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The Risks of Transformational Change
& what the PMO can do
about it
© fotomek - Fotolia.com
Patrick Mayfield
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Fails
7 Reasons
Transformational Change
WARNING!
Some of these could offend …
You might be doing some of these!
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1. Stick to the Plan
… at ALL COSTS!!!
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Merger
‘Millennium Bug’
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INSTEAD: Align to Changing Strategy
… We Live in a VUCA World
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VUCA
Volatile . Uncertain . Complex. Ambiguous
Start End
“deliverable” “output” “product”
I can deal with risks
�
�
� - beyond competence
� - overloaded with admin
That office is
great ... can we use it as well?
Hey! We can
help you with that ...!
+ more consistency
That office is
great ... can we use it as well?
I do like that ....
Capability
+
„single
source of truth‟
+
„single
source of truth‟
“Governance Backbone”
+ supports
+ “central
nervous system”
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2. Treat as a Technical Problem
Manage as a System of Tasks, Processes, Governance Structures, Documents
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INSTEAD: Lead the Change
… It’s more about Influencing
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A Tale of Two Bullies
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3. Assume the Purpose is Obvious
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NPfIT
£14bn
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INSTEAD: Envision a Better Future
… and Communicate It like Crazy
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4. Manage as a Mega-Project
See it as a mere aggregation of projects
projects as temporary silos
Value Synergy
Project 1 Business Case
$20m +
Project 2 Business Case
$30m +
Project 3 Business Case
$25m =
Programme Business Case
$75m
Add Value
… not just Sum the Projects
INSTEAD:
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5. Focus on Delivery
… and the Rest will Follow
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A Stock Fulfillment System
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INSTEAD: Focus on Benefits
… and the to Them
Copyright © Patrick Mayfield 2013
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6. Sweat the Specification
… and everything else will Fit
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Ebbw Vale Redevelopment
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INSTEAD: Deliver a Coherent Capability
Design & Deliver
Motion without Movement
Reacting
to the latest
driver
Unaligned
initiatives Outcomes
without
benefits
Current Capability
Time
Str
ate
gy –
Perfo
rm
an
ce a
gain
st
KP
I’s
The Target Operation
Time
Str
ate
gy –
Perfo
rm
an
ce a
gain
st
KP
I’s
Target Operation
Current Operation
CAPABILITY GAP
Programme Management and the Capability Gap
Key milestones
Str
ate
gy –
Perfo
rm
an
ce a
gain
st
KP
I’s
Target Operation
Current Operation
Operational plans refocused
Projects aligned to strategic objectives
Manage this with Programme Management
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7. Forget the Past
… It’s Happened. Concentrate on Today’s Problems
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Learn from Experience
The Deming Cycle
The Learning Organization
Adapt
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7 Principles
Universal . Empowering . Self-Validating
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7 Principles
1.Remain Aligned with Strategy
2.Lead Change
3.Envision & Communicate a Better Future
4.Focus on Benefits & Threats to them
5.Add Value as a Programme
6.Design/Deliver a Coherent Capability
7.Learn from Experience
