Change Project Management Booklet

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Change & Project Management

Framework

Please note the best way to obtain current information and up to date tools and examples is through the Change and Project Management Framework website which

is available on Diageo Academy (www.diageoacademy.com)


Contents Contents .................................................................................................................. 2 Introduction ............................................................................................................. 4 Getting Started ........................................................................................................ 5 Tool Overview .......................................................................................................... 8 Thinking Strategically .............................................................................................. 11

T11 Possibility - Issue Identification .................................................................. 12 Issue Identification Tool .................................................................................... 15

T12 Project Definition ....................................................................................... 17 Project Definition Tool ...................................................................................... 19

T13 - From To ................................................................................................... 28 From To Tool ................................................................................................... 30

T22 Workflows and Swimlanes ......................................................................... 31 Sample Swimlane Diagram .............................................................................. 34

T26 - Change Impact Assessment ....................................................................... 36 T26 (Tool I) - Predicting the Impact of Change ................................................. 37 Predicting the Impact of Change Tool .............................................................. 39 T26 (Tool II) - Implementation Experience Assessment ................................... 40 Implementation Experience Assessment Tool .................................................. 42

T32 - Project Closure Document .......................................................................... 43 Project Closure Document Tool ........................................................................ 46

Managing the Project .............................................................................................. 50 T14 Governance & Sponsorship Plan ............................................................... 51 T17 Project Plan ............................................................................................... 57

Project Plan Tool .............................................................................................. 61 T18 Project Administration ................................................................................ 62 T19 - Risk Management....................................................................................... 67 T20 Project Dashboard ..................................................................................... 72 T21 Stage Gate Checklist ................................................................................. 75

Stage Gate Checklist Tool ................................................................................ 78 T30 Project Change Control.............................................................................. 79

Project Change Control Tool ............................................................................ 82 Managing the Change ............................................................................................. 89

T15 Leadership Assessment ............................................................................ 91 Leadership Assessment Tool ........................................................................... 93

T16 One Minute Communication ...................................................................... 94 One Minute Communications Tool ................................................................... 98

T23 Change Resistance ................................................................................... 99 T23 (Tool I) - Change Resistance Scale ......................................................... 101 T23 (Tool I) - Change Resistance Scale ......................................................... 103 T23 (Tool II) - The Change Curve................................................................... 104 T23 (Tool III) - Diagnosing Commitment ......................................................... 109

T24 Culture Assessment ................................................................................. 112 T24 (Tool I) - Culture Mapping ....................................................................... 113 T24 (Tool II) - Culture Web ............................................................................. 116 T24 (Tool III) - Quinns Organisational Culture Model ..................................... 124 T24 (Tool III) Quinns Organisational Culture Model .................................... 127


T25 Communication Planning ......................................................................... 133 T27 Stakeholder Management ........................................................................ 141

T27 (Tool I) - Stakeholder Engagement ......................................................... 142 T27 - Stakeholder Engagement Tool I ............................................................ 144 T27 (Tool II) - Stakeholder Analysis ............................................................... 145

T28 Role Mapping .......................................................................................... 149 T29 - Capability Assessment & Build Plan ......................................................... 152

T29 (Tool I) - Capability / Behaviour From To Learning Needs Analysis .. 153 T29 (Tool II) - Learning Design and Methodologies ........................................ 157 T29 (Tool III) - Capability Build Execution Plan............................................... 162 T29 (Tool IV) - Learning Measurement & Evaluation ...................................... 165

T31 - Business Readiness Assessment ............................................................. 168 Business Readiness Assessment................................................................... 170

Glossary ............................................................................................................... 172


Introduction If you are about to embark on a project or business change programme, no matter the size, this framework will provide you with the tools and guidance you need to ensure brilliant execution. The framework was developed using the best of the many processes and tools existing in Diageo for managing change and projects. A small cross functional project team undertook the challenging task of simplifying both the processes and tools to ensure global - cross function and market relevance; simplified instruction guides and templates; and easy access for everyone regardless of location in Diageo.

The Change and Project Management Framework has 5 stages: Initiate Defining the opportunity or issue; establishing sponsorship,

priority, and accountabilities; and securing the funding and resources needed through to the next stage.

Analyse Diagnose the issue, document requirements, and test solution

options; quantify the business outcomes and agree the business case; plan the project in detail; establish clear project governance; and secure alignment, resources and funding for continued investment in the project.

Design Design, build and test the solution; engage impacted stakeholders;

finalise implementation plans; and confirm business readiness to implement the solution.

Implement Launch the solution and execute the change; stabilise the change

and confirm that the desired outcome has been reached. Sustain Adopt the change into Business As Usual operations; measure

and confirm business outcomes; and deliver continuous improvement opportunities.

This may all sound logical and easy! The reality is that many people struggle in juggling all the different aspects that are involved in brilliantly executing a project to scope, cost, timescale and with consideration for the people impacted. This framework has been created to assist you in covering all aspects of project and change management to ensure quality delivery in a simplified way.


Getting Started Getting involved in a business change project for the first time, or indeed for the twentieth, can be daunting. To help alleviate any fears and to give you a great starting position, following is a simple overview to help you get started! The good news is that much of what needs to be done to make a project successful is for the most part common sense. Further good news is that you will have plenty of personal experience to draw from already changes you have experienced at work, or changes you have made in your personal life. Finally you have this tool kit which will guide you through what you need to do and when. There are three key reasons why most business changes are not successful. So ensure you have these aspects covered and you are a long way there in delivering a great project! The three key reasons for unsuccessful or only partly successful changes are:-

No clear definition of the issue failing to understand the purpose of the change

Lack of Sponsorship lack of alignment and leadership to make the change happen

Failure to understand the cultural implications all change is personal to the people affected. It is part of basic human nature that the initial response to any change is to react against it, so in making change happen and then sustaining the change, it is essential to help all those affected get through the intellectual and emotional concerns that they have about the change being made

What you are doing in the five stages of the change and project management process can be phrased simply:

Initiate is about understanding the issue and finding out if it is important

Analyse is about deciding on the best solution and organising resources to make it happen

Design is about getting to exactly what we are going to make happen and how we are going to do it creating a great plan

Implement is about getting everyone to help to deliver the plan making the solution everyones solution

Sustain is about keeping the change going and making it a normal part of everyones day to day life

Before you start it is a good idea to look at all the tools briefly, so you know what is there to help you. As you go through your change it is worthwhile looking at each tool in more detail to see how it may help you some tools will not be appropriate, and it is perfectly OK not to use them; for others you may see the need for them, but they will not be quite right, again it is perfectly acceptable to modify them a little to fit them to your change.


Change can be daunting. If you are facing a particular challenge, it is likely a tool will help with your thinking and to tackle each challenge as they arise. Below are some examples of how the tools in the toolkit may be able to help you:

Question / problem Tool to use

I have been given an idea for a change, but I dont fully understand what it is about

T11 Possibility - Issue Identification use with the person who had the idea

I think I understand the change, but am not sure the sponsor has the same idea as to what the change is

T11 Possibility - Issue Identification use in a conversation with the Sponsor

I dont know who will be affected by the change T28 Role Mapping

I dont know who should be in the steering group T28 Role Mapping and T14 Governance and Sponsorship Plan

I am not sure how big the change we are making is for people

T13 From To and T24 Culture Assessment

I am not sure how different the new ways of working are

T13 From to and T22 Workflows and Swimlanes

I need to be able to explain what it is we are doing

T12 Project Definition and T16 One minute communication

How do I plan all the things we need to do and work out who is doing them

T17 Project Plan and T18 Project Administration

I am getting a lot of emails from different sources raising different questions about the change

T27 Stakeholder Management and T25 Communication Plan


The Tools


Tool Overview There are 22 tools included in the framework. They combine both change and project management aspects. To help you in thinking through the purpose of the tools, they have been categorised:

Thinking Strategically These tools are designed to ensure you complete the right thinking in linking your project with business strategy and need.

Managing the Project These tools provide the structure in which to manage your project to budget, scope and timeline.

Managing the Change These tools provide the means in which to ensure anyone impacted by the change, engages with the change and delivers the business benefits of the change

It is the combination of all 3 which will ensure the brilliant execution of your project. All tools should be viewed of equal importance in managing the project you are undertaking. Where you have individuals within a project team with certain capability strengths, you may look to split the completion of tools (eg where you have a project or change manager).

Tool Summary by Stage


Tool Selection & Numbering The numbering of the tools roughly correlates with the order in which you may use a tool, should you use all tools. It is recommended that you be pragmatic in selecting the tools you need to use relevant to the size and scope of your project. More complex change programmes, will require the use of all tools. A guide has been developed (included in the menu on the right) to give you a steer on what tools you may need to use depending on the size and scale of your change.

Tool Ratings Each tool has been rated:

Easy (green) Intermediate (blue) Difficult seek coaching (black)

Tool Structure The guide for each tool is split into the following sections to ensure you gain a quick overview to the tool and how to use it and also quickly identify links between tools.

Rating how hard is it? Purpose why use the tool? Outcome what you will gain from using the tool? Structure How to use the tool? Tips Handy hints in how to use/ complete the tool? Interdependencies What tools/ materials will help you in completion and what

tools the outputs might feed into.

How to Learn More Where possible extra links to additional information that may help you have been provided.

Although you have an excellent portfolio of tools to help you in managing your project, this is only 20% of the job! The thinking and processes you complete are where you will make or break your project, completing tools as a tick a box exercise will not ensure your brilliant execution. Ensure you take the time to reflect on the outputs of the tools you complete and what the real impact on your project is.


Thinking Strategically


Thinking Strategically These tools are designed to ensure you complete the right thinking in linking your project with business strategy and need.

Tool Tool Guide Phases

T11

Possibility - Issue Identification

A list of questions to help understand the current issue/ challenge, and a frame

of thinking to reach what is possible OR

Open the mind and cover all the angles

T12

Project Definition

Summarises the scope, objectives, plan, and outcomes for the project to gain

alignment or

What are we doing written down and signed off

T13

From To

A way to understand the end state that we are aiming for as a result of the

change, and through that, the business and cultural implications and size of change

OR Where we start from and where we are going

T22

Workflows and Swimlanes

A logical sequence of related activities (tasks and decisions) which when

performed, utilise the resources of the business to deliver business outcomes OR

The way things work in the business

T26

Change Impact Assessment

Appreciating the historical context and understanding the transition curve of impacted individuals towards the current change initiative will increase the

likelihood of a sustainable outcome OR

Understand what change means to people

T32

Project Closure Document

Close out all elements of the project and provide key project learnings for future

reference OR

Revealing the good, the bad and the ugly of the project


T11 Possibility - Issue Identification

A list of questions to help understand the current issue/ challenge, and a frame of

thinking to reach what is possible OR

Open the mind and cover all the angles

Rating Blue - Intermediate

Purpose To understand the current challenge and the possibilities of the idea, with the

Sponsor in a structured way.

Outcome Clarity on the nature and size of the challenge

Agreement on areas impacted

Joint commitment to take the investigation forward

Decision on who to engage in a wider group of Stakeholders

Structure Completed by the Project Manager with the Sponsor during a conversation in the

initiation phase.

Issue Identification


Process

Identify at least the 2 or 3 useful questions from each section of the checklist.

Establish critical elements such as performance promises, targets or behaviours that should be retained through this change.

Regularly during the conversation use summaries and propose linkages to help the Sponsor see the issue holistically and generate new insights.

Be prepared to take on resistance.

After the conversation synthesise the information and formulate your own recommendations.

Schedule a follow up meeting with the Sponsor to align the output and recommendations and to determine feasibility of engaging potential Stakeholders (if deemed necessary).

If you agree to engage a wider group, undertake further research/benchmarking as appropriate.

Identifying and Creating Possibilities This model shows the relationship between reality with possibility and how that sits in business.

Vertical axis reality: high we know the environment were in; and low - we dont.

The horizontal axis is possibility, from low to high. When sitting in business where we know the market, know our people, brands, global growth drivers etc, we know what works & options available to us are well understood lets call that business as usual (BAU). This is high reality / low possibility.

In BAU were comfortable, we know the environment it can be a fantastic place to be.

For some people right now that place is high double digit growth, for others its low growth but its still BAU.

When things shift, a market becomes less certain, customers change, government introduces changes that influence our trade, our sense of reality, of

POSSIBILITY

REALITY

HIGH

LOW HIGH

Crisis

New Reality Business as Usual

Thinking the Unthinkable

Destination 2011


knowing starts to drop. That can take us into a territory well call crisis. This is low reality/low possibility.

The options available are still narrow, youre still working off the same kind of thinking you had in BAU what could that lead to?

The markets open, you dont have a fixed view, things are uncertain/changing but there are lots of possibilities open to you, lets call that thinking the unthinkable. This is low reality/high possibility. The challenge is to make that the new reality - understand it, learn to live with it, it has a lot more possibility than BAU.

When crisis happens, we need to think quickly about our options thinking the unthinkable. Thats where you go from crisis. Eventually you get used to it and that becomes the new BAU.

Some people believe you have to go through crisis to get to new thinking thats a lot of pain to get you to open up new thinking. How else can we prompt ourselves into that place without having to crash into crisis? What if we move straight to unthinkable?

Thats the capability we are building - D2011 is Diageo thinking the unthinkable at a time when our BAU model is in great shape.

Interdependencies Take insights from: Provide input to:

Business performance results

Values Survey

Employee and Leadership feedback

T14 Governance and Sponsorship Plan (Identification of the right Sponsor)

T12 Project Definition T13 From - To

Tips Ask open, probing questions

Be prepared to risk asking nave questions and also to explore any underlying political aspects.

Avoid seeking a solution at this stage aim to be clear on the issue/challenge and possibilities, and the Sponsors concerns and motivations.

Share any insights and key connections, which occur to you, to test any assumptions you may be making.

In your follow-up meeting agree who is going to do what in the interim - the output of the second meeting should provide greater clarity about the end state and purpose of the proposed change.

An issue identification conversation is a good way to build a rapport and explore alignment between the individuals involved, asking open questions of each other helps this.

Sometimes these conversations are planned and can be carefully structured. Other times they are ad-hoc and emerge. Have a copy of the questions to hand in early meetings about the change.

Having an additional person in the conversation whose role is to make notes, listen and ask questions can be very helpful.

How to learn more DLPP Think Decide Act Model, Content on Creating Possibilities.


Issue Identification Tool

General Questions What is the issue/ possibility?

How important is the issue/ possibility?

Who should we be involving at this stage?

Strategy What is your compelling vision for making this change?

How does the proposed change fit with your Strategic Imperatives and existing priorities?

What are the performance breakthrough opportunities?

What are the strategic big wins with the proposed change?

What will the impact be on business performance?

How does this create value over existing strategy and plans?

Where are the closest links to your existing strategy?

Where would this fit in your strategic time horizon (i.e. 1, 3, 5)?

Are there existing or future changes that need to be considered?

What are the strategic levers that would inform or move this area?

Where does it fit with existing priorities?

What is the cost of not doing this?

What are the biggest implications for strategy?

Have you taken an external/ expert perspective?


People Who are the key Stakeholders?

Who are the individuals impacted by the change? How many will be affected? Where are they?

Who would need to ultimately lead the implementation of the change?

Who needs to support this in the early stages?

What key relationships can be leveraged?

Who has the energy for this?

What new capabilities are needed?

What is the gap from existing capabilities?

What are the implications/opportunities for career development?

What is in it for you?

What are the personal risks for you?

Where does the resistance come from/how strong?

Process What are the key process implications of this change?

What are the key processes that will be impacted?

What processes need to be world-class versus world-average?

Which processes do we need to change?

What would be the challenges in implementing the process changes?

Who will be the new process owner?

What are the resource/infrastructure implications?

How would we measure success?

Culture What is your core belief that is driving your thinking?

How widely shared is this belief/how do you know?

How consistent is this with the Diageo Values?

What is pro-culture and counter-culture about this?

Are there competing sub-cultures?

What are the assumptions that you are making here?

Are there big cultural blockers/how big are they?

Are there any unsaids that we need to get out in the open? What political barriers and/or alliances need to be addressed?

What behaviours are you prepared to role model? Reference the Leadership Standard / Diageo Capabilities

Structure To what extent will the current structure support or hinder your proposal?

How consistent is this with the existing operating model?

Where does the organisation need to flex to accommodate this?

To what extent will the informal network support or hinder this?

How dependent is this on the current incumbents in the structure?

What has been the history/ success of structural change in the past?

How have others organised themselves to address similar issues?

What are the implications for leadership, teamwork and decision-making?


T12 Project Definition

Summarises the scope, objectives, plan, and outcomes for the project to gain alignment

or What are we doing written down and signed off


Purpose The purpose of the Project Definition (PD) is to provide a clear and complete description of the project. It is the primary foundation defining the outcomes, objectives, scope, costs, and timeline of the effort. It defines the commitments of the team to deliver the results. It is used to drive alignment of exactly what the project is expected to deliver, and to serve as a baseline against which the success of the project is measured.

Outcome Aligned definition of the purpose and desired outcomes, scope, costs, and

timeline for the project.

Funding secured to execute the project or the project stage.

Baseline against which to measure the success of the project on its completion.

Communication of the scope and objectives of the project to drive understanding.

Structure This is a compound document summarising the results of many different

activities (particularly for large projects). These supporting documents may be embedded or referenced in some cases where appropriate.

Is written by the Project Manager with input/submissions for different sections from the project team.

The Project Definition is first developed as part of initiating a project, continually refined and finalised by the end of the Analyse phase.

This document requires sign-off by the appropriate governance group(s), including the sponsor and/ or the project steering committee.

Financial approvals may require additional signoffs to comply with CARM. Through this governance process, alignment is achieved paving the path for a smoother start to the project.



T11 Possibility Issue Identification T19 - Risk Management tool

T13 - From-To Tool

T14 Governance & Sponsorship Plan

T30 Project Change Control T17 - Project Plan

T20 - Project Dashboard

Tips Don't be overwhelmed by the size of the template and number of sections it

contains. On large projects, assign different resources to work on independent sections of the document. For example, an entire sub-team could be assigned just to solicit and document the requirements.

Consult with your local finance group for rules around financial documentation and approvals. In most cases, this will be required to secure project funding, although additional documentation is often also required. Project finances should be developed according to your local financial approval process.

Fill in what you know up front, and develop a plan to complete the missing data.

This tool is structured to help you think through the factors that are important to a successful project. Many of these are developed over time, but need to be completed early enough in the project (by the end of Analyse at the latest) in order to create a baseline for the project.

Things will change after the Analyse phase, use change control to formally monitor and sign off these changes.

Because this document is completed over time, its important to use the document administration section to record who has updated and approved what over time. This is a good audit trail, especially important when dealing with large projects and/or many contributors.

Consider using a Challenge & Build process to review and finalise this document or sections of this document. Include the right people, issue a pre-read in advance then engage in an active dialogue to confirm/refine the content to reflect all needs.

In some cases, you may want to use this tool for a specific stage of the project (e.g. just for build) with greater detail. When doing so, always call out what your overall scope is (i.e. what the ultimate business benefits are) and how this fits in.

In some cases, a section of the template may not apply. Simply state the rationale why it doesnt apply & move on.


Project Definition Tool

Please note the section numbers in the document are incorrect. The tool available on the framework website does have the correct numbering.

Project Definition version

covering through stage

prepared by dd Month yyyy

Sponsor Name

Title

Instructions: Red text is Instructions and/or examples.

Please erase any red text before publishing; as this text is not intended to be part of the permanent document.

Please do a Find and Replace of with the specific name of this Project eg Diageo Way of Selling.


Document Administration

Purpose The purpose of this document is to provide a clear description of the project. It is a:

Single document summarising the project.

Confirmation of the scope, objectives and deliverables of the project. It is used: To obtain alignment of the purpose and desired outcomes for the project.

As an aid to communication both inside and outside the project.

To obtain financial approval in many cases (possibly in addition to other documents).

As a basis for subsequent planning and future project phases. To measure the success of the project on its completion.

Revision History

Version Revision Date Purpose Main Changes

0.1 dd-mmm-yyyy Initial working drafts numbered < 1.0 through to Challenge & Build

1.x dd-mmm-yyyy Version for approvals numbered 1.0 to 1.xx

2.x dd-mmm-yyyy Future major revisions post initial approval numbered 2.x

Contributor The following have contributed to this document:

Name Role Contribution Project Manager Author

Approvers This document requires the following approvals:

Name Title Role Signature/Date Sponsor


Table of Contents

1. Project Overview ........................................................................................................4

1.1. Background ................................................................................................................4

1.2. Project Description and Scope ..................................................................................4

1.2.1. In-Scope .....................................................................................................................4

1.2.2. Out of Scope ..............................................................................................................4

2. Project Costs 4

2.1. Project Financials .......................................................................................................4

3. Business Benefits.......................................................................................................5

3.1. Anticipated Business Outcomes ...............................................................................5

3.2. Project Objectives ......................................................................................................5

3.3. Fit with Strategy .........................................................................................................5

3.4. Impact of Not Doing this Project................................................................................5

3.5. Alternatives Considered.............................................................................................5

4. Interdependencies......................................................................................................5

5. Assumptions ...............................................................................................................6

6. Key Risks....................................................................................................................6

7. High Level Milestones ................................................................................................7

8. Project Governance ...................................................................................................7

9. Requirements .............................................................................................................8

10. Technology Considerations .......................................................................................8


Project Overview Background Provide salient background to the project. What is the problem? Why has it come about and how did we get here? A paragraph or a few bullet points is usually sufficient. Answer here.

Project Description and Scope

Provide a brief overview of the solution. Avoid repeating details found in other sections of this document. Answer here (description):

In-Scope

Outline the proposed scope. Bullets usually work best. Answer here: Item 1 Item 2

Out of Scope

Saying whats out-of-scope often adds clarity and removes ambiguity. Bullets usually work best. Answer here: Item 1 Item 2


Project Costs Project Financials Include a summary of project financials using the format required by your finance organisation here. Your finance organisation may require additional information to be embedded here as well. In absence of other financial guidance, include the following information:

Fiscal Year: F10

Category Revenue Capital Total

Labour / Resources Internal (if applicable) External (contractors)

0 0

0 0

0 0

Vendor Costs List each vendor separately Vendor #2

0 0

0 0

0 0

Other Costs Itemise (training, hardware, software, equipment, etc.)

0

0

0

T&E 0 0 0

Contingency 0 0 0

Total Funding Requested By This PD 0 0 0

Estimate of total project cost (to achieve benefit realisation)

0 0 0

Amounts approved previously 0 0 0

Anticipated Ongoing Support Costs 0 0 0


Business Benefits Anticipated Business Outcomes

Articulate the business outcomes both quantitatively and qualitatively. Your function may have specific guidelines about categories to include here. A table format usually works best. Answer here. Project Objectives

Include not only what we are trying to achieve, but how well know when we get there

Objective Success Criteria / KPIs

Fit with Strategy Address fit with Diageo strategy, such as functional strategic priorities for D2011. Impact of Not Doing this Project

If we do nothing, what happens? Helps showcase the need to do the project. Alternatives Considered

Are there other or lower-cost alternatives that were explored? Explain those here.

Interdependencies Project / Initiative Dependency


Assumptions

What are your assumptions? - Diageo business locations, Skills needed and availability, Organisations engaged, Partner/vendor engagement, Deliverables and activities to be delivered - Whats the impact if this assumption is wrong? (High/Medium/Low)

Assumption Risk?

H/M/L

Key Risks Your project may develop a separate Risk Management Plan to detail the risk approach, footprint, and mitigation plans. If so, refer to or embed that here instead. The following risk footprint highlights key risks facing the project:

# Business Risk

Description Mitigation Plans

(risks may have >1 mitigation) Approach Category

Mitigation Owner

1 Key resource not available

Identify alternate resource(s) Acceptance Jane Doe

2

3

4

5

(D) medium (G) High (I) CRITICAL

(B) low (E) medium (H) High

(A) low (C) low (F) medium

Risk Profile

Remote

(50%)

Likelihood

3. C

ritical

2. M

ajo

r1. M

anageable

(D) medium (G) High (I) CRITICAL

(B) low (E) medium (H) High

(A) low (C) low (F) medium

Risk Profile

Remote

(50%)

Likelihood

3. C

ritical

2. M

ajo

r1. M

anageable


Milestones Most projects will develop a robust project plan (T17) indicating what gets done when by whom. These milestones should be lifted from that plan. You may also wish to embed that plan with those details here. The key milestones for this project as are follows:

Milestone Date

Project Governance Information in this section should derive from the Project Governance Planning. The following key project and steering body resources are responsible for moving the project forward during its early stages through the Analyse Phase: Steering Committee

Role Name Title

Sponsor

Lead Stakeholder #1

Lead Stakeholder #2

Other key leaders

Project Team

Role Name Title

Project Manager

Change Manager

Project Team Member

The details around project resources, governance structure, and project administrative processes/tools being utilised can be found in the Project Governance Plan.


Requirements Ensure you capture all types of requirements, such as: functional, legal, CARM, language, locations, user population, training, data, information, access, security, technical, back-ups, and support. At a minimum, complete the following summary. Where appropriate, develop in-depth requirements capturing functional (what the solution does) and non-functional (how it does it, e.g., response time and user interface) requirements.

Category Description Summary Impact on Existing (H/M/L)

Technology Considerations Many change efforts are dependent on technology. If so, include the technology considerations or assumptions here. Information such as an IS logical architecture may be necessary for complex technology-driven change projects. Diagrams are often used here. Answer here:


T13 - From To

A way to understand the end state that we are aiming for as a result of the change,

and through that, the business and cultural implications and size of change or

Where we start from and where we are going

Rating Green Easy

Purpose To understand the implications of change and to capture the essence of the proposed change.

Outcome Detailed understanding of current and future states, implications, and the size or

scale of change involved.

Clear measures of success for the change and identification of the gaps to be closed to reach the desired end state.

Structure The format of the From - To Tool follows the key elements of the Issue

Identification tool - Strategy, People, Process, Culture and Structure.

Review the Issue Identification and any Sponsor or Stakeholder feedback and identify the key behaviours, processes and structures that will need to change.

Capture the essence of each element of the change in a few words.

Identify how you will measure the change - what will new performance look like? Start to define the KPIs (Key Performance Indicators).

Identify the gap to close in order to reach the end state - think also about barriers or blockages that would prevent the end state being achieved.

Summarise the outcomes and review with Sponsor.


T11 Possibility-Issue Identification

Employee feedback (e.g. Values Survey)

Company strategy and business performance

T12 Project Definition (Objectives and main deliverables)

KPI development measurement of the change and what the new performance will look like

T24 Culture Assessment

T25 Communication Plan


Tips The tool is started and built primarily during the Initiate phase, but is relevant and

useful throughout the change so keep it up to date. The changes captured on the tool should reflect building on strengths, rather than

only addressing negatives.

It is absolutely appropriate to capture things that you do not want to change on this tool the From and To will be the same, and identifying how you measure this will drive one of the KPIs you monitor through the change.

Capture the essence of the change in as few words as you can and using as simple language as you can.

It may be difficult to categorise the change across the headings (Strategy etc) in the early stages do not be too concerned about this, capture the essence of the change required and revise later.

Be open to and strive for possibility. Dont be constrained by your current thinking Stretch your thinking to identify the greatest, most impactful possibility or end state

Start in the To column this dares you to be different and will ensure your thinking is not constrained by the current state.

The Measure column can be used to capture what you will observe or see as different, as well as a Business KPI.

Be aware that measures can be affected by events or things other than the change. Try to make them as specific as possible.

This exercise can be difficult to complete. Work on it in a way that you are comfortable with (e.g. some people like to work alone, others like to work in a group or supported by a facilitator).

Use narrative (tell stories) about how things will happen in the To world to enrich descriptions and bring it to life (for example, start a narrative from An Operator on the night shift spots a leak from a pipe and go on from there).

When building or reviewing this in a meeting, be sure to capture some of the debate that leads to the final conclusion it will inform both the end state and help you to understand how people will react and think about the change when you communicate it.

There are many possible uses:

During informal or formal conversation with the Sponsor or Stakeholders in order to understand the current challenges and future possibilities.

Mobilisation exercise with Project Team.


From To Tool

FROM TO Tool

From To Measurements Gaps & Opportunities Description of current status. Description of desired, future end state.

Think about what people will be saying, doing, feeling,

What will new performance look like and how will it be measured?

Gaps to close, barriers or blockages to reach the end state.

Strategy Will strategy need to change for this?

People List key groups of people who will be affected by the change and think about what it will mean for each of them.

Process What processes will need to change and how?

Culture Are there any behaviours, beliefs, assumptions that will need to change to allow this change to be successful?

Structure Clarity around what the new structure will need to be and the implications.


T22 Workflows and Swimlanes

A logical sequence of related activities (tasks and decisions) which when performed,

utilise the resources of the business to deliver business outcomes Or

The way things work in the business

Rating Black - Hard

Purpose Workflows and swimlanes are diagrams that help document what work is done by whom, Building these ensures:

Task sequences and dependencies to achieve a business outcome are documented.

Accountabilities are clearly understood.

The people and organisations that are involved in delivering from the start to the end outcome can be identified.

The hand off points are clearly defined.

Ways of working in the new model(s) are clearly understood. Comparing the future-state workflows with the current ones allows the Project team to understand the extent to which

People will have to do different things, for which they may need new capabilities.

Existing controls and ways of working will change. Note: Related Concepts of Business Processes and Lean Understanding of these related concepts is not required to perform local workflow analysis for small scale, non-IS enabled change. Workflows are a generic way of depicting (usually fairly detailed low-level) tasks in order to analyse them. They complement a few other major concepts within Diageo: Business Processes: A formal collection of activities and tasks that for each area of scope identify the Purpose, Owner, Structure, Outcomes, and Metrics (POSOM) associated with it. They are defined by our Diageo Process Framework and maintained by the IS Business Process Architecture team. Diageo Process Framework: The master framework of all of Diageos business processes. This framework is housed in a tool called Aris. The Diageo Process Framework has many different levels in it (Level 0 to Level 6) that group like processes together into a hierarchy. For example, the Level 1 process

Process Area

Process

Process Group

Process

Task Task

Activity

Task Task

Activity

Process

Process Group

Process Area Process Area

Enterprise View


area of Order to Cash has several Level 2 process groups within in such as Create Sales Order, Deliver Goods to Customer, and Create Customer Invoice. Each of these is in turn broken down into Level 3 Processes, which in turn decompose into Level 4 Activities, Level 5 Tasks, and down to Level 6 Steps. For assistance with this framework and business process modelling, please contact the IS Business Process Architecture group or your local Business Process Owner. Lean: Lean is a way of reviewing processes with the goal of delivering value as efficiently as possible by eliminating waste (either physical waste or non-value added activities). Diageo is building capability of Lean and applying Lean principles to core processes across the company.

Outcome A summary (including a pictorial representation) that gives

A clear understanding of activity design/redesign.

Understanding of the impact of process changes. Workflow understanding is essential in forming training and communication at an individual level to those affected by the change (eg You used to do X with systems and documents, you will now do Y; You used to hand this on to A, you will now hand this on to B; This used to be completed by xtime, it must now be completed by ztime.)

Structure Step 1 Identify the scope of the workflows that may be affected by your change. Step 2 For each workflow area, you should:

Clearly articulate the scope

Whats the trigger that starts this workflow? Whats the endpoint of this workflow? These starts and ends are usually events

Use POSOM:

Identify the Purpose of the workflow what is it were trying to do? A crisp one-sentence description is often sufficient.

Identify the Owner of the workflow who decides how this should be done? Who has ultimate accountability for the work?

Put together the Structure of the workflow logically draw out who does what in which sequence using a Swimlane format.

Be clear about the Outcomes make sure that the steps support clear business outcomes.

Define Metrics to measure success of your workflow Think of SMART (Specific, Measurable, Achievable, Relevant, and Timely) metrics that can prove you workflow is achieving its desired outcome.

Make sure you are:

Clear whether you want to fix or improve an existing process to meet the needs of the change or create a completely new process


Looking at the full end-to-end workflow, not just a part of a workflow

Looking at the workflow from the perspective of the customer (external and internal)

Step 3 Identify and consult with people who understand the current process (e.g. the process owner/ functional experts / the people doing the work) to:

Articulate and document the current state

Identify what is working/not working/issues/opportunities Step 4 Search to identify existing solutions and experts in other locations (Search & Spin) Set up Challenge and Build sessions with experts or groups of experts to: Agree new process design

List all the implications of the new design on people and ways of working. This will be used to create a clear transition plan

Consider leveraging process improvement methodologies such as Lean or the Diageo Process Framework

Step 5 Use the results - your workflows/ swimlanes - to help build your solution (depending on your project scope, the swimlanes may be the a large part of the solution youre building), plan for implementation, and identify change needs. Ensure you consider the capabilities required to carry out the steps this will input into training and development plan for the individuals affected by the change.

Interdependencies: Take insights from : Provide input to :

T13 - From To

T11 Possibility Issue Identification T12 - Project Definition

Diageo Process Framework

T28 - Role Mapping

T35 Communication Plan T29 - Capability Assessment and Build

Plan

Tips Workflow mapping via swimlanes is a great tool for local, non-IS work, but

building full process understanding is very complex. Get help in facilitating the process and workshops. Someone who is experienced in this area and ideally understands fully the Diageo methodology for Business Process Modelling best facilitates

Ensure enough time is made available to do it, it needs to be thorough and accurate for the detail needs to be fully understood and used properly.

Engage the right people. In addition to someone familiar with the techniques of swimlanes and workflow analysis, you also need to engage with subject matter experts who know how it really works, workflow owners who can decide how it should work, and customers (internal or external) who can validate whats really needed as a result of the process (business outcomes). Ideally, have the people who actually do the process describe it and check that it has been correctly documented


If your change covers a lot of different processes, look to break the work into a number of logical chunks (eg purchasing processes; selling processes; planning processes) and organise teams to carry out the work with a central coordinator

Be consistent in briefing all process streams (if more than one) to establish clear communication/ linkages ideally get them all in the same room at the same time

Understand what actually happens, as well as what the process should be if we stick to the rules. There can be significant differences between the two!

Suspend judgement and probe openly as to why a process is not done by the book.

Recognise that the nature of this highly detailed work can be difficult to maintain energy for it - ensure you have the right people and do the work in ways that maximise their energy and inputs

The facilitator needs to help you to understand when you have too little detail and when you have too much - know when youve got what you need

If looking to improve an existing process, first do an as-is swimlane of how it actually works (not how its supposed to actually work).

Leverage other tools and methodologies to help in complex cases: Diageo Process Framework, Business Process Modelling, and/or Lean.

How to learn more Consult with Business Process Architects in IS

Sample Swimlane Diagram

Each swimlane diagram must start with a triggering event and finish with an outcome event.

The diagram flow is left to right, top to bottom.

Each row (swimlane) represents a specific role, group, or function that performs the activities shown on that row. It should be formatted horizontally with the lanes down the left side (this way is more understandable), with each lane separated by a dotted line.

Ideally it should fit on to one page deep and no more than three pages across.

Customer

Sales

Vendor

Shared

Services

Deliver

Goods to

Customer

Send

Invoice to

Diageo

Purchase

Requisition created

automatically

POD

Create Third

Party Sales

Order

Send

request for

goods

Create

Purchase

Order

Perform PO

Invoice

Receipt

Create

Customer

Invoice

Receive

invoice for

payment

Receive

goods

Goods D

espatc

hed


It may be done at various different levels. A very high-level flow is shown in the example above.

Standard flowcharting symbols are used, including these standard symbols:

Use of decision diamonds is not necessary (you can just label the lines coming out of the box with the decision), though can be added if they aid understanding on lower-level diagrams.

Consider using live workshops to capture your initial workflows. Brown paper and Post-It notes are great tools to help facilitate this.

A tool like Visio makes documenting and updating swimlane diagrams much easier than using PowerPoint.

BPO Diagram Symbols

Manual

TaskAutomatic System

TaskSystem Task


T26 - Change Impact Assessment

Appreciating the historical context and understanding the transition curve of impacted individuals towards the current change initiative will increase

the likelihood of a sustainable outcome or

Understand what change means to people


Purpose To learn from the successes and mistakes of other projects to mitigate or

leverage for successful implementation and sustainability of the current change initiative.

To increase engagement towards the change initiative from a variety of stakeholders and impacted individuals.

Outcome An action plan against each enabler / barrier.

Assign actions to appropriate work stream, and log onto the project risks and issues log.

Increased engagement with any impacted people and stakeholders.

Structure A series of conversations or group forums to elicit insights to enablers and

barriers of the current change project.

Can be used at any stage of the project dependent on the group impacted and the opinions you are trying to elicit.

Reflect upon the implications of your learning from the session and ensure these are built into the relevant project plans.

Core Tools Predicting the Impact of Change (Tool I)

Implementation Experience Assessment (Tool II)


T26 (Tool I) - Predicting the Impact of Change A list of questions to understand current perceptions of the change


Purpose To assess the perceived size of the change for a group or individuals and

understand to what degree the change will cause disruption.

To leverage positive energy towards the change initiative which may not have been predicted.

To test the effectiveness of previous communications in relation to the change.

Outcome Insight into the extent to which change is seen to affect individuals.

A gauge of how widely spread the impact is perceived.

An action plan to address the principle areas of concern.

Structure Use with groups of people impacted or sponsors/team members with a good insight to how people may be thinking.

Ensure group selected has a representative view

Split into groups of 3-5 (consider make up for dynamic or mix)

Individually complete form without conferring (this could be done in advance of the meeting)

As a group quickly identify themes of high and low level responses and discuss how these opportunities can be leveraged, or barriers overcome (capture on flipchart)

Feedback between groups

Identify key actions and owners (capture on flipchart)


Change Resistance

Business Readiness

Risks and Issues log

Used to inform the change communications


Tips Use once a change is understood by the group you are working with. This may

be after the Analyse phase or through to Implementation planning. This can also be after a communication on the change if the reaction is not what you expected, then the communication may have had an unintended impact

Use when resistance is encountered to surface reasons this can be a more neutral way of understanding reaction than direct questioning

Decide which of the questions are the most crucial to the success of your change initiative for each audience.

The discussion and rationale is more important than everyone agreeing where on the scale the answer fits (so ensure that you leave enough time for this aspect)

Whilst facilitating this discussion, you may present information to people impacted which they were previously unaware; be sensitive to this

How to learn more Exploring Peoples Reaction To Change workshop People Manager Development Change website


Predicting the Impact of Change Tool

Agree Disagree Predicting the Impact of Change 1 2 3 4 5

1. This change will not require major alterations in how I do my work

2. This change will not affect the entire organisation

3. Sufficient time has been allowed for this change to be implemented

4. The reasons for this change are clear and easy to understand

5. I know exactly how this change will affect me

6. I have or can easily gain the knowledge and skills to implement this change

7. I feel motivated to implement this change

8. This change will not need me to alter my beliefs on how we conduct our business how we deal with customers / employees, nature of business

9. I will not need to feel differently about people or how the business works

10. I will not need to learn new information or view information differently

11. This change will not require me to modify my daily activities

12. I will not need to change my job procedures schedule / equipment / time management

13. This change will not affect my budgets, expenses or funding

14. This change will not require me to modify my current methods of influencing others


T26 (Tool II) - Implementation Experience Assessment A list of questions to identify historical enablers and barriers. If you dont acknowledge the mistakes of the past youre condemned to repeat them in the future Rating Blue - Intermediate

Purpose To identify the experience which individuals impacted have had previous change

in the organisation. This will include areas, which went well (to repeat in the current initiative) and problems faced (to mitigate against).

To identify the historic data which people have mentally stored about change in Diageo.

Outcome Awareness of the problems that may arise from insight into issues of past change

initiatives.

A matrix showing where previous practice has supported or inhibited change.

An action plan to build on the enablers and address areas of particular concern.

Increased engagement with the impacted individuals and stakeholders.

Structure Split into groups of 3-5 (consider make up for dynamic or mix).

Individually complete form without conferring.

Ensure individuals are aware that a score of 1 is an enabler, and a score of 5 is a concern.

As a group identify high and low level responses and differences in response.

Ensure you have a common understanding of what lies behind the issue.

As a group quickly identify themes of responses and discuss how these opportunities can be leveraged, or barriers overcome (capture on flipchart).

Feedback between groups.

Identify key actions and owners (capture on flipcharts).

Interdependencies Take insights from : Provide input to :

Project closure document from previous projects

T17 - Project Plan

T23 - Change Resistance

T31 - Business Readiness Assessment

Risks and Issues log (included in T18)


Tips Complete early in project to be aware of pitfalls and review at major milestones or

when new communities become involved in the change

This tool is often used as part of a wider project team or engagement event with impacted individuals

If the purpose of the exercise includes team building then manage the frame of reference to ensure participation from everyone in the room. Eg narrow it down to a specific change in which everyone was impacted; open the reference to include personal change where the audience has little business experience

Involve Sponsors and the project team with insight into previous local change activity

Decide which of the 25 questions are the most crucial to the success of your change initiative for each audience of people impacted.

Shortlist the questions to identify those of most importance before giving to your audience (the number of questions will be driven by the impact and size of your project)

The negative framing of the questions creates a richer dialogue

Ensure that you allocate enough time for form completion, feedback and identification of main concerns

The discussion and rational is more important than everyone agreeing where on the scale the answer fits (so ensure that you leave enough time for this aspect)

How to learn more DLPP Drift & Files from Creating Possibilities session


Implementation Experience Assessment Tool

It was more important to agree with change than to express personal views 25

Managers focus was more on departmental image then achieving change goals 24

People rarely understand how change supported organisational goals 22

People expect little from change initiatives due to poor track record 21

The Progect team were poor at keeping change on track 23

In adopting change people please their bosses ahead of organisational benefit 17

People were forced to comply with change rather than be encouraged 16

Managers lost focus on projects when other problems came up 15

In previous change co-operation between work areas has been poor 14

Managers have felt pressured to implement change they dont understand 19

People have expected change to be local and not affect other areas 18

Managers have said they support change but acted in the opposite way 20

When answering think about was this element where it needed to be for the change project ? there were issues but possible to over come in current change project (please feedback how) there were major issues with this element

Rigid policies have made it difficult to change ways in which things are done 13

Managers have rarely encouraged opinions on the impact of the change 12

Pasts change has been poorly communicated leaving people confused 11

Incentives for finishing on time and budget have been poor 10

Past change has been poorly monitored by managers 9

Previous management lacked discipline in delivering day to day tasks 8

There are rarely negative consequences for ignoring change directives 7

We dont usually allow enough time for change 6

Failure to involve middle managers has often resulted in resistance 5

Change goals are missed as responsibility is not clear 4

Risk taking and creativity are suppressed to avoid risk of errors 3

The Business is poor at finding / fixing problems during change 2

Making decisions has required approval at too many levels 1

Agree Disagree Implementation Experience Assessment


T32 - Project Closure Document

Close out all elements of the project and

provide key project learnings for future reference Or

Revealing the good, the bad and the ugly of the project

Rating Green Easy

Purpose Close out all elements of the project, including financials, milestones, resources,

achievement of key success criteria etc., to confirm that its okay to stand down the project team.

Confirm handover plan for any open/undelivered elements/issues/actions to whom, etc.

Confirm transition to Business As Usual (BAU) operations.

Assess project effectiveness and capture key lessons learned from the project.

Outcome Closure of project financials and milestones.

Release of project resources.

Detailed analysis of the project itself including:

Were desired immediate outcomes achieved?

Project highlights, what went really well? Why?

Team performance?

Was methodology followed successfully?

Any learnings/new tools to support future projects?

Action plan for any learnings: Feedback to Change and Project Management Faculty re: ideas for

improvements to methodology, etc;

Link to P4G conversations for individual project team members.

Summary of all handover tasks and related actions associated with transitioning to BAU including:

Resource Management (resource replacement and knowledge transfer from the project team).

Issue Management (if all issues closed, if not who will be reporting on each issues progress).

Risk management (project risks mitigated and the process for managing outstanding risks).


Structure Using the template as a guide, conduct a qualitative assessment of project

achievements from the Sponsors, Project Managers and appropriate workstream leads points of view alongside more quantitative assessments of time, budget, resources, i.e. the how as well as the what.

Conduct a project lessons learned session held with the entire project team to get a full picture. To include project communications, project staffing, workload distribution, definition of roles, issue resolution, AOB. This should then form important input to the Project Closure Document.

The Project Manager should complete the document with input from the Sponsor and appropriate workstream leads as above.

The document is required for CARM compliance and is key to the Close Gate review. It should be completed immediately before the project closes, while the team is still in-situ and the learnings are fresh. It should be signed-off by the project sponsor.

A full post-implementation review/business case review will then take place later (typically 3, 6, or 12 months later).


T12 - Project Definition

T13 - From To T30 - Project Change Control

T21 - Stage Gate Checklist

Future projects

Tips This document is most appropriate for repeatable projects, e.g. for those projects

that are part of a wider programme of work, and will be replicated across different functions/regions, etc. This document should then be stored and used as input as part of the Initiate Phase for future similar projects. For one-off projects, there may be less value in the project assessment activities, although it is still necessary to formally close the project.

Ideally, assessments of the project from the Sponsor/Project Manager/Workstream Leads should be gathered prior to the project lessons learned session, to frame the discussion.

When undertaking the lessons learned session, be clear about what drove success or issues really understand why certain things happened smoothly or were barriers to success ask Why? Why? Why?

Be clear about what actions will be taken as a result of the project lessons learned review (who, how, when).

Be clear about who will be picking up any outstanding issues/tasks from the project (who, how, when).

Aim to limit any successes/issues/actions to 5 each, so it is focussed on the priority findings.

Any subjective analysis can be added into the document based on project requirements, e.g. team performance, behavioural change, etc.

Consideration of exit criteria to confirm its okay to stand down the team and transition to BAU post-warranty, including whether key success criteria for the project has been met. N.B. This refers to success criteria that can be assessed


immediately at the end of the project; any benefits that are anticipated further down the line should be re-assessed as part of a full post-implementation review (often 6 months or more after close of project).

Communicate the results of this analysis broadly dont just keep the results to yourself and have it become shelfware. The value in this document is to learn how to do this better next time.

Ensure there is an appropriate celebration of success linked to this being signed-off.

If you are involving a wider team to get replies make this as quick, simple and fun as you can. Seventy questions on a survey will get low response and poorly thought feedback.


Project Closure Document Tool

Date: dd-mmm-yyyy

Project Title:

Sponsor:

Project Manager:

Workstream Leads:

Financial Analysis Original

Budget Approved

Budget Recorded Expense

Pending Expenses

Projected Expense

Variance B/(W)

External Expense

Capital

This project was / was not part of the AOP for fiscal year _______.

Schedule Analysis Add and remove milestones as appropriate.

Key Milestone Original

Completion Date Approved

Completion Date Actual

Completion Date

Gate 1 (Initiate) dd-mmm-yyyy dd-mmm-yyyy dd-mmm-yyyy

Gate 2 (Analyse) dd-mmm-yyyy dd-mmm-yyyy dd-mmm-yyyy

Gate 3 (Design) dd-mmm-yyyy dd-mmm-yyyy dd-mmm-yyyy

Gate 4 (Implement) dd-mmm-yyyy dd-mmm-yyyy dd-mmm-yyyy

Gate 5 (Sustain) dd-mmm-yyyy dd-mmm-yyyy dd-mmm-yyyy

Staffing Analysis Original

Plan Approved Plan Actual Days

(Est.) Variance B/(W)

FTEs days days days days

FTEs days days days days

Consultant days days days days


Delivery of Change Analysis

Sponsor Project Assessment To be completed by Sponsor

Service Rating

1 = poor, 5 = excellent

Comments

Major milestones met on-time 1 2 3 4 5

Project within budget 1 2 3 4 5

Functional requirements met 1 2 3 4 5

Quality of project communications 1 2 3 4 5

Timely resolution of issues 1 2 3 4 5

Change management process 1 2 3 4 5

Project risk management 1 2 3 4 5

Quality of deliverable 1 2 3 4 5

Implementation experience Quality 1 2 3 4 5

List remaining issues and agreed actions to address.

Provide feedback on what the project team did well and opportunities for improvement.

Dimension From To Delvered

Operating ScopeGreen fill for fully

delivered

Product Offering

Yellow fill for partial

delivery - no material

impact on project

Headount

Red fill for partial / no

delivery - material

impact on project

Roles

Org Design

Skilling

Shift Pattern

Equipment Usage

Process Length

Distribution Model

Orientation

Perspective of

Organisation

Control Behaviour

Creative

Behaviour

Competitive

Behaviour

Management

Structure

CI Capability

Operating Teams

Routine

Maintenance

Cover

Structure

Strategy

People

Process

Culture


Project Manager Project Assessment To be completed by Project Manager:


Workstream Lead Project Assessment To be completed by the Workstream Leads.


Project Lessons Learned To be completed by Project Manager The Project Manager must hold a project lessons-learned meeting with the team members in order to discuss areas for future improvement. This meeting should discuss:

1. Project Communications what worked and what did not. 2. Project Staffing number and skill set of team members. 3. Workload Distribution whether the work was distributed in an effective

manner. 4. Definition of Roles did every team member understand their role. 5. Issue Resolution were issues resolved in a timely manner. 6. Other subjects relevant to the particular project.

Embed the outcomes from the meeting here.

Service Rating


Comments

Quality and value of the methodology

1 2 3 4 5

Availability of resources 1 2 3 4 5

Timely approvals from business areas

1 2 3 4 5

Organizational support of project 1 2 3 4 5

Service Rating


Comments

Quality and value of the Methodology

1 2 3 4 5

Availability of resources 1 2 3 4 5

Organizational support of project 1 2 3 4 5


Managing the Project


Managing the Project

These tools provide the structure in which to manage your project to budget, scope and timeline.

Tool Tool Guide Phases

T14

Governance & Sponsorship Plan

Governance covers both the structure and leadership of the decision-making

authority groups and the processes used that will lead a change from initiation to a sustained state of business as usual

T17

Project Plan

Organise the details of what has to be done by whom and when in order to

achieve the business outcomes OR

Who does what when?

T18

Project Administration

Helps you organise the details you need to manage effectively

the administration a project OR

Its not done til the paperworks done.

T19

Risk Management

Monitoring and/or mitigating the events, actions or missed opportunities that

could impact the ability to meet objectives or achieve strategic goals OR

What should I be careful of?

T20

Project Dashboard

Reporting of the progress of the project plan, milestones, issues, and risks in a

concise one-page format OR

Hows it going?

T21

Stage Gate Checklist

Understanding the readiness of a change to move on to its next phase and

identifying the key issues that need to be addressed at a point in time OR

Getting to a decision on moving forward

T30

Project Change Control

Ensures continued success in the face of changes to the scope, resources,

timing, or other constraints OR

Keeping things aligned for success


T14 Governance & Sponsorship Plan

Governance covers both the structure and leadership of the decision-making

authority groups and the processes used that will lead a change from initiation to a sustained state of business as usual


Purpose The role of Governance is to:

Create the environment for success through active leadership:

Agree and articulate the vision and scope for the change and its place in the overall business strategy.

Resolve conflicts and roadblocks that affect the progress of the project.

Role model behaviours and commitment to the change.

Engage the wider business to support the project through its life.

Grant authority to execute the change:

Agree organisation, roles, accountabilities and responsibilities for the change and sanction alterations, as they are required to progress the project.

Make decisions that provide resource.

Set policy specific to the change.

Manage the risk associated with the change and mandate the level of risk to be taken.

Manage the interdependencies with other changes and business activity, setting priorities and arbitrating over issues.

Verify performance in the delivery of the change:

Confirm that appropriate policies and standards are being followed.

Drive the quality and speed of the change.

Outcome The outcomes of Project Governance are to:

Increase project success and mitigate risk.

Drive accountability, speed and decision-making.

Drive effective & efficient use of resources.

Model behaviours and demonstrate leadership.

Structure Success factors in creating and sustaining governance are:

Always have the most fitting leadership structure that will oversee the change.

Use ways of working that enable everyone in the project to be as effective as possible over the life of the project, and hold people to account for delivering their responsibilities.


Involve people who will actively and passionately lead and role model the right behaviours to deliver brilliant results.

For small or lower impact changes the Sponsor may be able to meet all the demands of governance. Larger or more impactful changes will require a number of people to provide the required authority and leadership to make the change happen. These people will take on formal roles within the organisation of the project, known as the Governance Structure. In setting up project governance the output should be:

A structure chart that identifies the governing body(s); the roles within these and the individuals filling those roles.

A program of meetings that enables the formal interaction to lead the project.

Agreed ways of working, both inside and outside of meetings, that covers each aspect of the governance role.

Aligned and active leadership of the change. Sustaining governance ensures that the structure and ways of working are always appropriate to the needs of the project. The Governance structure for a large or long-term project should be periodically reviewed, usually at the end of a phase and, if necessary, adjusted to ensure it is relevant. A simple governance structure may be based on a model that looks like this: Whilst this simple model with one steering committee may work for driving some projects, a more complex structure may be required if:

The breadth of affected elements of the organisation is too wide for one steering committee to handle this would drive a more complex implementation of the governance structure.

Sponsor

Project Manager & Change Agent

Project

Team

Project

Team

Project

Team

Cascading

Sponsors

Control Authorities

Steering Committee


The breadth of decisions to be made is too great for one team to reasonably be able to handle (e.g. knowledge based technical issues; large scale organisation and cultural impacts).

Specific elements of the change are highly confidential and need to be dealt with by a small number of people.

How to set up a steering committee Step 1

The Sponsor and Project Manager meet immediately on a project being formed and use the Role Mapping tool to determine who might be in the governance structure. The steering committee will contain the Sponsor and Project Manager. Other potential candidates are Cascading Sponsors and Control Authorities they will all be stakeholders in the change.

NB: This exercise should also review whether the Project Manager and Sponsor have been correctly identified, looking at issues such as whether the Sponsor is the right person to lead the governance structure.

Step 2

Sponsor/ Project Manager consults with identified individuals to understand their position in respect of the change, and the effort they are willing and able to put into making the change happen. This will drive whether:

The Stakeholder becomes a member of the Steering Committee.

The Stakeholder delegates his authority to another person to represent his interests.

Once consultation is complete, the Sponsor should define the governance structure required to take the change forward (at a minimum this should lead through the current phase; it may apply for the whole programme). The ideal structure is one group to run the project. If this is impractical, it may be possible to break the change into a number of elements or interest areas and group people to steer these. These groups should be connected by one overall referral group, the main Steering Committee.

Step 3

Engage the Steering Committee through a kick off meeting that aligns on the scope of the change, roles, and ways of working.

Ongoing review of governance is important. There should be a formal review immediately following the successful passing of a gate into the next stage. Roles within Governance

Project Manager and/or Change Manager/Agent - An individual responsible to the sponsor for the planning and implementation of the change. They ensure the project delivers the stated outcomes to

Change Project Management Booklet

Documents

Transcript of Change Project Management Booklet