BCG Rise - DTCM07

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====== Programme and Change Management ======

===== Tuesday 26 October 2021 =====

==== Mukund ====

=== Change Communication Plan===

* Who: Stakeholder
  * What: Message
  * How: Channel
  * When: Timeline
  * Owner

===== Monday 25 October 2021 =====

==== Mukund ====

=== Case for Change ===

Belief audits: fancy name for interviews

Case for change
  * How compelling is the change and is it thought through/comprehensive ?
  * Key message

Leaders
  * Do think about and understand what is needed to change ?

Organisation
  * Which teams/ functions are key/central ?

Executional certainty
  * Level of experience with large-scale change

Wrap up
  * What are CM major concerns ?

Ready-Willing-Able survey of organisation
  * Ready: recognise need for change
  * Willing: Believe change is right for us
  * Able: Believe we can/will change

Ready=mindset, Willing=heart, able=hands

=== Stakeholder management ===

Evaluate against support for change and importance/criticality to success

Categorise:
  * Change Agent
  * Change Facilitators
  * Major skeptic
  * Minor skeptic

Prioritise: When/How urgent to engage with stakeholder (cf CEO PA)

Engagement strategy: including timing, tone, pre-meet preparations, Send A to B ?

==== e-learning ====

=== 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
    * G3
    * Critical 2 percenter, change agents, outside looking in
    * Digitisation of Information: acquire customer data, digitise employee data 
  * Nancy Duarte, principal at Duarte, Inc.
    * Symbols
    * Speeches: creates tension device between current and desired future - persuasive and engaging
    * Ceremonies mark changes
  * Ralph Rivera, former director of BBC Digital
    * Positive and Negative motivators
      * Positive: we want to do it
      * Negative: don't fuck up
    * Cut down the fat
      * focus on fewer things
    * Break down silos: Positive and Negative movitivators
      * let different expertise take leads
      * peer-to-peer: 
      * focus on product management (higher order): understand that everybody is essential but insufficient
    * Show what is possible (Quick wins)
  * Stanley McChrystal, retired United States Army general
    * Team of Teams
    * Open transparent comms: shared consciousness to build trust
    * Exchange people to create new links
    * Ensure redundancy: Overlapping communications to avoid gaps
      * create lateral communications and interactions

===== Tuesday 19 October 2021 =====

==== e-learning ====

=== Change Management for Projects ===

https://www.linkedin.com/learning/change-management-for-projects/change-management-roles?

Kubler-Ross Change Curve explain reaction to Change:
  * Shock and Denial
  * Anger/Blame
  * Bargain
  * Confusion and depression
  * Acceptance
  * Problem Solving

Types of Resistance
  * Jobs/skills: make available the different resources for learning
  * Status: emphasise the member's importance
  * Operational: member is overwhelmed. need manager's support

How a person learns: Kolb's earning Cycle (adopted by Honey and Mumford)
    * Concrete Experience: Activist - Hands on course
    * Reflective Observation: Reflector - Online training
    * Abstract Conceptualisation: Theorist - Manual
    * Practical Experimentation: Pragmatist - Simulations

Identifying the various stakeholders: CPIG
  * Customers
  * Providers
  * Influencers
  * Governance

Communications plan
    * Objective and Purpose
    * Key messages
    * Channel and frequency
    * Person person to create and deliver
    * Measurement: check that comms has desired effect

Lewin's force-field analysis: to increase Driving forces and reduce resistant forces

Waterfall approach promotes certainty and allows time to gain buy-in

Cameron and Green: 5 factors to pay attention
  * Nature of change
  * Consequences of change
  * Organisational history
  * Individual personality type
  * History of individual

Requirements workshop
  * Active listening
    * LIstent others first
    * fully present
    * body language
    * instinct, ask questions
    * how they feel
  * Empathy
    * see from other's perspective
    * validate perspective
    * consider own attitude
    * active listen
    * ask question

Negotiations: 5 stages
  * Prepare
  * Agree on time/place
  * Negotiate: have things to negotiate/compromise
  * Document agreements
  * Review execution

Glaser's 5 elements for an Effective Team
  * Mission and Goals
  * Roles: What each person in team does
  * Operating Processes
  * Interpersonal Relationships
  * Interteam Relationships

Tuckman's Model of Team Development
  * Forming: Need for leadership
  * Storming: Testing boundaries
  * Norming: Cooperating
  * Performing: Working as a Team

Hazerg's motivation theory
  * Motivators
    * Achievement
    * Recognition
    * Responsibility
    * Advancement
    * Learning
    * Type/Nature of work
  * Hygiene Factors
    * Pay
    * Company policy
    * Quality of supervision
    * Working relations
    * Working conditions
    * Status

Post Project
  * Performance Review
  * Reintegration plans
  * Communicate with stakeholders: release of staff resources back to teams
  * Project evaluation
  * Recognise and celebrate achievements

===== Monday 18 October 2021 =====

==== e-learning ====

=== Set up a Project Management Office ===

Components
  * Functional: Standards, Governance, Delivery, Strategy
  * Structural: People, Processes, Tools
  * Disciplinary: Execution, Change, Resources, Communications

Characteristics of PMO Leader
  * Dreamer
  * Innovator
  * Master Planner
  * Team Builder
  * Collaborator/Communicator
  * Administrator
  * Change Agent

===== Thursday 14 October 2021 =====

==== Mukund ====

=== Programme and Change Management ===

How likely is a project to succeed? DICE =  D + 2I + 2C1 + C2 + E
  * Duration
  * Integrity: Performance of team, staff adequacy, willingness/motivation
  * Commitment
    * C1: Senior level
    * C2: Local staff
  * Effort requiredby 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

Key elements of initiative planning: 
  * Objective, 
  * Team, 
  * Target: Clear, aligned to mgt obectives
  * Milestones

Milestones should be CATT: Clear, Aggregated, Tangible, Timely
  * Clear: Major achievement are concise
  * Aggregated: appropriate level of granularity
  * Tangible: measurable
  * Timely: regularity of activity

Rigour Testing are used to evaluate project prior to their launch:
  * Roadmap clearly defined ?
  * Impacts identified ?
  * Interdependencies & Risks ?

===== Tuesday 12 October 2021 =====

==== Mukund ====

=== Programme and Change Management ===

Change Management deals more with Leaders and Staff.

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