How to keep programmes on track and teams inspired

How to keep programmes on track and teams inspired during periods

of change

Elisabeth Goodman & Mar;n Taylor

Midlands Branch 24th February 2015

The Enabling Change SIG

Our theme for today and how we will explore it..

Programme teams, like other teams, are subject to uncertainty and change. How can team leaders and members achieve and sustain high performance programme teams?

1.  Roles that delegates are currently playing in change 2.  Stages of team development, change & high performance 3.  Case studies & a checklist of strategies to take forward 4.  Further resources from the Enabling Change SIG

Speaker Profile: Elisabeth Goodman •  25 yrs Pharma R&D (Informa4on Management plus..) •  Now trainer, coach, facilitator, consultant and author •  Crea4ng excep4onal managers and teams •  Change management, lean and six sigma, knowledge management, personality tools “porGolio”

Giving people the resources to be and to create navigators rather than vic4ms of change

APM Enabling Change SIG – Capabili4es & Methods Lead

Speaker Profile: Mar;n Taylor •  Finance, IT, Change •  Private and Public sector •  FTSE100 and FTSE250 organisa4ons •  Organisa4on and IT Strategy •  IT-‐enabled Change

Helping organisa4ons achieve their strategic objec4ves by delivering effec4ve change

APM Enabling Change SIG -‐ Chair

The SIG’s mission is to‘improve the change capability of organisa4ons, teams and

individuals’

Enabling Change SIG

1. Roles that you are currently playing in change?

1.  Roles that you are currently playing in change? (Delegate feedback)

v  Leading changes programmes (6) v  Supporting change programmes (5) v  Operational roles:

v IT infrastructure change (1) v PMO Manager (1) v Construction programme (1) v Manufacturing – Aerospace (1) v Programme Manager Civil Nuclear (1) v Unspecified (3)

2. Stages of team development and how to actively help your team during periods of change to achieve and sustain high performance

FORMING Orienta4on to task & tes4ng dependence

STORMING Emo4onal responses & inter-‐group conflict

NORMING Open exchange &

consensus

HIGH PERFORMING Problem resolu4on & working to formal roles

RENEWING Reflec4ng & adap4ng to changing circumstances

What will happen to us / me?

How could I support the

team?

Can I get my say?

Where do I fit in?

What should our ground rules be?

Stages of team

development

©  RiverRhee Consulting 2014

*Answer: All the time

What kind of changes are going on in your programmes? How are they affec;ng the team?

1.  Changes in sponsorship 2.  Changes in remit 3.  Changes in membership 4.  Changes in budgets, resources, deadlines 5.  Implications of the programme itself 6.  Others?

Uncertainty

Lack of control

Frustration

Insecurity Excitement, enthusiasm, inspiration?!

What kind of change is going on? (Delegate feedback)

v Change in solutions

v Legislation (regulatory, government)

v Customers / suppliers

v Strategy

v Technology

v Can be considered using PESTEL as part of risk management (Politics, Economics, Social, Technology, Environment, Legal)

What behaviours do you recognise?

Victim 15-20%

Survivor 60 -70%

Navigator 15-20%

Why is this happening to

me?

Let’s just get it over with then I can get on with my job

OK – what can I do to help make this happen?


FORMING Orienta4on to task & tes4ng dependence

STORMING Emo4onal responses & inter-‐group conflict

NORMING Open exchange &

consensus

HIGH PERFORMING Problem resolu4on & working to formal roles

RENEWING Reflec4ng & adap4ng to changing circumstances

SUPPORTIVE*

PARTICIPATIVE* DELEGATORY* STAKEHOLDER FOCUS

DIRECTIVE & COACHING*

*TEAM LEADER ROLE

DIRECTIVE*

Poten4al team leader behaviours


Positive impact of proactive leadership

Inspiration?!


3. Case studies and a checklist of strategies to help keep programmes on track

Case Study 1

1.  14,500 employees, including 8,500 Officers 2.  Home Office Funded - Mobile Information Programme 3.  Co-ordinated by National Policing Improvement Agency 4.  Collaboration with Warwickshire Police 5.  Hierarchical organisation structure 6.  Programme sponsor was FD 7.  Police officers using mobile devices to improve efficiency

Case Study 2

1.  International Engineering Consultancy 2.  Partnership – 25 Partners 3.  Lots of ideas, not linked to business strategy 4.  Business Improvement Programme 5.  Focus on fewer, key changes 6.  Programme sponsor was Managing Partner

Case Study 3

1.  Rail Division of Balfour Beatty 2.  Business performance issues, profit warnings, no CEO 3.  Lots of change ongoing throughout the business 4.  Programme of process and systems improvements 5.  Lack of dependency management 6.  Programme sponsor is Rail FD

Consider the Case Studies and your own Programmes / Projects and identify key strategies to help keep Programmes on track

Checklist of strategies to help keep Programmes on track – delegate input 1

1.  Sponsorship i.  Commitment ii.  Educated sponsor iii.  Understanding of role iv.  What is in it for me profile

2.  Stakeholders i.  Alignment of direction ii.  Managing distributed teams / communications

3.  Communication i.  Across the team ii.  Explain the bigger picture and explain roles iii.  Understand objectives and benefits

Checklist of strategies to help keep Programmes on track – delegate input 2

4. Programme i.  Structure of programme before launch (planning) ii.  Define roles and responsibilities iii.  More effort required at start (planning) iv.  Selection of team members – have balance and mix

5. Assumptions i.  Replan when no longer an assumption

6. Strategy i.  Alignment of programme to strategy

7. Outcomes i.  Focus on outcomes / benefits

8. Leadership i.  Programme requires leadership – style/approach

Checklist of strategies to help keep Programmes on track

1.  Senior, active, sponsorship 2.  Strong Programme / Project leadership 3.  Create and develop Programme / Project teams (including third

parties) 4.  Effective stakeholder engagement & management – identify

and work with key influencers 5.  Consistent governance approach 6.  Plan for and manage dependencies 7.  Communicate, communicate, communicate 8.  Escalate if necessary 9.  If things are not working, change them 10. Always focus on the change and benefits – hearts and minds

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4. What resources are available to help you take this further?

Education

How to keep programmes on track and teams inspired