We used to do Projects- winning Hearts & minds

Martin Honeywood, Group Director of Planning & Business ChangeKevin Connell, Chief Information Officer

Introduction

•The Landscape for Circle Housing

•Context for Change & Transformation

•Meaningful Engagement

•Realising the Benefit

The Landscape for CircleCircle Housing

Group made up of 9 Housing Associations3Commercial Businesses

Presence from Birmingham to South Coast – Norfolk, Cambridgeshire, Essex, Kent, Surrey, Sussex and significant in London

Substantial Care and Support business

No. 2 telecare provider in the market

67,000 homes

2,600 employees

Head offices in London & Norwich

The Landscape

Continuous Change

Welfare Benefit Reform preparation

Largest R&M procurement process in sector

Development of 1,000+ homes a year

Business acquisitions

IS&T Landscape• Agile working• Customer access• Collaboration• Cloud• IT Transformation

Our mission - Enhancing Life Chances

Our Vision – To provide safe and secure affordable homes to customers with differing incomes and to promote financial resilience & Independence.

Our values - Moving Forward Efficient Stronger Together Human Focused

Putting Customers at the heart of everything we do

Circle is a brilliant place, with fantastic people who care

What’s important to us?

Context for Change & Transformation

•We use to do projects!

•Our internal customers wanted to go around us•“Everything is a barrier”

•Significant move from IT to People focus

•All about outcomes not just doing the process well – Pragmatism needed

•Recognise a need for a culture shift, improved engagement and clear decision making

•Need to get our Change Methodology in order as part of wider delivery process

Context for Change

•IS&T lifecycle Management not stopping

•Resources not significantly increased to match demand

•Collaboration more important• Business Change• HR• Learning & Development• Procurement • IS&T

Context for Change

•Strong Governance

•Robust Process

•Teams without barriers

•Clarity of working method• People Focused• Buy-in from the top• Strong engagement

What we needed

Transformation•Customer feedback – painful..!

•Group Project Management Office / Business Transformation merged

•Circle invested in the permanent team and it’s internal talent

• 9 internal appointments• Conversion of contract to perm resources• Reduced costs by £1.4m

•Account Management principles adopted

•Customer and outcome focus to trump process quality

•Own methodology encompasses phases of change before and after traditional project delivery

Business Change Team - Offer

1. Need Identification

7. Marketing ofOutcomes

6. Risk Management

5. Programme Management &

Review

4. Resource & Budget Allocation

3. Planning &Initialisation

2. Specification / Contract

Delivery Methodology

OperatingPrinciples &

Design

1. Programme Management

3. Exec Sponsor

2. Workstream Leader

Delivery Principles

Operating Model

Programme Delivery

Programme Governance &

Allocation

Account & Change

Management

Organisational Delivery Model

· Need Identification / Business Requirements

· Specification sign-off· Change Champions· Stakeholder Management

· Day to Day project delivery· Manage Output delivery· Collaborative working /

matrix management

· Allocate Resources· Manage Risk· Report Progress· Review Programmes

· Senior Business Leader· Operates under Programme

Delivery· Member of Change Board

· Resource & planned from within change function

· Exec Member accountable for outcome

· Business Requirements

· Business Analysis· Terms of

Reference

· Business Case· Design approach· Roles &

responsibilities· Risk Identification

· Project planning· Dependency

mapping· Project Start-up

· Budget Approval· Resource

Allocation· Reporting Agreed

· Project Lifecycle progress

· Progress reviews· Link to Account

Managers

· Risk Identification· Risk

Management & Mitigation

· Risk Escalation

· Lessons Learnt· Celebrating

Success· Change Champion

review

The Principles

Managing Change in Circle - Methodology

· Change activity requests from Strategic Framework workstreams

· Change activity requests from business picked up by Change Relationship Mgrs/EAs

· All requests assessed by BCT with relevant internal suppliers and affected business areas

· Terms of Reference created

· Priority then set by Change Board

· Business Case includes option and recommendation based on analysis of:

RequirementsCostBenefitsRiskChange impactResource impact

· Once approved by Change Board, includes contract / specification with internal suppliers

· Delivered via agreed principles

· Led by project manager

· Monitored by Programme Governance Board

· Gateway checks:GovernanceCustomerBenefits/Costs

· Includes supplier/user Business Readiness agreement

· Includes lessons learned

· Embed change in business through Change Champions and Change Relationship managers

· Business owns the change

· Post implementation review at 3 and 6 months

· Benefits realisation and lessons learned

Initiate Assess CreateBusiness Case

Deliver Programme/Project Embed Change

Awareness Desire Knowledge Ability Reinforcement

• We must have strong and visible Change leaders at all levels

• Every project must result in an observable and positive impact on the organisation, staff or customers

• Every project can be delivered both on time and in budget

• Investing & adopting change effort can have 6 times greater chance of success

The Mantra

36% 40%

73%

85%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Sponsor was veryineffective (average

score < 2)

Sponsor wasineffective (average

score between 2 and3)

Sponsor was effective(average score

between 3 and 4)

Sponsor was veryeffective (average

score between 4 and5)

Correlation of sponsor effectiveness to meeting project objectives

Sponsor effective rating average

Per

cent

of r

espo

nden

ts th

at m

et

or e

xcee

ded

proj

ect o

bjec

tives

© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report

Prosci® PCTTM Model

IS&T Operating Framework

The Vision:

Delivering maximum value to the Group, supporting and enabling business

outcomes through delivery of quality IT services.

What:

1. Establishing a customer focussed culture and clear engagement

model (all levels) ensuring IS&T are flexible, responsive and proactive in

support of the Group.

2. Operating as a single integrated team aligned around a common

framework (People, Process, Tools, Services) To ensure

efficient, effective streamlined operation.

CMDB

BUSINESS CHANGE INITIATE- High level requirements- Produce RFI - Initial Decision

EMBED- Monitor- Early Life Support - PIR

FULL BUSINESS CASE- FBC produced / reviewed- Operational Change Panel - Strategic Change Panel

ASSESS- B/A Engagement- Develop OBC - Operational Change Panel

DELIVER- Define- Design - Develop - Deliver

Business Alignment Service Development Service Operations

Service Portfolio

IS&T Change Management

CMDB

SACSLR

SERVICE DESIGN PACKAGE

SAC

PIPELINE

New Investments

SERVICE CATALOGUEIncluding Business and Technical Catalogues

Current Investments

IS&T PORTFOLIO MANAGEMENT IS&T BOOK OF WORK

DEVELOP

BUILD

TEST

ELS

SUPPORT

IMPROVE

DELIVER

PILOT SLA

DESIGN

SERVICE MODEL

DEFINE Portfolio- Investment Inventory - Existing / Proposed

- Service Investments - Lifecycle Investments

- Define Business Outcomes- Define impact on portfolio

BUSINESS CASEincluding High Level Design

ANALYSE Portfolio- Investment Analysis

- Value proposition - Resources / capabilities- Strategic / Architectural fit- ROI

BUSINESS SERVICE CATALOGUE – Published View

(includes Request Catalogue)

APPROVE Portfolio- Investment Approval

- Build / Retain- Replace- Rationalise- Redefine- Renew- Retire

- Change Proposal- Service Charter

CHANGE PROPOSAL

SERVICE CHARTER

Changes NOT Requiring Significant Investment

Changes Requiring Significant Investment

NO

YES

Requires BC

Resources?

RETIRE

Configuration Management System

Customer Portfolio

Application Portfolio

Supplier & Contract Portfolio Customer Agreement Portfolio Book of Work CMDB

Business Change and Lifecycle Change

Lifecycle Change

Business Change

Changes not requiring significant investment

IS&T Service Lifecycle

RFC Assess Authorise Develop

Authorise Design

Authorise Build / Test

Authorise Deploy

Authorise SLA Pilot

Authorise Acceptance Review & Close

PROCURE

DEPLOY

LIVE SLAs

SignificantInvestment

?

Sources of Demand on IS&TStrategy / Lifecycle / CSI / Operational / Customer

Demand

YES

NO

Meaningful Engagement

Introduction Change Champions

Stakeholder Engagement

Communications

Seeing Systems – Barry Oshry

TOPS

Middles

Bottoms

Customers Customers

Customers Customers

Cogs Here

Click on the picture to launch the cogs animation.You may need to click ‘yes’ to a security pop up.To exit the cogs, press ‘Esc’.

Who does change management?

Middle managersand supervisors

Changemanagement resource/team

Executives andsenior managers

Project team

Projectsupport

functions

Each ‘gear’ plays a specific role based on how they are related to organizational change

Key roles in change management

Executives andsenior managers

Executives and senior leaders – fulfilling the role of sponsors of change

Employee-facing

Middle managers and supervisors – fulfilling the role of coach for their direct reports

Middle managersand supervisors

Enabling

Changemanagement resource/team

Change management resource or team – applying a structured approach and enabling others

Project team

Project team – integrating the “people side” of change

Projectsupport

functions

Support functions – providing expertise

The Balancing Act

Change Model – Good test!

ADKAR Scoring Card

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

Awareness Desire Knowledge Ability Reinforcement

Methodology

Scor

es

Team Star Trek

Team Star Wars

Team Battle Star

Barrier Point

Realising the benefit

Our Success since Transformation

•Change Management is an accepted practice

•Training enhanced• Customers & people at the heart• Job role • IT skills

•Significant opportunities created for progress, tested succession• 2 significant change leaders now Executives.• 1 change leader Regional Operations Director

•Agile working environment

•Continual buy-in from staff and boards

Direct Outcomes

•Robust succession plan highlighted

•Change Champion networked grown to over 60 staff across group• Now involved in all change projects• Specialism like IT, Communications

•Enhanced our Change Methodology

•Collaborative working – appreciate we need each other!

•Established Multi-Channel communication approach

•Consistency of approach established

•Much larger focus on embedding change• Engagement• Consistent process• Driving outcomes

Outcomes – Domino effect

Don’t under-estimate how long major change takes

Its really important to listen to feedback

Embedding change is critical and can’t be missed out or ignored

You can’t do too much communication & engagement

Change impacts everybody – top to bottom of the organisation

Bravery is required throughout

You probably have a lot of the resources in-house you can use!

Other Observations

Any Questions?