with intended business benefits. (PMI, 2013) Organizational change management (OCM) is a framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an organization. (Search-CIO, 2010) Simply put, OCM addresses: The people side of change management.
4
Why Plan CM? Helps improve adoption rate Minimize surprises, anxiety, and risks Focus on the People first and foremost Engage all organization layer to take ownership of new opportunities
5
Types of Change Evolutionary ● Occurs very slowly over time ● Adaptation is in small,
sometimes almost imperceptible steps ● Success dependent on recognizing change is occurring ● Examples: - Endangered species - Culture shift in an organization
Revolutionary ● Happens in one or only a few
strokes in short time frame ● Adaptation must occur rapidly ● Success dependent on acceptance and engagement in change ● Examples: - Becoming a parent - Merger & Acquisitions
6
CM Drivers?
External Forces
Internal Forces
7
CM Drivers? Management adopts a strategy to accomplish new goal Change in the industry may be provoked by some major
outside driving force An Organization may wish to evolve to a different level in their life cycle Transition or the hiring of a new chief executive officer Regulatory change required for compliance Improve efficiency of product deliver into market
8
The Organization Situation – Background Pace of Change in the industry Landscape
Increased Competitive Pressure
Product Portfolio Diversification
Need for an Integrated organization Delivery Model
Volume of Strategic Projects
Speed-tomarket
Project Complexity
9
Challenges & Opportunities The organization employs three lifecycle models in
various elements of business and operations:
Product Development Life Cycle (PDLC), Project
Management Life Cycle (PMLC), and System Development Life Cycle (SDLC)
PDLC
PMLC
SDLC
Strengths and Challenges 10
The Solution – Integrated Delivery Model One Integrated Model based on LEAN Practices and
Agile. Leverage existing strengths and build upon new practices to eliminate challenges leading to increase efficiencies PDLC
PMLC
SDLC
IDM 11
How Was The Change Carried Out? Build processes and pilot small scale
Leverage tools for transparency
Engaging customers and stakeholders 12
The Change Implementation Approach Building people then building products Building process tailored to the organization that
encompass all cycles from product ideation to operationalization monitored through gates Start small and pilot before going big Build visualization tools (Kanban boards) Build frequent retrospectives Build competency model to measure success Reward and celebrate
13
Engaging Stakeholders Individual Level Awareness of where people are on the change curve
Shock, denial, anger, bargaining, depression, acceptance
Increase the engagement and adoption through various
communication channels. Increase learning interest through various learning options Provide time to attend Lean and Agile conferences for key individuals JIT Training at all levels. Allow individuals to learn from mistakes 14
Engaging Stakeholders Team Level Formal middle management training on leadership styles Formal middle management coaching on new ways of managing in Lean and Agile Educate all cross-functional teams on Lean and Agile, new collaboration techniques through visualization and self managed teams Coaching for identified pilot teams Learn through retrospectives
15
Engaging Stakeholders Executive Level Formal C-Level on value of Lean and agile and the benefit for their organization Obtain agreement on team training and individual training Obtain agreement on use of pilots Support results of retrospective
16
Managing Change Train and educate Build allies and champions Start small but think big
Delivery Model Process Adoption Cultural and Behavioral Change
Leadership Alignment and Communication
Process Enablement
Capability Development
Pilots (Lean / Agile / Kanban Adoption)
17
Building New Processes Illustrative Delivery model Value Stream Map for Three Types of projects
Elaborate
NonTechnology
Regular Maintenance
New Products or Major Enhancement
Initiate and Plan
Ideation
G
Idea Validation
G
Initiate and Plan
Initiate and Plan
Elaboration
Analysis
G
Design
Release and ongoing
Deliver
G
G
Delivery
Delivery
Delivery
G
Release
G
Ongoing
Release
G
Launch and Ongoing
G
Toll-Gate Review
18
Pilot New Processes Initiate and Plan
Delivery Model Pilot Projects
Validate through Pilots (test and learn)
Target Coverage for Pilot* Ideation
Validation
Elaboration
Delivery
Release
Scale Delivery Model
Core Team for Projects
Project 1 Project 2 Project 3
19
Leverage New Tools - Kanban
20
Leverage New Tools - Kanban
21
Transparency provides the underpinning for a high trust culture...
22
Build Trust Through Feedback The Retrospective is a chance for the team to act like a team, hearing every voice, integrating their perspective and reaching consensus on how to move forward, better. “Closure: it’s difficult to start something new when something else remains mentally or emotionally unclosed” List What We : Liked Learned Lacked Longed for
23
The Learning Organizations go through changes Tools and processes are important to carry the change The most crucial success criteria is how to engage
stakeholders to obtain successful results Change at individual level Change at the group or team level Change at the executive level
Start small and obtain small wins Use retrospectives to reflect and improve Leadership support is vital to teams commitment 24
Questions
25
Dr. Waffa Karkukly, PMP, ACP [email protected]
About Me Dr. Waffa Karkukly, PMP, ACP is the owner and Managing Director for Global PMO Solutions, Inc. During her career, she has been involved in leading strategic organizational change programs to connect strategy and delivery. Dr. Karkukly has managed the improvement of projects, programs and portfolios and every aspect of PMO setup, implementation and sustainability for fortune 100 and start-ups across various industry sectors. Dr Karkukly has a PhD in Strategic Program and Project Management and Masters’ Degree in Information Technology. Waffa is a published author who written books on PMO setup, implementation, sustainability, and outsourcing. She is a regular speaker in the project management circuit and brings wealth of industry experience in addition to her academic accreditations and experience. 2
Outline What is Change Management ? Why Plan Change Management ? Drivers to Change Management Introduce the Organization Situation The Need for the Change How was the Change carried out Engaging Customers and stakeholders Start small and build immediate wins Leverage tools for transparency
Questions 3
What is CM? Change Management (CM) is a comprehensive, cyclic, and structured approach for transitioning individuals, groups, and organizations from a current state to a future state with intended business benefits. (PMI, 2013) Organizational change management (OCM) is a framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an organization. (Search-CIO, 2010) Simply put, OCM addresses: The people side of change management.
4
Why Plan CM? Helps improve adoption rate Minimize surprises, anxiety, and risks Focus on the People first and foremost Engage all organization layer to take ownership of new opportunities
5
Types of Change Evolutionary ● Occurs very slowly over time ● Adaptation is in small,
sometimes almost imperceptible steps ● Success dependent on recognizing change is occurring ● Examples: - Endangered species - Culture shift in an organization
Revolutionary ● Happens in one or only a few
strokes in short time frame ● Adaptation must occur rapidly ● Success dependent on acceptance and engagement in change ● Examples: - Becoming a parent - Merger & Acquisitions
6
CM Drivers?
External Forces
Internal Forces
7
CM Drivers? Management adopts a strategy to accomplish new goal Change in the industry may be provoked by some major
outside driving force An Organization may wish to evolve to a different level in their life cycle Transition or the hiring of a new chief executive officer Regulatory change required for compliance Improve efficiency of product deliver into market
8
The Organization Situation – Background Pace of Change in the industry Landscape
Increased Competitive Pressure
Product Portfolio Diversification
Need for an Integrated organization Delivery Model
Volume of Strategic Projects
Speed-tomarket
Project Complexity
9
Challenges & Opportunities The organization employs three lifecycle models in
various elements of business and operations:
Product Development Life Cycle (PDLC), Project
Management Life Cycle (PMLC), and System Development Life Cycle (SDLC)
PDLC
PMLC
SDLC
Strengths and Challenges 10
The Solution – Integrated Delivery Model One Integrated Model based on LEAN Practices and
Agile. Leverage existing strengths and build upon new practices to eliminate challenges leading to increase efficiencies PDLC
PMLC
SDLC
IDM 11
How Was The Change Carried Out? Build processes and pilot small scale
Leverage tools for transparency
Engaging customers and stakeholders 12
The Change Implementation Approach Building people then building products Building process tailored to the organization that
encompass all cycles from product ideation to operationalization monitored through gates Start small and pilot before going big Build visualization tools (Kanban boards) Build frequent retrospectives Build competency model to measure success Reward and celebrate
13
Engaging Stakeholders Individual Level Awareness of where people are on the change curve
Shock, denial, anger, bargaining, depression, acceptance
Increase the engagement and adoption through various
communication channels. Increase learning interest through various learning options Provide time to attend Lean and Agile conferences for key individuals JIT Training at all levels. Allow individuals to learn from mistakes 14
Engaging Stakeholders Team Level Formal middle management training on leadership styles Formal middle management coaching on new ways of managing in Lean and Agile Educate all cross-functional teams on Lean and Agile, new collaboration techniques through visualization and self managed teams Coaching for identified pilot teams Learn through retrospectives
15
Engaging Stakeholders Executive Level Formal C-Level on value of Lean and agile and the benefit for their organization Obtain agreement on team training and individual training Obtain agreement on use of pilots Support results of retrospective
16
Managing Change Train and educate Build allies and champions Start small but think big
Delivery Model Process Adoption Cultural and Behavioral Change
Leadership Alignment and Communication
Process Enablement
Capability Development
Pilots (Lean / Agile / Kanban Adoption)
17
Building New Processes Illustrative Delivery model Value Stream Map for Three Types of projects
Elaborate
NonTechnology
Regular Maintenance
New Products or Major Enhancement
Initiate and Plan
Ideation
G
Idea Validation
G
Initiate and Plan
Initiate and Plan
Elaboration
Analysis
G
Design
Release and ongoing
Deliver
G
G
Delivery
Delivery
Delivery
G
Release
G
Ongoing
Release
G
Launch and Ongoing
G
Toll-Gate Review
18
Pilot New Processes Initiate and Plan
Delivery Model Pilot Projects
Validate through Pilots (test and learn)
Target Coverage for Pilot* Ideation
Validation
Elaboration
Delivery
Release
Scale Delivery Model
Core Team for Projects
Project 1 Project 2 Project 3
19
Leverage New Tools - Kanban
20
Leverage New Tools - Kanban
21
Transparency provides the underpinning for a high trust culture...
22
Build Trust Through Feedback The Retrospective is a chance for the team to act like a team, hearing every voice, integrating their perspective and reaching consensus on how to move forward, better. “Closure: it’s difficult to start something new when something else remains mentally or emotionally unclosed” List What We : Liked Learned Lacked Longed for
23
The Learning Organizations go through changes Tools and processes are important to carry the change The most crucial success criteria is how to engage
stakeholders to obtain successful results Change at individual level Change at the group or team level Change at the executive level
Start small and obtain small wins Use retrospectives to reflect and improve Leadership support is vital to teams commitment 24
Questions
25
