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This is "A Systems Approach to Change - Understanding Successful or Not," presentation for the IIE Lean Six Sigma International Conference Wednesday, September 25, 2013, in Atlanta Ga. The material was written and presented by Craig A. Stevens.
Citation preview
Lean Six Sigma Industry Practices – Supply Chain, Wednesday , September 25, 2013
10:55 – 11:40 am
A Systems Approach to Change – Understanding
Successful or Not
1
Systems Approach to Change
Agenda
Presentation Goals
This is an example text. Go ahead and replace it
✓
6
5
4
3
2
1
2
Change Management Curves and Background
First Order and Second Order Changes
Drivers of Change and Leading to Good
Layers or Change and Positive and Negative Outcomes
Overlaps and Differences of Change Related Tools
7 Summary and Questions
www.issuu.com/craigastevens
• Understand Overlaps and Differences of
– Positive and Negative Change Curves
– 1st Order Change and 2nd Order Change
– The many Change-oriented Tools and
Systems Different Levels of Change
– Predictors and Drivers of Change
Presentation Goals
Change Management
www.issuu.com/craigastevens
Lots of Stuff Here
Systems Approach to Change
Agenda
Presentation Goals
This is an example text. Go ahead and replace it
✓
6
5
4
3
2
1
4
Change Management Curves and Background
First Order and Second Order Changes
Drivers of Change and Leading to Good
Layers or Change and Positive and Negative Outcomes
Overlaps and Differences of Change Related Tools
7 Summary and Questions
✓
www.issuu.com/craigastevens
Change and Murphy’s Law www.westbrookstevens.com
"Things will get worse before they get better"
Ehrman's Commentary on Ginberg's Theorem (from the infamous Murphy's Laws)
Copyright © 2007, www.WestbrookStevens.Com 5
Happy Results Over Time
Imara’s stages of personal grief
9/26/2013
www.westbrookstevens.com
Copyright © 2007, www.WestbrookStevens.Com 6
Happy Results Over Time - But it Takes Time
9/26/2013
A Stress Curve: Emotional Response
Pattern
weeks/months
se
lf-e
ste
em
/pe
rfo
rman
ce
high
low | | | | | | | | | | |
fright fight flight facing reality
anger
shock
hope
disillusionment
depression
recovery
RSG: stressmgt1 2/27/97
Happy Results Over Time - but you may not be as happy
Westbrook Stevens 8
-4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10 11 12
100 90 80 70 60 50 40 30 20 10 0
Mitigating the Impact of Project Cancellations on Productivity Michael Bommer and Victor Pease ,
National Productivity Review
Volume 10, No. 4 Autumn 1991
Wo
rk O
utp
ut
an
d C
om
mit
me
nt
Natural Cocoon Phase
Steven Gambrell and Craig Stevens Industrial Management Magazine, July/August1992
Understanding Organizational Change Converting Theory to Practice Lynn Fossum , Crisp Pub, Inc. 1988-90?
Copyright © 2007, www.WestbrookStevens.Com 8
Valley of Despair
Starts Before the Change and There are Things We Can Do
Not Always Despair But Always Cocoon Phase
Schneider's classic change curve
www.westbrookstevens.com Copyright © 2007, www.WestbrookStevens.Com 9
Life is a Highway and We’re Going to Drive it All Night Long
Roller Coaster
9/21/2013 Westbrook Stevens 10U.S. Department of Labor Study
Olden Days
“S” Curve
Abernathy and Utterback, 1978Late 90’s
Early 90’s
Copyright © 2007, www.WestbrookStevens.Com 10
Technology is Changing Faster Today (So is Acceptance of
Change?)
Risk and the “J” Curve
9/26/2013
Breakeven Point
Negative ROI
Positive ROI
Good Risk Management
Average Risk Management
Poor Risk Management
Copyright © 2007, www.WestbrookStevens.Com 11
The Change Curve Is More Than Emotion
Westbrook Stevens Model www.westbrookstevens.com
Before A Change During A Change After A Change
Natural Cocoon Phase
Based on the Steven and Stevens Change Model, 1990
Copyright © 2007, www.WestbrookStevens.Com 12
Not Always Despair But Always Cocoon Phase, The Dip Starts Before the Change, And We Can Control Some of the Depth of the Cocoon Phase
Time
Change Introduced
With OCM
Without OCM
Microsoft Web Site, 2001
Copyright © 2007, www.WestbrookStevens.Com 13
I Told You There Are Some Things We Can Do
II. THE FIFTH DISCIPLINE: THE
CORNERSTONE OF THE LEARNING
ORGANIZATION
9/26/2013 14 Copyright © 2007,
www.WestbrookStevens.Com
The laws of the fifth discipline 1. Today’s problems come from yesterday’s
solutions – usually because they shift the problem from one part of the system to another, so to the person who applied the solution, it appears to have gone
away. 2. The harder you push, the harder the system pushes back – compensating feedback, eg a scheme to provide low cost housing and job training in one
place is flooded by low-income migrants so problems get worse.
3. Things get better before they get
worse – eg, new wells are dug and villages are saved; but this lowers the water table faster
so in the long term droughts are worse than before. 4. The easy way out usually leads back in. 5. The cure can be worse than the
disease – the most insidious effect of non-systematic solutions is the need for more and more of the solution. Ill-conceived interventions, whether by the
government or by an individual trying to solve their stress problems by social drinking, not only fails to solve the problem but leads to addiction. It’s a problem of
‘shifting the burden to the intervener’. 6. Faster is slower – in a complex system, fastest growth is not the best. In organisms, they lead to cancer; in
organizations, they lead to crisis. 7. Cause and effect are not closely related in time and space. 8. Small changes can produce big results, but the areas of
highest leverage are often the least obvious – it takes a huge force to turn a moving oil tanker to the left by pushing the bow to the left, but it can be done easily
by turning a small rudder to the left, which by changing the water pressure, sucks the stern to the right. To realize this you have to understand the complexities of
hydrodynamics. Learning to see underlying ‘structures’ rather than ‘events’, and to think in terms of ‘processes’ rather than ‘snapshots’, helps you spot the points
of leverage. 9. You can have your cake and eat it too, but not at once – manufacturers used to think that you had to choose between high quality and low cost,
but then discovered that raising quality meant improved methods, lower warranty costs, fewer complaints, higher sales, and so eventually lower costs as well.
10. Dividing an elephant in half does not make two smaller elephants – if you set up strong divisions between different parts of the organization, you don’t get
each one working independently, you just get a mess. The heads of marketing, manufacturing and research are often like the bl ind men trying to describe an
elephant. 11. There is no blame – the cure for problems is in relationships and systems.
Peter M. Senge, The Fifth Discipline, The Art & Practice of
The Learning Organization, Currency Doubleday, 1994
Poor Strategic Change Management = Sad Results Over Time
Limits to Growth Archetype Behavior Over Time with Change Curve
Rat
e o
f G
row
th
(Pro
du
ctiv
ity,
Sal
es, P
rofi
t, E
tc.)
Time
Effort
Project Management
Phase
Benefits of Doing Change/Project Management Well
Things Get Better Before They Get Worse
Limits to Growth and Underinvestment Archetype Behavior Over Time
Rat
e o
f G
row
th
(Beh
avio
r o
ver
Tim
e.)
Time
Performance Standards
Based on William Braun Article on The Systems Archetypes
Growth
Investment
Happy Results Requires Effort After the Change
The Tragedy of the Commons Archetype Behavior Over Time
Rat
e o
f G
row
th
(Sal
es, P
rofi
t, E
tc.)
Time
Varying Benefits to the Different Groups
Organizational Profits
Happy Results Requires a Good Plan and A Systems Approach
Accidental Adversaries Archetype Behavior Over Time
Pro
fit,
Rat
e o
f G
row
th
Time
William Braun Article on The Systems Archetypes
Partnership Building
Time
Partnership are Complicated - Things Get Better Before They Get Worse
Success to the Successful Archetype Profits Over Time During A Competition
Cu
mu
lati
ve P
rofi
t
at a
ny
Poin
t in
Tim
e
Time
Cumulative Effect Counting The Rest of the Sales Force
Most Successful Sales Person
During a Competition
Zero
Competition and Rewards
Internal Competitions are Complicated - Things Get Better Before They Get Worse
Success to the Successful Archetype Performance Over Time After An Internal Competition
Perf
orm
ance
Time
Cumulative Effect
Zero
Losing Groups Slide Deeper = Shame and Dissatisfaction
At Point of Rewards
Successful Group(s) Improve = Pride and Motivation
Internal Competitions are Complicated - Things Get Better Before They Get Worse
Shifting the Burden Archetype Profits Over Time with Change Curve
Cu
mu
lati
ve P
rofi
t
Time
Project Management
Phases
Benefits of Doing Change/Project Management Well
Zero
Focus on the Right Things
Shifting the Burden Archetype Cost Over Time with Project Cost Curve
Cu
mu
lati
ve C
ost
Time
Project Management
Phases
Focus on the Right Things
The Escalation Archetype Cost Over Time with Project Cost Curve
Cu
mu
lati
ve C
ost
Time
Project 1 Management
Phases
Project 2 Management
Phases
Eroding Goals Archetype Competitiveness and Capacity Based on Eroding Goals
Desired Goals
Current Reality
Future Competitiveness and
Capacity
Original Project
Management Phases
Project Manage-
ment
Focus on the Right Things
Eroding Goals Archetype Competitiveness and Capacity Based on Eroding Goals
Desired Goals
Current Reality
Future Competitiveness and
Capacity
Original Project
Management Phases
Focus on the Right Things
There is also the
Law of Entropy
2nd Law of Thermodynamic Things Deteriorate
Happy Results Over Time Takes Work But There are Other Mystical Forces At Work
www.issuu.com/craigastevens
Normal Business Lifecycle Management
Mature
Aging
Growth
Embryonic
Entrepreneur Sophisticated Critical Administrator Opportunistic
Copyright © 2007, www.WestbrookStevens.Com 27
Business is Like Life
Normal Business Lifecycle Management
Mature
Aging
Growth
Embryonic
Entrepreneur Sophisticated Critical Administrator Opportunistic
Products Lifecycles
Feasibility
Acquisition or Development
Operation
Disposal
Copyright © 2007, www.WestbrookStevens.Com 28
Products and Services Are Business
Product and Services Have a Lifecycle
www.westbrookstevens.com
Time
Cas
h
Revenue
Profit
De
velo
pm
en
t
Gro
wth
De
clin
e
Ma
turi
ty
Intr
od
uct
ion
Copyright © 2007, www.WestbrookStevens.Com 29
Risk Is Part of the Curve
Lifecycles and “S” and “J” Curves and Continuous Improvement
Copyright © 2007, www.WestbrookStevens.Com 30
Happy Results Requires Lots of Change but Change Is Risky
Time and Distance Affects the Change Curve Within the
Organization
Imenger’s morale curve
9/26/2013
www.westbrookstevens.com
Copyright © 2007, www.WestbrookStevens.Com 32
Time Affects Change and Emotion
Systems Approach to Change
Agenda
Presentation Goals ✓
6
5
4
3
2
1
33
Change Management Curves and Background
First Order and Second Order Changes
Drivers of Change and Leading to Good
Layers or Change and Positive and Negative Outcomes
Overlaps and Differences of Change Related Tools
7 Summary and Questions
✓
✓
www.issuu.com/craigastevens
1st Order Changes or Continuous
Improvement
1/7/2013 34 Copyright © 2007, www.WestbrookStevens.Com 34
1/7/2013
Start
Adapt
Adapt
Adapt
To Stay In Business Requires Continuous
Improvements (Adaptations)
Westbrook Stevens Model www.westbrookstevens.com
Before A Change During A Change After A Change
Natural Cocoon Phase
Based on the Steven and Stevens Change Model, 1990
Copyright © 2007, www.WestbrookStevens.Com 35
2nd Order Changes Become Metamorphoses
Systems Approach to Change
Agenda
Presentation Goals ✓
6
5
4
3
2
1
36
Change Management Curves and Background
First Order and Second Order Changes
Drivers of Change and Leading to Good
Layers or Change and Positive and Negative Outcomes
Overlaps and Differences of Change Related Tools
7 Summary and Questions
✓
✓
✓
www.issuu.com/craigastevens
For Analysis Purposes we will use the example of a major organizational change related to a merger with products and services being consolidated System/Process Purpose Comparisons of Pressures, Concepts, and Tools of Continuous Improvement and Change Management on Implementation Lifecycle Phases of Our Organization
0.0. Our Organizational Change Management Phases
Understand and Master Change
Before the Change Happens During the Change After the Change
10 Industry Wide, National, or World Wide General Concepts or Systems
10.10. International Standards International Pressures on Our Organization
International Changes in View of Business Change in Industry and/or National View of Business Our Acceptance of New Concepts Our Change Our New Norm
10.20. National Regulations National Pressures on Our Organization
National Regulation Changes Based on Some Perceived Need Change in Industry and/or National View of Business Our Acceptance of New Concepts Our Change Our New Norm
10.30. Revolution/Paradigm Shift A Shift in the World View of What is Normal
Some Revolutionary Change (we could have created it) Industry or Public Change In Acceptance Normal Reality Our Adaptation or Use of New Reality Our Change Our New Norm
10.40. Industry Standards Industry Pressures on Our Organization
Some Catalyst for Change Based on Some Perceived Need Industry Acceptance of a Standard Our Acceptance of Standard Our Change Our New Norm
10.50. Profitability, Lean, Quality, Security, Sustainability,
Survivability, Green
Major Goal Oriented Concepts and Philosophies That Trickle
Down
Development of Concept Industry Acceptance of a Standard Our Acceptance of Standard Our Change Our New Norm
20 Enterprise Wide General Concepts or Systems
20.1 Excellent Management Model Leadership Role Understands Role and Develops the Competencies to Lead
Build a History of Commitment and Empowers Subordinates to Lead
Leads and Paints the Vision for people to follow
Planning, Communication Communication (Time Frame, Progress, Reassurance, Reassignments, Acknowledgements…
Prepare for next change and build a history of commitment
Cultural Development Role Start Supporting Company Start Supporting Change Support Change Participate in Future
Customer Focus Role Start Focusing on what is best of customers Focus Customer and Shelter Customer for Change Keep Focus on Customers
Team Role Understand Teams Build Team Skills Focused on Change
Focus Team Effort on Successful Change Keep Cooperative Team Focus
Skills and Problem Solving Role Understand Skills and Core Companies Continuously Evaluate, Learn, Build, and Use Core Competencies and Problem Solving Skills
Continuous Improvement/Change
Integration Role
Continuously
Performance Measurement Role
Step 1 - Know the Rules Step 2 - Know the Goals
Step 3 - Discover the Criteria Related to the
Goals
Step 4 - Document the Indicators Related to the
Criteria
Step 5 - Collect the Data
Step 6 - Analyze the
Data
Step 7 - Use the Data and Repeat
20.2 Strategy and The Storms of Chaos Model
Waves/Trends - Opportunities and Threats
Understand the Trends
Buoyancy/Support - Opportunities and Threats
Build Relationships
Lightning/Sudden Emergency - Opportunities and Threats
Prepare for Lightning and Manage Risk Manage Risks
Storm/Enemy Forces - Opportunities and Threats
Understand the Enemy Fight the Enemy
The Ship/Organizational - Strength and Weaknesses
Navigate and Sail the Ship
20.3 Drivers of Change Model External Environment (Global and Domestic)
Know the Environment
People Lead the People Organizational Structure Develop the Organization Change the Organization
Internal Environment Manage and Build the Culture 20.4 Systems Model and Systems
Thinking/Engineering To design, develop, and
integrate systems throughout the company. All the interrelationships and
interactions of processes, people, and systems required to understand where to spend
resources to get the biggest bang for the buck.
Understanding the Drivers of Change and the Interreationships between: (1) External
Environments, (2) People, (3) Organizational Structure, (4) The Internal Enviroment, and (5)
Systems and Processes.
Document and Understand the Systems and Processes of the Company
Connect the Systems Loops and Layors of
Relationships
Phase 1 - Define Concept and Analysis Requiremetns for the
Required Change
Phase 2 - Analysis the Functional Requirements
and Allocation of of Funcitonal Requirements
(who, what, when, where, why of Functional
Requiremetns)
Phase 3 - Design Tasks and
Understand the Interfaces and
Develop the Team
Phase 4 - Performance
workloads and Training
Estimations and Reviews of
Requirements
Phase 5 - Performance Selection and
Training Development
Phase 6 - Performance Assurance and Problem Investigations
20.5. Three Phases of Change Management Model
Understand and Master Change
Before the Change Happens During the Change After the Change
20.20. Enterprise Configuration Management (CM) and CM
Office (CMO)
Control the Form, Fit, and Function of Critical Systems
configuration identification, (find the critical items, documentation, processes, and systems) configuration control - Develop CM processes, policies, procedures, technical support, asbuilts, and review boards.
configuration status accounting - Develop and use tracking systems and infrastructure.
configuration verification - Develop audit
20.50. Enterprise Portfolio Management
Control the commitment to projects selected by the
enterprise.
Create Policies, Procesures/Systems to Project Selection
Pull Forces - Understand the
Market and Environment
Pull Forces - Understand the Trends
Push Forces - Understand R&D and Technology
Develop List of Project
Decide on List of Potential
Projects
Select Projects
20.60. Enterprise PMO Design, Develop, Manage and Support the Project and Program Management
Support Systems
Create Policies, Procesures/Systems for Project Selection and Project Management, Manage the Enterprise Portfolio Systems, and Train and Support PM and Teams Support Projects and Project Managers, Track Progress and Report on Findings
Record records and Lessons Learned, Support Training of PM and Teams and Continuously Improve Systems
20.70. Strategic Business Analysis The people, processes, and tools related to understanding the requirements and needs of
stakeholders.
Enterprise Analysis = Business Architecture, Business Solutions, Business Opportunities, Business Case, Risk Assessments, Decision
Packages
Requirements Elicitation Requirements Analysis and Documentation,
Requirement Communication Solution Assessment and Validation
30 Department or Program Specific General Concepts or Systems
30.10. Program Management To set management standards and manage several projects.
Development of PM Standards, Systems, Policy, and Procedures Project Support Phase Improvement of Standards, Systems, Policy, and Procedures Phase
30.20. Departmental PMO Design, Develop, Manage and Support the Project and Program Management
Support Systems
Create Policies, Procesures/Systems for Project Selection and Project Management, Manage the Department Portfolio Systems, and Train and Support PM and Teams Support Projects and Project Managers, Track Progress and Report on Findings
Record records and Lessons Learned, Support Training of PM and Teams and Continuously Improve Systems
30.30. Six Sigma DMAIC Systematic and repeatable data driven approach to
problem solving and process improvement
Define Measure Analyze Implement Control
40 Project or Product Specific Concepts or Systems
40.00.10 Business Analysis The people, processes, and tools related to understanding the requirements and needs of
stakeholders.
Enterprise Analysis = Business Architecture, Business Solutions, Business Opportunities, Business Case, Risk Assessments, Decision
Packages
Requirements Elicitation Requirements Analysis and Documentation,
Requirement Communication Solution Assessment and Validation
40.10. Project Specific Concepts or Systems
40.10.10 Project Management To management the implementation of a change.
Concept Phase Planning Phase Implementation Phase Transition/Closure Phase Operations and Maintenance Phases
40.10.20 PM Change Control/CM To manage the changes within the project.
Configuration Identification Configuration Control Configuration Status Accounting configuration verification.
40.20. Product Specific Concepts or Systems
40.20.10 Value Engineering To increase total life-cycle value for a product, design, or
service.
Information Phase Creative Phase Evaluation Phase Investigation Phase Implementation Phase
40.20.20 Software Development - Product
Management/Systems Engineering
Many Approaches to the Lifecycle (Rapid prototyping,
Extreme Programming, Iterative Development,
Requirements Specification Design Coding Integration Testing Release Maintenance
• Strategy
• Continuous Improvement
– Lean
– Six Sigma
• IE, Systems Engr, Value Engr
• Implementation Management
– Business Analysis
– Program/Project Management
– Cultural/Organizational CM
• Configuration Management
Some Change Related Tools
Tools to Stay Competitive
Tools to Manage Implementation
Tool to Control Change
www.issuu.com/craigastevens
Strategy - Chaotic Change and Thrive-ability
The Waves --
Foreseeable
Future Events
The Buoyancy -- Supporting Market,
Societal, Political and Other Allied Forces
The Lightning --
Unforeseeable
Future Events
The Storm --
Threatening
Competition, Societal,
Political and Other
Enemy Forces
Westbrook Stevens
Storms of Chaotic Change
Before A Change During A Change After A Change
Natural Cocoon Phase
Copyright © 2007, www.WestbrookStevens.Com 40
Strategy and The Storms of Chaos Model
Understand the Trends
Build Relationships
Prepare for Lightning
Manage Risks
Understand the Enemy
Fight the Enemy
Navigate and Sail the Ship
Strategy is all about Change
• Strategy
• Continuous Improvement
– Lean
– Six Sigma
• IE, Systems Engr, Value Engr
• Implementation Management
– Business Analysis
– Program/Project Management
– Cultural/Organizational CM
• Configuration Management
Change Related Tools
Tools to Stay Competitive
Tools to Manage Implementation
Tool to Control Change
www.issuu.com/craigastevens
Our Three Easy to Understand and Use Improvement Phases
42
A = Assessments
P = Problem Solving
I = Implementation Using Project Management Tools/Support
KISS Principle of Process
Improvement
Lean Tools 1. Root Cause Analysis 2. Value Stream Mapping 3. Flow Charting 4. A3 Processing and
Reporting 5. Spaghetti Diagram 6. 5 S Events
Before A Change During A Change After A Change
Natural Cocoon Phase
Copyright © 2007, www.WestbrookStevens.Com 43
Our Three Phases of Continuous Improvement
1. Assessment Phase
2. Problem
Solving Phase
3. Implementation Phase Later do the Results
Assessment
Improvement is all about Change
Our Three Easy to Understand and Use Improvement Phases
44
A = Assessments
P = Problem Solving
I = Implementation Using Project Management Tools/Support
KISS Principle of Process
Improvement and 6-Sigma
6-Sigma Tools Goals Remove Variations and
Improve Quality
Define Measure Analyze Define Measure Analyze Implement Control
Before A Change During A Change After A Change
Natural Cocoon Phase
Copyright © 2007, www.WestbrookStevens.Com 45
6 Sigma and the Three Phases Change
To Improve the Seven Attributes of Excellent Management
1. Define 2. Measure 3. Analyze
4. Implement 5. Control
Later Review and Analyze Results
6 Sigma is all about Change
• Strategy
• Continuous Improvement
– Lean
– Six Sigma
• IE, Systems Engr, Value Engr
• Implementation Management
– Business Analysis
– Program/Project Management
– Cultural/Organizational CM
• Configuration Management
Change Related Tools
Tools to Stay Competitive
Tools to Manage Implementation
Tool to Control Change
www.issuu.com/craigastevens
Before A Change During A Change After A Change
Natural Cocoon Phase
Copyright © 2007, www.WestbrookStevens.Com 47
Value Engineering
To increase total life-cycle value for a product, design, or service.
1. Information Phase 2. Creative Phase 3. Evaluation Phase 4. Investigation Phase 5. Implementation Phase
• Strategy
• Continuous Improvement
– Lean
– Six Sigma
• IE, Systems Engr, Value Engr
• Implementation Management
– Business Analysis
– Program/Project Management
– Cultural/Organizational CM
• Configuration Management
Change Related Tools
Tools to Stay Competitive
Tools to Manage Implementation
Tool to Control Change
www.issuu.com/craigastevens
Before A Change During A Change After A Change
Natural Cocoon Phase
Copyright © 2007, www.WestbrookStevens.Com 49
Business Analysis and the Three Phases of Change
1. Enterprise Analysis
2. Requirements
Elicitation
3. Requirements Analysis and Documentation
4. Requirement Communication
5. Solution Assessment and Validation
BAs are all about Change
• Strategy
• Continuous Improvement
– Lean
– Six Sigma
• IE, Systems Engr, Value Engr
• Implementation Management
– Business Analysis
– Program/Project Management
– Cultural/Organizational CM
• Configuration Management
Change Related Tools
Tools to Stay Competitive
Tools to Manage Implementation
Tool to Control Change
www.issuu.com/craigastevens
Project Management is the Change
Implementation Tool
Before the Change During the Change After the Change
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An International Symbol for
Project Management
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1st Order Changes or Continuous
Improvement
Copyright © 2007, www.WestbrookStevens.Com 52
1/7/2013
Start
Adapt
Adapt
Adapt
Some 1st Order Changes Often become 2nd
Order Changes
Larger Changes Require Project Management
Project Lifecycle
Copyright © 2007, www.WestbrookStevens.Com 53
Before A Change During A Change After A Change
Natural Cocoon Phase
Copyright © 2007, www.WestbrookStevens.Com 54
Project Management and the Three Phases of Change
PM is all about Change
Budgeted Cost Curves
www.westbrookstevens.com
what the completed
work actually cost
= ACWP
0 3 6 8 months 14 16
0 3 6 8 months 14 16
Exp
en
ditu
re r
ate
($
/mo
.)
planned
monthly
expenditures
actual $ spent
Cost $ ( actual > planned )
a measure of project’s
total performance? Accu
mu
late
d c
osts
($
)
Total Budgeted Project Cost
what the scheduled work
is supposed to cost= BCWS
Typical budgeted expense s-curve
RSG: projcontrl04 4/9/97
review date
Phase I Phase II Phase III Phase IV
Copyright © 2007, www.WestbrookStevens.Com 55
Project Budget
Life Cycle Looks Like a Business Life Cycle
A Project Cumulative
Budge Curve
Looks Like an “S” Curve
Project “S Type” Curve Superimposed on Change Curve
Copyright © 2007, www.WestbrookStevens.Com 56
Time
% C
om
ple
te
Cu
mu
lati
ve C
ost
The Depth of the Dip Depends on
How Well We Manage the Cost
and Time Of the Project
PM Earned Value Cost Curves
RSG: projcontrl04 4/9/97
FCTC
FCAC
BCAC
PSS
OCD PCD
100
80
60
50
accum
ula
ted c
osts
($k)
Copyright © 2007, www.WestbrookStevens.Com 57
Measures to Help Control the Cost of a Project and the Change Curve
Systems Approach to Change
Agenda
Presentation Goals ✓
6
5
4
3
2
1
58
Change Management Curves and Background
First Order and Second Order Changes
Drivers of Change and Leading to Good
Layers or Change and Positive and Negative Outcomes
Overlaps and Differences of Change Related Tools
7 Summary and Questions
✓
✓
✓
✓
www.issuu.com/craigastevens
Continuous Improvement (1st Order Change)
Major Step Change (2nd Order Change)
Adaptation Metamorphosis
Focus: Incremental Change within the organization Mechanisms: •Instrumentalism •Resource dependence
Focus: Frame-breaking change within organizations Mechanisms: •Life-cycle stages •Configuration transitions
Evolution Revolution
Focus: Incremental change within established industries Mechanisms: •Natural selection •Institutional isomorphism
Focus: Emergency, transformation, and decline of industries Mechanisms: •Punctuated equilibrium •Quantum speciation
Str
ate
gic
Man
agem
en
t jo
urn
al, M
eyer
, Bro
oks
, an
d G
oes
19
90
, Wile
y an
d S
on
s, A
s re
po
rted
by
Her
sey,
P
aul,
Ken
net
h B
lan
char
d a
nd
Dew
ey J
oh
nso
n, M
anag
eme
nt
of O
rgan
izat
ion
al B
ehav
ior,
Lea
din
g
Hu
man
Res
ou
rce
s 8
th e
d.,
Pre
nti
ce H
all,
NJ
200
1, p
p. 3
88
.
Copyright © 2007, www.WestbrookStevens.Com 59
Told you So
Classifications of Change
This Column is From the Firms Point of View 1st Order Changes -
Small Incremental Changes
2nd Order Changes - Major Step Changes
Positive Results
Negative Results
Positive Results
Negative Results
Internal Environmental Levels
1st Level =
Individual or Employee
Level People
Adaptation Deterioration Metamorphosis Dissolution Incremental changes related to people that leads to positive results.
Incremental changes related to people that leads to negative results.
Frame breaking change related to people that leads to positive results.
Frame breaking change related to people that leads to negative results.
2nd Level =
Organization or Division Level
People with or without Technology
Adaptation Deterioration Metamorphosis Dissolution Incremental changes within a part of the larger entity that leads to positive results.
Incremental changes within a part of the larger entity that leads to negative results.
Frame breaking change within a part of the larger entity that leads to positive results.
Frame breaking change within a part of the larger entity that leads to negative results.
3rd Level = Firm or Level
People with or without Technology
Adaptation Deterioration Metamorphosis Dissolution Incremental changes related to the entire company/firm or larger entity that leads to positive results.
Incremental changes related to the entire company/firm or larger entity that leads to negative results.
Frame breaking change related to the entire company/firm or larger entity that leads to positive results.
Frame breaking change related to the entire company/firm or larger entity that leads to negative results.
External Environmental Levels
4th Level =
Industry Level People and/or
Technology
Evolution Degeneration Revolution Disintegration Incremental Changes within the established industry that leads to net-positive results for the industry.
Incremental Changes within the established industry that leads to net-negative results for the industry.
Frame breaking change within the established industry that leads to net-positive results for the industry.
Frame breaking change within the established industry that leads to net-negative results for the industry.
5th Level = National Level
People and/or Technology
Evolution Degeneration Revolution Disintegration Incremental Changes on the national level that leads to net-positive results for the nation.
Incremental Changes on the national level that leads to net-negative results for the nation.
Frame breaking change on the national level that leads to net-positive results for the nation.
Frame breaking change on the national level that leads to net-negative results for the nation.
6th Level =
Global or International
People and/or
Evolution Degeneration Revolution Disintegration Incremental Changes on the global level that leads to net-positive results for the global
Incremental Changes on the global level that leads to net-negative results for the global
Frame breaking change on the global level that leads to net-positive results for the global community.
Frame breaking change on the global level that leads to net-negative results for the global
Copyright © 2007, www.WestbrookStevens.Com 60
Classifications of Internal Organizational Change
(#.#.1) 1
st Order Changes - Small Incremental Changes (#.#.2) 2
nd Order Changes - Major Step Changes
Expected
Results>
(#.#.1.1) Positive Results =
Adaptation
(#.#.1.2) Negative Results =
Deterioration
(#.#.2.1) Positive Results =
Metamorphosis
(#.#.2.2) Negative Results =
Dissolution
Action Choice (#.#.1.1.1)
Preemptive
(#.#.1.1.2)
Reactive
(#.#.1.2.1)
Preemptive
(#.#.1.2.2)
Reactive
(#.#.2.1.1)
Preemptive
(#.#.2.1.2)
Reactive
(#.#.2.2.1)
Preemptive
(#.#.2.2.2)
Reactive
(1.0) 1st Level =
Individual, Employee,
People, or Personal
Changes
(1.1.0) Happens to
Your Organization
(1.1.1.1.1)
Incremental
changes related to
people that leads
to positive results.
(1.1.1.1.2)
Incremental
changes related to
people that leads to
positive results.
(1.1.1.2.1)
Incremental
changes related to
people that leads to
negative results.
(1.1.1.2.2)
Incremental
changes related to
people that leads
to negative results.
(1.1.2.1.1) Frame
breaking change
related to people
that leads to
positive results.
(1.1.2.1.2) Frame
breaking change
related to people
that leads to
positive results.
(1.1.2.2.1) Frame
breaking change
related to people
that leads to
negative results.
(1.1.2.2.2) Frame
breaking change
related to people
that leads to
negative results.
(1.2.0) Your
Organization
Makes the Change
Happen
Incremental
changes related to
people that leads
to positive results.
Incremental
changes related to
people that leads to
positive results.
Incremental
changes related to
people that leads to
negative results.
Incremental
changes related to
people that leads
to negative results.
Frame breaking
change related to
people that leads
to positive results.
Frame breaking
change related to
people that leads
to positive results.
Frame breaking
change related to
people that leads
to negative results.
Frame breaking
change related to
people that leads
to negative results.
(2.0) 2nd Level =
Group/Project/Progra
m/Division Changes
(2.1.0) Happens to
Your Organization
Incremental
changes within a
part of the larger
entity that leads to
positive results.
Incremental
changes within a
part of the larger
entity that leads to
positive results.
Incremental
changes within a
part of the larger
entity that leads to
negative results.
Incremental
changes within a
part of the larger
entity that leads to
negative results.
Frame breaking
change within a
part of the larger
entity that leads
to positive results.
Frame breaking
change within a
part of the larger
entity that leads
to positive results.
Frame breaking
change within a
part of the larger
entity that leads to
negative results.
Frame breaking
change within a
part of the larger
entity that leads to
negative results.
(2.2.0) Your
Organization
Makes the Change
Happen
Incremental
changes within a
part of the larger
entity that leads to
positive results.
Incremental
changes within a
part of the larger
entity that leads to
positive results.
Incremental
changes within a
part of the larger
entity that leads to
negative results.
Incremental
changes within a
part of the larger
entity that leads to
negative results.
Frame breaking
change within a
part of the larger
entity that leads
to positive results.
Frame breaking
change within a
part of the larger
entity that leads
to positive results.
Frame breaking
change within a
part of the larger
entity that leads to
negative results.
Frame breaking
change within a
part of the larger
entity that leads to
negative results.
(3.0) 3rd Level = Firm
or Corporate Changes
(3.1.0) Happens to
Your Organization
Incremental
changes related to
the entire
company/firm or
larger entity that
leads to positive
results.
Incremental
changes related to
the entire
company/firm or
larger entity that
leads to positive
results.
Incremental
changes related to
the entire
company/firm or
larger entity that
leads to negative
results.
Incremental
changes related to
the entire
company/firm or
larger entity that
leads to negative
results.
Frame breaking
change related to
the entire
company/firm or
larger entity that
leads to positive
results.
Frame breaking
change related to
the entire
company/firm or
larger entity that
leads to positive
results.
Frame breaking
change related to
the entire
company/firm or
larger entity that
leads to negative
results.
Frame breaking
change related to
the entire
company/firm or
larger entity that
leads to negative
results.
(3.2.0) Your
Organization
Makes the Change
Happen
Incremental
changes related to
the entire
company/firm or
larger entity that
leads to positive
results.
Incremental
changes related to
the entire
company/firm or
larger entity that
leads to positive
results.
Incremental
changes related to
the entire
company/firm or
larger entity that
leads to negative
results.
Incremental
changes related to
the entire
company/firm or
larger entity that
leads to negative
results.
Frame breaking
change related to
the entire
company/firm or
larger entity that
leads to positive
results.
Frame breaking
change related to
the entire
company/firm or
larger entity that
leads to positive
results.
Frame breaking
change related to
the entire
company/firm or
larger entity that
leads to negative
results.
Frame breaking
change related to
the entire
company/firm or
larger entity that
leads to negative
results.
Changes, Forced On an Organization and Proactively Managed with a Positive Result
Start
Metamorphoses
Copyright © 2007, www.WestbrookStevens.Com 62
Changes, Forced On an Organization and Reactively Managed with a Positive Result
and Changed in the Middle of the Project
Start
Metamorphoses
Copyright © 2007, www.WestbrookStevens.Com 63
Changes , Forced On an Organization and Reactively Managed with a Negative Result
Start
Dissolution
Copyright © 2007, www.WestbrookStevens.Com 64
Classifications of Change
This Column is From the Firms Point of View 1st Order Changes -
Small Incremental Changes
2nd Order Changes - Major Step Changes
Positive Results
Negative Results
Positive Results
Negative Results
Internal Environmental Levels
1st Level =
Individual or Employee
Level People
Adaptation Deterioration Metamorphosis Dissolution Incremental changes related to people that leads to positive results.
Incremental changes related to people that leads to negative results.
Frame breaking change related to people that leads to positive results.
Frame breaking change related to people that leads to negative results.
2nd Level =
Organization or Division Level
People with or without Technology
Adaptation Deterioration Metamorphosis Dissolution Incremental changes within a part of the larger entity that leads to positive results.
Incremental changes within a part of the larger entity that leads to negative results.
Frame breaking change within a part of the larger entity that leads to positive results.
Frame breaking change within a part of the larger entity that leads to negative results.
3rd Level = Firm or Level
People with or without Technology
Adaptation Deterioration Metamorphosis Dissolution Incremental changes related to the entire company/firm or larger entity that leads to positive results.
Incremental changes related to the entire company/firm or larger entity that leads to negative results.
Frame breaking change related to the entire company/firm or larger entity that leads to positive results.
Frame breaking change related to the entire company/firm or larger entity that leads to negative results.
External Environmental Levels
4th Level =
Industry Level People and/or
Technology
Evolution Degeneration Revolution Disintegration Incremental Changes within the established industry that leads to net-positive results for the industry.
Incremental Changes within the established industry that leads to net-negative results for the industry.
Frame breaking change within the established industry that leads to net-positive results for the industry.
Frame breaking change within the established industry that leads to net-negative results for the industry.
5th Level = National Level
People and/or Technology
Evolution Degeneration Revolution Disintegration Incremental Changes on the national level that leads to net-positive results for the nation.
Incremental Changes on the national level that leads to net-negative results for the nation.
Frame breaking change on the national level that leads to net-positive results for the nation.
Frame breaking change on the national level that leads to net-negative results for the nation.
6th Level =
Global or International
People and/or
Evolution Degeneration Revolution Disintegration Incremental Changes on the global level that leads to net-positive results for the global
Incremental Changes on the global level that leads to net-negative results for the global
Frame breaking change on the global level that leads to net-positive results for the global community.
Frame breaking change on the global level that leads to net-negative results for the global
Classifications of Change
This Column is From the Firms Point of View 1st Order Changes -
Small Incremental Changes
2nd Order Changes - Major Step Changes
Positive Results
Negative Results
Positive Results
Negative Results
Internal Environmental Levels
1st Level =
Individual or Employee
Level People
Adaptation Deterioration Metamorphosis Dissolution Incremental changes related to people that leads to positive results.
Incremental changes related to people that leads to negative results.
Frame breaking change related to people that leads to positive results.
Frame breaking change related to people that leads to negative results.
2nd Level =
Organization or Division Level
People with or without Technology
Adaptation Deterioration Metamorphosis Dissolution Incremental changes within a part of the larger entity that leads to positive results.
Incremental changes within a part of the larger entity that leads to negative results.
Frame breaking change within a part of the larger entity that leads to positive results.
Frame breaking change within a part of the larger entity that leads to negative results.
3rd Level = Firm or Level
People with or without Technology
Adaptation Deterioration Metamorphosis Dissolution Incremental changes related to the entire company/firm or larger entity that leads to positive results.
Incremental changes related to the entire company/firm or larger entity that leads to negative results.
Frame breaking change related to the entire company/firm or larger entity that leads to positive results.
Frame breaking change related to the entire company/firm or larger entity that leads to negative results.
External Environmental Levels
4th Level =
Industry Level People and/or
Technology
Evolution Degeneration Revolution Disintegration Incremental Changes within the established industry that leads to net-positive results for the industry.
Incremental Changes within the established industry that leads to net-negative results for the industry.
Frame breaking change within the established industry that leads to net-positive results for the industry.
Frame breaking change within the established industry that leads to net-negative results for the industry.
5th Level = National Level
People and/or Technology
Evolution Degeneration Revolution Disintegration Incremental Changes on the national level that leads to net-positive results for the nation.
Incremental Changes on the national level that leads to net-negative results for the nation.
Frame breaking change on the national level that leads to net-positive results for the nation.
Frame breaking change on the national level that leads to net-negative results for the nation.
6th Level =
Global or International
People and/or
Evolution Degeneration Revolution Disintegration Incremental Changes on the global level that leads to net-positive results for the global
Incremental Changes on the global level that leads to net-negative results for the global
Frame breaking change on the global level that leads to net-positive results for the global community.
Frame breaking change on the global level that leads to net-negative results for the global
Copyright © 2007, www.WestbrookStevens.Com 65
(10) Classifications of External Organizational Change
(20) 1st
Order Changes - Small Incremental Changes (30) 2nd
Order Changes - Major Step Changes
Positive Results = Evolution
Negative Results =
Degeneration Positive Results = Revolution
Negative Results =
Disintegration
Action Taken > Preemptive Reactive Preemptive Reactive Preemptive Reactive Preemptive Reactive
4th Level =
Industry
Level
Happens to You
Incremental
Changes within the
established
industry that leads
to net-positive
results for the
industry.
Incremental
Changes within the
established
industry that leads
to net-positive
results for the
industry.
Incremental
Changes within the
established industry
that leads to net-
negative results for
the industry.
Incremental
Changes within the
established industry
that leads to net-
negative results for
the industry.
Frame breaking
change within the
established industry
that leads to net-
positive results for
the industry.
Frame breaking
change within the
established industry
that leads to net-
positive results for
the industry.
Frame breaking
change within the
established industry
that leads to net-
negative results for
the industry.
Frame breaking
change within the
established
industry that leads
to net-negative
results for the
industry.
You Make Happen
Incremental
Changes within the
established
industry that leads
to net-positive
results for the
industry.
Incremental
Changes within the
established
industry that leads
to net-positive
results for the
industry.
Incremental
Changes within the
established industry
that leads to net-
negative results for
the industry.
Incremental
Changes within the
established industry
that leads to net-
negative results for
the industry.
Frame breaking
change within the
established industry
that leads to net-
positive results for
the industry.
Frame breaking
change within the
established industry
that leads to net-
positive results for
the industry.
Frame breaking
change within the
established industry
that leads to net-
negative results for
the industry.
Frame breaking
change within the
established
industry that leads
to net-negative
results for the
industry.
5th Level =
National
Level
Happens to You
Incremental
Changes on the
national level that
leads to net-
positive results for
the nation.
Incremental
Changes on the
national level that
leads to net-
positive results for
the nation.
Incremental
Changes on the
national level that
leads to net-
negative results for
the nation.
Incremental
Changes on the
national level that
leads to net-
negative results for
the nation.
Frame breaking
change on the
national level that
leads to net-positive
results for the
nation.
Frame breaking
change on the
national level that
leads to net-positive
results for the
nation.
Frame breaking
change on the
national level that
leads to net-
negative results for
the nation.
Frame breaking
change on the
national level that
leads to net-
negative results for
the nation.
You Make Happen
Incremental
Changes on the
national level that
leads to net-
positive results for
the nation.
Incremental
Changes on the
national level that
leads to net-
positive results for
the nation.
Incremental
Changes on the
national level that
leads to net-
negative results for
the nation.
Incremental
Changes on the
national level that
leads to net-
negative results for
the nation.
Frame breaking
change on the
national level that
leads to net-positive
results for the
nation.
Frame breaking
change on the
national level that
leads to net-positive
results for the
nation.
Frame breaking
change on the
national level that
leads to net-
negative results for
the nation.
Frame breaking
change on the
national level that
leads to net-
negative results for
the nation.
6th Level =
Global or
International
Happens to You
Incremental
Changes on the
global level that
leads to net-
positive results for
the global
community.
Incremental
Changes on the
global level that
leads to net-
positive results for
the global
community.
Incremental
Changes on the
global level that
leads to net-
negative results for
the global
community.
Incremental
Changes on the
global level that
leads to net-
negative results for
the global
community.
Frame breaking
change on the
global level that
leads to net-positive
results for the
global community.
Frame breaking
change on the
global level that
leads to net-positive
results for the global
community.
Frame breaking
change on the
global level that
leads to net-
negative results for
the global
community.
Frame breaking
change on the
global level that
leads to net-
negative results for
the global
community.
You Make Happen
Incremental
Changes on the
global level that
leads to net-
positive results for
the global
community.
Incremental
Changes on the
global level that
leads to net-
positive results for
the global
community.
Incremental
Changes on the
global level that
leads to net-
negative results for
the global
community.
Incremental
Changes on the
global level that
leads to net-
negative results for
the global
community.
Frame breaking
change on the
global level that
leads to net-positive
results for the
global community.
Frame breaking
change on the
global level that
leads to net-positive
results for the global
community.
Frame breaking
change on the
global level that
leads to net-
negative results for
the global
community.
Frame breaking
change on the
global level that
leads to net-
negative results for
the global
community.
Systems Approach to Change
Agenda
Presentation Goals ✓
6
5
4
3
2
1
67
Change Management Curves and Background
First Order and Second Order Changes
Drivers of Change and Leading to Good
Layers or Change and Positive and Negative Outcomes
Overlaps and Differences of Change Related Tools
7 Summary and Questions
✓
✓
✓
✓
✓
www.issuu.com/craigastevens
Warning The forces change as time goes by!
10
Kurt Lewin, Systems Management Notebook for MHR 4410, Trevecca Nazarene University, Management and Human Relations Department.
Driving Forces Restraining Forces
The Part We Do Not See
Copyright © 2007, www.WestbrookStevens.Com 68
06/18/2001 Westbrook Stevens 14
Before A Change During A Change After A ChangeP
ro
du
cti
vit
y, M
ora
le, Q
ua
lity
Natural Cocoon Phase
Function = F(x) = a (f(Leadership)) + b (f(Culture)) + c (f(Customer Focus)) +
d (f(Teams)) + e (f(Problem Solving + Skills)) +
g (f(Change Management + Continuous Improvement) +
h (f(Performance Measurement)
Copyright © 2007, www.WestbrookStevens.Com 69
The Dip is Made Up of the 7 Attributes
Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 ©
People
and
Team
Building
70 From Book Geronimo Stone http://www.llumina.com/store/geronimostone2.htm
http://issuu.com/craigastevens
Elements Required For Successful
Change
Adapted from Palma Buttles-Valdez, Carnegie Mellon ,Process improvement Briefing to Software Engineering Institute, 2008 – who adapted it from and Dr. Mary Lippitt, Enterprise Management, LTD., 1987, ttp://www.jcse.org.za/upload/events/37/organisational_culture_and_people_issues_in_process_improvementdrpalma_buttlesvaldez.pdf 2/13 2013
Vision
Vision
Vision
Vision
Vision
Vision
Vision
Resources
Resources
Resources
Resources
Resources
Resources
Resources
Capable Workforce
Capable Workforce
Capable Workforce
Capable Workforce
Capable Workforce
Capable Workforce
Capable Workforce
Capable Processes
Capable Processes
Capable Processes
Capable Processes
Capable Processes
Capable Processes
Capable Processes
Organizational Culture
Organizational Culture
Organizational Culture
Organizational Culture
Organizational Culture
Organizational Culture
Organizational Culture
Incentives
Incentives
Incentives
Incentives
Incentives
Incentives
Incentives
Action Plan
Action Plan
Action Plan
Action Plan
Action Plan
Action Plan
Action Plan
Change
Confusion
Anxiety and Frustration
False Starts
Slow or Little Progress
Reinventing the Wheel
Barriers to Change
Sporadic Change
Leadership Systems and
Processes Problem Solving /
Skills
Culture Problem
Solving/Skills Tools
People Systems and
People
The Three Phases of A Change
1/7/2013 Copyright © 2007, www.WestbrookStevens.Com
72
Before the Change During the Change After the Change
(2) People
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
(4) INTERNAL ENVIRONMENT
(5) SYSTEMS
Inp
uts
The Organization as a System And the Drivers of Change Model
PMO
http://www.westbrookstevens.com/step_3.htm
Change
Bounces
Around Our
Organizations
Like a Metal
Ball in a
Pinball
Machine
9/26/2013
Before A Change During A Change After A Change
1. Forecasting and Strategic Planning
2. Risk Management 3. History of Honesty
and Quality 4. Grounded In Truth 5. Good Relationships 6. Communications 7. Systems
1. Working Systems 2. Strong Internal
Environment and Culture
3. Communications 4. Tactical Planning
1. Forecasting and Strategic Planning
2. Risk Management 3. Communications 4. Lessons Learned 5. Damage Control,
Exploitation, and Public Relations
6. Systems Improvement 7. Communication
Natural Cocoon Phase
Steven and Stevens Change Model Copyright © 2007, www.WestbrookStevens.Com 74
Some External Environmental Solutions
9/26/2013
Before A Change During A Change After A Change
1. History of Commitment
2. Relationship Building 3. Planning and
Leadership 4. History of
Commitment 5. Communication
1. Valid Rationale 2. Team
Acknowledgment 3. Reassignment 4. Time Frame 5. Communication
1. Vision 2. Planning 3. Relationship Building 4. Leadership 5. Team Participation 6. Communication
Natural Cocoon Phase
Steven and Stevens Change Model Copyright © 2007, www.WestbrookStevens.Com 75
People/Culture Solutions for Minimizing the Cocoon Stage
9/26/2013
Before A Change During A Change After A Change
1. Design Around Change as a Competitiveness Issue
2. Master Leadership and Empowerment
3. Master Core Competencies and Staffing
4. Communications
1. Leadership and Empowerment
2. Ego Control 3. Fear Control 4. Team Work 5. Communications
1. Communications 2. Master Core
Competencies and Staffing
3. Redesign and Continuous Improvement
4. OD and Process Documentation and Verification
Natural Cocoon Phase
Steven and Stevens Change Model Copyright © 2007, www.WestbrookStevens.Com 76
Some Organizational Solutions
9/26/2013
Before A Change During A Change After A Change
1. Professional Project Managers
2. Established Systems
3. PMO, 6Sigma, Configuration Management Office, Value Engineering…
1. Following the Systems’ Rules
2. Communication 3. Leadership Support 4. Culture Support
1. Communications 2. Lessons Learned 3. Systems Improvement 4. Verification 5. Records Management
Natural Cocoon Phase
Steven and Stevens Change Model Copyright © 2007, www.WestbrookStevens.Com 77
Some Systems Solutions
Systems Approach to Change
Agenda
Presentation Goals ✓
6
5
4
3
2
1
78
Change Management Curves and Background
First Order and Second Order Changes
Drivers of Change and Leading to Good
Layers or Change and Positive and Negative Outcomes
Overlaps and Differences of Change Related Tools
7 Summary and Questions
✓
✓
✓
✓
✓
✓
www.issuu.com/craigastevens
1. Valley of Despair is Misleading
– Cocoon Phase is a Better Description
– Change Curves Have Many Parts (Emotion, Technology, Planning, Risk, etc.)
2. The Cocoon Stage Can be Optimized
– Work on Leadership, Culture, Customer Focus, People, Skill/Problem Solving, CM/Processes/Systems Thinking, and Performance Measures
Change Summary
My thoughts
www.issuu.com/craigastevens
Strategic Planning Project Selection Portfolio Management
Project Management Program Management
Process Improvement
Lean
Productivity Improvement
Ind
ust
rial
/Sys
tem
s En
gin
eeri
ng