• 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

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 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 ?

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

Programme execution 6 steps:

• Define initiatives and rigour test
• Assess dependencies against key milestones
• Define clear accountabilities at all levels
• Establish robust review cadence
• Escalate issues and manage risks tightly
• Track success factors and benefits