Supporting the Transformation Agenda One Step at a Time · Agenda One Step at a Time Stephen...
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Integrating Project, Change Management and Process Improvement Supporting the Transformation Agenda One Step at a Time Stephen Barbazuk, PMP BC Financial Healthcare Professionals Society Conference & AGM October 3, 2011 1
Transcript of Supporting the Transformation Agenda One Step at a Time · Agenda One Step at a Time Stephen...
Integrating Project, Change Management and Process Improvement
Supporting the Transformation Agenda One Step at a Time
Stephen Barbazuk, PMPBC Financial Healthcare Professionals Society Conference & AGM October 3, 2011
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Resilience
The property of a material to absorb energy when it is deformed elastically and then, upon unloading to have this energy recovered.
The positive ability of a system or company to adapt itself to the consequences of a catastrophic failure caused by power outage, a fire, a bomb or similar event.
There must be something else more meaningful to us …
Resiliency ‐My recent application
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The ability for an organization or individual to absorb the impact of a change and adapt in such a way to return to an equal or greater state of performance efficiency.
External drivers of change put internal pressure on an organization to be resilient
Drivers of Change
Environment
MarketplaceRequirementsFor Success
BusinessImperatives
OrganizationalImperatives
CulturalImperatives
Leader & EmployeeBehaviour
Leader &Employee Mindset
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Leaders must also attend to the internal drivers and the people dynamics in order to support resilience within the organization
Drivers of Change for Healthcare
Patient safety & clinical quality The move toward digitization Demographic changes Workforce issues Financial challenges The quest for excellence
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Transformational Change
radically changes the way services are provided
alters the institution's culture by changing selected underlying assumptions
is deep and pervasive and therefore affects the whole institution
is purposeful and occurs over time
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Quality Assurance
Quality Improvement
Process Redesign
Reengineering
REW
ARD
S
RISKS
DEVELOPMENTAL CHANGE
TRANSFORMATIONALCHANGE
TRANSITIONALCHANGE
Magnitude of Change
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CRISISMANAGEMENT
Types of Change
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SC
ALE
DURATION
Ada
ptiv
e
LongShort
Sys
tem
ic
REVOLUTION
OPPORTUNISTIC IMPROVEMENT
VISION-DIRECTED
EVOLUTION
Types of Projects
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ME
THO
DS
WE
LL D
EFI
NE
D
GOALS WELL DEFINED
NO
YESNO
YES PAINT BYNUMBERS
MAKING A MOVIE
GOING ONA QUEST
WALKING INTHE FOG
Supporting Resilience and Change with Integrated Project Management
Strategy-Mission, vision, values-Strategic plan-Resource allocation for new investments-Balanced scorecard
Bridging Strategy and Operations
Project managementProcess improvement Change management
Sustained Operations
-Continuous improvement-Strategic management
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People Processes
Structure &Technology
Transformation Support
Project Management
Process ImprovementChange Management
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Project Management
The application of knowledge, skills, tools and techniques to project activities to meet the project objectives.
Accomplished through iterative processes Project Phases & Knowledge Areas
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Project Lifecycle Phases
Formalize the need/opportunity to be addressed
Authorizing the project
Defining and refining objectives
Coordinating people and other resources
Ensuring project objectives are met
Formal acceptance of the project
Controlling
Initiation
Planning
Executing
Closing
Feasibility
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Project Lifecycle Phases “Feed” One Another
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Initiation Planning
Controlling Executing
Closing
Feasibility
Project Lifecycle Phases are not Discrete
Time
Initiation
Planning
Execution
FeasibilityControl
Closing
Leve
l of A
ctiv
ity
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PM Knowledge Areas
IntegrationManagement
Time Management
Cost Management
QualityManagement
HumanResource
Management
CommunicationManagement
RiskManagement
ProcurementManagement
ScopeManagement
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The Challenge
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Art
Science
Triple Constraint
TIMECOSTHow Much? When?
What Exactly? How Well?
PERFORMANCE(scope & quality)
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Destructive Intervention
Constructive Opportunity
Adding Value vs. Cost of Change
Initiation ExecutingPlanning ClosingOpportunity to
add value
Cost
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Processes
Structure &Technology
Process Improvement
Transformation Support
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Process Improvement
A systematic, disciplined improvement approach that critically examines, rethinks, redesigns, and implements the redesigned processes of an organization to improve efficiency or performance
Plan‐Do‐Study‐Act (aka Deming wheel) Process Improvement techniques:
Process mapping & gap analysis Value stream mapping Lean manufacturing Operational reviews
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Process Improvement Technique:PDSA Implementation Model
What are we tryingto accomplish?
How will we know thata change is
an improvement?
What changes canwe make that will
result in an improvement?
Plan
DoStudy
Act
www.ihi.org
(1) Plan the change to be testedor implemented
(2) Execute the plan and collect data
(3) Study the data before andafter the change and reflecton what was learnt
(4) Act on what was learnt andplan the next change cycle
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A P
DS
HunchesTheories
Ideas
Changes that Result in
Improvement
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Continuous Improvement & Ongoing Iteration of Learnings
HunchesTheories
Ideas
Changes that Result in
Improvement
Gradual Rollout & Iteration
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Pilot on Small Scale
Implement on Larger Scale
Scalable to Rollout
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Eliminating waste from workflow Sources of waste:
Waiting Overproduction Rework/Repair Motion Processing Intellect Inventory Transportation
Process Improvement Technique: Lean
People Processes
Structure &Technology
Change Management
Transformation Support
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The process, tools and techniques to manage the people‐side of business change to achieve the required business outcome
Combination of various change models John Kotter, Leading Change William Bridges, Managing Transitions Andersen & Ackerman, Being First Prosci
Change Management
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Change Management
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Time
Per
form
ance
Denial
Anger
PessimismDespairSkepticism
Testing
Acceptance
Informed Optimism
Initiative Complete
Degree ofDisruption
Duration ofDisruption
CHANGEEVENT
Shifting Perspective on Change
Managed& Controlled
Us against Them
Define ChangesFor Others
Shared Vision& Game Plan
LeadershipModeling
Collaboration & Participation
Safe & Supportive
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Change Process & Management
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Enabler
What failuremay look like
WhatSuccess
may look like
Reinforcement/Sustainment
to keep thechange in place
Abilitychange
daily
Knowledgeof how tochange
Desireto participateand supportthe change
Awarenessof the needto change
ADKAR®
Phases of Change
Vision, needfor change
Benefits“WIIFM”
Skills & Behaviors
Change Support
(resources & time)
Measurement/Feedback/
Recognition/Rewards
Confusion NoInterest
Anxiety False-starts Frustration
False-finishes
Understanding Motivation Engagement CommitmentConfidence
* ADKAR is a registered trademark of Prosci www.change-management.com
Stakeholder Analysis
Who are the stakeholders?
How are the stakeholders impacted?
What reactions/issues can we anticipate with the stakeholders?
What needs to be done to move/influence/support
the stakeholders?
HighNeutralLow
What are the stakeholders’level of current supportand level of influence?
Stakeholder Influence
Stakeh
olde
r Sup
port
Stakeh
olde
rs
Impact & Influence of StakeholdersHIGH
LOW HIGH
`Supporter
Supporter
Advocate Advocate
BystanderBystander
Bystander Resister Resister
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Stakeholder Strategies
Stakeholder Influence
Stakeh
olde
r Sup
port
SUPPORTERSCan positively affect the project• Strategy → Involve
ADVOCATESWill positively affect the project• Strategy → Partner
BYSTANDERSLeast able to influence the project• Strategy → Monitor
RESISTERSCan negatively affect the project• Strategy → Consult
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The Project Manager’s Diverse Role
Sponsor
Operational Lead
Other Stakeholders
Staff
ProjectManager
Spo
nsor
ship
R
oadm
ap
CoachingC
hang
e A
ccep
tanc
e &
Trai
ning
StakeholderManagement
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Change Management
Time
Per
form
ance
Degree ofDisruption
Duration ofDisruption
CHANGEEVENT
Understanding
Motivation
Engagement
Confidence
Commitment
Integrating Change & Project Processes
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Execution
Planning
Initiation
Feasibility
Close-Out
Desire Knowledge Ability ReinforcementAwareness
People Dimension
Bus
ines
s/P
roje
ct D
imen
sion
Plan
Do
Sustain
Prepare
SuccessLearn
