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--- programmechangemgt [2021/10/26 16:29] – [Mukund] suhaw
+++ programmechangemgt [2021/11/02 02:17] (current) – 218.212.182.200
@@ Line 1: / Line 1: @@
 ====== 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
@@ Line 6: / Line 85: @@
 ==== Mukund ====
-=== Change Communication Plan===
+=== Change Communication Plan ===
   * Who: Stakeholder
@@ Line 101: / Line 180: @@
     * 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 =====
@@ Line 252: / Line 360: @@
 Waterfall is outcome oriented; Agile is output oriented
-How likely is a project to succeed? DICE =  D + 2I + 2C1 + C2 + E
+How likely is a project to succeed? **DICE =  D + 2I + 2C1 + C2 + E**
   * Duration
   * Integrity: Performance of team, staff adequacy, willingness/motivation
@@ Line 269: / 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 275: / 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 290: / Line 446: @@
 distinct journeys for digital transformation
-  * Programme: Track, increase transparency, measurable impact/outcome
+  * **Programme:** Track, increase transparency, measurable impact/outcome
-  * Leader: hardwire change and inspire workforce
+  * **Leader:** hardwire change and inspire workforce
-  * People: involve employees, prepare and train for change
+  * **People:** involve employees, prepare and train for change
+Principles of PMO:
+  * Transparency, accuracy
+  * Timely
+  * Impact oriented
+  * Disciplined
 Programme execution 6 steps:
@@ Line 299: / Line 461: @@
   * 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