how to avoid change overload
TRANSCRIPT
© Bestoutcome Limited 2015 2 2
Senior Executive
Our web site went down yesterday and I need you to drop everything
and get it fixed so it doesn’t go down again
How often does this happen to you ?
Team
Project Manager
Ok, but what about the other important
stuff you’ve asked me to do ?
Leave that for now. Get the web site fixed
OK team, new plans (again!)
Yippee !!
© Bestoutcome Limited 2015 3 3
Senior Executive
Great work on the web site yesterday. Now, I’ve just seen this great tool which our competitors use
and I need you guys to investigate it immediately.
The next day
Project Manager !!**##
Oh, OK
By the way, how’s the other stuff going ?
Change (Request) overload
Team
© Bestoutcome Limited 2015 4 4
Change bandwidth
How much change can one person absorb ?
• Personal change (buying a new house, a new child, engagement)
• Business change (store re-fit, new recruits, office move)
• Macro change (new legislation, elections)
© Bestoutcome Limited 2015 5 5
Three tensions in all organisations
Corporate
Strategy
Run the
Business
Change the
Business
Change bandwidth
© Bestoutcome Limited 2015 6 6
Avoiding Change Overload
1. Get visibility of what’s going on o Running the business o Changing the business : active and committed projects
2. Build a heat-map of change o Level of change on people o High impact areas
3. Outcome-Driven prioritisation o New ideas, service requests o Gateway process
4. Readiness for change ? o People readiness o Technical readiness
5. Communicate, communicate, communicate o Tell your stakeholders what you’re doing o Listen to what they say
Change Overload is costly
© Bestoutcome Limited 2015 7 7
Key 1 : visibility of the entire portfolio of work
• In-flight initiatives • Proposed and committed initiatives • Running the business
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Key 2 : heat-maps – measuring the change
A B C C E
Governance Framework Oct: Current Status A
Pla
nn
ing
Re
po
rtin
g
Ris
k &
Iss
ue
s M
gm
t
Go
ve
rna
nc
e
De
liv
ery
Ma
na
ge
me
nt
Cla
im
Ma
na
ge
me
nt
Go
od
will
reg
iste
r This
Period
Period
-1
Period
-2
Framework Overall G A G G A G G A A G
Project 1 Manager 1 A G G G A G G G G G
Project 2 Manager 1 G A G G G G G G A A
Project 3 Manager 1 A G G G G G G G G G
Project 4 Manager 2 G A G R A A R R R A
Project 5 Manager 3 G A G G A G G G G G
Project 6 Manager 3 G A G G A G G G G G
Overall
Key Adoption Indicators
• Reduce the heat (bandwidth exceeded): • load balancing • re-prioritising
Stakeholder heat-maps also useful
© Bestoutcome Limited 2015 9 9
Key 3 : Outcome-Driven prioritisation
• You don’t get into the ‘hopper’ without a valuable idea or request • You don’t continue unless the business case is valid and the work is doable • Focus on the outcomes, not the outputs
New Idea
Change Request
Gateways
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Key 4 : readiness for change
• Is the organisation ready for the change • Are your people ready for the change ? • Are your new processes ready to be implemented ? • Is your new technology ready to be implemented ? • Ask all these questions before pressing the button
Come and take the Change Challenge on stand 40
© Bestoutcome Limited 2015 11 11
Key 5 : communicate, communicate, communicate
• Establish your Drumbeat reporting • Remember that communication is two way :
1. From the communicator to the recipient 2. Feedback from recipient that the message has arrived
© Bestoutcome Limited 2015 12 12
• Programme and project consultants, helping you deliver successful change
• Portfolio/Programme/Project Office (PMO): setup and management
• Programme and Project initiation and best practices
• Interim and permanent resourcing
• PM3 is our flagship solution, a Programme and Portfolio Management tool “developed by practitioners for practitioners”
• PM3time is our timesheet solution, which can be integrated with PM3
• Programme management Apps – come and take the Change Challenge
Services
Solutions
Customers
About Bestoutcome Stand 40