CM Change and Project Management module 6

Question 1

Decisions and design

Answer 1

• portfolio decisions about how to achive the strategic objectives result in a portfolio level plan
• a number of change initiatives are created
• implementation of initiatives includes further cascading decisions, leading to delivery of outcomes
• delivered outcomes can be matched against the vision and scorecard to measure success

Question 2

*Change Management governance/roles

Answer 2

Change Managers working in a project environment often need to adopt several roles in the project

• business change leadership (programme level)
• project leadership team members
• change workstream manager
• change management SME/team member

Question 3

*Change Delivery Plan - creation rules

Answer 3

created in parallel with the project plan, although usually after

• dont short change the planning process
• plan in a structured, hierarchical way
• set clear objectives and roles
• support communication
• us appropriate change delivery toolkit

Question 4

Levers and leverage

Answer 4

• identify and applying the right leavers. the change maanger starts waves of activity
• levers minimise or avoid damage from forces stopping or hindering adoption. they encourage positive effects
• leverage is used to influence people enough to demonstrate and maintain the required new behaviors

Question 5

*3 types of levers

Answer 5

1. Emotional (guilt, pride, feeling of involvement)
2. procedural (processes)
3. structural (how org is controlled)
   typical strategies: carrot/reward
   stick: penalties when change is undermined
   burning bridges: makes it impossible to do things any other way eg: implementing a system that makes it impossible to do something anyother way

Question 6

*Environmental levers

+kurt lewin’s formula

Answer 6

physical elements of the landscape eg office layout.
eg if you are going paperless with a change, remove shelves for paper. this is burning bridges
Kurt Lewin forumale:
Behaviours = function of person and situation

Question 7

*Leadership levers

Answer 7

what leaders say before, during and after
people are up to 9 times more likely to adopt a change if discussed with their direct manager rather than a senior manager.
what message should leaders enforce?

Question 8

*Organisational Development Levers

Answer 8

The Organisational Development (OD) toolkit can be one of the most powerful that a change manager can access. it ensures an organisation is structured and equipped for maximum effectiveness and efficiency
A key focus is on how current elements of the org might inhibit the adoption or sustainment of the change. The ideal design of these elements to support the change can be visualized

Question 9

Kelmans three levels of adoption

Answer 9

required to realise benefits:

1. Compliance:
2. Identification: why the need to do this and the consequences of not changing
3. Internalization: people will now be able to make decisions about what, why, when and how things are done

Question 10

*Tipping point and critical mass

Answer 10

when people operating the new systems in the new away achieve momentum.
agree criteria to describe critical mass

Question 11

*Vicious and virtuous cycles

Answer 11

• vicious and virtuous cycles are self driving mechanisms with feedback loops.
• each iteration of the cycle reinforces the first
• momentum will keep them going until some sort of external interruption stops them
• important for change managers to spot and intervene with vicious cycles and create virtuous ones in their place
• virtuous cycles: result from positive experiences (Eg achievements )and things that make people feel happier about the change

Question 12

*Three reinforcing systems

Answer 12

R1: whats in it for me - individual personal results
R2: networks of committed people, i’ll change as it matters to my colleagues
R3: improved business results, i’ll change because it works/is worthwhile