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

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

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

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

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 ?

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

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)

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

https://www.linkedin.com/learning/setting-up-a-pmo?u=104800994

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

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
• Commitment
  • C1: Senior level
  • C2: Local staff
• 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

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 ?
  • 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

Change Management deals more with Leaders and Staff.

3 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