CHANGE MANAGEMENT

Comprehensive, cyclic and structured approach
1. Current State
  1. Future State
    1. Benefits
      1. Individuals, groups ang organizations
It helps organizations to integrate and align people, processes, structures, culture and strategy
CONTEXT OF OPM
1. Characteristic of high-performing organizations
2. Successful organizations
  1. 1- Drive portfolio, programs and projects management strategically
  2. 2- Use active executive sponsors on programs and proyects
  3. 3- Use consistent and standardized practices
3. Focus on continuous improvement
4. Premises
  1. Process improvement
  2. Context
5. Framework
6. OPM3
  1. Portfolio
    1. Aligns the work and resources
    2. Fulfill the strategy
  2. Programs and project management
    1. Efficient and effective initiatives
      1. Earn Value
  3. Business impact analysis
    1. Analysis and feedback
      1. Produce insights
  4. Strategy
    1. Mission
    2. Vision
    3. Values
  5. Portfolio review and adjustment
    1. Alignment and realignment to strategy
  6. Operations
    1. Outcomes business value
  7. Value performance analysis
    1. Data for future strategy
  8. Organizational environment
    1. The policies and supporting practice
    2. Organizational enablers (OE)
    3. Integration of the OPM strategy
7. Context
  1. Environment
    1. Industry
    2. Size
    3. Structure
    4. Geographic distribution
Helps organizations
1. A- Adapt to more innovative thinking approaches
2. B- Expand their communications to ensure ongoing, shared vision
3. C- Built rapid alignment to change
Driving achivement of their strategic objetives
1. The relationship
  1. Imagen
    1. Cycles of change
      1. Consider the difference in the level of effort between each of the OPM disiplines
      2. Imagen
      3. Portfolio activities
        Monitoring activities
      4. Case of program management
        Activities are at a high level
      5. Case of projects
        The level of effort follows "S" curve patterns
      6. Operations
        Include initiators and beneficiaries
        Need to identify and clarify the need of change
2. Imagen
Change readiness
1. Optimal state of acceptance
2. Measure
  1. The reality of the current organization
    1. Relations of future state
  2. The portfolio, program, and project levels
3. Perspectives
  1. Organizational systems and structures that need to be improved or will support the change
  2. People anf culture that are able to support or may resist th change
4. Elements considered as part of the assessment
  1. Culture and historical experience in dealing with change
  2. Policies, processes, roles, and decision-making norms related to change management
  3. Accountability hierarchy
  4. Change agenda: size, timeframe, and concurrency
  5. Resources applied to change management and their degree of expertise and experience
  6. Leadership's capability of supporting and sponsoring change
5. Standard practice
6. Provide insights
  1. Broad view of the portfolio
  2. Benefit realization view of programs
  3. Specific objectives of a single project
Key Factors
1. Critical Success Factors
  1. Stakeholder Collaboration, Empowerment, and Engagement
    1. Understanding how human nature works
  2. Allocate Time for Acceptance into the Change Life Cycle Framework
    1. Consideration the human impact
  3. Develop and Deploy Change Management Measurement Processes and Tools
    1. Measurement is the instrument panel for change
  4. Ensure System Alignment with the Change Initiative
    1. Supporting systems work effectively and efficiently
  5. Identify, Select, and Develop Talent Based on Change Management Competencies
    1. Development programs for project managers
  6. Formalize Philosophy and Policy of Change Management
    1. Culture for change management
  7. Provide Focus for the Change Initiative
    1. Clear description and measures
      1. 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
  8. Crucial success factors
    1. A- Ensuring those impacted by the change see the need for change
    2. B- Determining the degree and nature of change that stakeholders believe s necessary to solve a problem or benefit from an opportunity
    3. C- Determining the scope and implementation plan options to effectively address the need or opportunity with the least amount of disruption
2. Potential Barriers and Change Derailers
  1. Lack of Good Sponsorship
    1. Lack of commitment to funding and/or resources
  2. Cultural Resistance to Change
    1. Corporate culture is the greatest barrier
  3. Failure to Build Change Readiness
    1. Need to make change
  4. Insufficient Time Allocated to Change
  5. Poor Vision of the Future
    1. Poor picture of the future
  6. Poor Access to Technology
    1. Consider the ability for personnel to absorb a new technology
  7. Poor Measures and/or Measurement Process
    1. Effectively measure results before, during, and after the change
3. Lack of Synergy
  1. Key sponsors
  2. Recipients
  3. Agents.
4. Capabilities of Sponsors
  1. Leadership 360-degree assessment
  2. Team collaboration
  3. The active support
    1. The key responsibility is to ensure that the organization's leaders continue to be involved throughout the entire change life cycle
MIND MAP "STANDARD FOR PORTFOLIO MANAGEMENT"

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CHANGE MANAGEMENT

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	Created by Victor Manuel Ramirez Luna about 7 years ago