1. A Framework for Selecting Change Strategies in IT Organizations Jan Pries-Heje The IT University of Copenhagen, jph@itu.dk & Otto Vinter DELTA IT Processes, otv@delta.dk

2. The ImprovAbility™ Model Foundation Vision and strategy Organisational culture Expectation management Knowledge management Management competence In Use Product quality Deployment strategy Deployment means Roles and responsibility Operations and maintenance Project goal and requirements Project team Project competence and knowledge Project process Project prioritising Management support Involvement of others Initiation Sensing urgency Idea creation Idea processing Projects

3. Interview Management, Projects and Users Change strategy questionnaire Prioritise Importance for business. Management Prioritise Based on score. Assessors Change strategy Matrix Focus filter From Interviews to Recommendations Using the ImprovAbility™ Model Dialogue Management Database of change approaches Relations between Parameter profile Change Principles and known change approaches on the organisational level Recommendations Observations and scoring Scope of change questionnaire Scope of change Dialogue Interviewees Initiation Foundation Projects In Use

4. The 10 Organizational Change Strategies Reengineering – Change is driven by fundamentally rethinking and redesigning the organization to achieve dramatic improvements Optionality – Change is driven by the motivation and need of the individual or group. It is to a large degree optional whether the individual takes the innovation into use Socializing – Change in organizational capabilities is driven by working through social relationships. Diffusion of innovations happens through personal contacts rather than through plans and dictates Specialist driven – Change is driven by specialists, either with professional, technical, or domain knowledge Exploration – Change is driven by the need for flexibility, agility, or a need to explore new markets, technology or customer groups Commanding – Change is driven and dictated by (top) management. Management takes on the roles as owner, sponsor and change agents Employee driven – Change is driven from the bottom of the organizational hierarchy when needs for change arise among employees Learning driven – Change is driven by a focus on organizational learning, individual learning and what creates new attitudes and behavior Metrics driven – Change is driven by metrics and measurements Production organized – Change is driven by the need for optimization and/or cost reduction

5. Prioritised list of the Change Strategies (Case B) 71 %Optionality 65 %Commanding 59 %Socializing 58 %Production organized 56 %Specialist driven 40 %Metrics driven 34 %Learning driven 29 %Exploration 28 %Reengineering 18 %Employee driven The 10 change strategies are all anchored in Change Management literature

6. More Information ? Talent@IT www.talent-it.dk Otto Vinter DELTA IT Processes, Tel: +45 7219 4000, Fax: +45 7219 4001 otv@delta.dk

7. The ImprovAbility™ Products Organisational assessment (typical) –1½ Management (SPI / IT Management) interview –2 project group interviews covering at least 3 projects (SPI or IT) –2 user group interviews covering the use of at least 3 products (same kind as above) Project assessment –1 project team interview the project team (or part of it) –(1 management interview) optional for mission critical projects

8. Differences between the two assessment types Organisational Assessment based on what has been done in the past (i.e. completed projects being used by users) Includes all 20 parameters Recommendations for the organisation on how to improve on a general level The recommendations are adjusted to the change approach most suitable for the company Project Assessment based on expectations in a (newly) started project (i.e. the project not completed) Includes 17 parameters Recommendations for the project on what to include in their work to increase the likelihood of success The recommendations are discussed and adjusted in dialogue with the project team to suit their conditions

9. The new things in ImprovAbility™ ImprovAbility™ is not a maturity model but measures parameters, that are important for success ImprovAbility™ provides recommendations for parameters, that are important for the business / project and has a low score. The recommendations comes from a large database of proven disciplines and techniques. The organisational assessment includes a survey that prioritises 10 different approaches to change management. In this way it is possible to optimise the recommendations to the company – what has the highest likelihood to work for them.

10. ImprovAbility™ vs. Capability Models Scope of Capability Models Less detailed Detailed ExplorationDevelopment Operations Strategic Management Technical Management General Engineering Specific Tasks Scope of ImprovAbility™ Extending an idea from: Systems Engineering Beyond Capability Models, 2002 by Sarah A. Sheard and William W. Schoening

11. What is process improvement and innovation? Process improvement (= innovation) Process improvers IT product New processes or tools End users Product development (= innovation) IT developers Managers Management

12. Experiences using ImprovAbility™ 2 complete organisational assessments –One manager concluded: No I know why things has not worked the way I expected (based on the top 2 change approaches most suitable for the company) 1 SPI focused organisational assessment in a high maturity company –They could use our recommendations and liked the concept 6 project assessments –A big variation in project complexity, size, maturity and parameters selected for recommendations –The process highlights strength and weaknesses to the project team and provides usable recommendations

13. What do we offer to our customers Organisational assessment (from 16.000 €) Project assessment (from 5.400 €) 5 day certified Project Assessor training course (3.000 €) –Project assessment can be made internally by certified assessors