Produktdetaljer
Biografisk notat
Paul Taylor is a Consultant with over 30 years' experience of implementing change across the inancial services, oil/gas, charities and professional bodies. Author and speaker on a variety of subjects (such as Change, freelancing, technology, inancial services, research approaches plus others). Published several books covering Financial Services, Technology, Contracting and Change. Chair and NED for a variety of industry and social enterprises Mentor to various people on areas on career planning, career changes, etc. Associate Lecturer for the Open University STEM School teaching Technology Management. Obtained an MBA from the Open University.
<p>"Extremely knowledgeable, personable and genuine. I would thoroughly recommend working with Paul";"Paul is an invaluable growth partner, and one of the most supportive people I know";"Provides real life examples based on his experience that links theory to practice"; "Paul has been an excellent Chair and oversees the extensive work of the Board effectively"; "We will never thank you enough for what you done for us" ;"Paul is a highly competent PM consultant who can absorb business concepts and manage complex projects"</p><br />
Project management is one of those professions that has sort of evolved into what it is now. It started as part of management and then became more specialized, I think the problem is project management has never really been a proper discipline (in the same way marketing or engineering). A lot of people stumbled into project management almost like something to do on the 'side of their desk' as part of their normal job. With the massive amount of change in progress then it needs to be a proper discipline This is one of the motivations to write this book because I thought I could contribute to the knowledge and experience base to try and support project management generally
The book is aimed at change managers, project managers, and programme managers who are trying to implement change and projects.
Acknowledgements 13
1 Introduction 14
2 Deinitions 17
2.1 Introduction 17
2.2 What is change? 17
2.3 What is a programme, a project, a portfolio or a change? 18
2.4 For clarity and ease of reading, this book will use the
term "Change" to cover Projects, Programmes and
Portfolios. 22
2.5 What is change Management? 22
3 The reasons for change failure s24
3.1 Introduction 24
3.2 What are the seven factors that help and/or hinder change
within organisations? 24
4 Does the organisation have the skills and capabilities to
implement Change successfully? 30
4.1 Introduction 30
INTERNAL ISSUES 32
4.2 Has the organisation grown by acquisition? 32
4.3 How much autonomy from the parent does the
organisation have? 34
4.4 How silo'ed is the organisation? 35
4.5 How well is the Missions Statement and Strategic
Direction understood? 37
4.6 How well does the organisation react to Market and
Industry changes? 39
4.7 How much customer focus does the organisation have? 40
4.8 How well does the organisation learn from their mistakes? 42
4.9 How much empowerment do staff have to make decisions? 44
4.10 How supportive and knowledgeable are senior
management? 46
4.11 How well does the organisation's culture manage the
human aspects? 48
4.12 Does the organisations have an organisation-wide committee
to oversee all changes that are either planned or in progress? 51
4.13 Does the organisations have an organisation-wide Change
Management process that can be used for all Changes
that need to be made? 54
4.14 Does the organisations have an organisation-wide Change
Control process to manage changes in scope, timelines,
etc. for inlight changes? 56
4.15 Are the various Change Management processes a
good 'cultural' it for the organisation? 58
4.16 What should an organisation do if they do not have any
for insuficient Change Management processes? 59
4.17 How susceptible is the organisation to the latest
management and/or change 'fads'? 61
EXTERNAL ISSUES 63
4.18 How regulated is the environment that the organisation
operates in? 63
4.19 How complex is the client base? 65
4.20 How complex is the set of products and/or services
offered? 67
HYBRID INTERNAL AND EXTERNAL ISSUES 70
4.21 How well is the operating model understood? 70
4.22 It is important to ensure that consistent terminology
is used across all stakeholders. 74
5 Has suficient pre-planning work been performed? 76
5.1 Introduction 76
INITIAL THINKING 79
5.2 Is it clear what has triggered the change? 79
5.3 Is it clear what the business case for the change is? 81
5.4 Is it clear who will beneit from the change? 84
5.5 Is there a clearly deined and agreed set of success
criteria? 85
5.6 Is there a clear vision of the end-state (or what the
world will look like once the change is implemented)? 88
5.7 Is there an understanding of what the Business
Requirements for the Change are? 90
5.8 Has a suitable amount of money been allocated to the
change? 95
5.9 Does the organisation understand the complexity of
the change being implemented? 98
5.10 All changes will have a large number of problems and
the stakeholders must be aware of this? 100
PLANNING 102
5.11 Is there an understanding of what 'things' need to be
changed to implement the change? 102
5.12 Is there an understanding of how the change will be
transitioned into the live environment? 104
5.13 Has an initial change plan (even if draft) been
completed? 106
GOVERNANCE 110
5.14 Does the change have an appropriate Sponsor? 110
5.15 Is there suitable senior management oversight and
forums in place? 112
5.16 Is there a suitable Change Manager in place? 114
5.17 Is there an appropriate communication strategy in
place? 117
5.18 Have suitable processes and controls been
implemented? 119
5.19 Have all issues, ambiguities and gaps have been logged
at the start of the change? 120
WHO NEEDS TO BE INVOLVED AS PART OF THE CHANGE TEAM 122
5.20 Is it clear what people, teams and organisations need
to be involved in implementing the change 122
5.21 Is there a suitable works stream structure in place to
ensure the change is delivered? 124
5.22 Have the required internal staff been included in the
Change Team? 126
5.23 Does the organisation have the required skill sets in
place? 127
5.24 Have all the required external suppliers being engaged
in the change 128
5.25 Have the required Internal or intragroup suppliers being
engaged in the change 130
5.26 Have all required customers been engaged in the change? 131
5.27 Has the required infrastructure for the change been put
in place? 133
SAY THANK YOU 135
5.28 Is the Change Team being appreciated for their work and
efforts? 135
6 Is the change being implemented in the most
appropriate manner? 137
6.1 Introduction 137
6.2 How supportive and knowledgeable are senior
management? 138
6.3 How well are the Change Manager and the Sponsor
working together? 140
6.4 Are the correct number of issues being raised for the
size of the change? 141
6.5 Does the change 'feel' like is progressing well? 142
6.6 How well are change issues and problems being
managed? 144
6.7 Are Change Team members working constantly long
hours? 145
6.8 Is the governance structure in place still it-for-purpose
now the change is up and running? 147
6.9 Are key decisions being made as and when they are
needed? 149
6.10 How well is resistance being identiied and managed
during the change? 152
6.11 How much re-planning is taking place during
implementation? 156
6.12 How effective is the stakeholder communication
strategy? 157
6.13 Are stakeholders hearing about problems with the
Change from people outside the Change Team? 159
6.14 How well are the external suppliers being managed? 162
6.15 How well are intragroup or internal suppliers being
managed? 166
6.16 How effectively are customers being managed? 169
6.17 How well are the human aspects of the change being
managed? 173
6.18 Remember that all changes will have issues and
problems 176
6.19 Is the change experiencing scope creep? 177
6.20 How paranoid is the Change Team about issues and
problems? 179
6.21 Are staff comfortable raising issues and/or problems
without the threat of repercussions from management
or other colleges? 181
6.22 Is the Change Team being appreciated for their work
and efforts? 184
6.23 Remember to keep checking whether the triggers,
business case, beneits, etc. are still valid? 185
7 Has suficient preparation been performed for the
go-live transition? 187
7.1 Introduction 187
7.2 Has everything been delivered that is needed for
transition? (And what are the impacts of any gaps) 188
7.3 Is everything that needs to be transitioned into live
working as planned? 191
7.4 Has a Transition Coordinator been nominated? 194
7.5 Has the transition approach been agreed upon? 196
7.6 Is everybody aware that the transition is going to take
place? 199
7.7 Is there clear ownership of the change before it is
transitioned into live? 201
7.8 Has suficient training been performed before go-live? 202
7.9 Is there a robust transition plan in place? 204
7.10 Is there a suficient rollback plan in place? 207
7.11 Have both the transition and rollback plans been tested
(both separately and together)? 209
7.12 Is the Change Team being appreciated for their work
and efforts? 211
8 Care is still required during the actual transition event
214
8.1 Introduction 214
8.2 Issues and problems will happen so prepare for them
and a cool head is needed to manage them 215
8.3 Follow the pre-agreed transition and rollbacks plan and
only diverge from them with extreme caution 217
8.4 Do not skip the control points within the transitions
and roll-back plans 219
8.5 Do not forget the point of no return 222
8.6 Is the Change Team being appreciated for their work
and efforts? 224
9 Remember that all changes need a certain amount of
post-implementation support 226
9.1 Introduction 226
9.2 Are all stakeholders aware that change takes time to bed
in and this will mean the Change Team needs to be kept
in place (often at a cost) 227
9.3 Is there are a clear set of handover criteria to pass the
ownership of change from the Change Team to the
required business teams? 229
9.4 Is the Change Team being appreciated for their work and
efforts? 231
10 There is still work to do even though the change is
complete 233
10.1 Introduction 233
10.2 Was the change been successful or not? 234
10.3 Has a post-implementation review of the lessons learnt
exercise been completed? 236
10.4 Have all the successes been celebrated? 240
10.5 Has the change been formally closed? 242
11 Conclusion and closing points 245
Produktdetaljer
Biografisk notat
Paul Taylor is a Consultant with over 30 years' experience of implementing change across the inancial services, oil/gas, charities and professional bodies. Author and speaker on a variety of subjects (such as Change, freelancing, technology, inancial services, research approaches plus others). Published several books covering Financial Services, Technology, Contracting and Change. Chair and NED for a variety of industry and social enterprises Mentor to various people on areas on career planning, career changes, etc. Associate Lecturer for the Open University STEM School teaching Technology Management. Obtained an MBA from the Open University.