1. Change Management in 2019 WEBINAR apmg-international.com DECEMBER 2018
CHANGE, RISK & BENEFIT
Change Management in 2019
WEBINAR
DECEMBER 2018

2. Marketing Campaign Manager APMG International
Host & Moderator
Mark Constable
Marketing Campaign Manager APMG International
Presenter
Melanie Franklin
Director, Agile Change Management Ltd Co-Chair Change Management Institute UK
Welcome to our webinar!
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3. Before we get started...
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4. About Melanie….
Track record of excellence in project, programme and portfolio planning and delivery.
In recent years, Mel has focused on moving organizations from waterfall to agile approaches in project management.
APMG accredited AgilePM and Change Management trainer
Certified Scrum Master, Certified SAFe 4.0 Practitioner and Lean Kanban Practitioner
Director of Agile Change Management ( and Co-Chair of the Change Management Institute UK chapter (
linkedin.com/in/melaniefranklin1/
@AgileMelanie

5. Agenda Volume of change continues to grow
Key trends for 2019:
Volume of change continues to grow
Increased awareness of the need for change management
The need to accurately map the impact of all the changes on individual business units
The need for effective sponsorship
The need to build internal capacity for change management

6. Volume of change continues to grow

7. Agile creates more change than Waterfall projects
Waterfall approach
Change
Agile approach
Increment
Increment
Increment
Increment
Sprint
Sprint
Sprint
Sprint
Sprint
Sprint
Sprint
Sprint
Change
Change
Change
Change
Change
Change
Change
Change

8. Increasing volumes of change
Less stability
More opportunities
More
variables
Less
constants

9. Increased awareness of the need for change management

10. Change skills continue to grow
In 3 years things have increased 3 fold:
Business transformation roles from 1317 to 3800
Change roles from 870 to 2857

11. Change skills continue to grow
Practitioner level:
17% increase from 2016 to 2017 and a 14% increase from 2017 to 2018
Foundation level:
11% increase from 2016 to 2017 and 27% from 2017 to 2018

12. Structures Subject Matter Experts Project Manager Project Team
Option 1
Option 2
Structures
Subject Matter Experts
Project Manager
Project Team
Change Manager
Change Manager
Technical Experts
Subject Matter Experts
Project Manager
Project Manager
Project Manager
Project Manager

13. Change Management is a risk management activity:
Project Management without Change Management
Project management with change management
No hiatus, use is made and benefits realised from project deliverables even before project has wound down
Adoption of project deliverables into business operations has been planned and everyone is engaged, there is agreed approach for how changes will be made, so maximum benefits are generated as early as possible.
Project Management with Change Management

14. The need to accurately map the impact of all the changes on individual business units

15. Value of Portfolio Management
Horizon Scanning
Must Have, Should Have, Could Have, Won’t Have this time.

16. Use MoSCoW to prioritise the portfolio
Must have
Should have
Could have
Won’t have this time
With out this requirement …
Benefits will not be realised, no point on this date or not legal or unsafe or not a viable solution AND implementation can be resourced at this time.
Important but not vital May be painful to leave out but solution still viable
May need workaround, which may be temporary
Wanted or desirable but less important
Less impact if left out (compared with a Should)
Will not be delivered in this timeframe

17. Use a Heat Map to track penetration
Team 1
Team 2
Team 3
Project 1
Project 2
Project 3
Project 4
Project 5

18. The need for effective sponsorship

19. Greater understanding of role of Sponsor
Sponsorship lifecycle
Project
lifecycle
Change
lifecycle

20. Measures to track your progress

21. Clarify the role of the Sponsor
ExCo
What must be escalated?
What must be reported?
Strategic direction
Interdependencies
Sponsor
What must be escalated?
How can I best keep you in the loop?
Vision and strategic context
Interdependencies
Progress of other initiatives
Stakeholders to engage
Shwo sinek video then ask them what constitutes trust and thwn what do they need frm PM for this and what do they need to do to become trusted by PM
Change Manager

22. The need to build internal capacity for change management

23. Elements of cultural change
Role modelling
Rewards
Vision
Core
beliefs
Actions and behaviours
Storytelling
Procedures and processes

24. Submit questions via your GoToWebinar control panel.
(sorry, function not available on mobile devices)

25. Change Management training & certification
Further information
@APMG_Inter
Linkedin.com/company/apmg-international
@AgileMelanie
Linkedin.com/in/melaniefranklin1
@ChangeMgtIns
Linkedin.com/company/change-management-institute
Change Management training & certification

26. Look out for the follow-up email!
If you have any questions or feedback, please do not hesitate to contact me:
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