Business transformation is a radical and risky change approach that enables organizations to add substantial value and survive in face of increasing environmental pressures. To succeed, business transformations should be managed as projects. In academic and practice literature, frameworks were suggested to guide organizations through a business transformation journey. We analyze three business transformation frameworks from a project management perspective. We find that such frameworks could be seen as project delivery approaches. Nonetheless, project management knowledge areas are not evenly embraced by all frameworks. We conclude with a discussion on the practical and research challenges of the use of these frameworks
BIOGRAPHIES
Sedki Allaoui is a business optimization specialist at CN (Canadian National Railway Company). He has experience in manufacturing, transportation and supply chain industries. He acted as a change agent and project manager for various change initiatives such as information systems implementation, process improvement and organizational structuring. Recently, he is focusing on more radical change initiatives that transform organizations and enable their competitive advantage in face of business and economic turmoil. He is also a PhD candidate at Ecole Polytechnique de Montreal. His research is focused on developing a collaborative planning model for transformational projects.
Sedki is a member of the OIQ (Ordre des Ingénieurs du Québec), a PMI student member, and an APICS student member. Academically, he is a member of the Jarislowsky / SNC-Lavalin Research Chair in the Management of International Projects, and of the CIRRELT (interuniversity research center on enterprise networks, logistics and transportation).
Sedki has a bachelor in industrial engineering, and a master in technology management from Ecole Polytechnique de Montreal. He is also a certified lean project leader and six sigma green belt from McGill University.
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SYMPOSIUM 2016 : CONFÉRENCE 803 - REVIEW OF BUSINESS TRANSFORMATION FRAMEWORKS: A PROJECT MANAGEMENT PERSPECTIVE
1. Business Transformation
Frameworks
Sedki Allaoui
PhD Candidate
A Review From a Project Management Perspective
Robert Pellerin
PhD
Mario Bourgault
PhD
Mathematics and Industrial Engineering Department
Ecole Polytechnique of Montreal
4. Why is transformation relevant ?
Change initiatives
• From incremental to radical
• High failure rate : up to 70%
Change approaches
4
Type of Change
Incremental Radical
Value
&
Risk
Low
Continuous
Improvement
Business Process
Reengineering
High
Business Process
Reengineering
Transformation
Transformation as a solution to radical & high risk change
5. What is Transformation ?
Transformation is a radical change to various
dimensions of the organization (people, process,
information, technology). It aims to bring
substantial added-value translated in fundamental
changes in how work is done and how value is
delivered. It is a complex and very risky endeavor
5
Purchase, V., Parry, G., Valerdi, R., Nightingale, D. et Mills, J. (2011). Enterprise Transformation: Why Are
We Interested, What Is It, and What Are the Challenges? Journal of Enterprise Transformation, 1(1), 14-33.
10. What Constitutes a Framework ?
10
Framework
Principles
Elements to uphold that
ensure the
transformation’s success
Methodology
Structured approach
that guides the
initiation, planning and
execution of the
transformation
Organizational
Enablers
A governance and
cultural ground to
transform
Analytical
Enablers
Set of practices and
techniques to
accomplish the required
objectives of the
methodology
12. Process Reengineering Methodology
Kettinger, W. J., Teng, J. T. C., & Guha, S. (1997). Business process change: A study of methodologies, techniques, and tools. Mis Quarterly,
21(1), 55–80
12
S1 Envision
S1A1 Establish
management
commitment &
vision
S1A2 Discover
reengineering
opportunities
S1A3 Identify
IT levers
S1A4 Select
Process
S2 Initiate
S2A1 Inform
stakeholders
S2A2 Organize
Reengineering
Teams
S2A3 Conduct
project
planning
S2A4 Determine
external process
customer
requirements
S2A5 Set
performance
goals
S3 Diagnose
S3A1
Document
existing
process
S3A2 Analyze
existing
process
S4 Redesign
S4A1 Define
and analyze
new process
concepts
S4A2
Prototype and
detail design of
new process
S4A3 Design
human
resource
structure
S4A4 Analyze
and design
information
system
S5 Reconstruct
S5A1
Reorganize
S5A2
Implement
information
system
S5A3 Train
users
S5A4 Process
cut-over
S6 Evaluate
S6A1 Evaluate
process
performance
S6A2 Link to
continuous
improvement
programs
13. Lean Transformation Roadmap
Nightingale, D., & Srinivasan, J. (2011). Beyond the Lean Revolution: Achieving Successful and Sustainable Enterprise Transformation.
New York, USA: AMACOM
13
18. How Can We Use These Frameworks ?
Transformation initiative delivery strategy
• Adapt to context
Structure the transformation initiative
• Scope
• Stakeholders
Planning tools
• Planning approach
• Work Breakdown structure
• Governance
18
Frameworks help structure and plan transformation initiatives
19. Challenges
Organizations' culture and mindset
• Style of leadership
• Collaboration
• Vocabulary and terminology
Project Management maturity
• Between organizations
• Within each organization
19
Transformations are context specific
20. Conclusion
Project management is crucial for transformations’
success
Transformation managers
• Balance analytical and soft skills
• Adaptability
• Collaboration
20
Present my self
Present the research team
Thank the participants of the symposium for their presence
Thank the organizing committee of the event.
Transition : First question would be why should get interested in transformation ?
Last 20 years more that 80% of fortune 500 companies do not exist anymore : acquisitions or disappear
Change is a choice no more : it is an imperative !
Transition : The pace of change has accelerated, but organizations have been dealing with change for quite some time.
Especially since the 1990s various change approaches were developed
The change required is becoming extremely radical and complex with high value returns and risks
Provide an metaphor : change pace is accelerating, organization require more radical change and will take more risks to get higher value
Focus on key words
if transformation is that complex and risk, why do organizations transform?
We can call it the driver for the transformation
Survive : burning platform
Thrive : leap and sustain market leadership
When organizations transform, change happens at different levels
The levels of the transformation are linked to the boundaries of the organization (or enterprise) targeted by the change
Provide an example for each level :
Supply chain : the organization, its customers and its suppliers. The automobile industry for example
Company : one organization. A change that touches the organization in its whole : ERP implementation for a Medium and small companies
Business Area : one revenue stream : bombardier aeronautics
Business unit : one department or a process that includes various departments.
The success factors are very similar to any change initiative, even any project with similar complexity to a transformation initiative.
The right team that will design the right approach and leverage the right tools.
It seems obvious. Common sense is not so common !
Key factors specific to transformations :
Governance : crystallizes the sponsorship and leadership roles and responsibilities
Holistic and integrative : look at all the aspects and integrate all practices
Program and project management : not on the go opex oriented activities
Effectiveness before efficiency
How then can we make a difference ? How to enact success factors that are common in theory and not so common in practice ?
One solution can be in frameworks !
Transition : from scientific and practice literature we selected 3 frameworks for further analysis
Present quickly the frameworks
Compare them as transformation tools
Compare them from a project management viewpoint
Stage activity
For each activity an inventory of tools and techniques
Information system influence
Cycle steps and goals
Influence of systems engineering : focus on analysis and integration
Influence of information architecture
Concept of management discipline : value, strategy, change, project/program
Meta-management approach : integration of different management disciplines into phases
Let us compare them as transformation frameworks
In summary : no framework is THE answer. Each will be more or less adapted to situations.
Frameworks are somehow like recipes : they provide main ingredients and steps. To get the perfect dish, we need to adapt and adjust.
Let now look at them from a project manager lens.
Choice : PMBOK knowledge areas as analysis reference
Knowledge areas to indicate how close are these frameworks to PM best practices and guidelines
Focus on planning as a process group and key activity : for transformations planning is a key success factor (risk and complexity)
Based on our analysis, here are some indications on how project managers and planners can leverage these frameworks to initiate, plan and execute transformation initiatives.
In summary, the key word when using transformation frameworks would : context or adaption.
In our research project, we worked with an industrial partner on adapting these framework for internal use.
From our perspective, here are the main challenges or such an exercise