FLI - Hoi Nghi PM 2011 - Jerome Modolo - Change Management Keynotes

Change Management - Key Notes
Issued by Jerome Modolo
Neopost Offshore Research & Development Center
Nov-2011
Preface Name: Nationality: Position: Company: Birth Date: Graduation

INPT: Institute National Polytechnique Toulouse ENSEEIHT: DEA in Computing science, Electronic, Mecanic, Hydraulic and telecommunication MBA HEC Entrepreneurship and Executive Management
Jrme Modolo French R&D Site Manager Neopost Technologie 1971 (40 years)
Previous Position:
System Solution Architect Software Leader / Product Manager Engineering Department Manager
Previous companies:
Microsoft / Accenture / Tecsi / Steria Consultant for: Airbus, Peugeot, Renault, Boeing
04e-QT/PM/HDCV/Nordc v1.0
2
If you want to make enemies, try to change something.

Woodrow Wilson
We must become the change we want to see.

Mahatma Gandhi
A leopard can not change its spots.

Holly Bible
Agenda What is change management? Why change? Focus on Change management Focus on Software Change Management Best practices for a change Conclusion reflections
What is Change Management?

From Wikipedia.org, Change management is a structured approach to
shifting/transitioning individuals, teams, and organizations from a current state to a desired future state.
It is an organizational process aimed at helping employees to accept and

embrace changes in their current business environment.
In Project management (Product/Software), change management refers to a

process where changes are formally introduced and approved. Its goal is
maximize productivity by minimizing mistakes due to confusion when coordinating software development.
identify all items, manage and control their changes, facilitate construction of different versions of an application ensure that change is being properly implemented, maintain quality as the configuration evolves over time provide and report information on changes to others who may have an interest
SCM is initiated when the project begins and terminates when the software is
taken out of operation
04e-QT/PM/HDCV/Nordc v1.0 SCM: Software Change Management
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Why Change?
Four key features of change management (Organization Change)
Change is the result of dissatisfaction with the present strategies It is essential to develop a vision for a better alternative It is necessary to develop strategies to implement change There will be resistance to the proposals at some stage
Some reasons for changing a product (Product/Software Change)

The development of new products, new needs (new services or functions), the entry of new competition, Change in consumer tastes and preferences, Change in the cultural, political, economic, legal and social framework, Changes in technology leading to technological obsolescence or new product opportunities Errors detected in the software need to be corrected Reorganization or business growth/downsizing causes changes in project priorities or software engineering team structure Budgetary or scheduling constraints cause a redefinition of the system or product
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World of Change
External forces Internal forces
People
Data, Information & Knowledge
Processes Products & services
Focus on Change Management
Assumptions about Constant Change Change can begin anywhere. Everyone is responsible for making change work. There is never enough information. The critical skill is learning how to learn. There is no quick fix. Change is both toxic and tonic. Change challenges people in power. Change makes the natives restless.
Reaction Cycle
Change Introduction
Expected Change Enhancement
Shock
Effect on productivity
Denial
Acceptance
Anger
Bargaining
Depression
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Lewins force field Analysis
No change will occurs if the 2 sets of force are in equilibrium Change can only occur if the driving force exceed s the restraining force The analysis can be used to
Investigate the balance of power involved in an issue Identify the key stakeholders on the issue Identify opponents and allies Identify how to influence the target groups
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Lewins change model
Unfreezing
Changing
Refreezing
Give reasons. Be empathetic.
Explain the benefits. Identify a champion. Get input from employees. Watch timing. Maintain job security. Provide training. Proceed at a manageable pace.
Show top managements support. Publicize successes. Make midcourse corrections. Help employees deal with stress.
Communicate clearly.
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Barriers to change
Organizational barrier
Structural inertia Existing power structures Resistance from work groups Failure of previous change initiatives
Fear of:
Loss of power Loss of skills Loss of income The unknown: FUD Redundancy Inability to perform as well in the new situation
Individuals barrier to change

Tradition and set ways: Loyalty to existing relationships Failure to accept the need for change insecurity Preference for the existing arrangements Break of work groups Different person ambitions
FUD: Fear, Uncertainty, Doubt 04e-QT/PM/HDCV/Nordc v1.0

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FUD (Fear Uncertainty Doubt) The Consequences

The consequence of the FUD
The most talented and marketable resources will opt for more certain employment (with someone else) Turnover will be higher It will be difficult to attract new talent to the organization Personal productivity will be impacted Business as usual and transition work will get mixed up loss of focus on both Lines of authority and job responsibilities will become blurred Communications will become reactive countering misinformation The outside world will know about the FUD Acknowledge that not everything is known or decided If you dont have the answer to the question, know how and when you will Know how everyone will be involved in the process of creating certainty Have a solid plan and demonstrate that you are following it to build confidence Counter balance FUD with visible competent leadership
The strategy of FUD
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Key Benefits of Change Management

Reduces Process Inconsistencies Strengthens Communication & Visibility of Changes Focuses on Business Needs & Impact Reduces the Number of Failed Changes and Rework Facilitates Delivery and Planning of Prompt Changes Assesses Risks- quality, time, cost, etc Enables Prioritization of Change Proposals Change can produce positive benefits for the individuals
Opportunities for personal change and development Provides a new challenge Reduces the boredom of work Opportunity to participate and shape the outcome
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7 Rs of Raising a Change
Raised
Reason
Return
Risks
Resources
Responsibility
Relationships
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Focus on Software Change Management
The major danger to a software configuration is change

First Law of System Engineering: "No matter where you are in the system life cycle, the system will change, and the desire to change it will persist throughout the life cycle"
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ITIL Change Management Process

Create the Request for Change Log the change Initial gut check- check for completeness, repeat RFCs, practicality
Raise & Record
Review
Assess Authorize Coordinate Implementation Review & Close
Review impact (resource, risk, timing, dependencies) Allocate priority & confirm remediation plan
Approve or reject the proposed change Communicate decision & schedule Assign resources & implement the authorized change Ensure change is tested
Verify change was completed as planned (PIR) Close out the change record
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Assessing a Proposed Change
Risk
Return
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Automated SCM Repository (Functions, Task and Tools)

Versioning SCM Repository Requirements tracing
Dependency tracking Status reporting Configuration auditing Change management
Functions Data integrity Information sharing Tool integration Data integration Methodology enforcement Document standardization
Configuration management
Audit trails
Version control
Change control Identification CSCI CSCI CSCI CSCI SCM Tasks
SCM Function and tools
The Output from the software process Computer programs (both source code and executable files) Work products (documents targeted at both technical practitioners and users) Data (contained within the programs or in external files)
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Elements of a Configuration Management System Configuration elements Process elements
A set of tools coupled with a file management (e.g., database) system that enables access to and management of each software configuration item A collection of procedures and tasks that define an effective approach to change management for all participants A set of tools that automate the construction of software by ensuring that the proper set of valid components (i.e., the correct version) is assembled A set of tools and process features used by a software team to implement effective SCM
Construction elements
Human elements
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Best Practice to introduce a Change
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Introduce the change

1. Consider People Needs
Psychological connection of need for competence Importance of maintaining equilibrium Anticipation creates anxiety and resistance Actual vs. perceived Create dialogue with people involved
2. Analyze Gains and Loses
3. Maximize Stability
Introduce change gradually Separate impact areas (work skills, power, and social relationships) Where possible keep teams intact, keep job titles, stabilize offices Clarify goals, policy, strategies, direction Maximize supervision, dialogue, interaction Offer support and assistance Alternate change with stability Develop trust and confidence
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Introduce the change

4. Maximize opportunities for acquiring competency in advance of change
Maintain skill currency through training Provide development opportunities Provide long forewarning of change Involve personnel and solicit ideas Clarify the nature of the change Provide time for skill development
5. Supply time and energy equivalents relieve persons from some duties
Modify deadlines on trivial tasks Assign assistants Provide personal support Provide specialist, consultation support Allow for time off Do not release people immediately after change
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Review and Test change Process

Check this change process steps for effectiveness
In place Process action We have justified and documented the need for this change We have identified the people that will be affected by this change We have involved affected people in the change planning process We have identified the effect on the people involved We have a plan for maintaining skills levels We have training in place to develop the new skills required Our implementation plan places minimum stress on people We have notified personnel considered excess due to the change We have tested this change wherever practical We have documented the change process with goals and timeline of ten How did you do? Are you read for change? of ten Needs work
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Conclusion A good and successful process in change management is

defined by some key features like:
Improve clarity of goals and purpose
Make active involvement and participation of staff in achieving the mission

Create innovative services and programs Increased client and stakeholder satisfaction with Library services Create a collective responsibility and passion for ongoing successful management of change
04e-QT/PM/HDCV/Nordc v1.0 IATUL June 04
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So if you do all that, implementing change should be a breeze .
perhaps not all the time
04e-QT/PM/HDCV/Nordc v1.0 IATUL June 04
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Questions & Answers
28
Thank You
29

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Change Management - Key Notes

Issued by Jerome Modolo

Neopost Offshore Research & Development Center

Preface Name: Nationality: Position: Company: Birth Date: Graduation

If you want to make enemies, try to change something.

We must become the change we want to see.

A leopard can not change its spots.

What is Change Management?

It is an organizational process aimed at helping employees to accept and

In Project management (Product/Software), change management refers to a

Some reasons for changing a product (Product/Software Change)

Data, Information & Knowledge

Processes Products & services

Focus on Change Management

Expected Change Enhancement

Lewins force field Analysis

Lewins change model

Give reasons. Be empathetic.

Individuals barrier to change

FUD: Fear, Uncertainty, Doubt 04e-QT/PM/HDCV/Nordc v1.0

FUD (Fear Uncertainty Doubt) The Consequences

The strategy of FUD

Key Benefits of Change Management

Focus on Software Change Management

The major danger to a software configuration is change

ITIL Change Management Process

Raise & Record

Assessing a Proposed Change

Automated SCM Repository (Functions, Task and Tools)

Dependency tracking Status reporting Configuration auditing Change management

SCM Function and tools

Elements of a Configuration Management System Configuration elements Process elements

Best Practice to introduce a Change

Introduce the change

2. Analyze Gains and Loses

Introduce the change

Review and Test change Process

Conclusion A good and successful process in change management is

Make active involvement and participation of staff in achieving the mission

04e-QT/PM/HDCV/Nordc v1.0 IATUL June 04

So if you do all that, implementing change should be a breeze .

perhaps not all the time

04e-QT/PM/HDCV/Nordc v1.0 IATUL June 04

Questions & Answers

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