Scenario:
You are an employee of a medium sized ( about 500 employees) organization which has recently decided to establish a Project Management Office (PMO). As part of the new PMO, you and your colleagues (those at your table) have been tasked to form a team responsible for the development of a change management methodology, governance model and supporting tools.
Background:
The PMO concept is sponsored and endorsed by VP Change Management. The organization has recently reorganized from the Super Board to one leadership group. As part of the Health Care sector, your company occupies a monopoly position and are trying to optimize health care in Alberta. You do not have an established budget, per se, but will be expected to provide business justification for any funding or staffing requirements beyond your immediate team.
Today’s Deliverables:
It is anticipated that by the end of this session, you will have developed the following:
- Methodology Design Strategy (e.g. In-Source, Out-source, Hybrid, including rationale and supporting details)
- Lean and mean
- Use just in time assessment tool to determine which of the tools should be used
- Adopt a risk communication approach due to the lack of trust between upper management, front line nurses and the public
- Start with an established model and customize. The model selected was Appreciative Inquiry
We assumed that the team was dedicated to working on this and that external consultants would not be brought in. The work is schedule driven and we need to work within the budget allocated.
- Methodology Components (Elevator Speech, Program Summary – bullet list)
- Start with workshops for all impacted group.
- Introduction would include an overview of Appreciative Inquiry
- Conduct situational assessment
- Risks
- Stakeholders
- What do we do well in communication, vision, organization, etc.,
- How do we make it better
- Toolkit
- Stakeholder engagement
- Measurement
- Communication strategies that leverage Appreciative Inquiry
- “Workout” workshops will be used to identify recommendations to issues and identify improvements
- Elevator speech
- Working to make things better
- Improve how we deliver projects and operational benefits
- Governance Model (Descriptive and/or Organizational Chart sketch)
- Need to be respectful of the union
- ….did not get any further
Scenario:
You are an employee of a LARGE organization which has recently decided to establish a Project Management Office (PMO). As part of the new PMO, you and your colleagues (those at your table) have been tasked to form a team responsible for the development of a change management methodology, governance model and supporting tools.
Background:
The PMO concept is sponsored and endorsed by the VP (reporting to the CIO). The organization has recently experienced mergers and growth. As part of the public sector, your company occupies a dominant, leader position. You do not have an established budget, per se, but will be expected to provide business justification for any funding or staffing requirements beyond your immediate team.
Today’s Deliverables:
It is anticipated that by the end of this session, you will have developed the following:
- Methodology Design Strategy (e.g. In-Source, Out-source, Hybrid, including rationale and supporting details)
Assumptions:
- company is large, beaurocratic, established.
- the audience is technical: has project management experience but not change management process
- methodology needs to be combined with PM deliverables as well as "softer" results.
- We are going to try to expand the current PM methodology and add CM processes to it.
Why are we doing this? What will be improved?
- increased employee engagement/buy-in through increased understanding
- implementation benefits and success
- adoption rates increased
- end-user satisfaction increased
- added value of the project increased
- will will leverage existing internal assets to ensure efficiency and legacy (communications, HR, marketing, sales.)
Details of our strategy:
- Make the argument to bring in a CM expert so that we can leverage customized expertise while leveraging internal resources (time)
- There would be change management at the project level, but as well as CM methodology for the organization as a whole.
- We would engage the PMO in a discussion around how to implement change management into the performance metrics for the PMO, as well as in the projects being managed.
Our argument: CM will enable the PMO to:
- Determine the "right" projects, and do the right projects well.
- Ensure sustainable buy-in and implementation
- Build the capacity of PM's to do their own CM over time
- Make knowledge transfer a priority
- Create links with other businesses departments to support CM components
- Will measure success beyond functionality, and support that change to happen
- Implement a training program that can be used by internal champions over time
- Methodology Components (Elevator Speech, Program Summary – bullet list)
- CM will optimize business value. We want to hire a CM consultant to build on our current assets, integrate CM with our existing infrastructure, re-design our success measures to ensure CM legacy, and build CM capacity within current PMs by leveraging other departments.
Scenario:
You are an employee of a mid-size organization which has recently decided to establish a Project Management Office (PMO). As part of the new PMO, you and your colleagues (those at your table) have been tasked to form a team responsible for the development of a change management methodology, governance model and supporting tools.
Background:
The PMO concept is sponsored and endorsed by the CIO. The organization has recently decided to embark on a software consolidation strategy, replacing numerous disparate systems with an enterprise system. As part of the Financial Services sector, your company occupies a follower position. You do not have an established budget, per se, but will be expected to provide business justification for any funding or staffing requirements beyond your immediate team.
Today’s Deliverables:
It is anticipated that by the end of this session, you will have developed the following:
- Methodology Design Strategy (e.g. In-Source, Out-source, Hybrid, including rationale and supporting details)
The Strategy will be strategic in focus and utilize the knowledge and expertise obtained by those industry leaders who have successfully navigated this change. This will be achieved by “poaching” talent from competitors to join the project team where the goal will be obtain knowledge transfer from the more experienced industry leaders to those on the project team which have been seconded from the business.
The rationale in choosing this means of developing the methodology is to reduce time to return to expected performance levels, develop standardization and consistency, take on less risk, and recognize a faster return on the software investment.
- Methodology Components (Elevator Speech, Program Summary – bullet list)
Elevator Speech:
A Change Management practice will ensure people’s support for change and allow the organization to implement change while maintaining employee engagement and productivity.
Program Summary
· Establish a baseline and articulate measures in terms of costs and change history/tolerance
· The PMO for Change Management will be set up as a central service. Proposed change initiatives will be reviewed, the approach will be determined, and one of the PMO members will be assigned to lead the change initiative
· A Change Methodology will be applied to each change initiative utilizing best practices, as appropriate for the financial services industry, blended with strategies and tools that the PMO have seen as achieving prior success within the organization
· Business experts will be borrowed from the business to work on a given project alongside individuals brought on in a consulting capacity from other Financial Services organizations who have successfully gone through a similar project. Internal project members will be expected to learn from the experiences of these “consultants” to develop an in-house knowledge base
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