directing agile change, 14th october 2015, london
TRANSCRIPT
Governance and Enabling
Change Specific Interest
Groups (SIG) Joint Event
14 October 2015
Agenda
Introductions
GovSIG objectives
EC SIG objectives
Relationship between the two SIGs
Context and Principles of governance of Agile
Change
Key (governance) behaviours to enable agile
change success
Summary of findings / agreements
Close
Governance SIG objectives
Be the UK focus
Advance understanding
Contribute to good practice
Influence national and international standard making
authorities
Influence those operationally responsible
Develop ambassadors and exemplars of excellence
3
….in the governance of project management (change)
Governance SIG prime activities
Engagement – CxO level and APM
members
Conferences and Seminars - sharing
Publications
The silver bullet……?
Project success
Portfolio success
Embedding change
5
Good
Governance
Of projects And change
Of project And change management
6
APM Research - Project Success
Factors
7
APM Research - Project Success
Factors
8
APM Research - Project Success
Factors
Directing Change
2nd edition 2011
9
Co-Directing Change
2007 (being updated)
Sponsoring Change
2009
Free to APM members at www.apm.org.uk/memberdownloads
GovSIG publications
New
Agile Governance
(being developed)
Enabling Change SIG – Key
Objectives
• Sharing information & knowledge
• Delivering events and communications
• Establishing effective links - other SIGs/Branches
• Collaborating to build the change community
• Developing Change Practitioner Groups
• Completing an APM-funded Research project
• Reviewing and updating the BoK and
Competencies for Enabling Change
Improve the change capability
of APM’s corporate
organisations, teams and
individuals
12
Free to APM members at https://www.apm.org.uk/news/enabling-
change-sig-capabilities-and-methods-pillar
EC SIG Resources
Case studies
Methods & Standards library
Change management press and
publications reference guide
Library of professional knowledge
Strategy
Projects
Operations
Change projects deliver strategy
13
Governance
SIG focuses
on the
people who
are directing
the change
Enabling Change
SIG focuses on all
aspects of change
– people,
processes,
technology and
systems
‘Shape’ of Agile Change
Change
Key Principles of Agile Change
Deliverables
Business Epics
Features
User Stories
One or more assigned to a projectSeveral / many assigned to a programme
A set of assigned to a project, or,A work package (e.g. Scrum)
Developed within a work packagee.g. Scrum
Combine to deliver
Business Benefits
Combine to deliver
Combine to deliver
Good Governance principles
The Board has overall responsibility and decides when independent scrutiny
is required
The organisation differentiates between non-projects (run the business) and
projects (change)
Roles and responsibilities for project work are clearly defined
Every programme or stand-alone project has an appointed Sponsor or SRO
There is strategic alignment of each project, programme or portfolio to the
enterprise strategic objectives
All projects have an approved plan, authorisation points or stage gate
reviews
Authorisation bodies have appropriate authority and competence
Programme and Project business cases are supported by reliable and
realistic information
There are clearly defined criteria for reporting status
The organisation fosters a culture of improvement, frank internal disclosure
and transparency
Stakeholders are engaged effectively
Projects are closed when no longer justified. From APM Directing Change
‘Additional’ Agile governance principles
Focus on the Business need
Value driven
Incremental Delivery
Time Box Delivery
Empowered teams and decision making
Collaboration
Simple Requirements
Constant striving for improvement
‘Fail fast’ (and often)
Demonstrate Control
Change Control
Good Change principles
The Board has overall accountability and demonstrates Change leadership
The key drivers for change (The Why?) - is clearly understood &
communicated
The organisation recognises the importance of managing change as a key
component of managing projects
Roles and responsibilities for change management are clearly defined
Project/Programme plans are integrated with people change management
plan
The organisation fosters a culture of feedback, improvement, frank internal
disclosure and transparency
The key behavioural changes for adopting new ways of working have been
identified
Communication, training and support mechanisms are designed and
implemented to effectively enable change
Stakeholders are engaged and consulted as appropriate
‘Additional’ Agile change principles
Incremental change delivery
Empowered teams and decision making
Collaborative approach between project team
and stakeholders
Early end user engagement
Change leadership
Change methodologies integrated with agile
delivery
Business ‘owns’ the change and not just
project/change teams
Recognition that everything is evolving – plans,
products, outcomes
So what does this mean for
governance/change behaviours?
Ambiguity re: final time and cost and traditional
‘control’?
Stage gate reviews?
Command and control vs. empowerment?
Buy-in vs. resistance?
Victims, survivors or navigators of change?
Flexibility re: goals?
Staff deployment?
In Groups (A and B)
Group A
Put yourself in the shoes of a board
director / portfolio manager
Group B
Put yourself in the shoes of a project
manager / change manager
Task
What key behaviours / different emphasis
(for agile change) do you exhibit or expect?
Create long list and then identify top 5
EC SIG - Upcoming Events & Activities
22nd Oct – Social communities – fostering
communication for change (PMO SIG Conference)
29th Oct - Process improvement and change
management (Reading)
Feb 2016 – Joint full day event with PMC SIG
Feb 2016 – Resistance to Change (Midland Branch)
March 2016 – Change v Project Manager (Midland
Branch)
APM funded research project
Spark Collaboration tool
Summary and close
Thanks for your contribution
We will collate notes and do a blog shortly
Please do sign up for either SIG by
becoming a member from their community
page – www.apm.org.uk/community