© bestoutcome limited 2015 11 mike pryor 25 th march 2015 change overload (and how to avoid it)

© Bestoutcome Limited 201511

Mike Pryor25th March 2015

Change Overload(and how to avoid it)


SeniorExecutive

Our web site went down yesterday and I need you to drop everything and get it fixed so it

doesn’t go down again

How often does this happen to you ?

Team

Project Manager

Ok, but what about the other important stuff you’ve asked

me to do ?

Leave that for now. Get the web site

fixed

OK team, new plans (again!)

Yippee !!


SeniorExecutive

Great work on the web site yesterday. Now, I’ve just seen this great tool which our competitors

use and I need you guys to investigate it immediately.

The next day

Project Manager!!**##

Oh, OK

By the way, how’s the other stuff

going ?

Change (Request)overload

Team


Change bandwidth

How much change can one person absorb ?

•Personal change (buying a new house, a new child, engagement)

•Business change (store re-fit, new recruits, office move)

•Macro change (new legislation, elections)


Three tensions in all organisations

CorporateStrategy

Run the Business

Change theBusiness

Change bandwidth


Avoiding Change Overload

1. Get visibility of what’s going ono Running the businesso Changing the business : active and committed projects

2. Build a heat-map of changeo Level of change on peopleo High impact areas

3. Outcome-Driven prioritisationo New ideas, service requestso Gateway process

4. Readiness for change ?o People readinesso Technical readiness

5. Communicate, communicate, communicateo Tell your stakeholders what you’re doingo Listen to what they say

Change Overload is costly


Key 1 : visibility of the entire portfolio of work

• In-flight initiatives• Proposed and committed initiatives• Running the business


Key 2 : heat-maps – measuring the change

A B C C E

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Period -1

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Framework Overall G A G G A G G A A G

Project 1 Manager 1 A G G G A G G G G G

Project 2 Manager 1 G A G G G G G G A A

Project 3 Manager 1 A G G G G G G G G G

Project 4 Manager 2 G A G R A A R R R A

Project 5 Manager 3 G A G G A G G G G G

Project 6 Manager 3 G A G G A G G G G G

Overall

Key Adoption Indicators

• Reduce the heat (bandwidth exceeded): • load balancing• re-prioritising

Stakeholder heat-maps also useful


Key 3 : Outcome-Driven prioritisation

• You don’t get into the ‘hopper’ without a valuable idea or request• You don’t continue unless the business case is valid and the work is doable• Focus on the outcomes, not the outputs

New Idea

Change Request

Gateways


Key 4 : readiness for change

• Is the organisation ready for the change• Are your people ready for the change ?• Are your new processes ready to be implemented ?• Is your new technology ready to be implemented ?• Ask all these questions before pressing the button

Come and take the Change Challenge on stand 40


Key 5 : communicate, communicate, communicate

• Establish your Drumbeat reporting• Remember that communication is two way :

1. From the communicator to the recipient2. Feedback from recipient that the message has arrived


• Programme and project consultants, helping you deliver successful change• Portfolio/Programme/Project Office (PMO): setup and management • Programme and Project initiation and best practices • Interim and permanent resourcing

• PM3 is our flagship solution, a Programme and Portfolio Management tool“developed by practitioners for practitioners”

• PM3time is our timesheet solution, which can be integrated with PM3• Programme management Apps – come and take the Change Challenge

Services

Solutions

Customers

About Bestoutcome Stand40


Questions? Stand40

www.bestoutcome.com

© bestoutcome limited 2015 11 mike pryor 25 th march 2015 change overload (and how to avoid it)

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