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--- programmechangemgt [2021/10/25 10:01] – [e-learning] suhaw
+++ programmechangemgt [2021/11/02 02:17] (current) – 218.212.182.200
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 ====== Programme and Change Management ======
+===== Tuesday 2 November 2021 =====
+==== Katie Rice ====
+=== Behavourial Nudges ===
+Types of nudges
+  * Anchoring
+    * Framing
+    * Goal setting
+    * Identity priming
+    * Defaults
+    * Rules of thumb
+    * Commitment devices
+    * Active Choice
+  * Social: peer pressure
+    * Public commitment
+    * Group incentives
+    * Social proof
+    * Social norms
+    * Competition
+  * Reinforcement
+    * Reminder
+    * Feedback
+    * Micro incentives
+    * Reduce Hassles
+    * Planning prompts
+    * Deliberative friction: Brings to attention the difficulties that will arise
+    * Salience
+    * Next step checklist: makes it easier
+Resources:
+  * Richard Thaler
+  * Daniel Kahneman
+  * Dan Ariely
+  * Charles Duhigg
+  * Robert Cialdani
+===== Wednesday 27 October 2021 =====
+==== Mukund ====
+=== Change Management Tools ===
+https://www.bcg.com/capabilities/business-transformation/change-management
+Project Management tools
+  * Atlassian
+    * Jiro
+    * Confluence
+    * Trello (cards based)
+  * PLanView
+    * Resource allocation/constraints
+  * MS Project
+    * Workflow, swim lanes
+    * GANTT chart for critical path analysis
+  * BCG Key
+Shows up reports, dependencies, GANTT chart show critical path, links documentation to issues, to bugs ?
+Leadership behaviour change
+  * BCG Amethyst
+    * https://www.youtube.com/watch?v=SxkZK8FguBU
+  * Power of Habits ?
+Change Load Assessment
+  * BCG Absorb
+    * https://players.brightcove.net/64722228001/default_default/index.html?videoId=6220427338001
+===== Tuesday 26 October 2021 =====
+==== Mukund ====
+=== Change Communication Plan ===
+  * Who: Stakeholder
+  * What: Message
+  * How: Channel
+  * When: Timeline
+  * Owner
@@ Line 61: / Line 153: @@
 === Leading Change in Large Distributed Organizations ===
+https://www.linkedin.com/learning/leading-change-in-large-distributed-organizations?u=2140145
   * Ram Charan, business advisor, author, and speaker
@@ Line 86: / Line 179: @@
     * Exchange people to create new links
     * Ensure redundancy: Overlapping communications to avoid gaps
+      * create lateral communications and interactions
+===== Thursday 21 October 2021 =====
+==== ChangePro Simulation Game ====
+=== Change Management Soft Skills ===
+Choosing tactics
+  * Awareness
+    * Background analysis
+    * Org networks (formal and informal)
+    * 1 on 1 comms with key stakeholders
+    * Employee survey
+  * Interest
+    * Send A to B
+    * 1 on 1 comms
+    * Hire Experts/External speakers
+    * Training programme
+  * Evaluation
+    * Workshop
+    * Pilot project
+    * Send A to B
+    * Mass comm of early success
+  * Adoption
+    * Upward lobbying
+    * Decree/Memo
+    * Senior leader intervention
+    * Mass comm (safety in numbers)
 ===== Tuesday 19 October 2021 =====
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 === Set up a Project Management Office ===
+https://www.linkedin.com/learning/setting-up-a-pmo?u=104800994
 Components
@@ Line 228: / Line 353: @@
 === Programme and Change Management ===
-How likely is a project to succeed? DICE =  D + 2I + 2C1 + C2 + E
+PMO styles
+  * Passive: admin support, data collation, delivery of defined measures and targets
+  * Activist: actively involved, proactive responses (milestones, KPIs, Risks), accountable for delivery
+  * Accountable: explicit accountability, experienced PM staff, active in all components
+Waterfall is outcome oriented; Agile is output oriented
+How likely is a project to succeed? **DICE =  D + 2I + 2C1 + C2 + E**
   * Duration
   * Integrity: Performance of team, staff adequacy, willingness/motivation
@@ Line 234: / Line 366: @@
     * C1: Senior level
     * C2: Local staff
-  * Effort requiredby Local effort
+  * Effort required by Local effort
 It is useful for the project manager to gauge whether the project is going well and what might be nudge to push it into the green/safe zone
@@ Line 245: / Line 377: @@
   * Milestones
-Milestones should be CATT: Clear, Aggregated, Tangible, Timely
+Milestones should be **CATT: Clear, Aggregated, Tangible, Timely**
   * Clear: Major achievement are concise
   * Aggregated: appropriate level of granularity
@@ Line 251: / Line 383: @@
   * Timely: regularity of activity
-Rigour Testing are used to evaluate project prior to their launch:
+**Rigour Testing** are used to evaluate project prior to their launch:
   * Roadmap clearly defined ?
+    * Clear owner of Roadmap
+    * Milestones tangible and achievable
+    * Milestones contribute to overall programme objectives
+    * Milestones fleshed out to a physical and manageable level and describe how the roadmap will actually be completed
   * Impacts identified ?
+    * KPIs disaggregated into financial and operational KPIs
+    * Impact timings consistent with milestone timings
+    * Measures in place against impacts sustainable beyond implementation
+    * Clear consideration given to timing and quantification of impacts; OP KPIs explicit and well thought through
+    * OP KPIs lead and readily tie to key subsequent financial impacts
   * Interdependencies & Risks ?
+    * Key risks factored into milestone descriptions
+    * Identify and Engage imapacted stakeholders
+    * Critical interdependencies exposed and tested
+    * Explicit and regular review milestones for the Roadmap; sufficient to enable effective program and senior mgmt. overview of key issues/risks/interdependencies
+What makes a PMO effective ?
+  * Clear targets
+  * Reasonable targets
+  * Milestone CATT
+  * DICE: sanity check, pre-empt challenges
+  * Robust Rigour Testing
+PMO role descriptions (High-level)
+  * Steering Committee
+    * Provide clarity on strategic and financial targets
+    * Make course correction decisions
+    * Prioritise resource constraints, resolve issues/roadblocks
+    * Overal guidance to PMO
+    * Communication and leadership around overall programme
+  * Executive Sponsors
+    * Accountable for ultimate initiative success
+    * Sign off on specific Roadmaps (timing and financials)
+    * Meet bi-weekly with initiative owners
+  * PMO
+    * Develop/Ensure ownership of change programme at executive and initiative levels
+    * Support resolution of cross-functional issues
+    * Work with owners to create rigorous and locked-down Roadmaps
+    * Ensure transparency and integrity of impacts with HR/Finance
+    * Synthesize and create reports for SteerCo meetings, raise issues
+  * PMO liaisons
+    * Support Exec sponsor
+    * Coordinate across initiatives
+    * Regularly update roadmap status
+  * Roadmap owner
+    * Create and own robust roadmaps
+    * Update PMO liaisons to keep roadmap status current
+    * Drive implementation of project, identifying and mitigating risks to success
@@ Line 264: / Line 444: @@
 Change Management deals more with Leaders and Staff.
+distinct journeys for digital transformation
+  * **Programme:** Track, increase transparency, measurable impact/outcome
+  * **Leader:** hardwire change and inspire workforce
+  * **People:** involve employees, prepare and train for change
+Principles of PMO:
+  * Transparency, accuracy
+  * Timely
+  * Impact oriented
+  * Disciplined
+Programme execution 6 steps:
+  * Define initiatives and rigour test
+  * Assess dependencies against key milestones
+  * Define clear accountabilities at all levels
+  * Establish robust review cadence
+    * fortnightly SteerCo reporting/meeting
+  * Escalate issues and manage risks tightly
+  * Track success factors and benefits