Seven out of ten change efforts fail to achieve intended results – even when they appear to produce the expected deliverables. There isn’t much value in a new IT system – no matter how smoothly and efficiently it is installed – if users reject it because the business hasn't considered the implications on the people. What is required is effective integration of change management principles to ensure an organisation achieves implementation, not just installation. In this webinar we will take a look at the business benefits of integrating robust change processes to project frameworks in large organisations. Our guest speaker, Karen Thorpe-Reid, will talk about how this approach has been successful within Network Rail.

1. © Changefirst Limited, all rights reserved
Presenters:
Audra Proctor
& Karen Thorpe-Reid
The fruitful integration
of project and change
management

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Audra Proctor
Director, Changefirst
Introducing our presenters
Karen Thorpe-Reid
MD, Premier Change Consulting
In an organisation with a £37.5bn investment budget and responsible for
20,000 miles of track, correct project and change management is vital.
“Without the correct project management, you’re only minutes away from
crisis”, says David Higgins, Network Rail ex-Chief Executive in an interview
for Project Magazine(2013).

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PMI: Pulse of the Profession –
Enabling Organizational Change through Strategic Initiatives
64%
18%
18%
Highly Effective -
Change Enablers
Minimally
Effective
Moderately
Effective
Few organisations are highly effective at change
implementation

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PMI: Pulse of the Profession – Organizational Agility
Minority of organisations are improving
SUCCESS WITH THE NEW INITIATIVES OVER THE PAST 2-3 YEARS
45%
55%
More success
Unchanged or less success

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Executive
Leadership
Culture
Misalignment
Resistance
Lack of
process
Concurrent
Change
Local
Sponsorship
Biggest barriers to project success?

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And, the costs are high!
Gartner:
“80% of all
technology projects
were not used in the
way intended or not
used at all six
months after
installation”
ZDNet
Clegg, University of Sheffield
0
10
20
30
40
50
60
70
80
90
UK spending on IT per year
(£ billion)
Estimated UK spending
wasted (£ billion)

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That’s why we saw a lot of Installation and not
full and sustained Implementation
How is this value gap closed?
 Do the right programmes
 Do programmes right
 Build capability
 Share knowledge
Time
BusinessCaseAchievement
Value Gap
Implementation
Installation

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Changefirst – Change Management Maturity Levels
Building Change Capability over time – current state
Level 1:
FOUNDATION
General
Communication
and training
Level 2:
LOCAL
Core Change
management skills
and process being
applied to
key projects
Level 3:
ORGANISATIONAL
MSP4NR applied
consistently with central /
high performing BCMs
• building and deploying
integrated change plans
• coaching and supporting
project teams
Level 4:
ENTERPRISE-WIDE
Digital and Non-digital
framework of Business
Change learning and
support available
across the organisation
• E-learning &
Webinars
• Master classes
• CPD for BCMs
BCM Certified
as internal PCI
Trainers
BCM certified
as Advanced PCI
Practitioners
BCM Proficiency
with e-change &
real application
examples
createdMSP4NR role
appropriate
training to BCM,
Project Managers
and SROs
MSP4NR
awareness
sessions
Intranet -
(Change
Channel)
Examples
of using
MSP4NR
SRO’s leading
and tracking
people-centred
change
Integrated
BCM tools
Processes
and tracking Role appropriate
workshop content
for SRO,
PM & BCMs

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Aligned CM and PM processes

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Tools – dynamically measure and prioritise people risks
Use the (limited)
resources you
have to focus on
managing your
biggest people
change risks!

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Deep, blended learning and CPD for BCMs
Core/Foundation learning online ERP Online Case Study
 Thriving through Change Practice Applying PCI®
 Delivering Organisational Change
 Exploring PCI®
Practitioner’s Application Workshop
 Master Classes, expert coaching,

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By Audience Capability building
Executives (SRO) Leading Change the NR way – RIGHT PROGRAMMES
• Managing Capacity & Demand
• Effective Change Sponsorship
• Tracking people centred change
BCM / PM / SME Applying MSP4NR – PROGRAMMES RIGHT
• People Centred Implementation methodology
• Integrated Planning, tools and measurement
• e-change cloud-based application
Business Leads &
Line Managers
Delivering Organisational Change – BUILD CAPABILITY
• Understanding MSP4NR
• Local Deployment
• Planning and tracking change
Building capability among other audiences

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Any questions?

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Case Study:
Managing Change the Network Rail way
Download now from
www.changefirst.com/articles
In an organisation with a £37.5bn
investment budget and responsible
for 20,000 miles of track, correct
project and change management is
vital.
“Without the correct project
management, you’re only minutes
away from crisis”, says David
Higgins, Network Rail Chief
Executive in an interview for Project
Magazine (2013).

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e-change®
The Enterprise Change Management Platform
Build change management plans
Enabling organizations to deliver projects successfully
www.changefirst.com/e-change
Learn a robust change process
Assess people change risks
Collaborate with team members

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PCI Public Programme
8th & 9th July 2014, London
www.changefirst.com/pci-practitioner-public-programme
Learn how to use PCI and leave with a change plan.

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