Transcript Document

We used to do Projects
- winning Hearts & minds
Martin Honeywood, Group Director of Planning &
Business Change
Kevin Connell, Chief Information Officer
Introduction
• The Landscape for Circle Housing
• Context for Change & Transformation
• Meaningful Engagement
• Realising the Benefit
The Landscape for Circle
Circle Housing
The Landscape
Group made up of 9 Housing Associations
3Commercial Businesses
Continuous Change
Presence from Birmingham to South Coast –
Norfolk, Cambridgeshire, Essex, Kent,
Surrey, Sussex and significant in London
Welfare Benefit Reform preparation
Largest R&M procurement process in sector
Substantial Care and Support business
Development of 1,000+ homes a year
No. 2 telecare provider in the market
Business acquisitions
67,000 homes
IS&T Landscape
• Agile working
• Customer access
• Collaboration
• Cloud
• IT Transformation
2,600 employees
Head offices in London & Norwich
What’s important to us?
Our mission - Enhancing Life Chances
Our Vision –
To provide safe and secure affordable homes to
customers with differing incomes and to promote
financial resilience & Independence.
Our values
- Moving Forward
Efficient
Stronger Together
Human Focused
Putting Customers at the heart of everything we do
Circle is a brilliant place, with fantastic people who care
Context for Change &
Transformation
Context for Change
•
We use to do projects!
•
•
Our internal customers wanted to go around us
“Everything is a barrier”
•
Significant move from IT to People focus
•
All about outcomes not just doing the process well – Pragmatism needed
•
Recognise a need for a culture shift, improved engagement and clear
decision making
•
Need to get our Change Methodology in order as part of wider delivery
process
Context for Change
•
IS&T lifecycle Management not stopping
•
Resources not significantly increased to match demand
•
Collaboration more important
•
Business Change
•
HR
•
Learning & Development
•
Procurement
•
IS&T
What we needed
•
Strong Governance
•
Robust Process
•
Teams without barriers
•
Clarity of working method
•
•
•
People Focused
Buy-in from the top
Strong engagement
Transformation
•
Customer feedback – painful..!
•
Group Project Management Office / Business Transformation
merged
•
Circle invested in the permanent team and it’s internal talent
•
•
•
9 internal appointments
Conversion of contract to perm resources
Reduced costs by £1.4m
•
Account Management principles adopted
•
Customer and outcome focus to trump process quality
•
Own methodology encompasses phases of change before and
after traditional project delivery
The Principles
·
·
Senior Business Leader
Operates under Programme
Delivery
Member of Change Board
·
Organisational Delivery
Model
Operating Model
2. Workstream
Leader
·
Resource &
planned from
within
change
function
·
Operating
Principles &
Design
1. Programme
Management
Exec
Member
accountable
for outcome
Account &
Change
Management
3. Exec
Sponsor
·
Need Identification /
Business Requirements
Specification sign-off
Change Champions
Stakeholder Management
·
·
·
Delivery Principles
Programme
Delivery
·
·
·
·
Day to Day project delivery
·
Manage Output delivery
·
Collaborative working /
·
matrix management
Business Change Team - Offer
Delivery Methodology
1. Need
Identification
·
·
·
Business
Requirements
Business Analysis
Terms of
Reference
2. Specification /
Contract
·
·
·
·
Business Case
Design approach
Roles &
responsibilities
Risk Identification
4. Resource
& Budget
Allocation
3. Planning &
Initialisation
·
·
·
Project planning
Dependency
mapping
Project Start-up
·
·
·
Budget Approval
Resource
Allocation
Reporting Agreed
5. Programme
Management &
Review
·
·
·
Project Lifecycle ·
progress
·
Progress reviews
Link to Account
·
Managers
6. Risk
Management
Risk Identification
Risk
Management &
Mitigation
Risk Escalation
7. Marketing of
Outcomes
·
·
·
Lessons Learnt
Celebrating
Success
Change Champion
review
Programme
Governance &
Allocation
Allocate Resources
Manage Risk
Report Progress
Review Programmes
Managing Change in Circle Methodology
Initiate
·
Change activity requests
from Strategic Framework
workstreams
·
Change activity requests
from business picked up
by Change Relationship
Mgrs/EAs
Create
Business Case
Assess
·
All requests assessed by
BCT with relevant
internal suppliers and
affected business areas
·
Terms of Reference
created
·
Priority then set by
Change Board
·
·
Awareness
Desire
Business Case includes
option and
recommendation based
on analysis of:
Requirements
Cost
Benefits
Risk
Change impact
Resource impact
Once approved by
Change Board, includes
contract / specification
with internal suppliers
Knowledge
Deliver
Programme/Project
·
Delivered via agreed
principles
·
Led by project manager
·
Monitored by
Programme Governance
Board
·
Gateway checks:
Governance
Customer
Benefits/Costs
·
Includes supplier/user
Business Readiness
agreement
·
Includes lessons learned
Ability
Embed Change
·
Embed change in
business through Change
Champions and Change
Relationship managers
·
Business owns the
change
·
Post implementation
review at 3 and 6 months
·
Benefits realisation and
lessons learned
Reinforcement
The Mantra
• We must have strong and visible Change
leaders at all levels
• Every project must result in an observable
and positive impact on the organisation, staff
or customers
• Every project can be delivered both on time
and in budget
• Investing & adopting change effort can have 6
times greater chance of success
Correlation of sponsor effectiveness to
meeting project objectives
90%
85%
Percent of respondents that met
or exceeded project objectives
80%
73%
70%
60%
50%
40%
30%
36%
40%
20%
10%
0%
Sponsor was very
ineffective (average
score < 2)
Sponsor was
Sponsor was effective Sponsor was very
ineffective (average
(average score
effective (average
score between 2 and
between 3 and 4)
score between 4 and
3)
5)
Sponsor effective rating average
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
®
Prosci PCTTM Model
IS&T Operating Framework
The Vision:
Delivering maximum value to the Group, supporting and enabling business
outcomes through delivery of quality IT services.
What:
1.
Establishing a customer focussed culture and clear engagement model
(all levels) ensuring IS&T are flexible, responsive and proactive in support
of the Group.
2.
Operating as a single integrated team aligned around a common
framework (People, Process, Tools, Services) To ensure
efficient, effective streamlined operation.
IS&T Service Lifecycle
BUSINESS CHANGE
INITIATE
- High level requirements
- Produce RFI
- Initial Decision
ASSESS
- B/A Engagement
- Develop OBC
- Operational Change Panel
FULL BUSINESS CASE
- FBC produced / reviewed
- Operational Change Panel
- Strategic Change Panel
DELIVER
- Define
- Design
- Develop
- Deliver
YES
Requires
BC
Resources
?
NO
Business Alignment
EMBED
- Monitor
- Early Life Support
- PIR
Service Development
Service Operations
BUSINESS SERVICE CATALOGUE
IS&T PORTFOLIO MANAGEMENT
– Published View
IS&T BOOK OF WORK
(includes Request Catalogue)
DEFINE Portfolio
- Investment Inventory
- Existing / Proposed
- Service Investments
- Lifecycle Investments
- Define Business Outcomes
- Define impact on portfolio
ANALYSE Portfolio
- Investment Analysis
- Value proposition
- Resources / capabilities
- Strategic / Architectural
fit
- ROI
Changes
Requiring
Significant
Investment
SERVICE
MODEL
APPROVE Portfolio
- Investment Approval
- Build / Retain
- Replace
- Rationalise
- Redefine
- Renew
- Retire
- Change Proposal
- Service Charter
BUSINESS
CASE
including High
Level Design
CHANGE
PROPOSAL
D
E
S
I
G
N
D
E
V
E
L
O
P
B
U
I
L
D
P
R
O
C
U
R
E
T
E
S
T
SERVICE
DESIGN
PACKAGE
SERVICE
CHARTER
D
E
P
L
O
Y
E
L
S
R
E
T
I
R
E
PILOT SLA
SLR
SAC
D
E
L
I
V
E
R
S
U
P
P
O
R
T
I
M
P
R
O
V
E
LIVE SLAs
SAC
YES
Significant
Investment
?
NO
IS&T Change Management
Changes NOT Requiring
Significant Investment
RFC
Assess
Authorise
Design
Authorise
Develop
Authorise
Build / Test
Authorise
Deploy
Authorise
SLA Pilot
Authorise
Acceptance
Sources of Demand on IS&T
Strategy / Lifecycle / CSI / Operational / Customer
Service Portfolio
PIPELINE
SERVICE CATALOGUE
Including Business and Technical Catalogues
New Investments
Current Investments
Changes not requiring significant investment
Configuration Management System
Business Change and Lifecycle Change
CMDB
CMDB
Lifecycle Change
Business Change
Demand
Customer
Portfolio
Application
Portfolio
Supplier & Contract
Portfolio
Customer Agreement Portfolio
Book of Work
CMDB
Review & Close
Meaningful Engagement
Introduction
Change Champions
Communications
Stakeholder
Engagement
Seeing Systems – Barry Oshry
Customers
Customers
TOPS
Middles
Bottoms
Customers
Customers
Cogs Here
Click on the picture to launch the cogs animation.
You may need to click ‘yes’ to a security pop up.
To exit the cogs, press ‘Esc’.
Who does change management?
Executives and
senior managers
Middle managers
and supervisors
Each ‘gear’ plays a
specific role based on
how they are related to
organizational change
Change
management
resource/team
Project
team
Project
support
functions
Key roles in change management
Enabling
Employee-facing
Executives and
senior managers
Middle managers
and supervisors
Executives and
senior leaders –
fulfilling the role of
sponsors of change
Middle managers and
supervisors – fulfilling
the role of coach for
their direct reports
Change
management
resource/team
Project
team
Project
support
functions
Change management
resource or team –
applying a structured
approach and enabling
others
Project team –
integrating the “people
side” of change
Support functions –
providing expertise
The Balancing Act
Change Model – Good test!
ADKAR Scoring Card
4.5
4
3.5
Scores
3
Barrier
Point
Team Star Trek
2.5
Team Star Wars
2
Team Battle Star
1.5
1
0.5
0
Awareness
Desire
Knowledge
Methodology
Ability
Reinforcement
Realising the benefit
Our Success since Transformation
Direct Outcomes
•
Change Management is an accepted practice
•
Training enhanced
•
•
•
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Customers & people at the heart
Job role
IT skills
Significant opportunities created for progress, tested succession
•
•
2 significant change leaders now Executives.
1 change leader Regional Operations Director
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Agile working environment
•
Continual buy-in from staff and boards
Outcomes – Domino effect
•
Robust succession plan highlighted
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Change Champion networked grown to over 60 staff across group
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Now involved in all change projects
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Specialism like IT, Communications
•
Enhanced our Change Methodology
•
Collaborative working – appreciate we need each other!
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Established Multi-Channel communication approach
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Consistency of approach established
•
Much larger focus on embedding change
•
Engagement
•
Consistent process
•
Driving outcomes
Other Observations
Don’t under-estimate how long major change takes
Its really important to listen to feedback
Embedding change is critical and can’t be missed out or ignored
You can’t do too much communication & engagement
Change impacts everybody – top to bottom of the organisation
Bravery is required throughout
You probably have a lot of the resources in-house you can use!
Any Questions?