20131210_Value Realization - toolbox and deliverables_FINAL.pptx

8/12/2019 20131210_Value Realization - toolbox and deliverables_FINAL.pptx

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VALUE REALIZATION

- Toolbox and deliverables


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Slide no. 2Department


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Facilitation tools4

Kick-off exercises

What does success look like?

First signs of success

Your role

Ground rules

Exercises during workshop

Core story game

Barriers and solutions

Prioritization

Communication dress-up

Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind

Workshop preparation

Workshop script

Overview of value realization tools and deliverables

Translation & leader engagement2

Leadership engagement

Leadership engagement workshop

Solution design workshop

Prepare for change workshop

Handover workshop

Change translation

Change readiness assessment

Organizational impact translation

Individual impact translation

Handover & follow-up

Follow-up survey

Change managers handbook

Benefit definition & anchoring1

Business case

Core story

Benefit case

Benefit booklet

Benefit translation

Tracking model & dashboard

Transition management activities3

Stakeholder management

Stakeholder mapping

Planning & issue management

Change communication

Communication strategy

Communication plan

Key messages

Communication examples

Training

Training approach and plan

Training execution


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The business case creates early focus on the business rationale byevaluating overall attractiveness of an investment

To create relevant decisionsupport by capturing the high-level reasoning for initiating aproject/investment

To build early focus on businessrationales for change, whichmust be maintained throughoutthe project

Purpose What is a business case?

An objective and fact-based foundation for evaluating investment opportunities byassessing project benefits against costs and associated risks

It is created for senior management early in the process to give an initial indicationof the top-down business rationale of the project, before more detailed informationabout the solution is available

Primary focus is on the monetary impacts of change, however, a good businesscase also includes a high-level vision of changing as well as an assessment of howchallenging implementation will be in the receiving organizations (timeline,

implementation ease, etc.)

Costs & risks

Benefits

BUSINESS CASE

WHAT & WHY


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The business case must provide a clear recommendation for actionthrough a fact-based evaluation of benefits, costs, and risks

Key tasks

Collect data on benefits and costs and make sure keystakeholders agree on estimates

Build overall vision and link it to the strategic context ofthe company

Build timeline of implementation and evaluate risks andchallenges in implementation

Summarize business case in clear and actionablerecommendation for decision makers (what are theysaying "yes" to?)

Preparation and input

Interviews with key senior stakeholders

Benefit and cost estimates

If possible, supplement with external data or benchmark

Tips and tricks

Collect cost input from various sources (e.g. askmultiple vendors)

Make it very tangible where and when benefits will berealized

Also include more "soft" benefits, and make themtangible/measureable if possible

Test overall investment recommendation with keystakeholders in receiving organizations

BUSINESS CASE

HOW TO APPLY


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Examples: Business case documents for SWITCH and OtCBUSINESS CASE

EXAMPLES
http://www.google.dk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=OZjk1lcLxFpPHM&tbnid=vLmBYcgcWwGvxM:&ved=0CAUQjRw&url=http://www.spoergeskemaer.dk/multidimensionale-generiske-spoergeskemaer&ei=CYKpUsizBsmx0QWOkYGYBQ&bvm=bv.57967247,d.ZGU&psig=AFQjCNGeDQOkOO81lX1fWLO-YhXsUWSmDw&ust=1386926933986858


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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script







Handover workshop

Change translation





Follow-up survey



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution


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The core story aims to create an aligned view on the qualitative "case forchange" across project stakeholders

Companyoverall

strategy

CORE STORY

What is a business case?

A comprehensive, qualitative story to articulate the "case for change" amongproject stakeholders:

Why: The underlying pains or opportunities addressed in a given project(the business rationale)

What: The main idea applied to capture the potential/improvement

How: The concrete levers for changing

The core story should be established early and in parallel to the business case to

create a connection between an investment proposal and the overall strategiccontext

WHAT & WHY

To articulate in words why andwhat we are changing, as well ashow this will take place

To ensure that all relevantparties in the project share analigned view on the rationale forchanging

Purpose


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To maximize the effect, the core story must be visually appealing andused on an ongoing basis in stakeholder engagements

CORE STORY

HOW TO APPLY

Key tasks

Identify and interview key project stakeholders tounderstand the background and "why are we doing thisproject"

Articulate core story in a logical and visually appealingpresentation, video, game, etc.

Integrate core story in engagements with a broaderaudience to ensure aligned view among all relevantparties having an impact on the success of the project


Interviews with key senior stakeholders

Existing strategy and/or vision documents available in thecompany

Tips and tricks

Make it very early before alternative interpretationsof the project's purpose emerges

Make it visually connected to company-strategicdocuments (e.g. must-win battles)

Search for creative and alternative ways to articulatecore story to ensure it sticks

Make sure the story directly reflects the context of thereceiving organization


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Examples: Core story pages for SWITCH and OtC

EXAMPLES

CORE STORY


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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script







Handover workshop

Change translation





Follow-up survey



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution


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The benefit case is a detailed mapping of all benefits, and should be thecenter of gravity for all project efforts

WHAT & WHY

BENEFIT CASE

What is a benefit case?

A structured, top-down mapping of all tangible and intangible project benefits,ultimately articulated as concrete metrics and targets where possible (both short-term benefits and derived, long-term benefits)

A "living document" to be updated throughout the project to reflect specificdefinitions, timing of realization as well as benefit owners to be held accountablefor benefit realization

A tangible foundation for discussions with project members, to ensure thatbusiness aspects are the center of gravity of all project efforts

A starting point for benefit translation with receiving organizations

To ensure continued focus onthe business rationalethroughout all project phases,including solution design

To create a top-down foundationfor detailing objectives and goalsto receiving organizations

To increase the likelihood of the

initial ambition of the projectactually being realized

Purpose


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The benefit case work continues throughout the project, but is at all timesbased on the top-down ambition formulated upfront

HOW TO APPLY

BENEFIT CASE

Key tasks

Interview key project stakeholders to understand thebackground and "why are we doing this project"

Develop high-level benefit targets using existingmeasurements where possible

Get buy-in to targets from senior management beforeengaging a broader audience

Engage relevant managers in receiving organizations tovalidate targets bottom-up

Detail all benefits to clearly reflect metrics, definitions,baselines, targets, timing, benefit owners, data sources,etc.

Communicate the benefit case or parts of it to relevantstakeholders


Interviews with key stakeholders

Initial business case and core story for change

Ongoing engagements with project members andreceiving organizations

Tips and tricks

Push a very specific articulation of benefit targets toavoid "fluffy talk" about benefits (take advantage of

"the SteerCo expects it")

Always aim at using benefit case as basis forcommunication when engaging senior managementand/or receiving organizations

Track benefit realization rigorously after the solutionhas been rolled out


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Examples: Benefit case pages for SWITCH and OtC

EXAMPLES

BENEFIT CASE


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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script







Handover workshop

Change translation





Follow-up survey



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution


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The benefit booklet provides tangible documentation to express benefitsfor various stakeholders in an easily understandable way

Benefit case

encyclopedia

WHAT & WHY

BENEFIT BOOKLET

To share the high-level benefitstory with all relevantstakeholders

To articulate all benefit-relatedwork in an easy and accessibleformat, which people willactually read

Purpose What is a benefit case booklet?

The benefit case expressed in an easily accessible format to be printed anddistributed, thereby making the benefits more tangible for relevant stakeholders

A complete storytelling version of the benefit case, capturing original business painpoints, vision of the project, and overall benefit case

A "benefit encyclopedia" comprising a full mapping of all benefit targets includingdefinitions, targets, benefit owners, etc.


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It is a strong tool to "carve in stone" the benefit case and make itaccessible for the relevant receiving organizations

HOW TO APPLY

BENEFIT BOOKLET

Key tasks

Develop complete storyline for all benefit case work in anintuitively understandable logic

Engage with project team and other relevant stakeholdersto secure initial commitment to benefits, including benefitowner sign-off

Present benefit booklet as a "final product" for seniorstakeholders (to give the impression that benefitrealization is actually "carved in stone")

Use booklet pages as communication material in otherrelevant settings


High-level benefit case

Core story for change

Detailed listing of all benefit targets

Tips and tricks

Make pain points concrete, so that the reader can

relate this to his/her daily work

Clearly link each target to the relevant receivingorganization (benefit owner) to build as muchcommitment as possible

Consider making benefit owners sign the benefitbooklet physically to provoke ownership


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Examples: Benefit booklet outline for SWITCH

~10 page benefit overview

IT

AtR x7

PtP x4

EXAMPLES

BENEFIT BOOKLET


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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script







Handover workshop

Change translation





Follow-up survey



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution


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Benefit translation makes the benefit case relevant for local leaders bydetailing what it takes for their organization to deliver on it

Receiving

organizations

Project

team

WHAT & WHY

BENEFIT TRANSLATION

To ensure that leaders commit tothe benefit case byunderstanding the implicationsfor their organization

To enable leaders to closelytrack performance throughoperational metrics relevant intheir organizations

Purpose What is benefit translation?

A translation of the project benefit case to receiving organizations to create a clearoverview of the requirements placed on each of the receiving organizations todeliver on the overall benefit case

A way to facilitate that project ambition and tracking of this is integrated inrelevant performance dashboards or personal KPIs

Translation can take place in two ways:

Breakdown of benefits to multiple receiving organizations (e.g. cost savings to bedelivered in different regions)

Detailing of targets to operational targets relevant for the organization in scope(e.g. process governance metrics)


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Benefit translation is carried out in close collaboration with benefit owners andultimately impacts local dashboards and KPIs

HOW TO APPLY

BENEFIT TRANSLATION

Key tasks

Develop a clear overview of where in the organizationeach benefit target must be delivered (benefit owners)

Share benefits with individual benefit owners to ensure analigned view on targets, definitions, etc.

Co-create a translated case with the receivingorganization (e.g. through prepare for change WS)

Implement metrics in dashboards, KPIs, etc. and set uptracking mechanisms


High-level benefit case and core story

Identification of benefit owners

Collection of existing dashboards, KPIs, etc.

Tips and tricks

Leverage benefit sign-off from senior mgmt. ("not fornegotiation" targets)

Use translation exercise to make leaders envisionpotential challenges and thereby define root causesand potential actions

Make sure that definitions and formulations are clearso that focus can be on detailing next level ofbenefits, i.e. operational metrics


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Example: Benefit translation in SWITCH Vendor Invoice Mgmt. workshop

EXAMPLES

BENEFIT TRANSLATION


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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script







Handover workshop

Change translation





Follow-up survey



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution


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Benefit tracking aims to track progress after go-live to increase thelikelihood of successful benefit realization

WHAT & WHY

TRACKING MODEL AND DASHBOARD

To enable senior mgmt. toclosely monitor project progress,also after the project has gonelive

To ensure a feedback loop whereissues are quickly identified andcorrective actions initiated

Purpose What is benefit tracking?

A clear process for collecting benefit data after go-live to ensure easy and seamlessreporting (e.g. data sources and input providers identified early in the process)

An intuitive tracking model where benefit data can easily be gathered and reportedon in a standardized dashboard format

A status update for responsible senior mgmt. published on e.g. a monthly basis,including benefit performance, open issues, and recommended mitigation actions


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Tracking should be carefully planned throughout the benefit process anddata sources and input providers should be clearly defined

HOW TO APPLY


Key tasks

Identify relevant data sources and input providers, e.g. aspart of benefit translation

Develop simple tracking model (e.g. Excel-based) , andbuild sufficient data gathering flow from input provider totracking model

Set up reporting format (e.g. dashboard) to preparepresentation for senior mgmt.

Report on benefits and more qualitative evaluation of

progress, including recommended actions


Detailed benefit descriptions including definitions,baselines, targets, data sources, etc.

Identification and preparation of local anchor points, e.g.performance management functions

Tips and tricks

Clarify tracking ambition and governance model with

key stakeholders early in the process to be able tocommunicate tracking requirements clearly toreceiving organizations

Prepare for tracking already when defining targets, sothat data are easy to collect preferably directly fromglobal IT systems with no extra data crunchingneeded


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Examples: Tracking dashboards for SWITCH and OtC

EXAMPLES

http://www.google.dk/url?sa=i&source=images&cd=&cad=rja&docid=qq9JCEAK7NNOfM&tbnid=Dw9OdPAbM1-DPM:&ved=0CAgQjRw&url=http://de.wikipedia.org/wiki/Datei:Microsoft_Excel_2010.png&ei=D5CpUouuBKqL7Aafj4GADg&psig=AFQjCNHVePTvXiYR69Xhn50Lv-X6NjNdfQ&ust=1386930575138080http://www.google.dk/url?sa=i&source=images&cd=&cad=rja&docid=qq9JCEAK7NNOfM&tbnid=Dw9OdPAbM1-DPM:&ved=0CAgQjRw&url=http://de.wikipedia.org/wiki/Datei:Microsoft_Excel_2010.png&ei=D5CpUouuBKqL7Aafj4GADg&psig=AFQjCNHVePTvXiYR69Xhn50Lv-X6NjNdfQ&ust=1386930575138080


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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script


Translation & leader engagement2Benefit definition & anchoring1

Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution





Handover workshop

Change translation





Follow-up survey



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The leadership engagement workshop aims to mobilize leadership inreceiving organizations through joint understanding and commitment tothe project

Strategic

contextProject

impact

Clear

actions

Test of

benefits

WHAT & WHY

LEADERSHIP ENGAGEMENT WORKSHOP

To ensure that the leadership isaware of and understand theimpact of the project on theorganization

To build commitment amongleaders to contribute to makingthe project a success andrealizing the benefit case

Purpose What is a leadership engagement workshop?

An engagement where the local leadership team in receiving organizations isbrought together with the project team early in the process to ensure a joint viewon what the project is about and why we are doing it

A chance to test and anchor the benefit case of the project with leaders upfront bybuilding a two-way understanding of the project and how it links to the overallstrategic context of the receiving organization

A chance to manage expectations on how the project will impact processes,organizations, etc. to clarify what it will take to successfully implement the project

(resources, timeline, etc.)
http://www.google.dk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=lIEq5DZlrmonaM&tbnid=VeSWfB2r0eYO1M:&ved=0CAUQjRw&url=http://blogs.msdn.com/b/willy-peter_schaub/archive/2009/03/17/vsts-rangers-projects-the-next-nuggets-are-under-construction.aspx&ei=UwrCUcMr47rRBeaUgIgL&bvm=bv.47883778,d.d2k&psig=AFQjCNFL6QhDSh3WVqfT5exqNB47_KRpNg&ust=1371757500378823


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The leadership engagement workshop should be held early in the projectand marks an initiation of a strong involvement of receiving organizations

HOW TO APPLY


Key tasks

Before the workshop

Develop purpose and agenda for the workshop, coveringbenefit case, change implications, etc.

Invite participants well in advance

Engage with key stakeholders to ensure sign-off onpurpose, process, and content

Work with project team to push benefit and change

assessment as far as possibleDuring the workshop

Spend sufficient time on joint discussions to validate andsubstantiate insights

Keep an action list and parking lot to maintain focus make sure to follow up afterwards

After the workshop

Spend time on updating all relevant documents and

communicating debrief to participants Include leaders in sending out communication to the

broader audience to share workshop outcome


Clear overview of participants, tested with responsibleleadership team

Completed core story and high-level benefit case

Endorsement from senior stakeholders to pave the roadfor initiating engagement (pushing analyses) prior to theworkshop

Tips and tricks

Very effectful to link project scope/benefit case toexisting targets in receiving organizations

Good value in having time during the workshop to

engage leaders in 1:1 conversations

Be very thorough in scripting the workshop andrequired outcome this makes it possible to prepareproperly and deviate where needed

Do not overemphasize the need for "artificial" break-out exercises senior leaders are easily engaged


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Examples: Workshop pages from SWITCH GSC WS and OtC NAM WS

EXAMPLES



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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution





Handover workshop

Change translation





Follow-up survey



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Whichrequirementsto address?

Will it deliverthe desiredbenefit?

Solution design integrates technical input from the receivingorganizations while maintaining a strong focus on benefits

WHAT & WHY

SOLUTION DESIGN WORKSHOP

To involve receivingorganizations in designing thesolution (new system, neworganization, new way ofworking, etc.)

To ensure that all discussionsare rooted in the project'sbenefit case, also when gettinginto detailed solutionrequirement mapping

Purpose What is a solution design workshop?

An engagement with subject matter experts from receiving organization to maprequirements and design solutions for the challenge in scope

A chance to ensure that no critical decisions setting the scope of the solution aremade unless they can be justified by the business rationale of the benefit case(structuring and prioritizing solution requirements)

A chance to communicate the vision and validate the practical applicability of thebenefit case when making the solution tangible and concrete (clear mapping ofrequired changes to realize benefits)


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Facilitating a solution design workshop must balance the need for detailedsolution discussions with the need for progress and decision-making

HOW TO APPLY


Key tasks

Before the workshop


Engage with project members responsible for solutiondesign to ensure the right balance between valuerealization and more technical discussions

During the workshop

Spend sufficient time on joint discussions to validate andsubstantiate insights

Continuously ensure that the benefit case is in focus (e.g.visualize the benefit case through wall posters)


After the workshop

Spend time updating all relevant documents andcommunicating debrief to all participants

Send out high-level communication to the broaderaudience to share workshop outcome


Identification of available subject matter experts in thereceiving organization

Completed core story and high-level benefit case

Endorsement from senior stakeholders to carry on withsolution design (e.g. having leaders set the scene for theworkshop)

Tips and tricks

Encourage people to speak up about their obstacles inregards to the project upfront ensuring a joint viewon why we are changing

Potentially have several iterations, while pushingsolution design decisions every time

Encourage prioritization of solution requirements,rather than building a long "wish list"

Use workshop as testing ground for the benefit casedirectly in the receiving organization


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Example: SWITCH Terminal Expense solution design workshop in GSC

EXAMPLES



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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution





Handover workshop

Change translation





Follow-up survey



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The prepare for change workshop aims to prepare leaders for drivingsuccessful implementation and anchor ownership of benefit realization

WHAT & WHY

PREPARE FOR CHANGE WORKSHOP

To ensure that leaders arecommitted to driving change andbenefit realization

To ensure that leadersunderstand the implications ofthe project in their organization(process, system, and people)

To ensure that receiving

organizations and the projectteam carefully address keychallenges in implementing thenew solution

Purpose What is a prepare for change workshop?

An engagement between the project team and managers responsible for benefitrealization to increase awareness of the upcoming changes and initiate handover ofbenefit, process, and change ownership

A chance to make the benefit case tangible for leaders by facilitating local benefittranslation into the KPIs or operational dashboard metrics that the receivingorganization uses to manage performance

A chance to build commitment from managers towards the project by articulatingthe benefit case and a clear link to the strategic context

A chance to make changes concrete, i.e. facilitating discussions of how daily taskswill change for impacted employees

A chance for managers and project team to do joint planning of what is required tomake implementation successful (action plan)


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The workshop should be held just before go-live and focus on helpingleaders translate impact and benefit realization into their organization

HOW TO APPLY


Key tasks

Before the workshop


Develop workshop script outlining topics and desiredoutcome on a detailed level

During the workshop

Spend sufficient time on joint discussions to validate and

substantiate insights on change implications and benefittargets

Force participants to be very specific and detailed whentranslating benefits


After the workshop

Spend time on updating all relevant documents andcommunicating debrief to all participants

Send out high-level communication to the broaderstakeholder group to share workshop outcome


Clearly signed-off benefit case leaving no room foradjustments/negotiation (if people are aligned on overalltargets, benefit translation is much easier)

Clear assignment of benefits to relevant benefit owners,including definitions and targets

Clear end-to-end overview of elements hitting thereceiving organization (testing, training, new roles, etc.)to be able to paint the full picture

Tips and tricks

Clearly articulate the workshop as a help for theleaders not a way to give them more tasks

Allow people to speak up about their obstacles in

regards to the project but be strict on spending time on local impact and

benefit translation instead of questioning the high-level benefit case or project

Be very concrete when assigning names and enddates to all actions


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Example: SWITCH In-house Cash prepare for change workshop in GSC

EXAMPLES



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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution





Handover workshop

Change translation





Follow-up survey



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The handover workshop creates a formal point for handing overresponsibility for benefit realization to the responsible organizations

New way of work ing

Benefi t case

Project team Business

WHAT & WHY

HANDOVER WORKSHOP

To ensure that the new way ofworking and benefit realizationare anchored in the business

To send a clear signal thatproject support is closing down,and that the business is nowdriving benefit realization

Purpose What is a handover workshop?

An engagement with relevant leaders in receiving organizations after the projecthas gone live to represent the project close-down and formal handover ofresponsibility for benefit realization

A structured way to follow up on solution implementation and benefit realization ina two-way dialogue between project team and receiving organization to preparethe business take-over of all responsibilities

A chance to communicate a snapshot of project status, i.e. benefit development,survey results, input from end users, etc. to evaluate performance and initiate

required actions if necessary
http://www.google.dk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=lIEq5DZlrmonaM&tbnid=VeSWfB2r0eYO1M:&ved=0CAUQjRw&url=http://blogs.msdn.com/b/willy-peter_schaub/archive/2009/03/17/vsts-rangers-projects-the-next-nuggets-are-under-construction.aspx&ei=UwrCUcMr47rRBeaUgIgL&bvm=bv.47883778,d.d2k&psig=AFQjCNFL6QhDSh3WVqfT5exqNB47_KRpNg&ust=1371757500378823


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The workshop should be based on a fact-based evaluation of progress,and focus should be on project closure rather than defining new actions

HOW TO APPLY

HANDOVER WORKSHOP

Key tasks

Before the workshop

Prepare both project team and business stakeholders topresent status of progress

Collect quantitative and qualitative facts to evaluateperformance as well as available documentation to beshared

During the workshop

Share project implementation status

Share benefit and survey results

Address outstanding issues in joint discussions to enablehandover

After the workshop

Share all facts and outcomes from the workshop

Communicate project close-down broadly


Collection of relevant facts about the solution roll-out(benefit target tracking, survey results, selected end userinterviews)

Available documentation of new solution

Available training materials

Tips and tricks

Timing of workshop should reflect that most technicalissues, etc. have been addressed, so that fullhandover is actually realistic

Engage heavily with relevant stakeholders early on to

encourage mindset of a final handover Encourage open and upright discussions but keep

focus on creating closure (e.g. clear actions, owners,and end date)

If too many issues persist to fully hand over theproject, do a "live" update of the exit plan


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Example: SWITCH Vendor Invoice Mgmt. hand-over workshop

EXAMPLES

HANDOVER WORKSHOP


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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution





Handover workshop

Change translation





Follow-up survey


CHANGE READINESS ASSESSMENT


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The change readiness assessment reveals current temperature towardsand is used to adapt and differentiate future activities to anchor change

Awareness

Something is going on

Uncertainty

What will this mean to me

Denial/Frustration

This is not relevant for me

Make it go away

Depression

This will neverwork

Dialogue &Understanding

Could this work for me?

Accept & Integration

I can see what is in it forme

Awareness Interest Trial Adoption

WHAT & WHY


To assess the level of knowledgeand attitude towards the projectand identify change resistantsegments

To be able to differentiate themagnitude of change activitiesand communication approach tospecific groups according to whatis needed

To increase change readiness(measuring change is part of thechange activities in itself and canultimately help increasebuy-in)

Purpose What is a change readiness assessment?

An evaluation of awareness and readiness for the upcoming implementationthrough stakeholder interviews or surveys (re-assessment can potentially berequired several times)

A mapping of attitudes, knowledge, and behavior vis--vis the new way of workingamong people required to adopt the new solution

Output of the mapping can be used to map stakeholders' level of adoption, whichmakes it possible to tailor the VR efforts accordingly



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The assessment is based on input from key stakeholders and measureschange readiness across knowledge, attitude, and behavior

HOW TO APPLY


ChangeReadiness

Behavior Do you feel able to communicate

about the project?

What have you done in terms ofcommunicating to andmotivating your organization?

Attitude What are your biggest concerns?

What do you look most forward to?

What feedback do you get fromyour employees?

How can you contribute to makingthe project a success?

Knowledge

Do you know the overall benefittargets ?

Do you know when you willnotice a change/impact?

Do you know what will happenin your organization?

Key tasks

Collect change readiness input through interviews(suggested 30-60 min) or questionnaire-based surveys

Document observations and key findings

Discuss results with key stakeholders and identify areaswhere change activities needs to be adjusted

Initiate and follow up on actions


Mapping of relevant people for interviews

Preparation of interview guides, documentation template,etc.

Tips and tricks

Make sure to have senior stakeholders endorse theinterview and logic behind (potential for resistance

among interviewees) Make sure to share outcome with interviewees

seeing ones input actively used helps buildcommitment

Use output actively in getting VR on the mgmt.agenda, e.g. by proactively suggesting VR efforts



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Example: SWITCH change readiness assessment in LOCs

EXAMPLES



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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution





Handover workshop

Change translation





Follow-up survey


ORGANIZATIONAL IMPACT OVERVIEW


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The organizational impact overview takes the perspective of a receivingorganization when mapping where and how the project will impact

WHAT & WHY


To build a shared view on thecomplexity of the change withinthe project team and amongreceiving organizations

To take the view of the receivingorganization and build a holisticand transparent overview ofwhat it will require to implementthe solution successfully

To create a fact-basedfoundation for prioritizing VRefforts to the areas with thegreatest impact

Purpose What is an organizational impact overview?

An evaluation of impact on system level, organizational level, and process level foreach organization impacted by the project

An overview of where in the organization the project will hit and with whatmagnitude (i.e. how hard will the daily lives of our employees be impacted, howmuch of the benefits will be delivered, etc.)

A basis for prioritizing between different parts of the organization to ensure that VRefforts are leveraged in the parts where they have the greatest effect (using theorganizational impact overview as a reference when planning workshops, local

benefit activities, training, communication, etc.)



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The analysis provides insights used for prioritizing efforts and shouldpotentially be done multiple times throughout the project

HOW TO APPLY


Key tasks

Collect information on changes through interviews withrelevant stakeholders in the receiving organization,project team, HR information, etc.

Document the information in a detailed table of thechanges to systems, processes, and people for alldepartments and organizations

Use the above documentation to create a high-leveloverview of the change impact to each organization

Validate understanding with key stakeholders, re-iterateas needed

Leverage overview when planning VR activities


Identification of key stakeholders with insights about theproject and the organization (leverage project teamupfront)

Collection of relevant data to quickly build understanding(org. charts, FTE numbers, etc.)

Tips and tricks

Force quantification (e.g. 1-5 scale) to calibratebetween workstreams, organizations, etc.

Conduct analysis as early as possible, even if it means

some changes are kept very high level (A 70%version is much better than nothing)

Reiterate the analysis multiple times as understandingimproves throughout the project

Good value in making assessment visual e.g. wallposters, brown paper, etc.



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Example: SWITCH and OtC overall organizational impact

EXAMPLES


Impactandbenefitpackage | May 2013 | 9

GSC FINATR Regions

PtP

Impacting substreams

Impact and benefits

Process and System People and organization Benefits

Going from 2 separate processes forcreation and change to 1 globalstandardized process using new MDGF-tool;no longer use SOLMAN (MDGF)

Going from manual handling of GRC accesscontrol to a fully automated GRC process(GRC-AC)

Going from a manual process of monitoringrisks and controls to an automated andintegrated control functionality (GRC-PC)

IHC will imply automation through systemchanges as well as changes to bank areastructure and bank communication (IHC)

Going form manual adjustments andcomplex consolidation of combined APMMand local GAAP to standardized parallelledgers enabling easier consolidation andlocal reporting (New GL)

Significant changes to profit/cost centrestructure in SAP (FBD)

START

STOP

CONTINUE

Reduction in book close days

Reduction in existing audit findings

One real-time report for financial data

Reduction of SAP roles and accesses

Reduction of bank areas in SAP

Reduction of lead time for SAP access

Reduction of lead time for new cost center

Reduction of lead time for cost centerupdates

Installation of an integrated dashboard

FTE reduction in GSC

Cost RTP ATR Reg ATR HQ C R Mg mt BC O

AtR

FBD GRC-AC GRC-PC IHC New GL TEM TC Bunker TE VIMMDGF

TOBE VALIDATEDWITH GSC

CFOMs and Chief Accountants will handle MDGF

requests (MDGF)

Using predefined user business roles and GRCfor access requests (GRC-AC)

Getting a real time view of current status of keycontrols and identified risks (GRC-PC)

System supported error monitoring (IHC)

Using new system during closing (New GL)

Super-users, IBM, MLIT, CCC, BPO will not

handle MDGF requests anymore (MDGF) Using end-user roles, manual SoDchecks and

raising tickets in Remedy (GRC-AC)

Extracting manual reports (GRC-PC)

Manually handling IHB tasks (IHC)

Manual adjustment and consolidation ofcombined APMM and local GAAP (New GL)

Analyzing control deficiencies and follow up,resolve control issues (GRC-PC)

Handling exceptions for payments, statementpostings, etc(IHC)

Using standardized closing process (New GL)

Extraction of financial reports in SAP using newinput variables (FBD)

Impactandbenefitpackage | May 2013 | 5

Mapping of impact from substream to the GSC organization

GSC

ExecutionLead

CostMgmt

ATR

Financial Business Design (FBD)

Master Data Governance( MDGF)

GRC Access Control

GRC ProcessControl

InhouseC ash Management (IHC)

New General Ledger (New GL)

Faster Closing No direct impact on receiving organization works asenabler for other substreams

Travel Expense Management (TEM)

PTP

Time Charter (TC)

Bunker

Terminal Expenses (TE)

Vendor Invoice Management (VIM)

Cost RTP ATR REG ATR HQ

FinanceOperationsThe mapping shows impacton executional teams, henceBPOs are not shown, but

will naturally be impacted byand partly drive change

CR Mgmt

= High impact on people and/or pr ocesses

= Minor impact on people and/or processes

Transf.& BPO

BCO

See detailed substream descriptions to further understand impact

TOBEVALIDATEDWITH GSC

= Medium impact on people and/or processes


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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution





Handover workshop

Change translation





Follow-up survey


INDIVIDUAL IMPACT TRANSLATION


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The individual change impact assessment aims to prepare for leader-ledchange detailing the impact to individual employees

How will mydaily tasks

be affected?

WHAT & WHY


To create transparency on theimpact of the new way ofworking on an employee's dailytasks

To enable leader-led change bymaking change requirementsvery tangible

To enable planning of VR efforts

such as training, communication,etc.

Purpose What is individual impact translation?

A detailed mapping of all functional roles in the to-be solution to existing and newjob positions, indicating the impact down to an individual level

A detailed evaluation of which activities to start, stop, and continue doing fordifferent job roles

A tool for managers to manage expectations towards their employees:

1:1 or team meetings

Input for job descriptions, personal KPIs, etc.



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The analysis should ultimately provide a detailed view on which activitiesto start, stop, and continue for the individual employees

HOW TO APPLY


Key tasks

Conduct assessment of project impact on a functionallevel by engaging both project team and the receivingorganization

Develop overview of as-is and to-be process within eachfunction and detail activities to start, stop, and continue

Use a detailed template (e.g. in Excel) as a starting pointfor creating simple overviews to be used for presentationpurposes in the receiving organization

Use findings to plan training, communication, changes tosystem access, and updated job descriptions (eitherdirectly or through managers)


Insights from the organizational change impact overview

Overview of different roles and functions impacted by theproject in receiving organizations

Tips and tricks

Push the analysis to cover a very detailed level ofconcrete tasks and individual employees (often theneed for defining required behavior is underestimatedby the project team)

Share findings in easy-to-digest formats, e.g.overview of top-3 changes and the consequence indaily work (potentially illustrate findings with actualemployee examples)

Use this as a tool to make it easier for managers totranslate concrete impact down to their team



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Example: SWITCH individual impact overview for Vendor Invoice Mgmt.roles

EXAMPLES

http://www.google.dk/url?sa=i&source=images&cd=&cad=rja&docid=qq9JCEAK7NNOfM&tbnid=Dw9OdPAbM1-DPM:&ved=0CAgQjRw&url=http://de.wikipedia.org/wiki/Datei:Microsoft_Excel_2010.png&ei=D5CpUouuBKqL7Aafj4GADg&psig=AFQjCNHVePTvXiYR69Xhn50Lv-X6NjNdfQ&ust=1386930575138080


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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution





Handover workshop

Change translation


Organizational impact translationIndividual impact translation


Follow-up survey


FOLLOW UP SURVEY


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The follow-up survey aims to ensure change actually taking place and thatend users have the required skills and behavior to realize the benefits

WHAT & WHY

To enable a fact-basedevaluation of whether people areactually able to carry outsuccessful implementation andrealize benefits

To identify potential postgo-live issues that might requireadditional VR engagementbefore project shut-down

Purpose What is a follow-up survey?

A quantitative analysis of implementation progress sent out as a questionnaire forend users upon implementation to follow up on change and investigate whetherthey are:

sufficiently skilled to run new processes

fully aware of changes to daily tasks

comfortable with benefit realization taking place

The outcome of the survey should be used to assess the immediate success of a

project (before benefits materialize) and clarify if additional actions are required

FOLLOW UP SURVEY


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The survey is done after the new solution has been rolled out and providesan early indication of the likelihood of benefits actually being realized

HOW TO APPLY

Key tasks

Define overall scope of the survey

Create questionnaire with a number of questions,balancing the need for a detailed understanding and thechance of people actually answering

Liaise with project lead or relevant leaders in the receivingorganization to send out the survey (include as part ofanother communication but make sure to reach endusers directly)

Document results to be used as part of handover, changedocumentation, SteerCo presentations, etc.

Follow up on unsatisfying results to understand the needfor mitigating actions in detail


Benefit case, change readiness assessment and changeimpact assessment for the organization in scope

Timing of survey should be planned to match otheractivities to hand over responsibility to business and shutdown the project

Tips and tricks

Give participants the chance to fill in comments atleast once in the survey, in particular where they arenot satisfied

Keep the survey short (less than 5 minutes) andexpress deep appreciation when sending out thesurvey in order to raise answer percentage

Keep in mind that the survey aims to improve thechance of success not justify our value realizationefforts

FOLLOW UP SURVEY


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Example: SWITCH Vendor Invoice Mgmt. survey

EXAMPLES


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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution





Handover workshop

Change translation




Follow-up survey


CHANGE MANAGERS HANDBOOK


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The handbook aims to support managers in driving benefit realization byhelping them set direction and empower their employees

WHAT & WHY

To provide a source for guidanceand inspiration for bringing theorganization through a transitionin an effective manner

To help managers ensuresuccessful implementation of thesolution by equipping them withoverviews and tools for engagingtheir employees and tracking

change and benefits

Purpose What is a change managers handbook?

A hands-on guide providing managers with support to help them:

Set direction for their organization (benefit ambition)

Translate impact to their organization

Ensure that the right competencies are in place

Relevant material made available in an easy-to-digest format either forpresentations or for sessions where they engage their organization (e.g. as inputfor team meeting discussions)

CHANGE MANAGERS HANDBOOK


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The change manager handbook provides a clear overview of benefits andchanging processes as well as tools for reaching the new way of working

HOW TO APPLY

Key tasks

Evaluate what kind of materials the managers wouldbenefit from in a handbook

Develop content for the handbook to reflect three keylevers for successful benefit realization:

Clear direction: Awareness and understanding of thebenefits and project purpose

Clarity impact: Overview of global and local impact andchanges to daily tasks

Right competencies: Required skills to use new solutionand realize benefits

Deploy the manager guidelines as part of a handoverworkshop or when the project is shutting down encourage further cascading as relevant


Material from benefit case, start-stop-continue exercises,training plans and material, etc.

Potential interaction with managers and/or project teamto evaluate what help they could benefit the most from

Tips and tricks

Push the guidelines towards use in a hard copy, e.g.A5 booklet format (difficult to have everybody read it,

but 50% is also a success) Clearly articulate it as a free-to-use source of

inspiration rather than a strict set of rules

Make the content as concrete as possible, even if itrequires several versions to different parts of theorganization

E l SWITCH V d I i M h db kCHANGE MANAGERS HANDBOOK


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Example: SWITCH Vendor Invoice Mgmt. manager handbook

EXAMPLES

O i f l li ti t l d d li bl


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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script







Handover workshop

Change translation




Follow-up survey



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution

St k h ld i i i it f l i i f lSTAKEHOLDER MAPPING


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Stakeholder mapping is a prerequisite for planning meaningfulstakeholder activities

WHAT & WHY

To clearly identify andunderstand project stakeholdersand stakeholder groups

To enable targeted change andcommunication activitiesensuring that all importantstakeholders are taken carefullythrough the awareness-to-adoption funnel

Purpose What is a stakeholder map?

A tool for identifying and keeping an overview of the project stakeholders' attitudesand levels of influence on the project

A foundation for active stakeholder management, ensuring effective communicationand commitment to change

All t k h ld t b i l d d d th h ld b d t dSTAKEHOLDER MAPPING


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All stakeholders must be included, and the map should be updatedthroughout the project to reflect developments in attitude or impact

HOW TO APPLY

Key tasks

Identify all stakeholders, including project team members,senior mgmt., receiving organizations, etc.

Map the stakeholder groups according to:

How much are they impacted by the project?

Is their reaction to change positive or negative?

Update stakeholder maps regularly


Collect existing stakeholder maps and organizationalchange impact assessments

Interview project team members

Tips and tricks

Make sure to include all identified stakeholdersincluding non-impacted stakeholders who can affectthe success of the project in any way

Use the map actively when planning communication,meetings, etc. (e.g. push stakeholder perspectivewhen planning workshops)

E ample SWITCH stakeholde mappingSTAKEHOLDER MAPPING


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Example: SWITCH stakeholder mapping

EXAMPLES



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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script







Handover workshop

Change translation




Follow-up survey



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution


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An updated stakeholder plan allows you to plan activities to addressPLANNING AND ISSUE MANAGEMENT


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An updated stakeholder plan allows you to plan activities to addressdifferent attitudes and react quickly to problematic stakeholders

HOW TO APPLY

Key tasks

For each stakeholder group, outline success criteria forhow best to handle its members

Plan activities necessary for each stakeholder orstakeholder group to ensure project alignment, removal ofbarriers, and early handling of issues in order to make theproject progress flow

Update the stakeholder plan regularly and keep aseparate issue management log to be in the loop and beable to react quickly to problematic stakeholders


Stakeholder mapping and change impact assessment

Overview of existing communication infrastructure, e.g.leadership forums, website articles, etc.

Tips and tricks

Be creative in building powerful ways of reaching outto stakeholders

Do not treat all reluctant stakeholders the same way try to understand what their motivation is and thenset out tailored actions handle it

Some reluctant stakeholders are easier to manage ifactions are signed off by senior management useSteerCo actively

Examples: Stakeholder management tools from OtCPLANNING AND ISSUE MANAGEMENT


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Examples: Stakeholder management tools from OtC

EXAMPLES



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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script







Handover workshop

Change translation




Follow-up survey



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution

The communication strategy sets direction and structure for activities toCOMMUNICATION STRATEGY


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The communication strategy sets direction and structure for activities toensure a consistent and well-thought-through experience for stakeholders

Mass vs. targetedcommunication?Which channels

to use?

Whichmessage?

Whatprinciplesto follow?

WHAT & WHY

To ensure purpose-drivencommunication activitiesstructured around major VRmilestones

To ensure a clear overview ofroles and responsibilitiesregarding communication

To provide a foundation forcommunicating plan andstrategy to senior stakeholders

Purpose What is a communication strategy?

A clear outline of the communication approach:

Scope of communication, including activities and recipients

Principles when communicating, ensuring consistent and effective communication

Key channels and media to use for effectful communication

Person/people responsible for delivering communication to ensure that allplanned activities are executed

A direction and a common platform for program communication to be signed off by

key stakeholders

The strategy covers the full timeline of the project and is an integratedCOMMUNICATION STRATEGY


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The strategy covers the full timeline of the project and is an integratedpart of subsequent communication activities

HOW TO APPLY

Key tasks

Define the objective and high-level requirements tocommunication in the project

Interview person/department responsible for internalcommunication to assess current communicationprinciples and capabilities in the organization

Align scope of major communication tracks (e.g. masscampaigns, mgmt. communication) with other projectactivities to ensure that all stakeholders are sufficientlyengaged

Develop a simple presentation with the key strategytakeaways to be used as an introduction when presentingthe communication activities


Overall project plan and VR milestones

Change impact overview and stakeholder managementmap and plan

Overview of existing communication channels and forums

Tips and tricks

Keep it simple content of the communicationstrategy should be self-explanatory with principlesthat cannot be questioned

Liaise with sponsor and other stakeholders whendefining the communication strategy

Pay attention to the fact that the communicationstrategy must be clearly communicated to all projectmembers (a prerequisite for a consistent high-qualityreceiving org. experience)

Example: OtC communication strategyCOMMUNICATION STRATEGY


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Example: OtC communication strategy

EXAMPLES



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Facilitation tools4

Kick-off exercises



Your role

Ground rules


Core story game


Prioritization


Wrap-up exercises

+++/EBI

Key info quiz

Commitment cards

Heart over mind


Workshop script







Handover workshop

Change translation




Follow-up survey



Business case

Core story

Benefit case

Benefit booklet

Benefit translation




Stakeholder mapping




Communication plan

Key messages


Training


Training execution

The communication plan provides a clear overview of planned commu-COMMUNICATION PLAN


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The communication plan provides a clear overview of planned communications and ensures that all stakeholders are sufficiently addressed

Video campaign for web page

Awareness posters for org. X

SteerCo update

Pre-go-live e-mail to endusers

Presentation on leader forum

WHAT & WHY

To coordinate planning andexecution of all communicationactivities

To ensure that all stakeholdersare being sufficiently engaged

To be able to inform relevant keystakeholders about plannedcommunication activities andwho is responsible for executingthem

Purpose What is a communication plan

A detailed overview for planning and keeping track of communication activities tobe used by communication lead(s)

A structured approach to outline main communication activities around projectmilestones (e.g. special attention around go-live)

The plan includes a high-level overview as well as a detailed list ofCOMMUNICATION PLAN


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The plan includes a high level overview as well as a detailed list ofactivities to be used for execution

HOW TO APPLY

Key tasks

Start out by building a high-level plan addressing themost important deliverables

Detail high-level plan into several detailed communicationplans per relevant unit (e.g. sub-project, organization,activity, etc.)

Create a full mapping of all planned communications (.xls)with a detailed description of the task for upcomingcommunications including responsibility, timing, etc.

Revisit the communication plan continuously, especially ifadditional stakeholders are identified or project timelinesare being moved



Stakeholder mapping and plan

Overview of existing communication channels and forums

Tips and tricks

Make sure that the main responsibility for executing

on the communication plan is centered with a fewpeople, and that their mandate is clearlycommunicated (to avoid too much inconsistency and astreamlined recipient experience)

Make sure to have a long outlook in thecommunication plan to avoid too much fire fighting

Example: High-level and detailed communication activity overviewCOMMUNICATION PLAN

Documents

20131210_Value Realization - toolbox and deliverables_FINAL.pptx