We used to do Projects - winning Hearts & minds
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Transcript of We used to do Projects - winning Hearts & minds
We used to do Projects- winning Hearts & minds
Martin Honeywood, Group Director of Planning & Business ChangeKevin Connell, Chief Information Officer
Introduction
•The Landscape for Circle Housing
•Context for Change & Transformation
•Meaningful Engagement
•Realising the Benefit
The Landscape for CircleCircle Housing
Group made up of 9 Housing Associations3Commercial Businesses
Presence from Birmingham to South Coast – Norfolk, Cambridgeshire, Essex, Kent, Surrey, Sussex and significant in London
Substantial Care and Support business
No. 2 telecare provider in the market
67,000 homes
2,600 employees
Head offices in London & Norwich
The Landscape
Continuous Change
Welfare Benefit Reform preparation
Largest R&M procurement process in sector
Development of 1,000+ homes a year
Business acquisitions
IS&T Landscape• Agile working• Customer access• Collaboration• Cloud• IT Transformation
Our mission - Enhancing Life Chances
Our Vision – To provide safe and secure affordable homes to customers with differing incomes and to promote financial resilience & Independence.
Our values - Moving Forward Efficient Stronger Together Human Focused
Putting Customers at the heart of everything we do
Circle is a brilliant place, with fantastic people who care
What’s important to us?
Context for Change & Transformation
•We use to do projects!
•Our internal customers wanted to go around us•“Everything is a barrier”
•Significant move from IT to People focus
•All about outcomes not just doing the process well – Pragmatism needed
•Recognise a need for a culture shift, improved engagement and clear decision making
•Need to get our Change Methodology in order as part of wider delivery process
Context for Change
•IS&T lifecycle Management not stopping
•Resources not significantly increased to match demand
•Collaboration more important• Business Change• HR• Learning & Development• Procurement • IS&T
Context for Change
•Strong Governance
•Robust Process
•Teams without barriers
•Clarity of working method• People Focused• Buy-in from the top• Strong engagement
What we needed
Transformation•Customer feedback – painful..!
•Group Project Management Office / Business Transformation merged
•Circle invested in the permanent team and it’s internal talent
• 9 internal appointments• Conversion of contract to perm resources• Reduced costs by £1.4m
•Account Management principles adopted
•Customer and outcome focus to trump process quality
•Own methodology encompasses phases of change before and after traditional project delivery
Business Change Team - Offer
1. Need Identification
7. Marketing ofOutcomes
6. Risk Management
5. Programme Management &
Review
4. Resource & Budget Allocation
3. Planning &Initialisation
2. Specification / Contract
Delivery Methodology
OperatingPrinciples &
Design
1. Programme Management
3. Exec Sponsor
2. Workstream Leader
Delivery Principles
Operating Model
Programme Delivery
Programme Governance &
Allocation
Account & Change
Management
Organisational Delivery Model
· Need Identification / Business Requirements
· Specification sign-off· Change Champions· Stakeholder Management
· Day to Day project delivery· Manage Output delivery· Collaborative working /
matrix management
· Allocate Resources· Manage Risk· Report Progress· Review Programmes
· Senior Business Leader· Operates under Programme
Delivery· Member of Change Board
· Resource & planned from within change function
· Exec Member accountable for outcome
· Business Requirements
· Business Analysis· Terms of
Reference
· Business Case· Design approach· Roles &
responsibilities· Risk Identification
· Project planning· Dependency
mapping· Project Start-up
· Budget Approval· Resource
Allocation· Reporting Agreed
· Project Lifecycle progress
· Progress reviews· Link to Account
Managers
· Risk Identification· Risk
Management & Mitigation
· Risk Escalation
· Lessons Learnt· Celebrating
Success· Change Champion
review
The Principles
Managing Change in Circle - Methodology
· Change activity requests from Strategic Framework workstreams
· Change activity requests from business picked up by Change Relationship Mgrs/EAs
· All requests assessed by BCT with relevant internal suppliers and affected business areas
· Terms of Reference created
· Priority then set by Change Board
· Business Case includes option and recommendation based on analysis of:
RequirementsCostBenefitsRiskChange impactResource impact
· Once approved by Change Board, includes contract / specification with internal suppliers
· Delivered via agreed principles
· Led by project manager
· Monitored by Programme Governance Board
· Gateway checks:GovernanceCustomerBenefits/Costs
· Includes supplier/user Business Readiness agreement
· Includes lessons learned
· Embed change in business through Change Champions and Change Relationship managers
· Business owns the change
· Post implementation review at 3 and 6 months
· Benefits realisation and lessons learned
Initiate Assess CreateBusiness Case
Deliver Programme/Project Embed Change
Awareness Desire Knowledge Ability Reinforcement
• We must have strong and visible Change leaders at all levels
• Every project must result in an observable and positive impact on the organisation, staff or customers
• Every project can be delivered both on time and in budget
• Investing & adopting change effort can have 6 times greater chance of success
The Mantra
36% 40%
73%
85%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Sponsor was veryineffective (average
score < 2)
Sponsor wasineffective (average
score between 2 and3)
Sponsor was effective(average score
between 3 and 4)
Sponsor was veryeffective (average
score between 4 and5)
Correlation of sponsor effectiveness to meeting project objectives
Sponsor effective rating average
Per
cent
of r
espo
nden
ts th
at m
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or e
xcee
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proj
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bjec
tives
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
Prosci® PCTTM Model
IS&T Operating Framework
The Vision:
Delivering maximum value to the Group, supporting and enabling business
outcomes through delivery of quality IT services.
What:
1. Establishing a customer focussed culture and clear engagement
model (all levels) ensuring IS&T are flexible, responsive and proactive in
support of the Group.
2. Operating as a single integrated team aligned around a common
framework (People, Process, Tools, Services) To ensure
efficient, effective streamlined operation.
CMDB
BUSINESS CHANGE INITIATE- High level requirements- Produce RFI - Initial Decision
EMBED- Monitor- Early Life Support - PIR
FULL BUSINESS CASE- FBC produced / reviewed- Operational Change Panel - Strategic Change Panel
ASSESS- B/A Engagement- Develop OBC - Operational Change Panel
DELIVER- Define- Design - Develop - Deliver
Business Alignment Service Development Service Operations
Service Portfolio
IS&T Change Management
CMDB
SACSLR
SERVICE DESIGN PACKAGE
SAC
PIPELINE
New Investments
SERVICE CATALOGUEIncluding Business and Technical Catalogues
Current Investments
IS&T PORTFOLIO MANAGEMENT IS&T BOOK OF WORK
DEVELOP
BUILD
TEST
ELS
SUPPORT
IMPROVE
DELIVER
PILOT SLA
DESIGN
SERVICE MODEL
DEFINE Portfolio- Investment Inventory - Existing / Proposed
- Service Investments - Lifecycle Investments
- Define Business Outcomes- Define impact on portfolio
BUSINESS CASEincluding High Level Design
ANALYSE Portfolio- Investment Analysis
- Value proposition - Resources / capabilities- Strategic / Architectural fit- ROI
BUSINESS SERVICE CATALOGUE – Published View
(includes Request Catalogue)
APPROVE Portfolio- Investment Approval
- Build / Retain- Replace- Rationalise- Redefine- Renew- Retire
- Change Proposal- Service Charter
CHANGE PROPOSAL
SERVICE CHARTER
Changes NOT Requiring Significant Investment
Changes Requiring Significant Investment
NO
YES
Requires BC
Resources?
RETIRE
Configuration Management System
Customer Portfolio
Application Portfolio
Supplier & Contract Portfolio Customer Agreement Portfolio Book of Work CMDB
Business Change and Lifecycle Change
Lifecycle Change
Business Change
Changes not requiring significant investment
IS&T Service Lifecycle
RFC Assess Authorise Develop
Authorise Design
Authorise Build / Test
Authorise Deploy
Authorise SLA Pilot
Authorise Acceptance Review & Close
PROCURE
DEPLOY
LIVE SLAs
SignificantInvestment
?
Sources of Demand on IS&TStrategy / Lifecycle / CSI / Operational / Customer
Demand
YES
NO
Meaningful Engagement
Introduction Change Champions
Stakeholder Engagement
Communications
Seeing Systems – Barry Oshry
TOPS
Middles
Bottoms
Customers Customers
Customers Customers
Cogs Here
Click on the picture to launch the cogs animation.You may need to click ‘yes’ to a security pop up.To exit the cogs, press ‘Esc’.
Who does change management?
Middle managersand supervisors
Changemanagement resource/team
Executives andsenior managers
Project team
Projectsupport
functions
Each ‘gear’ plays a specific role based on how they are related to organizational change
Key roles in change management
Executives andsenior managers
Executives and senior leaders – fulfilling the role of sponsors of change
Employee-facing
Middle managers and supervisors – fulfilling the role of coach for their direct reports
Middle managersand supervisors
Enabling
Changemanagement resource/team
Change management resource or team – applying a structured approach and enabling others
Project team
Project team – integrating the “people side” of change
Projectsupport
functions
Support functions – providing expertise
The Balancing Act
Change Model – Good test!
ADKAR Scoring Card
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0.5
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1.5
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2.5
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3.5
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4.5
Awareness Desire Knowledge Ability Reinforcement
Methodology
Scor
es
Team Star Trek
Team Star Wars
Team Battle Star
Barrier Point
Realising the benefit
Our Success since Transformation
•Change Management is an accepted practice
•Training enhanced• Customers & people at the heart• Job role • IT skills
•Significant opportunities created for progress, tested succession• 2 significant change leaders now Executives.• 1 change leader Regional Operations Director
•Agile working environment
•Continual buy-in from staff and boards
Direct Outcomes
•Robust succession plan highlighted
•Change Champion networked grown to over 60 staff across group• Now involved in all change projects• Specialism like IT, Communications
•Enhanced our Change Methodology
•Collaborative working – appreciate we need each other!
•Established Multi-Channel communication approach
•Consistency of approach established
•Much larger focus on embedding change• Engagement• Consistent process• Driving outcomes
Outcomes – Domino effect
Don’t under-estimate how long major change takes
Its really important to listen to feedback
Embedding change is critical and can’t be missed out or ignored
You can’t do too much communication & engagement
Change impacts everybody – top to bottom of the organisation
Bravery is required throughout
You probably have a lot of the resources in-house you can use!
Other Observations
Any Questions?