champs2 - foundation

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Start and finish Course style

LunchCoffee and breaks

M00 - Course introduction 2/8 | 2/157

Please share with the class: Your name and surname Your organization Your profession Title, function, job responsibilities

Your familiarity with the project/programme management

Your experience with programmes Your personal session expectations


To give you the opportunity to learn and understand CHAMPS2 method

To understand CHAMPS2 process

To test your understanding of CHAMPS2 at Foundation/Practitioner level

To understand how you can contribute to a transformational change programme

Main goal

Attempt Foundation exam with confidence

Begin to apply the method, tailoring it to your own projects’ and programmes needs

Secondary goal

Benefits and value of CHAMPS2 method


Foundation Exam

PBE & CBE, 45 minutes exam, Simple multiple choice exam 50 questions, pass mark is 32 (64%) Only one answer is correct No negative points, o “Tricky Questions” Only pencil & eraser are allowed

No pre-requisite for Foundation exam

Sample, one (official) mock exam is provided to you

Candidates completing an examination in a language that is not their mother tongue, will receive additional time


Practitioner Exam PBE & OBE, 2 hour exam, 63 questions, pass mark is 32 (50%) Only one answer is correct No negative points or “Tricky

Questions”

Pre-requisite: Foundation exam

Candidates completing an examination in a language that is not their mother tongue, will receive additional time


CHAMPS2 syllabus section code and title

QF Quality Management Framework

P0 Transformation Initiation

P1 Visioning

P2 Shaping and Planning

P3 Design

P4 Creation and Realisation

P5 Proving and Testing

P6 & 7 Stabilisation & Benefits Realisation

BE Benefits

Syllabus Handbook Page

Module slide number / total module slides

Slide number / total slides

Module number and name

CHAMPS2 V2handbook page

CHAMPS2 syllabus section code

CHAMPS2 is defined in the Realising Transformational Change handbook• 1st edition, 2010• ISBN-13: 978-0117068674


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miroslaw_dabrowski

www.miroslawdabrowski.com

Mirosław DąbrowskiAgile Coach, Trainer, Consultant(former JEE/PHP developer, UX/UI designer, BA/SA)

Creator Writer / Translator Trainer / Coach

• Creator of 50+ mind maps from PPM and related topics (2mln views): miroslawdabrowski.com

• Lead author of more than 50+ accredited materials from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL, M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP, CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.

• Creator of 50+ interactive mind maps from PPM topics: mindmeister.com/users/channel/2757050

• Product Owner of biggest Polish project management portal: 4PM: 4pm.pl (15.000+ views each month)

• Editorial Board Member of Official PMI Poland Chapter magazine: “Strefa PMI”: strefapmi.pl

• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods translator for Polish language

• English speaking, international, independenttrainer and coach from multiple domains.

• Master Lead Trainer• 11+ years in training and coaching / 15.000+ hours• 100+ certifications• 5000+ people trained and coached• 25+ trainers trained and coached

linkedin.com/in/miroslawdabrowski

Agile Coach / Scrum Master PM / IT architect Notable clients

• 8+ years of experience with Agile projects as a Scrum Master, Product Owner and Agile Coach

• Coached 25+ teams from Agile and Scrum• Agile Coach coaching C-level executives • Scrum Master facilitating multiple teams

experienced with UX/UI + Dev teams• Experience multiple Agile methods• Author of AgilePM/DSDM Project Health Check

Questionnaire (PHCQ) audit tool

• Dozens of mobile and ecommerce projects• IT architect experienced in IT projects with budget

above 10mln PLN and timeline of 3+ years• Experienced with (“traditional”) projects under high

security, audit and compliance requirements based on ISO/EIC 27001

• 25+ web portal design and development and mobile application projects with iterative,incremental and adaptive approach

ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank, Descom, Ericsson, Ericpol, Euler Hermes, General Electric, Glencore, HP Global Business Center, Ideo, Infovide-Matrix, Interia, Kemira, Lufthansa Systems, Media-Satrun Group, Ministry of Defense (Poland), Ministry of Justice (Poland), Nokia Siemens Networks, Oracle, Orange, Polish Air Force, Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom, Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy, Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…miroslawdabrowski.com/about-me/clients-and-references/

Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management, Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0, ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM Simulation …


1. Transformational change

2. Introduction to CHAMPS2

3. Phases 0 to 2

4. Phases 3 to 5

5. Phases 6 to 7

6. Benefits

M01 - Transformational change 2/19 | 10/157

What does transformation mean to you?Find five examples (business, everyday life, TV….)

Discuss in pairs. You have 5 minutes …


What does transformation mean to you?

Find five examples (business, everyday life, TV…)

Discuss in pairs. You have 5 minutes…


… fundamentally changing form or shape

… becoming something different

… behaving differently

… being viewed by others as something different

… doing different things (not doing things differently)


Unlike gradual improvement, transformation is NOT only about: “How can we do what we do better/cheaper/faster”

It is about asking questions like: “Why do we do what we do at all?” “Why do we want to do it this way?” “How do we make a significant difference to our customers?”

…a fundamental rethinking and radical redesign of the business.


What are the challenges and issues facing the postal service?

What could the postal service look like in the future?

Discuss in small groups

Present findings to the other groups

You have 10 minutes…


Risingcustomer

expectations

Pressure to reduce cost of products and

services


InternalProcesses

OrganisationStructure

Behaviours /Culture

Systems & Infrastructure

Processes

PerformanceManagement

Systems & Infrastructure

Processes

PerformanceManagement

Organisation structure

Behaviours/ culture

Technology/ infrastructure

Processes

Performance management

Transformation of capabilities

Transformation of customer experience

Communication

Accessibility

Choice

Price

Quality

Joined Up Services

Environment

CustomerExperience

Transformation


Customers

Employees

Efficiencies

? ? ? ?

? ? ? ?

? ? ? ?


Customers

Employees

Efficiencies

A new experience for our customers Personalised services No dilemmas which department to contact Using the channel they prefer

Greater empowerment Decision making as close to the customer as possible Better career opportunities Greater mobility within the organisation

Avoiding duplication of effort Simplified processes Greater accuracy of data Better utilisation of resources


The result of change and its effect on customers, employees or efficiency.

OUTCOMES

A broad, aspirational image of the future that an organisation is aiming to achieve.

VISION STATEMENT

Measurable improvement resulting from an Outcome. What difference the change will make.

BENEFITS

StrategicNeed

StrategicOutcome

Vision-led

Benefits-driven


McDonald'sTo be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile.

Amazon Our vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online

Heinz The worlds premier food company, offering nutritious, superior tasting feed to people everywhere …

Microsoft Empowering people through great software - any time, any place, and on any device.

Nike To experience the emotions of winning and crushing the competition.

Google To organize the world's information and make it universally accessible and useful.

Marks & Spencer To be the standard against which all others are measured.

BBC To be the most creative organisation in the world.


CustomersCustomers will be dealt with by proactive, knowledgeable customer focused staff, empowered to put the customer first.

Customers / employees

Every learner has an entitlement to extend their skills through e-learning opportunities, courses, support and accreditation.

CustomersEvery visitor to our town will be able to access IT for communication, information, booking and advice.

Efficiency / employees

Every worker will have an opportunity to increase productivity through appropriate flexible working.

Employees The finance department is seen as a desirable place to work.


Non-financial Customer satisfaction increased by 30%.

Financial Staff recruitment costs due to high staff turnover reduced by 20%.

Non-financial Customer waiting time reduced by 50%.

Financial Productivity increase translated into 15% reduction in production costs.

Financial Cost of call centre service reduced by £500,000 p.a.

Financial The volume of services increased by 20% for the same cost.


Burning imperative to transform plus: Focus on customers Compelling Vision Clear line of sight from Vision to course of actions Leadership from the top Winning internal support Pursuing comprehensive change Making change and innovation part of company’s culture


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