programmechangemgt
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| programmechangemgt [2021/10/26 16:51] – [Mukund] suhaw | programmechangemgt [2021/11/02 02:17] (current) – 218.212.182.200 | ||
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| ====== Programme and Change Management ====== | ====== Programme and Change Management ====== | ||
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| + | ===== Tuesday 2 November 2021 ===== | ||
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| + | ==== Katie Rice ==== | ||
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| + | === 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 | ||
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| + | Resources: | ||
| + | * Richard Thaler | ||
| + | * Daniel Kahneman | ||
| + | * Dan Ariely | ||
| + | * Charles Duhigg | ||
| + | * Robert Cialdani | ||
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| + | ===== Wednesday 27 October 2021 ===== | ||
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| + | ==== Mukund ==== | ||
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| + | === Change Management Tools === | ||
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| + | https:// | ||
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| + | Project Management tools | ||
| + | * Atlassian | ||
| + | * Jiro | ||
| + | * Confluence | ||
| + | * Trello (cards based) | ||
| + | * PLanView | ||
| + | * Resource allocation/ | ||
| + | * MS Project | ||
| + | * Workflow, swim lanes | ||
| + | * GANTT chart for critical path analysis | ||
| + | * BCG Key | ||
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| + | Shows up reports, dependencies, | ||
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| + | Leadership behaviour change | ||
| + | * BCG Amethyst | ||
| + | * https:// | ||
| + | * Power of Habits ? | ||
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| + | Change Load Assessment | ||
| + | * BCG Absorb | ||
| + | * https:// | ||
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| ==== Mukund ==== | ==== Mukund ==== | ||
| - | === Change Communication Plan=== | + | === Change Communication Plan === |
| * Who: Stakeholder | * Who: Stakeholder | ||
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| * Ensure redundancy: Overlapping communications to avoid gaps | * Ensure redundancy: Overlapping communications to avoid gaps | ||
| * create lateral communications and interactions | * create lateral communications and interactions | ||
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| + | ===== Thursday 21 October 2021 ===== | ||
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| + | ==== ChangePro Simulation Game ==== | ||
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| + | === Change Management Soft Skills === | ||
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| + | 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/ | ||
| + | * 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) | ||
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| ===== Tuesday 19 October 2021 ===== | ===== Tuesday 19 October 2021 ===== | ||
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| Waterfall is outcome oriented; Agile is output oriented | 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? |
| * Duration | * Duration | ||
| * Integrity: Performance of team, staff adequacy, willingness/ | * Integrity: Performance of team, staff adequacy, willingness/ | ||
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| * Milestones | * Milestones | ||
| - | Milestones should be CATT: Clear, Aggregated, Tangible, Timely | + | Milestones should be **CATT: Clear, Aggregated, Tangible, Timely** |
| * Clear: Major achievement are concise | * Clear: Major achievement are concise | ||
| * Aggregated: appropriate level of granularity | * Aggregated: appropriate level of granularity | ||
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| * Timely: regularity of activity | * 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 ? | * Roadmap clearly defined ? | ||
| * Clear owner of Roadmap | * Clear owner of Roadmap | ||
| * Milestones tangible and achievable | * Milestones tangible and achievable | ||
| * Milestones contribute to overall programme objectives | * 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 ? | * Impacts identified ? | ||
| * KPIs disaggregated into financial and operational KPIs | * KPIs disaggregated into financial and operational KPIs | ||
| * Impact timings consistent with milestone timings | * Impact timings consistent with milestone timings | ||
| * Measures in place against impacts sustainable beyond implementation | * 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 ? | * Interdependencies & Risks ? | ||
| * Key risks factored into milestone descriptions | * Key risks factored into milestone descriptions | ||
| * Identify and Engage imapacted stakeholders | * Identify and Engage imapacted stakeholders | ||
| * Critical interdependencies exposed and tested | * 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/ | ||
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| + | 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) | PMO role descriptions (High-level) | ||
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| 3 distinct journeys for digital transformation | 3 distinct journeys for digital transformation | ||
| - | * Programme: Track, increase transparency, | + | |
| - | * Leader: hardwire change and inspire workforce | + | |
| - | * People: involve employees, prepare and train for change | + | |
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| + | Principles of PMO: | ||
| + | * Transparency, | ||
| + | * Timely | ||
| + | * Impact oriented | ||
| + | * Disciplined | ||
| Programme execution 6 steps: | Programme execution 6 steps: | ||
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| * Define clear accountabilities at all levels | * Define clear accountabilities at all levels | ||
| * Establish robust review cadence | * Establish robust review cadence | ||
| + | * fortnightly SteerCo reporting/ | ||
| * Escalate issues and manage risks tightly | * Escalate issues and manage risks tightly | ||
| * Track success factors and benefits | * Track success factors and benefits | ||
programmechangemgt.1635267077.txt.gz · Last modified: 2021/10/26 16:51 by suhaw