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Change@Work 1 - Scoping the work -Workshop 3

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Change@Work Pat Collarbone and Simon Edkins

Your job in this workshop is to facilitate the scoping of the work necessary to deliver the change. In particular it is about helping the Change Team to build a clear visual representation of the milestones, timelines and assigned activities for their proposed change - known as a gantt chart. The key is to help them to work together to create a plan thats workable, easy to understand and straightforward to communicate. In particular it is important that responsibilities, tasks and interdependencies between all stakeholders are made very clear. All change involves risks the team will assess these and come up with ways of dealing with them doing this will ensure that delivery of the change is successful. It also helps the team develop an even deeper understanding of the changes they want to make. So at the heart of this workshop is the need to create a visual plan that will deliver the changes, to consider in detail the risks involved in each of the planned changes and how to communicate the plan to stakeholders. Finally the Change Team will need to update the Project Plan and prepare a professional and coherent presentation for the Leadership to get the go ahead for their plans. This should illustrate that the solutions they have developed are viable, sustainable and achievable. Encourage them to practice the presentation to ensure that it is as confident and professional as possible.

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Scoping the work Workshop 3
Review feedback on solution design; Plan the implementation of the solution; Assign responsibilities for milestones and tasks; Determine the sources of risk and implement appropriate strategies to manage the risks; Plan for continuing communications with stakeholders; Compile the final project plan A goal without a plan is just a wish Antoine de Saint-Exupery 2 Objectives
Implementation planning a 5 step process 1. Decide on a timescale for completion; 2. Identify key milestones along the route; 3. Assign responsibilities for milestones (and other aspects of the plan); 4. Add tasks that lead to the fulfilment of milestones; 5. Draw interdependencies between tasks that indicate the logic of the plan. 3 The following example is about moving home
Jan Feb Mar Apr May June July Aug Sept Move in ! contracts exchange offer accept contract draft offer mortgage 4 Implementation planning milestones
Jan Feb Mar Apr May June July Aug Sept Move in ! contracts exchange offer accept contract draft offer mortgage Bank Vendor Solicitor Purchaser Estate Agent Surveyor 5 Implementation planning responsible for milestones
Jan Feb Mar Apr May June July Aug Sept Move in ! contracts exchange offer accept contract draft offer mortgage Bank Vendor Solicitor Purchaser Estate Agent Surveyor Apply 4 mortgage Proof of income Calculate purchasing power agents Engage View property Submit offer View property View property surveyor Engage solicitor Engage documents Complete Engage remover Pack and go negotiation Contract Send details Arrange viewings Arrange viewings Conduct survey Submit report Conduct viewing Assess application Advance loan solicitor Engage documents Provide negotiation Contract negotiation Contract Chase progress Chase progress Chase progress Take %ge Valuation survey Confirm mortgage offer completion Process 6 Implementation planning tasks
Jan Feb Mar Apr May June July Aug Sept Move in ! contracts exchange offer accept contract draft offer mortgage Bank Vendor Solicitor Purchaser Estate Agent Surveyor Apply 4 mortgage Proof of income Calculate purchasing power agents Engage View property Submit offer View property View property surveyor Engage solicitor Engage documents Complete Engage remover Pack and go negotiation Contract Send details Arrange viewings Arrange viewings Conduct survey Submit report Conduct viewing Assess application Advance loan solicitor Engage documents Provide negotiation Contract negotiation Contract Chase progress Chase progress Chase progress Take %ge Valuation survey Confirm mortgage offer completion Process 7 Implementation planning dependencies
Project: Moving to the country Assumption Confidence Risk Criticality Actions Owner Specify the outcome that will ensure success Rate your confidence in that assumption Identify the undesired outcomes that might occur List the actions you can take to raise confidence or reduce criticality Assign resources to take action Rate the impact of undesired outcomes on project success MEDIUM HIGH MEDIUM/H IGH Children will make a seamless transition to the new school Children dont settle well into the new school Childrens progress impeded by different curriculum offering by new school Explore buddy programme with school Pre-visits Involve the children Information from previous school made available Transition plan Us New school Sarah and Robert Current school New school 8 Risk management
I havent heard of a need for change Ive heard of the change initiative I understand why change is necessary I think this change is a good idea I want to contribute to the change I will personally make sure this is implemented Aligned Understand Aware Unaware Accountable Mobilised Where on the spectrum are your stakeholder groups? How far do you need to shift their perceptions? 9 Communications spectrum
Change project: Who Aim/s Key messages How List the key individuals or target groups impacted by the changes Specify where on the comms spectrum you need to shift their knowledge & perceptions Specify the key messages that you need to communicate and the questions to which they need answers. List the most appropriate and effective methods and channels to get your messages across 10 Planning communications
Change project: Who Aim/s Key messages How 11 Why are you communicating with this stakeholder? What are you communicating? What are you hoping to achieve? What do you want stakeholders to do as a result of receiving this communication? How will you know if it has made any difference? What values are driving the change project? What is the change project promising to deliver? How will the change project be delivered? What difference will it make to you? Planning communications - Key questions
Impact Reach 1 to 1 Effective project communication addresses rational, emotional and political aspects of change Many Few High Low Meeting Cascade briefing Conference Newsletter Website Press 12 Blog Twitter Communication channels
Section Content Output from tools The Vision The current situation we need to change; What we are trying to accomplish; The Vision Statement + vivid descriptions The Solutions The changes we are advocating; How the changes work / look like; What other solutions we considered; Priority matrix + quick wins; Outline Case for Change; Detailed solution designs; The Plan How we will make it happen; Who is doing what, and when; Implementation plan; project roles & responsibilities; Sustainability The likelihood of success; Risk management plan; Communications plan; 13 Components of a compelling change plan
Rehearse what you will say Think about the questions you may be asked Provide supportive feedback and value the views provided by the team Be prepared to negotiate a compromise, once all the relevant factors have been discussed 14 Prepare and rehearse the presentation
Implementation plan Risk management plan Communication plan 15 Components of the compelling case for change - rehearsed Review and reflection

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Change@Work 1 - Scoping the work -Workshop 3

  • 2. Review feedback on solution design; Plan the implementation of the solution; Assign responsibilities for milestones and tasks; Determine the sources of risk and implement appropriate strategies to manage the risks; Plan for continuing communications with stakeholders; Compile the final project plan A goal without a plan is just a wish Antoine de Saint-Exupery 2 Objectives
  • 3. Implementation planning a 5 step process 1. Decide on a timescale for completion; 2. Identify key milestones along the route; 3. Assign responsibilities for milestones (and other aspects of the plan); 4. Add tasks that lead to the fulfilment of milestones; 5. Draw interdependencies between tasks that indicate the logic of the plan. 3 The following example is about moving home
  • 4. Jan Feb Mar Apr May June July Aug Sept Move in ! contracts exchange offer accept contract draft offer mortgage 4 Implementation planning milestones
  • 5. Jan Feb Mar Apr May June July Aug Sept Move in ! contracts exchange offer accept contract draft offer mortgage Bank Vendor Solicitor Purchaser Estate Agent Surveyor 5 Implementation planning responsible for milestones
  • 6. Jan Feb Mar Apr May June July Aug Sept Move in ! contracts exchange offer accept contract draft offer mortgage Bank Vendor Solicitor Purchaser Estate Agent Surveyor Apply 4 mortgage Proof of income Calculate purchasing power agents Engage View property Submit offer View property View property surveyor Engage solicitor Engage documents Complete Engage remover Pack and go negotiation Contract Send details Arrange viewings Arrange viewings Conduct survey Submit report Conduct viewing Assess application Advance loan solicitor Engage documents Provide negotiation Contract negotiation Contract Chase progress Chase progress Chase progress Take %ge Valuation survey Confirm mortgage offer completion Process 6 Implementation planning tasks
  • 7. Jan Feb Mar Apr May June July Aug Sept Move in ! contracts exchange offer accept contract draft offer mortgage Bank Vendor Solicitor Purchaser Estate Agent Surveyor Apply 4 mortgage Proof of income Calculate purchasing power agents Engage View property Submit offer View property View property surveyor Engage solicitor Engage documents Complete Engage remover Pack and go negotiation Contract Send details Arrange viewings Arrange viewings Conduct survey Submit report Conduct viewing Assess application Advance loan solicitor Engage documents Provide negotiation Contract negotiation Contract Chase progress Chase progress Chase progress Take %ge Valuation survey Confirm mortgage offer completion Process 7 Implementation planning dependencies
  • 8. Project: Moving to the country Assumption Confidence Risk Criticality Actions Owner Specify the outcome that will ensure success Rate your confidence in that assumption Identify the undesired outcomes that might occur List the actions you can take to raise confidence or reduce criticality Assign resources to take action Rate the impact of undesired outcomes on project success MEDIUM HIGH MEDIUM/H IGH Children will make a seamless transition to the new school Children dont settle well into the new school Childrens progress impeded by different curriculum offering by new school Explore buddy programme with school Pre-visits Involve the children Information from previous school made available Transition plan Us New school Sarah and Robert Current school New school 8 Risk management
  • 9. I havent heard of a need for change Ive heard of the change initiative I understand why change is necessary I think this change is a good idea I want to contribute to the change I will personally make sure this is implemented Aligned Understand Aware Unaware Accountable Mobilised Where on the spectrum are your stakeholder groups? How far do you need to shift their perceptions? 9 Communications spectrum
  • 10. Change project: Who Aim/s Key messages How List the key individuals or target groups impacted by the changes Specify where on the comms spectrum you need to shift their knowledge & perceptions Specify the key messages that you need to communicate and the questions to which they need answers. List the most appropriate and effective methods and channels to get your messages across 10 Planning communications
  • 11. Change project: Who Aim/s Key messages How 11 Why are you communicating with this stakeholder? What are you communicating? What are you hoping to achieve? What do you want stakeholders to do as a result of receiving this communication? How will you know if it has made any difference? What values are driving the change project? What is the change project promising to deliver? How will the change project be delivered? What difference will it make to you? Planning communications - Key questions
  • 12. Impact Reach 1 to 1 Effective project communication addresses rational, emotional and political aspects of change Many Few High Low Meeting Cascade briefing Conference Newsletter Website Press 12 Blog Twitter Communication channels
  • 13. Section Content Output from tools The Vision The current situation we need to change; What we are trying to accomplish; The Vision Statement + vivid descriptions The Solutions The changes we are advocating; How the changes work / look like; What other solutions we considered; Priority matrix + quick wins; Outline Case for Change; Detailed solution designs; The Plan How we will make it happen; Who is doing what, and when; Implementation plan; project roles & responsibilities; Sustainability The likelihood of success; Risk management plan; Communications plan; 13 Components of a compelling change plan
  • 14. Rehearse what you will say Think about the questions you may be asked Provide supportive feedback and value the views provided by the team Be prepared to negotiate a compromise, once all the relevant factors have been discussed 14 Prepare and rehearse the presentation
  • 15. Implementation plan Risk management plan Communication plan 15 Components of the compelling case for change - rehearsed Review and reflection