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Delivering change projects in the real world

Delivering change projects in the real world. An example of change management in practise. Martin Mannix MCQI CQP. Timeline. Situation – (Dec 05). Company sold twice in two years Declining business and redundancies No Quality Manager in place for 2 years ISO certification due Sept 2006.

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Delivering change projects in the real world

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  1. Delivering change projects in the real world An example of change management in practise • Martin Mannix MCQI CQP

  2. Timeline

  3. Situation – (Dec 05) • Company sold twice in two years • Declining business and redundancies • No Quality Manager in place for 2 years • ISO certification due Sept 2006. • Numerous Non-conformances outstanding • Many aspirations – lack of delivery • Breakdown in trust

  4. The plan • Provide Leadership • Identify the stakeholder groups and needs • Agree the approach • Prioritise and simplify • Identify the blockages • Secure the resources • Manage the delivery

  5. Leadership Provide a vision Buy in from key stakeholders Commitment Equitable process Results

  6. Key stakeholder needs Parent company CEO Mgmt team Customers Certification body Staff

  7. Agree the approach Introduce Business Improvement Committee Involve key managers on the committee Leadership of projects distributed amongst members. Quick wins, followed by more substantive improvements

  8. Prioritise and simplify • Brainstorming • Focus on top 6 priorities • Regular committee progress reviews • Progress included in the monthly team briefs to staff

  9. Selection of Projects • Projects critically reviewed to ensure there was sufficient reason for and commitment towards it. • Projects were chosen to give a mix of short and longer term objectives • Bigger projects further broken down in to delivery stages, with resources planned.

  10. Projects addressed Initially: • Introduction of monthly team briefs • Employee suggestion scheme 1 • Brainstorming / product ideas • KPIs aligned with the business objectives • Relaunch of business internally and externally • Process Mapping of entire business 1 This initiative was suspended due to lack of resources to implement effectively

  11. Barriers to change / blockages Address the hurdles • Cognitive • Motivational • Resource • Political

  12. Secure the resources Select projects that have sufficient necessity to gain commitment Distribute responsibilities across departments Select team members with authority to act and resources to deploy Link project delivery back to meaningful controls (such as appraisals and bonuses) Hold team members to account

  13. Manage the delivery Fully consider the tasks, resources and time required Develop realistic plans Get buy in from the delivery team Provide support to the delivery team Hold regular review meetings Highlight and escalate blockages Communicate progress widely Recognise that the project will have setbacks BE PERSISTANT

  14. Individual project – Process mapping the business How? • Plan the steps by which the project would be implemented • Put in place the communication channels • Put in place the system for managing delivery • Design the IT transformation plan • Design and deliver process mapping training • Transfer Ownership of the delivery to appropriate Dept mgrs • Facilitate the process mapping sessions • Use the Audit schedule and team to support the process mapping activities (audit progress) • Monitor and report on progress, addressing any areas of concern

  15. Individual project – Process mapping the business

  16. Individual project – Process mapping the business The Business Process Lifecycle Model

  17. Individual project – Process mapping the business The Business Process Lifecycle Model MM M Mannix PC Phase Champion QA Quality Assurance Department SM Senior Management

  18. Individual project – Process mapping the business

  19. Individual project – Process mapping the business

  20. Individual project – Process mapping the business Identifying processes within Phases (example – Phase 4)

  21. Individual project – Process mapping the business

  22. Individual project – Process mapping the business • Outcome: • Prior to the ISO certification, we had successfully mapped the following phases: • Marketing • Sales • Operations • In service support • Disposal • Many support processes

  23. Individual project – Process mapping the business • Problems encountered: • Initial slow take up • Conflicting priorities – day to day business took priority • Resistance to changes of responsibilities • Complete lack of commitment from one BU senior manager • Lack of IT resources • Knowledge • Time

  24. Individual project – Process mapping the business • Opportunities: • Incorporation of new policies and procedures • Quality Gates • Business Continuity Planning • Risk management • Updates to include AQAP2000 requirements • Staff training and process improvements

  25. Lessons learned • Compelling reasons for change • Early adopters and peer effects • Explore range of solutions • Importance of: • Communication • Scoping requirements • Good planning • Follow through • Flexibility

  26. 4 years later Is it still in use? Has it evolved? Is it still adding value to the organisation?

  27. Questions????

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