programmechangemgt
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| programmechangemgt [2021/10/27 06:57] – 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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| 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 | ||
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| * 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/ | * 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.1635317829.txt.gz · Last modified: 2021/10/27 06:57 by suhaw