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Simon Williams - Delivering effective business change - APM Planning for Change 240216

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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.

Published in: Business
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Simon Williams - Delivering effective business change - APM Planning for Change 240216

  1. 1. Simon Williams Head of Business Change Project Management Transport for London Delivering Effective Business Change
  2. 2. Introductory Film Every Journey Matters
  3. 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. 4. The SIG’s mission is to‘improve the change capability of organisations, teams and individuals’ Enabling Change SIG
  5. 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. 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. 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. 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
  9. 9. Change Programmes at TfL June 2015 9
  10. 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. 11. A huge challenge... 11  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. 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. 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. 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. 15. What does the BCF look like? Click on one of the BCF phases for guidance and useful tools
  16. 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. 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. 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. 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. 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. 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. 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. 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. 24. 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 25
  25. 25. 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 26
  26. 26. March 2015 27
  27. 27. March 2015 28 Developing capability
  28. 28. March 2015 29
  29. 29. 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
  30. 30. Questions

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