Managing Change Overload!
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This document outlines a February 2019 webinar led by Melanie Franklin, focused on managing change overload in organizations transitioning from traditional to agile project management. It emphasizes the importance of assessing the impact of change initiatives, collecting data for understanding change implications, and addressing risks associated with change management. Key strategies discussed include defining relevant questions, conducting impact assessments, and leveraging heat mapping to visualize changes' strategic impacts on business functions.
Managing Change Overload!
- 1. 1apmg-international.com apmg-international.com CHANGE, RISK & BENEFIT Managing Change Overload! FEBRUARY 2019 WEBINAR
- 2. 2apmg-international.com Presenter Melanie Franklin Director, Agile Change Management Ltd Co-Chair Change Management Institute UK melanie@agilechangemanagement.co.uk Welcome to our webinar! Host & Moderator Mark Constable Marketing Campaign Manager APMG International mark.constable@apmgroup.co.uk
- 3. 3apmg-international.com About Melanie…. Track record of excellence in project, programme and portfolio planning and delivery. In recent years, Mel has focused on moving organizations from waterfall to agile approaches in project management. APMG accredited AgilePM and Change Management trainer Certified Scrum Master, Certified SAFe 4.0 Practitioner and Lean Kanban Practitioner Director of Agile Change Management (www.agilechangemanagement.co.uk) and Co-Chair of the Change Management Institute UK chapter (www.change- management-institute.com) linkedin.com/in/melaniefranklin1/ @AgileMelanie
- 4. 4apmg-international.com Before we get started... This session is being recorded. The recording and slides will be sent to you after the webinar. All participants are muted. Please type any questions into the “Questions” window. Your feedback will help us to improve future webinars. Please send any comments and suggestions to: mark.constable@apmgroup.co.uk
- 5. 5apmg-international.com Agenda Share ideas for defining the questions to ask to discover all of the initiatives likely to impact an area of the business. Identify key questions to ask to assess the impact on current business operations and the level of risk to maintaining services to existing customers. Set out ideas for tackling change overload, including what actions to take and who to involve.
- 6. 6apmg-international.com Innovation and Change Regulatory changes IT innovations New demands from customers Political changes Process improvements Re-organisations and re-structures Innovations from other industry participants
- 7. 7apmg-international.com 100% of staff time Business as usual Innovation and change
- 8. 8apmg-international.com Initiative 1 Initiative 2 Initiative 7 Initiative 6 Initiative 5 Initiative 4 Initiative 3 Horizon scanning to source new ideas Completed Underway Planned Potential
- 9. 9apmg-international.com Q1 Q2 Q3 Q4 Project delivery Implementation/Impact of change Hidden problem
- 10. 10apmg-international.com Collect data Collate data Understanding what change impact means Value of understanding change impact Awareness that this data is important Senior sponsorship for this effort Solution: include impact assessment and change readiness into Business Case. Solution: Heat mapping and keeping impact assessment questions simple and intuitive Solution: Calculate risk of inability to manage large volumes of change and risk of failure to deliver strategy Inclusion of impact assessments and change management activities in the Business Case generates awareness of costs and benefits of change management activities.
- 12. 12apmg-international.com Heat map example Projects Quarter 1 Month 1 Team 1 Processes Organisatio n Structure Roles Systems Buildings and equipment Data High Low High Low High Low High Low High Low High Low Project 1 Project 2 Project 3
- 13. 13apmg-international.com Heat map example Programme 1 Strategic impact of programme outcomes Project 1 Project 2 Project 3 PMs assess impact of their project deliverables and share with Programme Manager. Business Function 1 Business Function 2 Business Function 3 Line Managers in the Business Functions who will use project deliverables assess impact on processes, systems, responsibilities and share with Project Manager.
- 14. 14apmg-international.com Q1 Q2 Q3 Q4 Project delivery Implementation/Impact of change Total impact T O T A L I M P A C T T O T A L I M P A C T T O T A L I M P A C T
- 15. 15apmg-international.com Business case includes change activities Benefits Costs Risks Risks of not realising benefits, of losing good staff during the transition, and of destabilising the business during the change are minimised. Greater clarity on how benefits will be realised as managing the impact of the change leads to the adoption of the change which is when benefits are realised. Costs increase as the true cost of the initiative, is represented. Work increases from project team activities to deliver change, to all those impacted in the business who have to adjust their ways of working. Managing this impact is a cost to the business that must be included.
- 17. 17apmg-international.com Risk Impact Probability CertainLikelyPossibleUnlikely Minor Significant Grievous Change overload, threat to business as usual, threat of staff stress, absence and resignations.
- 18. 18apmg-international.com Submit questions via your GoToWebinar control panel. (sorry, function not available on mobile devices)
- 19. 19apmg-international.com Further information www.apmg-international.com @APMG_Inter Linkedin.com/company/apmg-international www.agilechangemanagement.co.uk @AgileMelanie Linkedin.com/in/melaniefranklin1 www.change-management-institute.com @ChangeMgtIns Linkedin.com/company/change-management-institute Change Management training & certification www.apmg-international.com/ChangeManagement
- 20. 20apmg-international.com If you have any questions or feedback, please do not hesitate to contact me: Mark.Constable@apmgroup.co.uk / +44 (0)1494 836161
Editor's Notes
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