CHANGE MANAGEMENT

CHANGE MANAGEMENT

1. Comprehensive, cyclic and structured approach

   • Current State
     • Future State
       • Benefits
         • Individuals, groups ang organizations

2. It helps organizations to integrate and align people, processes, structures, culture and strategy

3. CONTEXT OF OPM

   • Characteristic of high-performing organizations
   • Successful organizations
     • 1- Drive portfolio, programs and projects management strategically
     • 2- Use active executive sponsors on programs and proyects
     • 3- Use consistent and standardized practices
   • Focus on continuous improvement
   • Premises
     • Process improvement
     • Context
   • Framework
   • OPM3
     • Portfolio
       • Aligns the work and resources
       • Fulfill the strategy
     • Programs and project management
       • Efficient and effective initiatives
         • Earn Value
     • Business impact analysis
       • Analysis and feedback
         • Produce insights
     • Strategy
       • Mission
       • Vision
       • Values
     • Portfolio review and adjustment
       • Alignment and realignment to strategy
     • Operations
       • Outcomes business value
     • Value performance analysis
       • Data for future strategy
     • Organizational environment
       • The policies and supporting practice
       • Organizational enablers (OE)
       • Integration of the OPM strategy
   • Context
     • Environment
       • Industry
       • Size
       • Structure
       • Geographic distribution

4. Helps organizations

   • A- Adapt to more innovative thinking approaches
   • B- Expand their communications to ensure ongoing, shared vision
   • C- Built rapid alignment to change

5. Driving achivement of their strategic objetives

   • The relationship
     • Imagen
       • Cycles of change
         • Consider the difference in the level of effort between each of the OPM disiplines
         • Imagen
         • Portfolio activities
           • Monitoring activities
         • Case of program management
           • Activities are at a high level
         • Case of projects
           • The level of effort follows "S" curve patterns
         • Operations
           • Include initiators and beneficiaries
             • Need to identify and clarify the need of change
   • Imagen

6. Change readiness

   • Optimal state of acceptance
   • Measure
     • The reality of the current organization
       • Relations of future state
     • The portfolio, program, and project levels
   • Perspectives
     • Organizational systems and structures that need to be improved or will support the change
     • People anf culture that are able to support or may resist th change
   • Elements considered as part of the assessment
     • Culture and historical experience in dealing with change
     • Policies, processes, roles, and decision-making norms related to change management
     • Accountability hierarchy
     • Change agenda: size, timeframe, and concurrency
     • Resources applied to change management and their degree of expertise and experience
     • Leadership's capability of supporting and sponsoring change
   • Standard practice
   • Provide insights
     • Broad view of the portfolio
     • Benefit realization view of programs
     • Specific objectives of a single project

7. Key Factors

   • Critical Success Factors
     • Stakeholder Collaboration, Empowerment, and Engagement
       • Understanding how human nature works
     • Allocate Time for Acceptance into the Change Life Cycle Framework
       • Consideration the human impact
     • Develop and Deploy Change Management Measurement Processes and Tools
       • Measurement is the instrument panel for change
     • Ensure System Alignment with the Change Initiative
       • Supporting systems work effectively and efficiently
     • Identify, Select, and Develop Talent Based on Change Management Competencies
       • Development programs for project managers
     • Formalize Philosophy and Policy of Change Management
       • Culture for change management
     • Provide Focus for the Change Initiative
       • Clear description and measures
         • Communication is the key
           • Clearly communicate the change vision early
           • Outline the benefits and impacts of the change
           • The organization's leaders actively communicate
           • Multiple methods and channels to communicate
           • Provide opportunities for dialogue and true representation
           • Repeat the change messages often
           • Monitor and measure the effectiveness of the communications
     • Crucial success factors
       • A- Ensuring those impacted by the change see the need for change
       • B- Determining the degree and nature of change that stakeholders believe s necessary to solve a problem or benefit from an opportunity
       • C- Determining the scope and implementation plan options to effectively address the need or opportunity with the least amount of disruption
   • Potential Barriers and Change Derailers
     • Lack of Good Sponsorship
       • Lack of commitment to funding and/or resources
     • Cultural Resistance to Change
       • Corporate culture is the greatest barrier
     • Failure to Build Change Readiness
       • Need to make change
     • Insufficient Time Allocated to Change
     • Poor Vision of the Future
       • Poor picture of the future
     • Poor Access to Technology
       • Consider the ability for personnel to absorb a new technology
     • Poor Measures and/or Measurement Process
       • Effectively measure results before, during, and after the change
   • Lack of Synergy
     • Key sponsors
     • Recipients
     • Agents.
   • Capabilities of Sponsors
     • Leadership 360-degree assessment
     • Team collaboration
     • The active support
       • The key responsibility is to ensure that the organization's leaders continue to be involved throughout the entire change life cycle

8. MIND MAP "STANDARD FOR PORTFOLIO MANAGEMENT"

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