symposium 2016 : workshop 704 synergy between project management and people change management :...

PowerPoint Presentation - Slide 1

1Synergy between Project Management and People Change Management Implementing a Collaboration tool across BombardierWorkshop

Merling SapeneDirector, People Change Management

Marco BeaulieuHead of Knowledge Management

Product Development Engineering,Bombardier

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How to integrate Project Management and People Change Management Discuss lessons learned after deploying a collaboration tool across Bombardier Apply Change Management Toolbox 101

2WORKSHOP LEARNING GOALS

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IntroductionKnowledge Management (KM) at BombardierOur journey to deploy a collaboration tool: Synergy between Project Management and People Change ManagementConclusion

3SCHEDULE

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4Bombardier:Creating better ways to move the worldManufacturer of aircraft and trainsPresence in over 100 different countriesManufacturing and Service facilities across the globe

The evolution of mobility is our brand promiseBOMBARDIER

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CONNECTINGpeople and bridging silos

SHARINGknowledge and best practices

SUCCEEDINGin solving problems and helping each other

Connect engineers into a network of knowledge to foster ongoing innovation

5 GOAL

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Knowledge Management at Bombardier

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8Time in the office

NVA30%Engineers report that more than 30% of their time in the office is spent on non value-added (NVA) tasks7IMPACT

Rework

Document Management

Meetings

Searching for documents

Looking for missing documents

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How do I collaborate?Where can I find critical organizational knowledge? Anything new? Who knows what? What is Knowledge Management?

How can I be more effective in my job? (Know-How)

How can I improve my competency?8

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Knowledge CenterKnowledge Library

Knowledge Domain SiteDocuments Library

Out of ScopeDocuments that must be shared with groups outside of engineeringNot created by BombardierOfficially published in another system

Examples:Design guidelinesKnowledge pageMemosProblem solving sheetsTechnical reports

Examples:Master planGap analysis Multi site and discipline meetings presentationsNewslettersDiscussions

Examples:Requirements documentsCertification documentsDrawings

CRITICAL KNOWLEDGE

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Procedure and Dialogue :1. Critical Knowledge is all the reference documents and know-how that are needed to perform day to day work and help employees achieve the companys results. Knowledge in general is information that has been proven right by experience and which serves as source for decision making.

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Easily find internal experienced individuals

Render Bombardier-wide critical knowledge available at fingertip

Reuse our know-how

Improve communication & Bridge internal silos10TOOL BENEFITS

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1128 KNOWLEDGE DOMAINSAcousticsFlight Test AerodynamicsFlight Deck DesignAircraft ConfigurationLoads & DynamicsAirworthinessMass PropertiesAirframe StructureMaterials and ProcessesAvionicsPneumatics Cabin InteriorProduct IntegrationCabin SystemsProgram ManagementConfiguration ManagementProject ManagementControl SystemsPropulsionElectricalReliability Maintenance & SafetyElectronic Equipment Design Assurance StressElectromagnetismSystem SimulationExperimentalThermodynamics

KNOWLEDGE DOMAINS

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REDUCED REOCCURENCE OF ERRORS AND INCREASED EFFICIENCY

WHY KM AT BOMBARDIER?

Multiple knowledge databases not connectedPoor knowledge search functionalitiesA loose network of engineersExperts firefighting on programsExisting knowledge that is not sharedTodayREOCCURRING DESIGN ISSUES AND TIME LOSS IN SEEKING KNOWLEDGE AND EXPERTISETomorrowEfficient knowledge marketplace:Knowledge communitiesDetailed company directoryOne-stop knowledge search Codification systems for reusable knowledge

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Procedure and Dialogue :1. Engineering committee was made in 2011 to implement km at BA, reason being to move from today-tomorrow.

Our Journey to deploy a collaboration tool at Bombardier

Synergy between Project Management and Change Management

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COLLABORATION PLATFORM

14Transform culture to a knowledge-sharing community

Connect engineers to a network of knowledge

Develop new methodologies and processes

Implement new collaboration tools to support KM activities

Launch Pilot

Implement a solution for the engineering community to capture, organize and disseminate reusable knowledge.

GOAL

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Procedure and Dialogue :Transform the culture to a knowledge sharing communityEnable 4,000 engineers to contribute to the evolution of 28 Knowledge DomainsIdentify critical knowledge for our enterprise so we can continue to innovate and remain competitiveCapture knowledge so we do not have to re-invent the wheel Lessons learned, Bombardier Manuals, Knowledge Page, Heritage, etc.Share knowledge amongst community members who are distributed across programs to ensure we do not operate in silosPilot project launched involving 5 Knowledge Domains in 2015; enabling us to learn and implement improvements for remaining 23 domains.

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Video15

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16201520162017Q4Q1Q2Q3Q4

AcousticsASIL*ThermodynamicsAirworthinessControl Systems*Pilot

WAVE # 1 : 6 domainsWAVE # 3 : 8 domainsWAVE #2 : 10 domainsSeptemberJanuary Acoustics, Airworthiness and Thermodynamics are completely on boarded*Remaining users to be trained in other WavesDEPLOYMENT WAVES

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Procedure and Dialogue :1. ??Benefits

Users have been onboarded Co-creating of documentsContent /Knowledge assets are centralized and are easily searchableKnowledge shared to all users

Ability to find the right information and expertise at the right momentGreater decision-making capacitiesIncreased collaboration across domains to resolve more complex gapsSave money by reducing the time we search for information or spend reinventing the wheel.

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Managing change is helping people cope with changes in the workplace and getting them through the transition period from the current to the future state with as few disruptions as possible.

Change Management, Jeffrey M. Hiatt, Timothy J. Creasey

17WHAT IS PEOPLE CHANGE MANAGEMENT?

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AwarenessClarificationLearningCase for changeUnderstanding AcceptanceEarlyEuphoriaFear/UncertaintyAdaptationCommitmentDeparture

TIME

Reduce Impact

18CHANGE CURVE

Paralysis

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Procedure and Dialogue :

This is a typical change curve that all individuals go through whenexperiencing change. Today, we aim to go through the Understanding and touch upon the Clarification portion of your change curve. The aim is to give the opportunity to learn more about the new processes, functionality, and concepts that Evolution is introducing.

19Standards, Methodologies and ProcessesAdministration & SupportConsultingProject / Program Delivery ManagementGovernance & Performance ManagementOrganizational Change ManagementCustomer/Stakeholder satisfactionManage resistanceReadiness assessmentStakeholder managementCommunicationsKnowledge ManagementManage intellectual collateral/propertyLessons learnedContent managementCollaborationStrategic PlanningPortfolio ManagementPrioritizationTalent Management TrainingProject Management Institute. (2013). PMO Framework. Newtown Square, PA: Project Management Institute.PMO FRAMEWORK

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Johanne Lessard (JL) - Add animation on the boxes. Need to determine the sequencing.Why are we launching this project?AS-ISEngineering:Knowledge is siloed Knowledge is not easily accessibleCollaboration with others is limitedDevelopment of disconnected applicationsTO-BESystem that improves Engineer collaboration, sharing, and finding information WHY Change?21CASE FOR CHANGE

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2220152016MARAPRMAYJUNEJULYAUGSEPOCTNOVDECJAN

Technical SolutionConfigurationSprint 3Sprint 4

Backlog closure Recommendation InvestmentHand over & Stabilization

Sprint 1Sprint 2Governance Implementation

Aug 17Aug 31INITIATINGPLANNINGEXECUTING & CONTROLCLOSING

PROJECT TIMELINEPEOPLE CHANGE MANAGEMENT

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Full engagement of sponsors and management teamHigh quality data available for users(identified, cleansed, tagged and shared) From Learning to Action plan established and implemented

Dedicated time for users to participate in training and integration of SharePoint in their day-to-day activities

23SUCCESS FACTORS

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24Control SystemsAcousticsThermodynamicsASILAirworthinessVice PresidentDirectorsManagersOrg XVice PresidentDirectorsManagersOrg YVice PresidentDirectorsManagersOrg ZRemaining 23KD FocalsPEOPLE CHANGE MANAGEMENT STRATEGYKnowledge DomainsSupport & Engage

To Be Defined Business Users

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25Sponsorship and Leadership EngagementStakeholder Management and Impact AnalysisCommunications Education, Training Training LogisticsFrom Learning to ActionSupport and Sustainment Plan

INTERVENTION AXESPEOPLE CHANGE MANAGEMENT

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252015 FY15Q2Q3Q4Q1AprilMayJuneJulyAugustSeptemberOctoberNovember DecemberJanuary

TIMELINETarget Go-Live

Target Go-LiveInitiatingPlanningExecuting & ControlClosing

Sponsorship and Leadership Engagement

Project Kick OffLeadership Interviews Case For Change CM & engagement strategyManagement open training sessionsHR BP & OD Engagement From Learning to Action PlanSponsorship and Leadership EngagementIdentify the approach and the tools used to ensure Sponsor and Management project buy-in and engagementPEOPLE CHANGE MANAGEMENTPLAN

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Procedure and Dialogue :Question: What success have you had in engaging your sponsors and major stakeholders (Leadership)?

Question: Can you provide examples or personal experiences, that ended up as Disasters when you did not engage your sponsor or major stakeholders (Leadership)?

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TIMELINETarget Go-LiveTarget Go-LiveInitiatingPlanningExecuting & ControlClosing

Stakeholder ManagementAnd Impact Analysis

Impact analysis (detailed)Risk AnalysisStakeholder Map and AnalysisEnd User ListKD CoreEnd User List ContributorsStakeholder Management and Impact AnalysisIdentify how the organization, key Business segments and individuals are impacted by the project deploymentPEOPLE CHANGE MANAGEMENTPLAN

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Procedure and Dialogue :Question: What is a Stakeholder versus a Sponsor influencer?

Select a member of your team to provide an example of the benefits of conducting an impact analysis What are some of the ways a project can impact an organization? Specifically, what are the people impacts that should be considered? Emotional, Roles and Responsibilities, Losses and GainsAwareness, Training, Attitudes, etc. Why is it important to measure/identify these impacts?

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Communications

KM Share Point Email Address (project box) Comm. from SponsorsInformation Cascade- ManagementCommunication StrategyCommunication PlanNews LettersSustainment message including video vignettes, tips and tricks, how tos, etcBranding Contest CommunicationsThe tools and activities that will be used to inform and engage stakeholders/users throughout the projectPEOPLE CHANGE MANAGEMENTPLAN

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Procedure and Dialogue :Please list the different types of communications tools you can use to communicate with your peers?

What is the impact of not communicating?

What is the benefit of using non-textual communications, like video?27

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Teaser Video

Pilot Project: Key Takeaways

PEOPLE CHANGE MANAGEMENTVIDEOS

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Video29

Teaser Video

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TIMELINE

InitiatingPlanningExecuting & ControlClosing

Education, Training Training Logistics

Training Logistics 38 KD CoreDetail design and content definitionDesign & Develop Learning (Strategy + Course Outline)Training LogisticseLearning course developmentLeading KD with course developmentTraining DeliveryTraining follow upTarget Go-LiveTarget Go-LiveEducation, Training and Training LogisticsEducation (Awareness & Process) as well as Technical training, this includes design, development, delivery, and evaluation and feedbackPEOPLE CHANGE MANAGEMENTPLAN

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Procedure and Dialogue :What is the difference between Education and Training?

How do you touch peoples hearts and minds through Education and Training to encourage change?

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32Knowledge Owner Content Experts | Community ManagerCommunity members | SMEsFrom Learning to ActionTeasersOn demandQ&A TeasersMigration CoachingContent MigrationTeasersAdvanced coaching workshopSearchManagementFrom Learning to ActionTeasersLeading your KD eLearning

PEOPLE CHANGE MANAGEMENTPLANLeading your KD eLearningSearchLeading your KD eLearningOn demandQ&A On demandSearch eLearningQ&A

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From Learning to ActionPlanning defining content required per KDImplementation KD experience success stories.. From Learning to ActionTransforming what was learned in class through immediate practical application and implementationPEOPLE CHANGE MANAGEMENTPLAN

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ACTION item ExamplesACTIONKnowledge DomainRefine Foreign Certification Pilot planAirworthinessReview taxonomy (perform final validation)Control SystemsPublish newslettersASILAssign tasks to team members to track working groupsAcousticsInitiate working group with a personalized discussion ForumThermodynamicsWhat will be your Knowledge Domains action items?

From Learning to Action - Examples34PEOPLE CHANGE MANAGEMENTPLAN

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TIMELINE

InitiatingPlanningExecuting & ControlClosing

Support and Sustainment PlanSustainment Strategy and Plan - supportTarget Go-LiveTarget Go-LiveSupport and Sustainment PlanIdentifies the processes and teams that will be in place after project Go-Live date to support the deployment. This includes key contacts, and escalation proceduresPEOPLE CHANGE MANAGEMENTPLAN

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Procedure and Dialogue :How do you maintain the momentum of using a new tool? How do you ensure you get everyone using a new tool?How do you encourage proper usage?How do you get deep understanding of how to use the tool?

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352015 FY15Q2Q3Q4Q1AprilMayJuneJulyAugustSeptemberOctoberNovember DecemberJanuaryPEOPLE CHANGE MANAGEMENT /TRANSFORMATION INTERVENTION AXESSponsorship and Leadership EngagementStakeholder Managementand Impact Analysis Communications Education, Training Training LogisticsFrom Learning to ActionData migration of Pre-Existing Knowledge Domain SitesSupport and Sustainment Plan

TIMELINETarget Go-LiveKM Share Point Email Address (project box) Impact analysis (detailed)Risk AnalysisTraining Logistics 38 KD CoreDetail design and content definitionStakeholder Map and AnalysisProject Kick OffLeadership Interviews Case For Change CM and engagement strategyManagement open training sessionsComm. from SponsorsEnd User ListKD CoreEnd User List ContributorsInformation Cascade with ManagementDesign & Develop Learning (Strategy + Course Outline)Communication StrategyCommunication PlanPlanning defining content required per KDTraining LogisticsImplementation KD experience success stories.. eLearning course development

Leading KD with SP course developmentTraining DeliveryTraining follow upTarget Go-LiveHR BP & OD Engagement News LettersSustainment message including video vignettes, tips and tricks, how tos, etcFrom Learning to Action PlanBranding Contest Identify and validate content typesIdentify content expertsIdentification/centralization workshopsCategorization/tagging workshopsMigration of the Wiki, eBok, Bnet, etcSustainment Strategy and Plan - supportInitiatingPlanningExecuting & ControlClosing

CHANGE MANAGEMENT PLAN

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Align the project to business objectivesGet senior leadership support A must haveEndorsement/participation by managers and process ownersActive participation by the key stakeholdersStrong communication strategy. Have a colleague explain the project in their own wordsUse of video capsules instead of long emails

36KEY TAKEAWAYS

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Questions

Q & A

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Knowledge AreasProject Management Process GroupsInitiating Process GroupAPlanning Process GroupBExecuting Process GroupCMonitoring & Controlling Process GroupDClosing Process GroupE4Project Integration Management5Project Scope Management6Project time Management7Project Cost Management8Project Quality Management9Project Human Resource Management10Project Communications Management11Project Risk Management12Project Procurement Management13Project Stakeholder Management

39Project Management Institute. (2013). PMO Framework. Newtown Square, PA: Project Management Institute.

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41Knowledge AreasProject Management Process GroupsInitiating Process GroupAPlanning Process GroupBExecuting Process GroupCMonitoring & Controlling Process GroupDClosing Process GroupE4Project Integration ManagementCase for change Master/Detail CM planCM Lessons learned5Project Scope ManagementImpact Analysis (Detailed) Stakeholder Analysis (Scope stance)CM StrategyDesign & Develop Learning - eLearning Course Development Training LogisticsTraining DeliveryCourse Evaluations6Project time ManagementDevelop CM plan 7Project Cost Management8Project Quality Management9Project Human Resource Management10Project Communications ManagementProject Kick OffCommunication strategy / PlanDeploy CommunicationsExamples:Management Cascade PackageNews LettersCommunication from SponsorsTraining follow up11Project Risk Management12Project Procurement Management13Project Stakeholder ManagementHigh Level Stakeholder mapEngagement strategy / plan Stakeholder Map & Analysis (Managing stakeholders) End User List Define Roles and Responsibilities of Stakeholders Define Business involvement / Power User requirements Develop Support modelLeadership InterviewsDeploying Engagement StrategySupport Model

Project Management Institute. (2013). PMO Framework. Newtown Square, PA: Project Management Institute.

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