1. 1 What change activities should I include in my project plan? Melanie Franklin Co-Chair, Change Management Institute UK

2. 2 Objectives 1.Project Management is changing – we are all Change Managers now! 2.Criteria for effective project plans is broadening. 3.Enhancing project plans with specific change management activities. agilechangemanagement.co.uk © 2015

3. 3 We are all change managers now! Project lifecycle does not stop with creation: Need to prove early in the project lifecycle that deliverables lead to positive effects. Need to incorporate activities that support the realisation of benefits. Increasing use of Agile project management triggers multiple deliveries throughout project lifecycle. Project management must not be done to users: We are in a partnership, and we must take account of the impact of our work on business as usual. We can utilise our skills in planning and scheduling to help users prepare for and manage implementation. 3 agilechangemanagement.co.uk © 2015

4. 4 How criteria is broadening agilechangemanagement.co.uk © 2015 Compelling nature of the benefits of the change Amount of support to make change happen High Low Excellent communication of the benefits coupled with high levels of support for the changes created by the project deliverables.

5. 5 Criteria for effective project plans Current Metrics – on time, on budget Explanation – training in how the deliverables should be operated Resources – reliance on project team Usable – does it work? Communication - how much information are you providing? agilechangemanagement.co.uk © 2015 Future Metrics – involvement and support Explanation – shared understanding of how ways of working might be adapted Resources – importance of collaboration with users Desirable – do we want it? Communication - how many questions are you asking? PLUS

6. 6 Change activities Participation in the change: Involvement in identifying the most relevant and useful project deliverables Involvement in designing, planning and implementing changes to current ways of working Enthusiasm for the change: Belief in value of the proposed benefits Excitement about the proposed future state agilechangemanagement.co.uk © 2015

7. 7 Change activities = pulling levers Apply small levels of pressure to get disproportionately large results Levers require empathy to be effective agilechangemanagement.co.uk © 2015 Action Reaction

8. 8 Exert an internal pressure to change Generate pride in being associated with the project: Invitation only workshops Early site of project deliverables in demonstrations Linking new ways of working with promotion prospects Creating a club house for active users Generate guilt about not being involved: Pointing out negative impact on others of delays in creating new procedures Outlining the disadvantages customers experience from current situation and delays to project delivery agilechangemanagement.co.uk © 2015

9. 9 Imposed by the process a person needs to follow Add an extra step into a system process e.g. readiness assessment to check that new procedures have been created before project able to go live Add an extra question e.g. question added to team meeting agenda to encourage information sharing about project progress Include completion criteria e.g. process not complete unless additional steps to involve customer are completed Mandate use of specific metrics e.g. benefits measures created to reflect anticipated additional business value from project deliverables agilechangemanagement.co.uk © 2015

10. 10 Push generated by rewards, punishments and responsibilities Reward schemes for users giving up time to get involved in the project Public thanks from senior leaders Bonus schemes to share the additional value created by the project Explicit responsibility for the creation of new ways of working given to specific staff agilechangemanagement.co.uk © 2015

11. 11 Physical environment, access to infrastructure and office layout Users working with the project team made to feel special so given special area to work in More mobile working so more chargers placed around the office More collaborative working so more ‘meet up’ spaces created in the office More visible progress so more white-boards put up around the office agilechangemanagement.co.uk © 2015

12. 12 Twitter: @AgileMelanie Linkedin: Melanie Franklin YouTube: AgileCM melanie@agilechangemanagement.co.uk 07960 995262 www.agilechangemanagement.co.uk Further resources agilechangemanagement.co.uk © 2015