Project Management is about delivering change, but change does not just happen, it needs to be planned, monitored and controlled. The APM Planning, Monitoring and Control SIG and the Enabling Change SIG held a fully booked one day conference called Planning for Change on 24th February 2016 in Birmingham.
3. Introduction:
Simon Williams
19 years Transport for London
Background strategy & planning, projects,
commercial business development
10+ years delivering change and transformation
programmes and projects
Lead internal consultancy team ~45 people providing, programme,
project and people change management
Capability development and 600+ change community
APM Enabling Change SIG Committee Member
4. The SIG’s mission is to‘improve
the change capability of
organisations, teams and
individuals’
Enabling Change SIG
5. Introduction to TfL
Executive arm of Greater London Authority
reporting to Mayor of London
Formed in 2000 bringing together almost all
transport modes in London – London
Underground added in 2003
Structured as 2 operating businesses, Rail &
Underground and Surface Transport, and
“Specialist Services” corporate functions
6. TfL in Numbers...
2014/15 passenger journeys:
>60m Oyster cards issued & huge growth of contactless payment
Revenue £5bn in 2014/15; 28,000 staff
>£3bn pa invested in improving transport infrastructure
New technology for staff and customers, e.g. real-time information
Seeking to double income from property portfolio, advertising estate
and retail to raise >£3bn by 2021
Change has to be part of everything we do at TfL
London Underground >1.3 billion
Bus 2.4 billion on 8,765 buses
London Overground 140 million
Docklands Light Railway 110 million
Tram 31 million
River Services 10 million
Plus 580km roads, 6000 traffic lights, Santander Cycles,
Emirates Airline etc.
7. Drivers for Change at TfL
June 2015 7
Technology
Efficiency
Organisational
Capability development
Customer Service
Environmental
Drivers of change TfL Context
Future Ticketing, Mobile devices, Station Wi-fi
Reducing CO2, more and safer walking & cycling, noise reduction
Restructuring and integration of other organisations
Leadership, project and change management, commercial
Comprehensive Spending Review and efficiency targets
Fit for the Future Stations: and how we interact with customers
Economic London’s population increases by two bus loads per day
Political Mayoral election and the Mayor’s Transport Strategy
“The ability for organisations to manage and drive change, often on a vast scale,
matters now more than ever ... Change has finally become the ‘new norm’” Stephen Vinall, MD
Moorhouse Consulting (2012)
8. Why do we need to manage
change better?
8
‘ValueGap’
Time
BenefitsRealisation
Full Implementation/
Embedment of Project
Outputs
Installation only ...
Installation v Implementation
Addressing the ‘value gap’
Industry wide 70%+ of
change projects fail to
achieve their full
benefits
Employee survey
results for how well
change is managed
where they work
Managing change
effectively delivers
benefits faster and
more successfully and
minimises loss of
productivity
10. Successful change focuses on people
REDUCE impact on performance
REDUCE time to implement
IMPROVE sustainability
INCREASE success rates
THE WAY
PEOPLE
WORK NOW
FUTURE
WAY OF
WORKING
11. A huge challenge...
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Cultural challenges: personal experience, 24/7 operations, entrenched
approaches and behaviour
Process challenges: understanding and managing overall change
landscape, priorities, inter-dependencies, organisational capacity and
benefits
Resource challenges: awareness, allocation and capability
12. So how do we manage it?
We have a defined PPM methodology across TfL
called Pathway
Pathway questionnaire flags up the need for People
Change
This directs people to the Business Change
Framework (BCF)
The BCF has five phases with information and advice
on change and people involvement
13. Pathway includes a Handbook on People Change
For programmes or projects with a significant
element of people change, a People Change Plan
should be produced to describe people change
activities in detail
People Change Plan template brings together all
people change activity in one place, with hyperlinks
to relevant tools in BCF
People Change Plan becomes check at Stage Gate
Reviews that change activities are being managed
appropriately
Specific role of People Change Manager (PCM) to
lead on people change activities and be the “voice” of
people change within the programme or project
How does it work?
14. How do Pathway and BCF link?
Delivery
Discover Design Deliver Transition
B u s i n e s s C h a n g e F r a m e w o r k
P r o j e c t L i f e c y c l e
Project
Close
Detailed
Design
Concept
Design
Outcome
Definition
Feasibility
BenefitsPlanning
BenefitsRealisation
Integrate
Whydo we need to change and what are the
benefits?
How do we go about developing
the solutionand use people’s
ideas/knowledge inthe process?
How canwe
deliver the
change plan
and bring
people with
uswhile
deliveringit?
How do we
make sure
that we move
to the new
wayof
operating
smoothlyand
effectively?
How do we make sure that we
fullyembed the new wayof
operatingand not slip backinto
old ways?
15. What does the BCF look like?
Click on one of the BCF
phases for guidance
and useful tools
16. To achieve successful change you need:
1. A clearly communicated and understood vision for change
2. Leaders who visibly sponsor and role model the change
3. People who are engaged throughout the change process
4. Line managers who lead local implementation and support their
people through the change
5. Employees who understand what the change personally means
for them and feel supported to make the change
5 key ingredients of successful change
17. 1. Vision for Change: what needs to
be in place?
The Why do you need to change, innovate, improve?
People understand the need and urgency for change i.e. why the current
state cannot continue
The imperative makes the status quo so uncomfortable that people want to
move away from it
The What do you need to change, innovate, improve?
People find the future state sufficiently motivating and they can see what it
means for them personally once the change is implemented
The How do you need to change, innovate, improve?
The various parts of the solution map the journey of the change from the
current state to the future
The steps towards the change show people how progress will be made and
measured
18. Visibly sponsor and role model the change
Consistently provide active support to the change
Are committed to making the change happen
Provide direction, guidance and support for the people
implementing change
Work with others to build a critical mass of support from
other influential people in the organisation
2. Effective change leadership occurs
when leaders:
19. 3. Engagement - what needs to be
in place?
Develop a plan for regular and ongoing engagement throughout the
change – promote understanding, help build commitment, encourage
new behaviours and mitigate reasons for resistance
Start involving people early on and establish clear points for
discussion and input
Create opportunities for dialogue and feedback
Enlist the support of line managers to communicate the change and
talk through issues with affected staff
Identify where you might encounter resistance and plan approaches
to address issues and concerns - empathy can make a big difference
Find appropriate ways to recognise progress, contribution and
achievement
20. Methods of Engagement
Face to Face:
Regular (eg weekly) update meetings
Focus groups
Drop-in sessions
Staff briefing
Presentation with Q&A
1-2-1 meetings
Written:
Email
Intranet
Newsletters
Surveys
Phone:
1-2-1 call
Conference call
Events:
Workshops
‘Seeing is believing’
sessions
Reward/award events
Training
21. 4. The role of line managers in change
Managing the change within their own teams
Visible leadership and role modelling at the local level to
keep staff motivated - articulate the Vision for Change in
a way that makes sense to their staff and their part of the
organisation
Supporting and coaching individuals through the change
Provide opportunities for dialogue and involvement, and
manage resistance
Accountable for successful implementation in their own
business areas and ensuring benefits are realised
22. 5. Employees - what needs to be
in place?
Personally understand the need for change and what it means for
them
Understand what the future looks like and how things will work
Be clear on how they contribute to the wider picture
Accept and carry out the activities needed to make the change
happen – build commitment
Take ownership of the new ways of working
Feel supported and reassured that their personal concerns will be
addressed
23. And build all the change activities into
your Project Plan...
A Change Plan is a clear set of activities which need to be
completed to successfully deliver the people aspects of change
Ensure it covers all the aspects, i.e. Vision for Change, leadership,
engagement, line managers, etc.
Get clarity on how your change affects other areas of the business
as well as their impacts on your change
Ensure there is clarity on the governance arrangements for your
change and who the decision makers are
Agree the key milestones and critical path for delivery including
responsibilities
Get the required support from other functions in the business
Highlight risks / issues and agree appropriate reporting mechanisms
In short, manage the people aspects of your project with the same
care as the asset, technical or infrastructure elements
24.
25. Case Study
Clear scope and mandate for change from Review endorsed by
Managing Director
Involved transition of multiple facilities with very different
cultures into one integrated centre, with new roles, processes
and working arrangements and significant external stakeholder
interest
Reliability and customer service benefits to be achieved through
reduced time to resolve incidents and improved information
Managed as a dedicated project separate from physical
construction of new facility
Comprehensive approach to Communications & Engagement
New roles and processes successfully introduced, centre
commissioned and benefits delivered ahead of plan
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26. Communications & Engagement
Weekly Sponsor email and dedicated Intranet site including feedback
Extensive consultation with all stakeholders on new processes
Regular Executive level and Sponsor engagement with third parties moving
to centre, including site visits
Regular local staff engagement by Line Managers to share progress, identify
and address issues, provide reassurance and obtain feedback
Multiple presentations to all relevant Trade Union Councils
Extensive user requirements gathering and acceptance testing
Initial site visits for all including Sponsor vision presentation
Computer generated fly through and time lapse video for stakeholders
Dedicated multi-agency training course for new processes, and extensive 3
month training and development programme for new roles
Building induction and jointly agreed “Working Together” document
Full day cross-functional table top exercises facilitated by senior managers to
develop and understand new ways of working and begin teambuilding
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30. Summary
Managing change effectively really matters
Remember the 5 key ingredients
Build people change activities into your project
management processes and planning
Work to develop the change capability of all
involved