increase your capability for managing change
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www.apmg-international.com
APMG-International Webinar
Increase Your Capability for Managing Change
18 September 2013 / 13:00 BST (London, UK)
Presented by Melanie Franklin, Agile Change Management Ltd
www.APMG-International.com
Agenda
• Welcome & introduction– Mark Constable, Marketing Executive
APMG-International
• Increase Your Capability for Managing Change – Melanie Franklin, Agile Change Management Ltd
• Q&A
• More Information
• Close
About APMG-International
• Global Examination & Accreditation Institute
• Official accreditation/qualification body for Best Management Practice PPM portfolio
• Extensive portfolio of professional management qualifications
• 350+ Accredit training (ATO) and consulting (ACO) organizations with 1800+ approved trainers and consultants
• Certify examination candidates; 18000+ exams per month
• HQ in UK; operational offices or formal representation in 12 countries
• Full details at www.APMG-International.com
Your presenter…
Melanie Franklin is the founder and Chief Executive of Agile Change Management Ltd. She has a track record of excellence in project, programme and portfolio planning and delivery. She is the author of 6 books about project and change management and is writing her 7th book for newly appointed change managers.
Moderator
Mark Constable is a Marketing Executive at APMG-International with over 7 years experience at the company.
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Objectives
• Importance of change management• Knowledge and skills • Core elements of change management• Contents of the Change Management Foundation
and Practitioner course• Structure of the Change Management Foundation
and Practitioner qualifications
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Importance of change management
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Increasing pace of change
Less constants
Less constants
More variables
More variables
More opportunities
More opportunities
More changes
More changes
Less stability
Less stability
Shorter lifespanShorter lifespan
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Competitive advantage
• BCS (Chartered Institute of IT) – 26% of respondents rated change management as the top skill for operational efficiency
• CIPD – 47% of organisations have a leadership gap in leading and managing change
• IBM 2012 Global CEO Study – 84% of organisations that outperform their peers in terms of revenue growth and profitability translate insights into action better than their peers
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Institute for Corporate Productivity - Human Capital Survey
Business case for change capability
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Knowledge and Skills
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Required competencies and skills
Methods & Structure
Methods & Structure
• Strong business change focus• Ability to create a Change Delivery culture• Confident with ambiguity that comes from
working within a Change environment• Implement a change management process
• Strong business change focus• Ability to create a Change Delivery culture• Confident with ambiguity that comes from
working within a Change environment• Implement a change management process
Analysis & Planning
Analysis & Planning
• Business readiness planning • Process re-engineering• Conduct impact assessments
• Business readiness planning • Process re-engineering• Conduct impact assessments
Engagement & Communication Engagement &
Communication
• Experienced in building relationships and influencing stakeholders
• Identify change champions• Facilitate stakeholder workshops
• Experienced in building relationships and influencing stakeholders
• Identify change champions• Facilitate stakeholder workshops
Delivery & Implementation
Delivery & Implementation
• Delivering process change, workflow change & cultural change
• Driver of Change with strong ‘can do’ attitude
• Delivering process change, workflow change & cultural change
• Driver of Change with strong ‘can do’ attitude
12© Maven Training Ltd 2012
Project lifecycle
Productivity /Efficiency /
Customer service
Deliverables
Time
Change lifecycle
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Increasing professionalism
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Core elements of change management
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Plan
Implement
Embed
Understand
Clarify the reasons for the change and use this to motivate and persuade people that the Vision and ‘Blueprint’ for change is viable and beneficial
Establish and manage the successful implementation of the change projects and related activities
Deliver and make sustainable the required outcomes from the change and ensure full benefits realisation
Create a coherent and consistent ‘roadmap’, establish an effective governance structure and create a set of action plans for achieving the change
Change management lifecycle
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Sources: Kubler Ross (1969),
Adam, Hayes, Hopson (1976)
The experience of change
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meaningfulness
autonomy
talents
participation
enthusiasm
motivation
Creating intrinsic motivation
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Course details
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Course content
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Individual change
Team change
Organisational change
Leading change
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Practitioner Examination
Foundation & Practitioner Course Route Map
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Foundation Examination
Change Context
Approaches to change
Personality and change
Supporting individuals
Team effectiveness
Leadership for teams
Individuals and teams
Organisational approaches
Organisational metaphors
Leadership styles
Leadership roles
Emotional intelligence Coaching
Listening and feedback
FacilitationAction
learningStrategic change
Complex change tools
Change readiness
Stakeholder engagement
Leadership phases
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Examination information
Practitioner
Three hours
4 questions divided into parts
Multi-choice, Multiple Response, Matching, Assertion/Reason
Open book
50%
Foundation
One hour
60 questions
Multi-choice
Closed book
50%
Duration
No. of questions
Question type
Style
Pass mark
QUESTIONS & ANSWERS
More Information• APMG-International website:
– www.apmg-international.com
• APMG’s Change Management qualification scheme– www.apmg-international.com/ChangeManagement
• Making Sense of Change Management (recommended reading)– www.apmg-businessbooks.com
• Melanie
http://www.linkedin.com/company/apmg-international @APMG_Inter
melanie@agilechangemanagement.co.uk
07960 995262
www.agilechangemanagement.co.uk
Melanie Franklin
AgileCM
@AgileMelanie
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