Setting success criteria, and planning how to meet them

Question 1

What is the purpose of BDN?

Answer 1

understand who needs to become accountable for delivering not only the
benefits but also the specific changes needed to deliver them (identify expected benefits and a detailed plan)

realizing the expected business benefits

Question 2

Some companies consider their existing IT investments to have failed to generate a genuinely good return for their organization, why is that?

Answer 2

Organisations are focused on ROI (reducing spend), that they are not aware of how IT can generate significant benefits

Question 3

What is the five principles for realizing benefits through IT?

Answer 3

Principle #1: IT Has No Inherent Value

Principle #2: Benefits Arise When IT Enables People to Do Things Differently

Principle #3: Only Business Managers and Users Can Release Business Benefits

Principle #4: All IT Projects Have Outcomes, But Not All Outcomes Are Benefits.

Principle #5: Benefits Must be Actively Managed to be Obtained

Question 4

How does the benefit realization plan begin?

Answer 4

By answering seven questions on a survey for leaders and managers.

Question 5

What is the 5 subjects in BDN

Answer 5

IT Enablers

Enabling Change

Business Changes

Benefits

Investment Objectives

Question 6

When working with BDN, where do you start when talking about Problem-based
Intervention?

Answer 6

At investment objectives and work towards the left side

hence, ensures that investments are driven by business demand,
shown on the right-hand side of the network, rather than IT supply on the left

Question 7

What is business changes in BDN?

Answer 7

Permanent changes to working practices, processes, or relationships.

These changes cannot be made until the new IT capabilities are available for use and other necessary enabling changes have been made

Question 8

What is enabling changes in BDN?

Answer 8

involve tasks such as defining and agreeing on new working
practices, redesigning processes, agreeing on changes to job roles and responsibilities,
establishing new performance management systems, and training in new business
skills.

are typically ‘one-off’ changes which are pre-requisites
for making the business changes or to bring the new system into effective operation

Question 9

When the BDN has been constructed what happens next?

Answer 9

measures for each benefit and responsibilities for achieving all the benefits and implementing all the changes must be assigned.

Question 10

What is IT enablers in BDN?

Answer 10

It is the means to enable each business change such as the technology

Question 11

What is benefit in BDN?

Answer 11

Based on business changes what benefit do they have.

Question 12

What is investment objectives in BDN?

Answer 12

Based on the benefits which objectives should we invest in

Question 13

What is problem based interventions for BDN?

Answer 13

The primary purpose for constructing a BDN for a problem-based investment is to identify the most cost-effective and lowest-risk combination of IT and business changes to achieve the defined improvements – that is, to achieve the desired ends.

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ends driven implementation

the improvement targets form the basis of the business case and Return on Investment (ROI) calculations.

Setting targets is appropriate when the investment is problem-driven
because the organization can usually identify and quantify the benefits of removing
known problems through new IT means and new ways of executing business
processes and activities

In short: Going from ends to means

Question 14

What is innovation-based interventions?

Answer 14

In an innovation-based intervention, an organization invests in IT to exploit a business
opportunity, to create potential competitive opportunities, or to build new
organizational capabilities by:
- Doing something new using IT
- Doing something in a new way using IT
- Using new IT to do something the organization could not do before.

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The business value realized from
innovation-based investments therefore depends on the organization’s ability to identify, create, and successfully implement advantageous new ways of conducting
business and new IT means.

An organization has difficulty specifying the ends because it is uncertain that the new IT capabilities and the business changes can be implemented successfully.

A potential issue with IT-enabled innovations is that the organization pays too much attention to what the technology can do, rather than to the changes the organization needs make to exploit the technology.

Question 15

What steps does problem based interventions for BDN have?

Answer 15

Right to left

Business driver: remove existing problems

Define the performance improvement targets and potential benefits (benefits, objectives)

Identify the combination of IT enables and business changes that could achieve each of the potential benefits (business changes, enabling changes and IT enablers)

Iterate to decide the most cost effective and low risk combination of IT and business changes to achieve the major benefit intended.

Question 16

What steps does a ways-based innovation interventions for BDN have?

Answer 16

Right to left

Business driver: deliver innovation from new ways of working

Create a vision (objectives)

Describe the new ways of working and the benefits these would deliver (benefits, business changes, enabling changes)

Asses how IT can enable the changes (IT enablers)

Asses the feasibility of making each of the changes and achieving each of the benefits.

Question 17

What steps does a means-based IT innovation interventions for BDN have?

Answer 17

right to left

What is the new capability that IT could provide? (IT enablers)

What changes would be needed to ways of working (enabling changes, business changes)

What benefits could be realized and what objectives achieved? (benefits and objectives)

Business driver: deliver innovation from new IT.

Question 18

What is the benefits of benefits management?

Answer 18

Clearer planning
Improved realtionships between IT and staff
Wiser investments
INcreasing the benefits realized

Question 19

Which 4 tactics does ADKAR present of awareness?

Answer 19

Effective Communication

Executive sponsorship

Coaching by managers and supervisors

Ready access to business information

Question 20

Before the tactics from awareness can be used it is important to have a common understanding of?

Answer 20

The overall nature of the change and how the change aligns with the vision for the organization

The reasons this change is necessary or important (why this change is needed now)

The risk of not changing

The market changes, competitor threats or customer issues that contribute to the need for change

When the change needs to be implemented

Who will be most impacted by the change

Question 21

What is the tactic of effective communication about in awareness?

Answer 21

Communicating through multiple types of media

Make a communiction strategy before choosing media:
- Identify and segment audience groups.
- Determine the appropriate messages for each audience.
- Develop the most effective packaging, timing and channel for these communications.
- Identify the preferred senders for each audience.

When developing the most effective packaging, timing and
channels for these communications, you should consider
- What types of communication would be the most effective for each audience group?
- When is the best time to send these messages?
- What communication channels have been the most effective in the past?

Question 22

What is the tactic of executive sponsorship about in awareness?

Answer 22

The executive sponsor of change is the best spokesperson for communicating why a change is needed and the risk of not changing.

Employees want to hear from the person in charge, as they believe this person has the broadest perspective and deepest understanding of the state of the business.

They must:
- Share the nature of the change

• Create an understanding of why the change is needed and the risks of not changing
• Establish the priority for the change; the expressed urgency in the message should match the relative importance of the change to the organization
• Participate actively and visibly throughout the entire change process
• Build a sponsorship coalition that reinforces the awareness message at all levels

-Communicate directly with employees

Question 23

What is the tactic of Coaching by managers and supervisors about in awareness?

Answer 23

supervisors and managers should discuss the change with their employees

It is a natural reaction to begin asking why as each person begins
to map the change against his or her own life. A supervisor is
in the best position to help employees understand the reasons
for change in meaningful terms and to evaluate how the change
will impact each person.

Project teams and sponsors of the
change must ensure that managers have complete and accurate messages around why the change is needed, the risks of
not changing, and what internal and external factors have created a need for change

This process of meeting with employees as a group and
as individuals also helps correct misinformation that may
be present in the background conversation

Question 24

What is the tactic of Ready access to business information about in awareness?

Answer 24

Companies that keep information “close to the vest” with little or no information available to employees face a much greater challenge when building awareness of the need for change. E.g. company performance and market ocnditions.

Readily accessible information builds awareness on an
ongoing basis and supports not just the current change, but
changes in the future as well. Creating a communication “culture” that values the sharing of information about the company,
the market and the business direction translates directly to increased awareness of the need for change among employees.

Question 25

How many times should an employee hear a message before that message is cemented into their thinking? (Awareness)

Answer 25

5-7 times

Question 26

Can you build awareness
without the sponsor’s involvement?

Answer 26

You can certainly make forward progress through
many other channels. Can you build sufficient awareness to
move the change forward? That depends on the nature and size
of your change, and the change-readiness of your organization.

Question 27

Which 5 tactics does ADKAR present of desire?

Answer 27

Effectively sponsor the change with employees

Equip managers to be change leaders

Assess risks and anticipate resistance

Engage employees in the change process

Align incentive programs

Question 28

What is the tactic of Effectively sponsor the change with employees about in desire?

Answer 28

Participate actively and visibly throughout the project
- Too often executive sponsors engage early in projects and then move on to other business priorities
———————-
Build a coalition of sponsorship with peers and managers
- A strong sponsor coalition creates engagement among senior and mid-level managers that generates a desire to change among supervisors and front-line employees
-A weak sponsorship coalition allows resistance to grow in the organization without consequence or recourse
———————–
Communicate effectively with employees
- The sponsor plays a critical role in communicating those messages that employees want to hear from the person in charge
- A vision of where the organization is going
- A roadmap that outlines how the vision will be achieved
- Clear alignment of the current change with this vision
- Specific goals or objectives that define success
- His or her personal commitment and passion for the change

Question 29

What is the mistakes managers do in the tactic of Effectively sponsor the change with employees in desire?

Answer 29

Failed to engage personally as the sponsor for the change

Changed priorities mid-stream

Did not create a sponsorship coalition

Question 30

What is the tactic of Equip managers and supervisors to be change leaders about in desire?

Answer 30

Employees ultimately turn to their immediate supervisor for direction

In order for supervisors to create desire within their employees, they need to:
- Conduct effective conversations about the change at a group and individual level
- Manage persistent resistance to the change
- Demonstrate commitment to the change through their behavior

Question 31

What is good points to remember in the tactic of Equip managers and supervisors in desire?

Answer 31

Having the right conversation with employees
- A supervisor should be open to having conversations about all aspects of the change.
——————-
Managing persistent resistance
- The top five reasons that managers resisted change were:
- Loss of power, responsibility or resources.
- Overburdened with current responsibilities and workload.
- Lacked awareness of the need for change.
- Lacked the skills needed to manage the change – believed
they were unprepared to manage the change with employees.
- Felt fearful or uncertain about the changes being made.
————————
Identify the barrier point to this change
- To begin the process of managing resistance, a manager must
first consider which elements or building blocks of the ADKAR
model are currently strong or weak for an individual.
——————-
Listen and understand objections
- A critical first step when creating desire to change is to stop
talking and start listening
——————-
Remove obstacles
——————-
Make a personal appeal
- create a desire to change by making a personal appeal and leveraging their relationship with employees.
———————————–
Negotiate
- manage resistance through negotiation
——————————–
Provide simple, clear choices and consequences
———————
Hold employees accountable
————————–
Convert the strongest dissenters

Question 32

What is the tactic of Assess risks and anticipate resistance about in desire?

Answer 32

a process for assessing risks and mitigating those risks to reduce
resistance to the change

Question 33

In the tactic of Assess risks and anticipate resistance in desire which two types of assessments exists and what are they about?

Answer 33

Change assessments
- evaluate the nature of the change from the perspective of the organization, and specifically from the perspective of different groups
- The purpose of a change assessment is to develop an overall
view of the size and scope of the change. This assessment evaluates the impact on different groups.
———————————
Organizational readiness assessments
- used to evaluate the overall readiness of the organization to change.
- Impact of past changes, Change capacity, Success of past changes, Shared vision and direction for the organization, Resources and funding availability, Organization’s culture and responsiveness to change, Organizational reinforcement.

Question 34

What is the tactic of Engage employees in the change process about in desire?

Answer 34

The more you can engage employees in the change process, the better.

process transfers ownership of the
solution to employees.

Employee involvement and ownership naturally build desire to support the change.

Question 35

What is the tactic of align incentive programs about in desire?

Answer 35

If incentive programs are in place, they must be realigned to
support the desired behavior

If these goals or objectives are not aligned with the
change, then the incentive to continue old behaviors remains
in place