Managing and

Implementing Change,

Innovation and Projects

Thursday 15 June 2017

Links to relevant mandatory units

Level 3

• M&L 24 Principles of people management AC1.1 –AC1.5, AC2.1- AC2.4, AC3.7 -A3.8, AC4.1 – 4.5, AC6.1-6.4

• M&L 15 Principles of leadership and management

• M&L 11 Manage team performance

Level 5

• M&L 45 Contribute to the development of a strategic plan

Some thoughts..

In a progressive country change is constant; ...change... is inevitable ~ Benjamin Disraeli (1804-1881)

It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.~ Charles Darwin (1809-1882)

Objectives• Understand the reasons organisations need to change.

• Introduction to some theoretical change models.

• Understand how to conduct an environmental and

organisational analysis

• Ideas about managing the people during change

• How to identify an opportunity to change

• How to assess the benefits and risks of change

• How to create a change implementation plan.

• How to manage projects

• How to use different project management tools

Driving change is often about

influencing other stakeholders and

others by negotiation…

What is change?

Change can be regarded as the process of

“analysing the past to elicit the present actions

required for the future”.

It involves moving from a present state, through

a transition state, to a future desired state.

Rosabeth Moss Kanter

Change Management is ……

‘ the application of a structured process and set of tools for leading the people side of change to achieve a desired outcome ‘

Prosci Change Management Model

Change can be….

• Small or big

• Planned or unplanned

• Fast or slow

• How it is perceived by stakeholders is really important

Managing change involves….

• Changing the business

• Changing hearts and minds….

• Embedding the change

• Moving on to the next ….change ….and the next one!!

Exercise - Why do organisations need to

or choose to change and innovate ?

• Consider the internal environment and the external environment ?

• What sort of change would that involve ?

- organisational

- people

- products

- services

- stakeholder impact

Why do organisations change and

innovate ?• Crisis: e.g. 9/11 Buncefield

• Performance Gaps- goals

and objectives are not being

met

• New Technology - more

efficient and economical

methods to perform work.

• Identification of

Opportunities - to increase

competitiveness.

• Reaction to Internal &

External Pressure:

customers, environment,

legislation, shareholders,

employees, competitors,

stakeholders

• Mergers & Acquisitions:

Mergers and acquisitions can

mean duel functions being

redundant

• Change for the sake of

change: new CEO to

demonstrate effectiveness

• ‘Sounds Good/ Us too’ other

organisations are doing the

same .

• Planned Abandonment -

declining products, markets, or

subsidiaries and allocating

resources

Why analyse stakeholder power and

interest … ??

• The opinions of the most

powerful can influence

what you achieve

• Involvement at all times

makes it likely they will

support you

• Likely to improve the

quality of your work or

change.

• Can help you with

resources

e.g change or projects

• Communicating well and

frequently develops

relationships

• Helps you prioritise and

helps with time

management challenges

• Keeps you focussed on

what's really important

about what you do.

Power v Interest ?

Exercise – review who your

stakeholders are….

• Who are affected by your work ?

• Who has influence or power over it ?

• Who has an interest in its successful or unsuccessful conclusion.?

• … and who are the people in these groups who are really key contacts and how do you want to communicate with them?

Other considerations…• What financial or

emotional interest do they

have in the change?

• What motivates them ?

• What information do they

want from you?

• How do they want to

receive information from

you?

• What is the best way of

communicating your

message to them?

• Who influences their

opinions

• Are these stakeholders

highly influential ?

• If you can’t meet their

needs or expectations

how will you influence or

negotiate with them?

• Have you talked to them

??

Communication is crucial

Avoid …. please

• Assuming you know what the stakeholders are thinking

• Trading the interests of one group off against another

• Ignoring the concerns of stakeholder groups that are critical to the organisation e.gcustomers

• Neglecting the interests of important stakeholders

Why are managers cautious about change ?......

Because we know people can react badly and understand the disruption it can cause

Types of change

• Developmental – what already exists is continually improved but no radical progress is achieved or aimed at

• Transitional - A shift in the way a process is completed, designed to increase efficiency.

• Transformational - A move in an organisationof culture of business in strategy and processes

Change Management Models

• Kurt Lewin 3 stage change model

• William Bridges Change vs Transition

• Kubher Ross – the emotional response to change

• John Kotter 8 Step Change Model

Kurt Lewin change model

Force Field Analysis

Bridges-Transitional model (1991)

• Differentiates between change and transition

• Change is situational and happens without people transitioning

• Transition is psychological and is a three phase process

• People gradually accept the details of the new situation and the changes that come with it.

Bridge’s Transition Model

Benefits1. You can use the model to

understand how people feel as you guide them through change. It clarifies the psychological effect of change.

Limitations1. While the model is useful for

implementing change, it's not asubstitute for other changemanagement approaches. It cantbe used as an independent changemanagement model.

ENDING NEUTRAL ZONE NEW BEGINNING

More at : http://www.mindtools.com/pages/article/bridges-transition-model.htm

Bridges … Stage One - Endings

• End what ‘used to be’

• Identify who is losing what

• Openly acknowledge the loss

• Mark the endings

• Continuously repeat information about what is changing

• …….and why.

Bridges – Stage two- Neutral zone

• Individuals within the organisation feel disoriented

• Falling motivation

• Increasing anxiety and anger

• Ensure that people recognize the neutral zone

• Treat it as part of the organization's change process.

Bridges- Stage three - New beginnings

• Gain acceptance of the purpose

• Communicate a picture of how the new organisation will look and feel

• Communicate and gain a step-by-step understanding of how the organisation will change

Kotter - 8 Stage Model of Change

1. Sense of urgency SWOT analysis

2. Form a powerful coalition of ‘change agents’ and team build

3. Develop a clear vision that the change agents can describe

4. Communicate the vision – vary methods

5. Empower people to

remove obstacles

6. Get some short term

wins

7. Consolidate and build

on change e.g. longer

term goals

8. Anchor the change in

the culture

Change Management / analysis

Tools• PESTEL Analysis

• Force field Analysis

• Risk Assessment

• Impact Assessment

SWOT analysis…

Environmental analysis

Group Exercise….. PESTLE?

• Where is the organisation now ?

• What are the challenges ?

• What are the threats or opportunities ?

• What would be the benefits of change ?

Why people resist change

• Loss of control

• Personal uncertainty about the future

• Concern about competence

• More work / less work

• Concern over resources

• Past resentments

• Real threats or perceived threats

• Individual past experiences of change

Dealing with the resistance to

change

• Explaining the Why – the context

• Be positive but realistic

• Lead from the front

• Remember and remind what didn’t work in the past

• Education and communication

• Participation and involvement

• Facilitation and support

• Negotiation and agreement

• Explicit and implicit persuasion

• Begin to change something quickly

Communication – the 4P’s

• Purpose - Describe why you are making the change

• Picture – what is the vision ..describe what the future will look like

• Plan - Describe the steps you need to take to get there

• Part -Describe the part you need the specific employee to play; specify your requests and their objectives

Change management plan… what it

should cover- remember SMART !

• Objectives clearly defined

• Forecasting and planning changes proposed

• Arranging and controlling changes/ variations in the project as they occur

• Risks and mitigation

• Analysing and adjusting changes as required

• Monitoring & evaluating- agile planning

Project Management

What is a project?

• It's a temporary endeavor undertaken to create a unique product, service or result.

• (Project Management Institute)

• Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

Project Life Cycle

Exercise

What can possibly go wrong …..

• Process ?

• People ?

• Stakeholders ?

Examples of some project planning

tools

• Brainstorming

• Fishbone diagrams

• Force Field analysis

• Stakeholder analysis

• Critical path analysis (PERT)

• Gantt Charts

• Project planning documentation

Fishbone diagram

Fishbone diagrams

• Used to analyse cause and effect

• Analyse completed diagram

• What are the interdependencies

• What is this telling you?

• What can you fix? What can’t you fix? What resources do you have ?

• What would make the most difference if you fixed it.

• Project scope is the part of project planning that involves assigning and documenting a list of specific project tasks and deadlines.

• Scope creep refers to changes, continuous or uncontrolled in a project's scope, at any point after the project begins.

Project Scope - is the part of

project planning that involves:

• Review Project Objectives • Definition and Feasibility

• Arrange Project Team Meeting• Select Team Members

• Assign tasks and responsibilities

• Create Risk and Quality logs

• Create project plan• Detailed Planning

• Include tasks and agreed deadlines

• Circulate to project team members

Project Planning

• Receive Project Mandate

• Review Project Objectives – Definition and Feasibility

• Arrange Project Team Meeting– Select Team Members

– Assign tasks and responsibilities

– Create Risk and Quality logs

• Create project plan– Detailed Planning

– Include tasks and agreed deadlines

– Circulate to project team members

• Monitor & Control Project– Project Milestones and

deadlines

– Risk, Cost, Time and Quality Management

• Pre Launch Project Review – Prepare clients both internal

and external

• Project Launch– Inform clients both internal

and external

• Post Launch Project Review– What did and what didn’t

work well

– Contingency planning for future projects

Work breakdown structure (WBS)

• The list of the tasks of your project

• Provides a solid foundation for planning and scheduling

• Breaks down projects into manageable work packages (chunks)

• Provides a way to estimate project costs accurately

Work Breakdown structure

• Makes sure no important deliverables get forgotten

• Helps a project manager with resource allocation

• Can provide a proven and repeatable approach to planning projects

• Provides an ideal tool for team brainstorming and for promoting team cohesion

• Is useful for allocating activity

Critical Path Analysis (PERT)

• PERT stands for Programme Evaluation Review Technique.

• Identifies tasks, how long it will take to undertake each task and the order in which they need to be undertaken

• Identifies the longest path through project –gives an indication of how long project will take

• Helps you develop your Gantt chart

32 days / (6 weeks)

Critical Path Analysis

• It’s visual

• You can involve the project team and brain storm the tasks

• It is flexible – easy to rearrange order

• Can help you identify tasks you may have forgotten

• Can help you identify where you may be able to reduce time frames – ‘what can you do quicker?’

Risk assessment – impact v

probability

Risk Management– what could

possibly go wrong?

• Itemise risks on each task

• Rate how likely (score out of 5). Rate how serious (score out of 5)

• Likely x serious (maximum score 25)

• If your risk goes into double figures there is a concern and you need to have a plan to reduce risk.

32 days / (6 weeks)

Assess Risk

• Areas of risk (based on critical path analysis)

o Gain accreditation L=3 x S=5 = 15

• How are we going to reduce this risk?

o Write content L=2 x S=5 = 10

• How are we going to reduce this risk

o Buy resources L=3 x S=2 = 6

• Risk acceptable

Gantt Chart

• Communication tool

o Everyone involved can see it and can see where their actions are, can help gain commitment

• Helps you forecast for busy periods so you can plan your resources

• Monitors your progress.

• Identifies likely problem areas

• Can also show ‘creep’ – when you are running behind.

Gantt Chart

Gantt Chart

• Use different colour to show what has been completed – visual representation of tasks completed

• Use milestones to mark key stages/review points

• Your tasks identified in the WBS form the basis of your Gantt chart.

Power v interest

Remember your stakeholders..

Next sessions…29th June

• Level 3 – Principles of business and review

• Level 5 – Business process and review