Change Project Management Booklet

Change & Project
Management
Framework
Please note the best way to obtain current information and up to date tools and
examples is through the Change and Project Management Framework website which
is available on Diageo Academy (www.diageoacademy.com)
Change & Project Management Booklet.doc

Last saved 03/12/2009
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Contents
Contents .................................................................................................................. 2
Introduction ............................................................................................................. 4
Getting Started ........................................................................................................ 5
Tool Overview.......................................................................................................... 8
Thinking Strategically .............................................................................................. 11
T11 Possibility - Issue Identification .................................................................. 12
Issue Identification Tool.................................................................................... 15
T12 Project Definition ....................................................................................... 17
Project Definition Tool ...................................................................................... 19
T13 - From To ................................................................................................... 28
From To Tool ................................................................................................... 30
T22 Workflows and Swimlanes ......................................................................... 31
Sample Swimlane Diagram .............................................................................. 34
T26 - Change Impact Assessment ....................................................................... 36
T26 (Tool I) - Predicting the Impact of Change ................................................. 37
Predicting the Impact of Change Tool .............................................................. 39
T26 (Tool II) - Implementation Experience Assessment ................................... 40
Implementation Experience Assessment Tool .................................................. 42
T32 - Project Closure Document .......................................................................... 43
Project Closure Document Tool........................................................................ 46
Managing the Project .............................................................................................. 50
T14 Governance & Sponsorship Plan ............................................................... 51
T17 Project Plan ............................................................................................... 57
Project Plan Tool .............................................................................................. 61
T18 Project Administration ................................................................................ 62
T19 - Risk Management....................................................................................... 67
T20 Project Dashboard ..................................................................................... 72
T21 Stage Gate Checklist ................................................................................. 75
Stage Gate Checklist Tool ................................................................................ 78
T30 Project Change Control.............................................................................. 79
Project Change Control Tool ............................................................................ 82
Managing the Change ............................................................................................. 89
T15 Leadership Assessment ............................................................................ 91
Leadership Assessment Tool ........................................................................... 93
T16 One Minute Communication ...................................................................... 94
One Minute Communications Tool ................................................................... 98
T23 Change Resistance ................................................................................... 99
T23 (Tool I) - Change Resistance Scale ......................................................... 101
T23 (Tool I) - Change Resistance Scale ......................................................... 103
T23 (Tool II) - The Change Curve................................................................... 104
T23 (Tool III) - Diagnosing Commitment ......................................................... 109
T24 Culture Assessment................................................................................. 112
T24 (Tool I) - Culture Mapping ....................................................................... 113
T24 (Tool II) - Culture Web ............................................................................. 116
T24 (Tool III) - Quinns Organisational Culture Model ..................................... 124
T24 (Tool III) Quinns Organisational Culture Model .................................... 127

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T25 Communication Planning ......................................................................... 133

T27 Stakeholder Management ........................................................................ 141
T27 (Tool I) - Stakeholder Engagement ......................................................... 142
T27 - Stakeholder Engagement Tool I ............................................................ 144
T27 (Tool II) - Stakeholder Analysis ............................................................... 145
T28 Role Mapping .......................................................................................... 149
T29 - Capability Assessment & Build Plan ......................................................... 152
T29 (Tool I) - Capability / Behaviour From To Learning Needs Analysis .. 153
T29 (Tool II) - Learning Design and Methodologies ........................................ 157
T29 (Tool III) - Capability Build Execution Plan............................................... 162
T29 (Tool IV) - Learning Measurement & Evaluation ...................................... 165
T31 - Business Readiness Assessment ............................................................. 168
Business Readiness Assessment................................................................... 170
Glossary............................................................................................................... 172

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Introduction
If you are about to embark on a project or business change programme, no matter
the size, this framework will provide you with the tools and guidance you need to
ensure brilliant execution.
The framework was developed using the best of the many processes and tools
existing in Diageo for managing change and projects. A small cross functional
project team undertook the challenging task of simplifying both the processes and
tools to ensure global - cross function and market relevance; simplified instruction
guides and templates; and easy access for everyone regardless of location in
Diageo.
The Change and Project Management Framework has 5 stages:

Initiate
Defining the opportunity or issue; establishing sponsorship,

priority, and accountabilities; and securing the funding and
resources needed through to the next stage.
Analyse
Diagnose the issue, document requirements, and test solution

options; quantify the business outcomes and agree the business
case; plan the project in detail; establish clear project governance;
and secure alignment, resources and funding for continued
investment in the project.
Design
Design, build and test the solution; engage impacted stakeholders;

finalise implementation plans; and confirm business readiness to
implement the solution.
Implement
Launch the solution and execute the change; stabilise the change
and confirm that the desired outcome has been reached.
Sustain
Adopt the change into Business As Usual operations; measure

and confirm business outcomes; and deliver continuous
improvement opportunities.
This may all sound logical and easy! The reality is that many people struggle in
juggling all the different aspects that are involved in brilliantly executing a project to
scope, cost, timescale and with consideration for the people impacted. This
framework has been created to assist you in covering all aspects of project and
change management to ensure quality delivery in a simplified way.

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Getting Started
Getting involved in a business change project for the first time, or indeed for the
twentieth, can be daunting. To help alleviate any fears and to give you a great
starting position, following is a simple overview to help you get started!
The good news is that much of what needs to be done to make a project successful
is for the most part common sense. Further good news is that you will have plenty of
personal experience to draw from already changes you have experienced at work,
or changes you have made in your personal life. Finally you have this tool kit which
will guide you through what you need to do and when.
There are three key reasons why most business changes are not successful. So
ensure you have these aspects covered and you are a long way there in delivering a
great project! The three key reasons for unsuccessful or only partly successful
changes are: No clear definition of the issue failing to understand the purpose of the
change
Lack of Sponsorship lack of alignment and leadership to make the change
happen
Failure to understand the cultural implications all change is personal to the
people affected. It is part of basic human nature that the initial response to any
change is to react against it, so in making change happen and then sustaining
the change, it is essential to help all those affected get through the intellectual
and emotional concerns that they have about the change being made
What you are doing in the five stages of the change and project management
process can be phrased simply:
Initiate is about understanding the issue and finding out if it is important
Analyse is about deciding on the best solution and organising resources to
make it happen
Design is about getting to exactly what we are going to make happen and
how we are going to do it creating a great plan
Implement is about getting everyone to help to deliver the plan making the
solution everyones solution
Sustain is about keeping the change going and making it a normal part of
everyones day to day life
Before you start it is a good idea to look at all the tools briefly, so you know what is
there to help you. As you go through your change it is worthwhile looking at each
tool in more detail to see how it may help you some tools will not be appropriate,
and it is perfectly OK not to use them; for others you may see the need for them, but
they will not be quite right, again it is perfectly acceptable to modify them a little to fit
them to your change.

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Change can be daunting. If you are facing a particular challenge, it is likely a tool will
help with your thinking and to tackle each challenge as they arise. Below are some
examples of how the tools in the toolkit may be able to help you:
Question / problem
Tool to use
I have been given an idea for a change, but I

dont fully understand what it is about
T11 Possibility - Issue

Identification use with the
person who had the idea
I think I understand the change, but am not sure

the sponsor has the same idea as to what the
change is
T11 Possibility - Issue

Identification use in a
conversation with the Sponsor
I dont know who will be affected by the change
T28 Role Mapping
I dont know who should be in the steering group
T28 Role Mapping and T14

Governance and Sponsorship
Plan
I am not sure how big the change we are making

is for people
T13 From To and T24 Culture

Assessment
I am not sure how different the new ways of

working are
T13 From to and T22 Workflows

and Swimlanes
I need to be able to explain what it is we are

doing
T12 Project Definition and T16

One minute communication
How do I plan all the things we need to do and

work out who is doing them
T17 Project Plan and T18

Project Administration
I am getting a lot of emails from different

sources raising different questions about the
change
T27 Stakeholder Management

and T25 Communication Plan

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The Tools

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Tool Overview
There are 22 tools included in the framework. They combine both change and
project management aspects.
To help you in thinking through the purpose of the tools, they have been categorised:
Thinking Strategically
These tools are designed to ensure you complete the right thinking in linking your
project with business strategy and need.
Managing the Project
These tools provide the structure in which to manage your project to budget, scope
and timeline.
Managing the Change
These tools provide the means in which to ensure anyone impacted by the change,
engages with the change and delivers the business benefits of the change
It is the combination of all 3 which will ensure the brilliant execution of your project.
All tools should be viewed of equal importance in managing the project you are
undertaking. Where you have individuals within a project team with certain capability
strengths, you may look to split the completion of tools (eg where you have a project
or change manager).
Tool Summary by Stage

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Tool Selection & Numbering

The numbering of the tools roughly correlates with the order in which you may use a
tool, should you use all tools. It is recommended that you be pragmatic in selecting
the tools you need to use relevant to the size and scope of your project. More
complex change programmes, will require the use of all tools. A guide has been
developed (included in the menu on the right) to give you a steer on what tools you
may need to use depending on the size and scale of your change.
Tool Ratings
Each tool has been rated:
Easy (green)
Intermediate (blue)
Difficult seek coaching (black)
Tool Structure
The guide for each tool is split into the following sections to ensure you gain a quick
overview to the tool and how to use it and also quickly identify links between tools.
Rating how hard is it?
Purpose why use the tool?
Outcome what you will gain from using the tool?
Structure How to use the tool?
Tips Handy hints in how to use/ complete the tool?
Interdependencies What tools/ materials will help you in completion and what
tools the outputs might feed into.
How to Learn More Where possible extra links to additional information that
may help you have been provided.
Although you have an excellent portfolio of tools to help you in managing your
project, this is only 20% of the job! The thinking and processes you complete are
where you will make or break your project, completing tools as a tick a box exercise
will not ensure your brilliant execution. Ensure you take the time to reflect on the
outputs of the tools you complete and what the real impact on your project is.

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These tools are designed to ensure you complete the right thinking in linking your
project with business strategy and need.
Tool
T11
T12
T13
T22
T26
T32
Tool Guide
Possibility - Issue Identification
Phases
A list of questions to help understand the current issue/ challenge, and a frame
of thinking to reach what is possible
OR
Open the mind and cover all the angles
Project Definition
Summarises the scope, objectives, plan, and outcomes for the project to gain
alignment
or
What are we doing written down and signed off
From To
A way to understand the end state that we are aiming for as a result of the
change, and through that, the business and cultural implications and size of
change
OR
Where we start from and where we are going
Workflows and Swimlanes

A logical sequence of related activities (tasks and decisions) which when
performed, utilise the resources of the business to deliver business outcomes
OR
The way things work in the business
Change Impact Assessment

Appreciating the historical context and understanding the transition curve of
impacted individuals towards the current change initiative will increase the
likelihood of a sustainable outcome
OR
Understand what change means to people
Project Closure Document

Close out all elements of the project and provide key project learnings for future
reference
OR
Revealing the good, the bad and the ugly of the project

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T11 Possibility - Issue Identification

A list of questions to help understand the current issue/ challenge, and a frame of
thinking to reach what is possible
OR
Open the mind and cover all the angles
Rating
Blue - Intermediate
Purpose
To understand the current challenge and the possibilities of the idea, with the
Sponsor in a structured way.
Outcome
Clarity on the nature and size of the challenge

Agreement on areas impacted
Joint commitment to take the investigation forward
Decision on who to engage in a wider group of Stakeholders
Structure
Completed by the Project Manager with the Sponsor during a conversation in the
initiation phase.
Issue Identification

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Process
Identify at least the 2 or 3 useful questions from each section of the checklist.
Establish critical elements such as performance promises, targets or behaviours
that should be retained through this change.
Regularly during the conversation use summaries and propose linkages to help
the Sponsor see the issue holistically and generate new insights.
Be prepared to take on resistance.
After the conversation synthesise the information and formulate your own
recommendations.
Schedule a follow up meeting with the Sponsor to align the output and
recommendations and to determine feasibility of engaging potential Stakeholders
(if deemed necessary).
If you agree to engage a wider group, undertake further research/benchmarking
as appropriate.
Identifying and Creating Possibilities

This model shows the relationship between reality with possibility and how that sits in
business.
HIGH
Business as Usual
New Reality
REALITY
Crisis
Thinking the Unthinkable
Destination 2011
LOW
POSSIBILITY
HIGH
Vertical axis reality: high we know the environment were in; and low - we
dont.
The horizontal axis is possibility, from low to high. When sitting in business
where we know the market, know our people, brands, global growth drivers etc,
we know what works & options available to us are well understood lets call that
business as usual (BAU). This is high reality / low possibility.
In BAU were comfortable, we know the environment it can be a fantastic place
to be.
For some people right now that place is high double digit growth, for others its
low growth but its still BAU.
When things shift, a market becomes less certain, customers change,
government introduces changes that influence our trade, our sense of reality, of

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knowing starts to drop. That can take us into a territory well call crisis. This is
low reality/low possibility.
The options available are still narrow, youre still working off the same kind of
thinking you had in BAU what could that lead to?
The markets open, you dont have a fixed view, things are uncertain/changing
but there are lots of possibilities open to you, lets call that thinking the
unthinkable. This is low reality/high possibility. The challenge is to make that
the new reality - understand it, learn to live with it, it has a lot more possibility than
BAU.
When crisis happens, we need to think quickly about our options thinking the
unthinkable. Thats where you go from crisis. Eventually you get used to it and
that becomes the new BAU.
Some people believe you have to go through crisis to get to new thinking thats
a lot of pain to get you to open up new thinking. How else can we prompt
ourselves into that place without having to crash into crisis? What if we move
straight to unthinkable?
Thats the capability we are building - D2011 is Diageo thinking the unthinkable at
a time when our BAU model is in great shape.
Interdependencies
Take insights from:
Provide input to:
Business performance results

Values Survey
Employee and Leadership feedback
T14 Governance and Sponsorship

Plan (Identification of the right
Sponsor)
T12 Project Definition
T13 From - To
Tips
Ask open, probing questions

Be prepared to risk asking nave questions and also to explore any underlying
political aspects.
Avoid seeking a solution at this stage aim to be clear on the issue/challenge
and possibilities, and the Sponsors concerns and motivations.
Share any insights and key connections, which occur to you, to test any
assumptions you may be making.
In your follow-up meeting agree who is going to do what in the interim - the output
of the second meeting should provide greater clarity about the end state and
purpose of the proposed change.
An issue identification conversation is a good way to build a rapport and explore
alignment between the individuals involved, asking open questions of each other
helps this.
Sometimes these conversations are planned and can be carefully structured.
Other times they are ad-hoc and emerge. Have a copy of the questions to hand
in early meetings about the change.
Having an additional person in the conversation whose role is to make notes,
listen and ask questions can be very helpful.
How to learn more
DLPP Think Decide Act Model, Content on Creating Possibilities.

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Issue Identification Tool
General Questions
What is the issue/ possibility?

How important is the issue/ possibility?
Who should we be involving at this stage?
Strategy
What is your compelling vision for making this change?

How does the proposed change fit with your Strategic Imperatives and existing
priorities?
What are the performance breakthrough opportunities?
What are the strategic big wins with the proposed change?
What will the impact be on business performance?
How does this create value over existing strategy and plans?
Where are the closest links to your existing strategy?
Where would this fit in your strategic time horizon (i.e. 1, 3, 5)?
Are there existing or future changes that need to be considered?
What are the strategic levers that would inform or move this area?
Where does it fit with existing priorities?
What is the cost of not doing this?
What are the biggest implications for strategy?
Have you taken an external/ expert perspective?

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People
Who are the key Stakeholders?

Who are the individuals impacted by the change? How many will be affected?
Where are they?
Who would need to ultimately lead the implementation of the change?
Who needs to support this in the early stages?
What key relationships can be leveraged?
Who has the energy for this?
What new capabilities are needed?
What is the gap from existing capabilities?
What are the implications/opportunities for career development?
What is in it for you?
What are the personal risks for you?
Where does the resistance come from/how strong?
Process
What are the key process implications of this change?

What are the key processes that will be impacted?
What processes need to be world-class versus world-average?
Which processes do we need to change?
What would be the challenges in implementing the process changes?
Who will be the new process owner?
What are the resource/infrastructure implications?
How would we measure success?
Culture
What is your core belief that is driving your thinking?

How widely shared is this belief/how do you know?
How consistent is this with the Diageo Values?
What is pro-culture and counter-culture about this?
Are there competing sub-cultures?
What are the assumptions that you are making here?
Are there big cultural blockers/how big are they?
Are there any unsaids that we need to get out in the open?
What political barriers and/or alliances need to be addressed?
What behaviours are you prepared to role model? Reference the Leadership
Standard / Diageo Capabilities
Structure
To what extent will the current structure support or hinder your proposal?
How consistent is this with the existing operating model?
Where does the organisation need to flex to accommodate this?
To what extent will the informal network support or hinder this?
How dependent is this on the current incumbents in the structure?
What has been the history/ success of structural change in the past?
How have others organised themselves to address similar issues?
What are the implications for leadership, teamwork and decision-making?

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Summarises the scope, objectives, plan, and outcomes
for the project to gain alignment
or
What are we doing written down and signed off
Rating
Blue - Intermediate
Purpose
The purpose of the Project Definition (PD) is to provide a clear and complete
description of the project. It is the primary foundation defining the outcomes,
objectives, scope, costs, and timeline of the effort. It defines the commitments of the
team to deliver the results. It is used to drive alignment of exactly what the project is
expected to deliver, and to serve as a baseline against which the success of the
project is measured.
Outcome
Aligned definition of the purpose and desired outcomes, scope, costs, and
timeline for the project.
Funding secured to execute the project or the project stage.
Baseline against which to measure the success of the project on its completion.
Communication of the scope and objectives of the project to drive understanding.
Structure
This is a compound document summarising the results of many different

activities (particularly for large projects). These supporting documents may be
embedded or referenced in some cases where appropriate.
Is written by the Project Manager with input/submissions for different sections
from the project team.
The Project Definition is first developed as part of initiating a project, continually
refined and finalised by the end of the Analyse phase.
This document requires sign-off by the appropriate governance group(s),
including the sponsor and/ or the project steering committee.
Financial approvals may require additional signoffs to comply with CARM.
Through this governance process, alignment is achieved paving the path for a
smoother start to the project.

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Interdependencies
Take insights from:
Provide input to:
T11 Possibility Issue Identification

T19 - Risk Management tool
T13 - From-To Tool
T14 Governance & Sponsorship
Plan
T30 Project Change Control

T17 - Project Plan
T20 - Project Dashboard
Tips
Don't be overwhelmed by the size of the template and number of sections it

contains. On large projects, assign different resources to work on independent
sections of the document. For example, an entire sub-team could be assigned
just to solicit and document the requirements.
Consult with your local finance group for rules around financial documentation
and approvals. In most cases, this will be required to secure project funding,
although additional documentation is often also required. Project finances should
be developed according to your local financial approval process.
Fill in what you know up front, and develop a plan to complete the missing data.
This tool is structured to help you think through the factors that are important to a
successful project. Many of these are developed over time, but need to be
completed early enough in the project (by the end of Analyse at the latest) in
order to create a baseline for the project.
Things will change after the Analyse phase, use change control to formally
monitor and sign off these changes.
Because this document is completed over time, its important to use the
document administration section to record who has updated and approved what
over time. This is a good audit trail, especially important when dealing with large
projects and/or many contributors.
Consider using a Challenge & Build process to review and finalise this
document or sections of this document. Include the right people, issue a preread in advance then engage in an active dialogue to confirm/refine the content
to reflect all needs.
In some cases, you may want to use this tool for a specific stage of the project
(e.g. just for build) with greater detail. When doing so, always call out what your
overall scope is (i.e. what the ultimate business benefits are) and how this fits in.
In some cases, a section of the template may not apply. Simply state the
rationale why it doesnt apply & move on.

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Project Definition Tool

Please note the section numbers in the document are incorrect. The tool available on the
framework website does have the correct numbering.
<<Project Name Here>>

Project Definition
version <#.#>
covering through stage <xxxx>
prepared by <<project manager>>
dd Month yyyy
Sponsor
Name
Title
Instructions:
Red text is Instructions and/or examples.
Please erase any red text before publishing; as this text is not intended to be part of the permanent
document.
Please do a Find and Replace of <<Project Name Here>>
with the specific name of this Project eg Diageo Way of Selling.

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Document Administration
Purpose
The purpose of this document is to provide a clear description of the project.
It is a:
Single document summarising the project.
Confirmation of the scope, objectives and deliverables of the project.
It is used:
To obtain alignment of the purpose and desired outcomes for the project.
As an aid to communication both inside and outside the project.
To obtain financial approval in many cases (possibly in addition to other documents).
As a basis for subsequent planning and future project phases.
To measure the success of the project on its completion.
Revision History
Version
Revision Date
Purpose
0.1
dd-mmm-yyyy
1.x
dd-mmm-yyyy
2.x
dd-mmm-yyyy
Initial working drafts

numbered < 1.0
through to Challenge &
Build
Version for approvals
numbered 1.0 to 1.xx
Future major revisions
post initial approval
numbered 2.x
Main Changes
Contributor
The following have contributed to this document:
Name
Role
Project Manager
Contribution
Author
Approvers
This document requires the following approvals:
Name
Title

Role
Sponsor
Signature/Date
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Table of Contents
1.
Project Overview ........................................................................................................4
1.1. Background ................................................................................................................4
1.2. Project Description and Scope ..................................................................................4
1.2.1. In-Scope .....................................................................................................................4
1.2.2. Out of Scope ..............................................................................................................4
2.
Project Costs
4
2.1. Project Financials .......................................................................................................4
3.
Business Benefits.......................................................................................................5
3.1. Anticipated Business Outcomes ...............................................................................5
3.2. Project Objectives ......................................................................................................5
3.3. Fit with Strategy .........................................................................................................5
3.4. Impact of Not Doing this Project................................................................................5
3.5. Alternatives Considered.............................................................................................5
4.
Interdependencies......................................................................................................5
5.
Assumptions ...............................................................................................................6
6.
Key Risks ....................................................................................................................6
7.
High Level Milestones ................................................................................................7
8.
Project Governance ...................................................................................................7
9.
Requirements .............................................................................................................8
10.
Technology Considerations .......................................................................................8

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Project Overview
Background
Provide salient background to the project. What is the problem? Why has it come
about and how did we get here? A paragraph or a few bullet points is usually
sufficient.
Answer here.
Project Description and Scope
Provide a brief overview of the solution. Avoid repeating details found in other
sections of this document.
Answer here (description):
In-Scope
Outline the proposed scope. Bullets usually work best.
Answer here:
Item 1
Item 2
Out of Scope
Saying whats out-of-scope often adds clarity and removes ambiguity. Bullets
usually work best.
Answer here:
Item 1
Item 2

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Project Costs
Project Financials
Include a summary of project financials using the format required by your finance
organisation here. Your finance organisation may require additional information to be
embedded here as well. In absence of other financial guidance, include the following
information:
Fiscal Year: F10
Category
Labour / Resources
Internal (if applicable)
External (contractors)
Vendor Costs
List each vendor separately
Vendor #2
Other Costs
Itemise (training, hardware, software,
equipment, etc.)
T&E
Contingency
Revenue
Capital
Total
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Total Funding Requested By This PD
Estimate of total project cost

(to achieve benefit realisation)
Amounts approved previously
Anticipated Ongoing Support Costs
0
0
0
0
0
0

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Business Benefits
Anticipated Business Outcomes
Articulate the business outcomes both quantitatively and qualitatively. Your function
may have specific guidelines about categories to include here. A table format usually
works best.
Answer here.
Project Objectives
Include not only what we are trying to achieve, but how well know when we get there
Objective
Success Criteria / KPIs
Fit with Strategy

Address fit with Diageo strategy, such as functional strategic priorities for D2011.
Impact of Not Doing this Project
If we do nothing, what happens? Helps showcase the need to do the project.
Alternatives Considered
Are there other or lower-cost alternatives that were explored? Explain those here.
Interdependencies
Project / Initiative

Dependency
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Assumptions
What are your assumptions? - Diageo business locations, Skills needed and
availability, Organisations engaged, Partner/vendor engagement, Deliverables and
activities to be delivered - Whats the impact if this assumption is wrong?
(High/Medium/Low)
Assumption
Risk?
H/M/L
Key Risks
Your project may develop a separate Risk Management Plan to detail the risk
approach, footprint, and mitigation plans. If so, refer to or embed that here instead.
The following risk footprint highlights key risks facing the project:
1. Manageable
2. Major
3. Critical
Risk Profile
(D) medium
(G) High
(I) CRITICAL
(B) low
(E) medium
(H) High
(A) low
(C) low
(F) medium
Remote
(<10%)
Possible
(10-50%)
Likely
(>50%)
Likelihood
#
1
Business Risk
Description
Key resource not
available
Mitigation Plans
(risks may have >1 mitigation)
Identify alternate resource(s)
Approach
Category
Mitigation
Owner
Acceptance
Jane Doe
2
3
4
5

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Milestones
Most projects will develop a robust project plan (T17) indicating what gets done when
by whom. These milestones should be lifted from that plan. You may also wish to
embed that plan with those details here.
The key milestones for this project as are follows:
Milestone
Date
Project Governance
Information in this section should derive from the Project Governance Planning.
The following key project and steering body resources are responsible for moving the
project forward during its early stages through the Analyse Phase:
Steering Committee
Role
Sponsor
Lead Stakeholder #1
Lead Stakeholder #2
Other key leaders
Name
Title
Name
Title
Project Team
Role
Project Manager
Change Manager
Project Team Member
The details around project resources, governance structure, and project

administrative processes/tools being utilised can be found in the Project Governance
Plan.

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Requirements
Ensure you capture all types of requirements, such as: functional, legal, CARM,
language, locations, user population, training, data, information, access, security,
technical, back-ups, and support. At a minimum, complete the following summary.
Where appropriate, develop in-depth requirements capturing functional (what the
solution does) and non-functional (how it does it, e.g., response time and user
interface) requirements.
Category
Description Summary
Impact on
Existing
(H/M/L)
Technology Considerations
Many change efforts are dependent on technology. If so, include the technology
considerations or assumptions here. Information such as an IS logical architecture
may be necessary for complex technology-driven change projects. Diagrams are
often used here.
Answer here:

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T13 - From To
A way to understand the end state that we are aiming for as a result of the change,
and through that, the business and cultural implications and size of change
or
Where we start from and where we are going
Rating
Green Easy
Purpose
To understand the implications of change and to capture the essence of the
proposed change.
Outcome
Detailed understanding of current and future states, implications, and the size or
scale of change involved.
Clear measures of success for the change and identification of the gaps to be
closed to reach the desired end state.
Structure
The format of the From - To Tool follows the key elements of the Issue
Identification tool - Strategy, People, Process, Culture and Structure.
Review the Issue Identification and any Sponsor or Stakeholder feedback and
identify the key behaviours, processes and structures that will need to change.
Capture the essence of each element of the change in a few words.
Identify how you will measure the change - what will new performance look like?
Start to define the KPIs (Key Performance Indicators).
Identify the gap to close in order to reach the end state - think also about
barriers or blockages that would prevent the end state being achieved.
Summarise the outcomes and review with Sponsor.
Interdependencies
Take insights from:
Provide input to:
T11 Possibility-Issue Identification

Employee feedback (e.g. Values
Survey)
Company strategy and business
performance

T12 Project Definition (Objectives and

main deliverables)
KPI development measurement of
the change and what the new
performance will look like
T24 Culture Assessment
T25 Communication Plan
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Tips
The tool is started and built primarily during the Initiate phase, but is relevant and
useful throughout the change so keep it up to date.
The changes captured on the tool should reflect building on strengths, rather than
only addressing negatives.
It is absolutely appropriate to capture things that you do not want to change on
this tool the From and To will be the same, and identifying how you measure
this will drive one of the KPIs you monitor through the change.
Capture the essence of the change in as few words as you can and using as
simple language as you can.
It may be difficult to categorise the change across the headings (Strategy etc) in
the early stages do not be too concerned about this, capture the essence of the
change required and revise later.
Be open to and strive for possibility. Dont be constrained by your current
thinking Stretch your thinking to identify the greatest, most impactful possibility
or end state
Start in the To column this dares you to be different and will ensure your
thinking is not constrained by the current state.
The Measure column can be used to capture what you will observe or see as
different, as well as a Business KPI.
Be aware that measures can be affected by events or things other than the
change. Try to make them as specific as possible.
This exercise can be difficult to complete. Work on it in a way that you are
comfortable with (e.g. some people like to work alone, others like to work in a
group or supported by a facilitator).
Use narrative (tell stories) about how things will happen in the To world to enrich
descriptions and bring it to life (for example, start a narrative from An Operator
on the night shift spots a leak from a pipe and go on from there).
When building or reviewing this in a meeting, be sure to capture some of the
debate that leads to the final conclusion it will inform both the end state and
help you to understand how people will react and think about the change when
you communicate it.
There are many possible uses:
During informal or formal conversation with the Sponsor or Stakeholders
in order to understand the current challenges and future possibilities.
Mobilisation exercise with Project Team.

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From To Tool
FROM TO Tool
From
To
Measurements
Gaps & Opportunities
Description of current status.
Description of desired, future end state.

Think about what people will be saying,
doing, feeling,
What will new performance look like and

how will it be measured?
Gaps to close, barriers or blockages to

reach the end state.
Strategy
Will strategy need to
change for this?
People
List key groups of
people who will be
affected by the
change and think
about what it will
mean for each of
them.
Process
What processes will
need to change and
how?
Culture
Are there any
behaviours, beliefs,
assumptions that will
need to change to
allow this change to
be successful?
Structure
Clarity around what
the new structure will
need to be and the
implications.

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T22 Workflows and Swimlanes

A logical sequence of related activities (tasks and decisions) which when performed,
utilise the resources of the business to deliver business outcomes
Or
The way things work in the business
Rating
Black - Hard
Purpose
Workflows and swimlanes are diagrams that help document what work is done by
whom, Building these ensures:
Task sequences and dependencies to achieve a business outcome are
documented.
Accountabilities are clearly understood.
The people and organisations that are involved in delivering from the start to the
end outcome can be identified.
The hand off points are clearly defined.
Ways of working in the new model(s) are clearly understood.
Comparing the future-state workflows with the current ones allows the Project team
to understand the extent to which
People will have to do different things, for which they may need new capabilities.
Existing controls and ways of working will change.
Note: Related Concepts of Business Processes and Lean

Understanding of these related concepts is not required to perform local workflow
analysis for small scale, non-IS enabled change.
Workflows are a generic way of depicting (usually fairly detailed low-level) tasks in
order to analyse them. They complement a few other major concepts within Diageo:
Business Processes: A formal collection of
activities and tasks that for each area of scope
identify the Purpose, Owner, Structure, Outcomes,
and Metrics (POSOM) associated with it. They are
defined by our Diageo Process Framework and
maintained by the IS Business Process Architecture
team.
Enterprise View
Process Area
Process Area
Process Group
Process
Process Area
Process Group
Process
Activity
Process
Activity
Diageo Process Framework: The master

Task Task Task
framework of all of Diageos business processes.
This framework is housed in a tool called Aris. The
Diageo Process Framework has many different levels in it (Level 0 to Level 6) that
group like processes together into a hierarchy. For example, the Level 1 process
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Task
area of Order to Cash has several Level 2 process groups within in such as Create
Sales Order, Deliver Goods to Customer, and Create Customer Invoice. Each of
these is in turn broken down into Level 3 Processes, which in turn decompose into
Level 4 Activities, Level 5 Tasks, and down to Level 6 Steps.
For assistance with this framework and business process modelling, please contact
the IS Business Process Architecture group or your local Business Process Owner.
Lean: Lean is a way of reviewing processes with the goal of delivering value as
efficiently as possible by eliminating waste (either physical waste or non-value added
activities). Diageo is building capability of Lean and applying Lean principles to core
processes across the company.
Outcome
A summary (including a pictorial representation) that gives
A clear understanding of activity design/redesign.
Understanding of the impact of process changes.
Workflow understanding is essential in forming training and communication at an

individual level to those affected by the change (eg You used to do X with systems
and documents, you will now do Y; You used to hand this on to A, you will now hand
this on to B; This used to be completed by xtime, it must now be completed by
ztime.)
Structure
Step 1
Identify the scope of the workflows that may be affected by your change.
Step 2
For each workflow area, you should:
Clearly articulate the scope
Whats the trigger that starts this workflow?
Whats the endpoint of this workflow?
These starts and ends are usually events
Use POSOM:
Identify the Purpose of the workflow what is it were trying to do? A crisp
one-sentence description is often sufficient.
Identify the Owner of the workflow who decides how this should be done?
Who has ultimate accountability for the work?
Put together the Structure of the workflow logically draw out who does
what in which sequence using a Swimlane format.
Be clear about the Outcomes make sure that the steps support clear
business outcomes.
Define Metrics to measure success of your workflow Think of SMART
(Specific, Measurable, Achievable, Relevant, and Timely) metrics that can
prove you workflow is achieving its desired outcome.
Make sure you are:
Clear whether you want to fix or improve an existing process to meet the
needs of the change or create a completely new process
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Looking at the full end-to-end workflow, not just a part of a workflow

Looking at the workflow from the perspective of the customer (external and
internal)
Step 3
Identify and consult with people who understand the current process (e.g. the
process owner/ functional experts / the people doing the work) to:
Articulate and document the current state
Identify what is working/not working/issues/opportunities
Step 4
Search to identify existing solutions and experts in other locations (Search & Spin)
Set up Challenge and Build sessions with experts or groups of experts to:
Agree new process design
List all the implications of the new design on people and ways of working. This
will be used to create a clear transition plan
Consider leveraging process improvement methodologies such as Lean or the
Diageo Process Framework
Step 5
Use the results - your workflows/ swimlanes - to help build your solution (depending
on your project scope, the swimlanes may be the a large part of the solution youre
building), plan for implementation, and identify change needs.
Ensure you consider the capabilities required to carry out the steps this will input
into training and development plan for the individuals affected by the change.
Interdependencies:
Take insights from :
Provide input to :
T13 - From To
T11 Possibility Issue Identification
T12 - Project Definition
Diageo Process Framework
T28 - Role Mapping

T29 - Capability Assessment and Build
Plan
Tips
Workflow mapping via swimlanes is a great tool for local, non-IS work, but
building full process understanding is very complex. Get help in facilitating the
process and workshops. Someone who is experienced in this area and ideally
understands fully the Diageo methodology for Business Process Modelling best
facilitates
Ensure enough time is made available to do it, it needs to be thorough and
accurate for the detail needs to be fully understood and used properly.
Engage the right people. In addition to someone familiar with the techniques of
swimlanes and workflow analysis, you also need to engage with subject matter
experts who know how it really works, workflow owners who can decide how it
should work, and customers (internal or external) who can validate whats really
needed as a result of the process (business outcomes). Ideally, have the people
who actually do the process describe it and check that it has been correctly
documented

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If your change covers a lot of different processes, look to break the work into a
number of logical chunks (eg purchasing processes; selling processes; planning
processes) and organise teams to carry out the work with a central coordinator
Be consistent in briefing all process streams (if more than one) to establish
clear communication/ linkages ideally get them all in the same room at the
same time
Understand what actually happens, as well as what the process should be if we
stick to the rules. There can be significant differences between the two!
Suspend judgement and probe openly as to why a process is not done by the
book.
Recognise that the nature of this highly detailed work can be difficult to maintain
energy for it - ensure you have the right people and do the work in ways that
maximise their energy and inputs
The facilitator needs to help you to understand when you have too little detail and
when you have too much - know when youve got what you need
If looking to improve an existing process, first do an as-is swimlane of how it
actually works (not how its supposed to actually work).
Leverage other tools and methodologies to help in complex cases: Diageo
Process Framework, Business Process Modelling, and/or Lean.
How to learn more
Consult with Business Process Architects in IS
Sample Swimlane Diagram
Sales
Shared
Services
Send
request for
goods
Create Third
Party Sales
Order
Purchase
Requisition created
automatically
Create
Purchase
Order
Deliver
Goods to
Customer
Vendor
Receive
invoice for
payment
Receive
goods
Goods Despatched
Customer
Perform PO
Invoice
Receipt
POD
Create
Customer
Invoice
Send
Invoice to
Diageo
Each swimlane diagram must start with a triggering event and finish with an
outcome event.
The diagram flow is left to right, top to bottom.
Each row (swimlane) represents a specific role, group, or function that
performs the activities shown on that row. It should be formatted horizontally
with the lanes down the left side (this way is more understandable), with each
lane separated by a dotted line.
Ideally it should fit on to one page deep and no more than three pages
across.

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It may be done at various different levels. A very high-level flow is shown in

the example above.
Standard flowcharting symbols are used, including these standard symbols:
BPO Diagram Symbols
Manual
Task
Automatic System
Task
System Task
Use of decision diamonds is not necessary (you can just label the lines
coming out of the box with the decision), though can be added if they aid
understanding on lower-level diagrams.
Consider using live workshops to capture your initial workflows. Brown paper
and Post-It notes are great tools to help facilitate this.
A tool like Visio makes documenting and updating swimlane diagrams much
easier than using PowerPoint.

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T26 - Change Impact Assessment

Appreciating the historical context and understanding the transition curve
of impacted individuals towards the current change initiative will increase
the likelihood of a sustainable outcome
or
Understand what change means to people
Rating
Blue - Intermediate
Purpose
To learn from the successes and mistakes of other projects to mitigate or

leverage for successful implementation and sustainability of the current change
initiative.
To increase engagement towards the change initiative from a variety of
stakeholders and impacted individuals.
Outcome
An action plan against each enabler / barrier.

Assign actions to appropriate work stream, and log onto the project risks and
issues log.
Increased engagement with any impacted people and stakeholders.
Structure
A series of conversations or group forums to elicit insights to enablers and

barriers of the current change project.
Can be used at any stage of the project dependent on the group impacted and
the opinions you are trying to elicit.
Reflect upon the implications of your learning from the session and ensure these
are built into the relevant project plans.
Core Tools
Predicting the Impact of Change (Tool I)

Implementation Experience Assessment (Tool II)

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T26 (Tool I) - Predicting the Impact of Change

A list of questions to understand current perceptions of the change
Rating
Blue - Intermediate
Purpose
To assess the perceived size of the change for a group or individuals and
understand to what degree the change will cause disruption.
To leverage positive energy towards the change initiative which may not have
been predicted.
To test the effectiveness of previous communications in relation to the change.
Outcome
Insight into the extent to which change is seen to affect individuals.

A gauge of how widely spread the impact is perceived.
An action plan to address the principle areas of concern.
Structure
Use with groups of people impacted or sponsors/team members with a good insight
to how people may be thinking.
Ensure group selected has a representative view
Split into groups of 3-5 (consider make up for dynamic or mix)
Individually complete form without conferring (this could be done in advance of
the meeting)
As a group quickly identify themes of high and low level responses and discuss
how these opportunities can be leveraged, or barriers overcome (capture on
flipchart)
Feedback between groups
Identify key actions and owners (capture on flipchart)
Interdependencies
Take insights from:
Provide input to:

Change Resistance
Business Readiness
Risks and Issues log
Used to inform the change
communications
Page 37 of 176
Tips
Use once a change is understood by the group you are working with. This may
be after the Analyse phase or through to Implementation planning. This can also
be after a communication on the change if the reaction is not what you
expected, then the communication may have had an unintended impact
Use when resistance is encountered to surface reasons this can be a more
neutral way of understanding reaction than direct questioning
Decide which of the questions are the most crucial to the success of your change
initiative for each audience.
The discussion and rationale is more important than everyone agreeing where on
the scale the answer fits (so ensure that you leave enough time for this aspect)
Whilst facilitating this discussion, you may present information to people
impacted which they were previously unaware; be sensitive to this
How to learn more
Exploring Peoples Reaction To Change workshop

People Manager Development Change website

Page 38 of 176
Predicting the Impact of Change Tool
Predicting the Impact of Change

1.
This change will not require major alterations in how I do my work
2.
This change will not affect the entire organisation
3.
Sufficient time has been allowed for this change to be implemented
4.
The reasons for this change are clear and easy to understand
5.
I know exactly how this change will affect me
6.
I have or can easily gain the knowledge and skills to implement this change
7.
I feel motivated to implement this change
8.
This change will not need me to alter my beliefs on how we conduct our
business how we deal with customers / employees, nature of business
9.
I will not need to feel differently about people or how the business works
10.
I will not need to learn new information or view information differently
11.
This change will not require me to modify my daily activities
12.
I will not need to change my job procedures schedule / equipment / time

management
13.
This change will not affect my budgets, expenses or funding
14.
This change will not require me to modify my current methods of influencing

others

Agree
1
2
Disagree
3
4
5
Page 39 of 176
T26 (Tool II) - Implementation Experience Assessment

A list of questions to identify historical enablers and barriers. If you dont acknowledge the
mistakes of the past youre condemned to repeat them in the future
Rating
Blue - Intermediate
Purpose
To identify the experience which individuals impacted have had previous change
in the organisation. This will include areas, which went well (to repeat in the
current initiative) and problems faced (to mitigate against).
To identify the historic data which people have mentally stored about change in
Diageo.
Outcome
Awareness of the problems that may arise from insight into issues of past change
initiatives.
A matrix showing where previous practice has supported or inhibited change.
An action plan to build on the enablers and address areas of particular concern.
Increased engagement with the impacted individuals and stakeholders.
Structure
Split into groups of 3-5 (consider make up for dynamic or mix).

Individually complete form without conferring.
Ensure individuals are aware that a score of 1 is an enabler, and a score of 5 is a
concern.
As a group identify high and low level responses and differences in response.
Ensure you have a common understanding of what lies behind the issue.
As a group quickly identify themes of responses and discuss how these
opportunities can be leveraged, or barriers overcome (capture on flipchart).
Feedback between groups.
Identify key actions and owners (capture on flipcharts).
Interdependencies
Provide input to :
Project closure document from

previous projects
T17 - Project Plan

T23 - Change Resistance

T31 - Business Readiness
Assessment
Risks and Issues log (included in
T18)
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Tips
Complete early in project to be aware of pitfalls and review at major milestones or

when new communities become involved in the change
This tool is often used as part of a wider project team or engagement event with
impacted individuals
If the purpose of the exercise includes team building then manage the frame of
reference to ensure participation from everyone in the room. Eg narrow it down to
a specific change in which everyone was impacted; open the reference to include
personal change where the audience has little business experience
Involve Sponsors and the project team with insight into previous local change
activity
Decide which of the 25 questions are the most crucial to the success of your
change initiative for each audience of people impacted.
Shortlist the questions to identify those of most importance before giving to your
audience (the number of questions will be driven by the impact and size of your
project)
The negative framing of the questions creates a richer dialogue
Ensure that you allocate enough time for form completion, feedback and
identification of main concerns
The discussion and rational is more important than everyone agreeing where on
the scale the answer fits (so ensure that you leave enough time for this aspect)
How to learn more
DLPP Drift & Files from Creating Possibilities session

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Implementation Experience Assessment Tool

Implementation Experience Assessment
1
Making decisions has required approval at too many levels
The Business is poor at finding / fixing problems during change
Risk taking and creativity are suppressed to avoid risk of errors
Change goals are missed as responsibility is not clear
Failure to involve middle managers has often resulted in resistance
We dont usually allow enough time for change
There are rarely negative consequences for ignoring change directives
Previous management lacked discipline in delivering day to day tasks
Past change has been poorly monitored by managers
10
Incentives for finishing on time and budget have been poor
11
Pasts change has been poorly communicated leaving people confused
12
Managers have rarely encouraged opinions on the impact of the change
13
Rigid policies have made it difficult to change ways in which things are done
14
In previous change co-operation between work areas has been poor
15
Managers lost focus on projects when other problems came up
16
People were forced to comply with change rather than be encouraged
17
In adopting change people please their bosses ahead of organisational benefit
18
People have expected change to be local and not affect other areas
19
Managers have felt pressured to implement change they dont understand
20
Managers have said they support change but acted in the opposite way
21
People expect little from change initiatives due to poor track record
22
People rarely understand how change supported organisational goals
23
The Progect team were poor at keeping change on track
24
Managers focus was more on departmental image then achieving change goals
25
It was more important to agree with change than to express personal views
Disagree
Agree
When answering think about

was this element where it needed to be for the change project ?
there were issues but possible to over come in current change project (please feedback how)
there were major issues with this element

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T32 - Project Closure Document

Close out all elements of the project and
provide key project learnings for future reference
Or
Revealing the good, the bad and the ugly of the project
Rating
Green Easy
Purpose
Close out all elements of the project, including financials, milestones, resources,
achievement of key success criteria etc., to confirm that its okay to stand down
the project team.
Confirm handover plan for any open/undelivered elements/issues/actions to
whom, etc.
Confirm transition to Business As Usual (BAU) operations.
Assess project effectiveness and capture key lessons learned from the project.
Outcome
Closure of project financials and milestones.

Release of project resources.
Detailed analysis of the project itself including:
Were desired immediate outcomes achieved?
Project highlights, what went really well? Why?
Team performance?
Was methodology followed successfully?
Any learnings/new tools to support future projects?
Action plan for any learnings:
Feedback to Change and Project Management Faculty re: ideas for
improvements to methodology, etc;
Link to P4G conversations for individual project team members.
Summary of all handover tasks and related actions associated with transitioning
to BAU including:
Resource Management (resource replacement and knowledge transfer from
the project team).
Issue Management (if all issues closed, if not who will be reporting on
each issues progress).
Risk management (project risks mitigated and the process for managing
outstanding risks).

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Structure
Using the template as a guide, conduct a qualitative assessment of project

achievements from the Sponsors, Project Managers and appropriate workstream
leads points of view alongside more quantitative assessments of time, budget,
resources, i.e. the how as well as the what.
Conduct a project lessons learned session held with the entire project team to get
a full picture. To include project communications, project staffing, workload
distribution, definition of roles, issue resolution, AOB. This should then form
important input to the Project Closure Document.
The Project Manager should complete the document with input from the Sponsor
and appropriate workstream leads as above.
The document is required for CARM compliance and is key to the Close Gate
review. It should be completed immediately before the project closes, while the
team is still in-situ and the learnings are fresh. It should be signed-off by the
project sponsor.
A full post-implementation review/business case review will then take place later
(typically 3, 6, or 12 months later).
Interdependencies
Take insights from:
Provide input to:

T13 - From To
T30 - Project Change Control
T21 - Stage Gate Checklist
Future projects
Tips
This document is most appropriate for repeatable projects, e.g. for those projects
that are part of a wider programme of work, and will be replicated across different
functions/regions, etc. This document should then be stored and used as input as
part of the Initiate Phase for future similar projects. For one-off projects, there
may be less value in the project assessment activities, although it is still
necessary to formally close the project.
Ideally, assessments of the project from the Sponsor/Project
Manager/Workstream Leads should be gathered prior to the project lessons
learned session, to frame the discussion.
When undertaking the lessons learned session, be clear about what drove
success or issues really understand why certain things happened smoothly or
were barriers to success ask Why? Why? Why?
Be clear about what actions will be taken as a result of the project lessons
learned review (who, how, when).
Be clear about who will be picking up any outstanding issues/tasks from the
project (who, how, when).
Aim to limit any successes/issues/actions to 5 each, so it is focussed on the
priority findings.
Any subjective analysis can be added into the document based on project
requirements, e.g. team performance, behavioural change, etc.
Consideration of exit criteria to confirm its okay to stand down the team and
transition to BAU post-warranty, including whether key success criteria for the
project has been met. N.B. This refers to success criteria that can be assessed

Page 44 of 176
immediately at the end of the project; any benefits that are anticipated further
down the line should be re-assessed as part of a full post-implementation review
(often 6 months or more after close of project).
Communicate the results of this analysis broadly dont just keep the results to
yourself and have it become shelfware. The value in this document is to learn
how to do this better next time.
Ensure there is an appropriate celebration of success linked to this being signedoff.
If you are involving a wider team to get replies make this as quick, simple and fun
as you can. Seventy questions on a survey will get low response and poorly
thought feedback.

Page 45 of 176
Project Closure Document Tool

dd-mmm-yyyy
Date:
Project Title:
Sponsor:
Project Manager:
Workstream Leads:
Financial Analysis
Original
Budget
External
Expense
Capital
Approved
Budget
Recorded
Expense
Pending
Expenses
Projected
Expense
Variance
B/(W)
This project was / was not part of the AOP for fiscal year _______.
Schedule Analysis
Add and remove milestones as appropriate.
Original
Key Milestone
Completion Date
Gate 1 (Initiate)
dd-mmm-yyyy
Gate 2 (Analyse)
dd-mmm-yyyy
Gate 3 (Design)
dd-mmm-yyyy
Gate 4 (Implement)
dd-mmm-yyyy
Gate 5 (Sustain)
dd-mmm-yyyy
Approved
Completion Date
dd-mmm-yyyy
dd-mmm-yyyy
dd-mmm-yyyy
dd-mmm-yyyy
dd-mmm-yyyy
Actual
Completion Date
dd-mmm-yyyy
dd-mmm-yyyy
dd-mmm-yyyy
dd-mmm-yyyy
dd-mmm-yyyy
Staffing Analysis
FTEs
FTEs
Consultant
Original
Approved Plan Actual Days
Variance B/(W)
Plan
(Est.)
days
days
days
days
days
days
days
days
days

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days
days
days
Delivery of Change Analysis

Dimension
From
Operating Scope
Strategy
To
Delvered
Green fill for fully
delivered
Product Offering
Yellow fill for partial

delivery - no material
impact on project
Headount
Red fill for partial / no

delivery - material
impact on project
People
Process
Culture
Structure
Roles
Org Design
Skilling
Shift Pattern
Equipment Usage
Process Length
Distribution Model
Orientation
Perspective of
Organisation
Control Behaviour
Creative
Behaviour
Competitive
Behaviour
Management
Structure
CI Capability
Operating Teams
Routine
Maintenance
Cover
Sponsor Project Assessment

To be completed by Sponsor
Service
Major milestones met on-time
Project within budget
Functional requirements met
Quality of project communications
Timely resolution of issues
Change management process
Project risk management
Quality of deliverable
Implementation experience Quality
Rating
1 = poor,
5 = excellent
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Comments
List remaining issues and agreed actions to address.

Provide feedback on what the project team did well
and opportunities for improvement.

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Service
Quality and value of the
methodology
Availability of resources
Timely approvals from business
areas
Organizational support of project
Rating
1 = poor,
5 = excellent
1 2 3 4 5
Comments
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Project Manager Project Assessment

To be completed by Project Manager:
Service
Rating
1 = poor,
5 = excellent
1 2 3 4 5
Comments
Quality and value of the

Methodology
Availability of resources
1 2 3 4 5
Organizational support of project
1 2 3 4 5
Provide feedback on what the project team
did well and opportunities for improvement.
Workstream Lead Project Assessment

To be completed by the Workstream Leads.
Provide feedback on what the project team
did well and opportunities for improvement.
Project Lessons Learned

To be completed by Project Manager
The Project Manager must hold a project lessons-learned meeting with the team
members in order to discuss areas for future improvement. This meeting should
discuss:
1. Project Communications what worked and what did not.
2. Project Staffing number and skill set of team members.
3. Workload Distribution whether the work was distributed in an effective
manner.
4. Definition of Roles did every team member understand their role.
5. Issue Resolution were issues resolved in a timely manner.
6. Other subjects relevant to the particular project.
Embed the outcomes from the meeting here.

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These tools provide the structure in which to manage your project to budget, scope
and timeline.
Tool
T14
T17
T18
T19
T20
T21
T30
Tool Guide
Governance & Sponsorship Plan
Phases
Governance covers both the structure and leadership of the decision-making

authority groups and the processes used that will lead a change from initiation to
a sustained state of business as usual
Project Plan
Organise the details of what has to be done by whom and when in order to
achieve the business outcomes
OR
Who does what when?
Project Administration
Helps you organise the details you need to manage effectively
the administration a project
OR
Its not done til the paperworks done.
Risk Management
Monitoring and/or mitigating the events, actions or missed opportunities that
could impact the ability to meet objectives or achieve strategic goals
OR
What should I be careful of?
Project Dashboard
Reporting of the progress of the project plan, milestones, issues, and risks in a
concise one-page format
OR
Hows it going?
Stage Gate Checklist

Understanding the readiness of a change to move on to its next phase and
identifying the key issues that need to be addressed at a point in time
OR
Getting to a decision on moving forward
Project Change Control

Ensures continued success in the face of changes to the scope, resources,
timing, or other constraints
OR
Keeping things aligned for success

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T14 Governance & Sponsorship Plan

Governance covers both the structure and leadership of the decision-making
authority groups and the processes used that will lead a change from initiation to a
sustained state of business as usual
Rating
Blue - Intermediate
Purpose
The role of Governance is to:
Create the environment for success through active leadership:
Agree and articulate the vision and scope for the change and its place in
the overall business strategy.
Resolve conflicts and roadblocks that affect the progress of the project.
Role model behaviours and commitment to the change.
Engage the wider business to support the project through its life.
Grant authority to execute the change:
Agree organisation, roles, accountabilities and responsibilities for the
change and sanction alterations, as they are required to progress the
project.
Make decisions that provide resource.
Set policy specific to the change.
Manage the risk associated with the change and mandate the level of risk to
be taken.
Manage the interdependencies with other changes and business activity,
setting priorities and arbitrating over issues.
Verify performance in the delivery of the change:
Confirm that appropriate policies and standards are being followed.
Drive the quality and speed of the change.
Outcome
The outcomes of Project Governance are to:
Increase project success and mitigate risk.
Drive accountability, speed and decision-making.
Drive effective & efficient use of resources.
Model behaviours and demonstrate leadership.
Structure
Success factors in creating and sustaining governance are:
Always have the most fitting leadership structure that will oversee the change.
Use ways of working that enable everyone in the project to be as effective as
possible over the life of the project, and hold people to account for delivering their
responsibilities.
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Involve people who will actively and passionately lead and role model the right
behaviours to deliver brilliant results.
For small or lower impact changes the Sponsor may be able to meet all the demands
of governance.
Larger or more impactful changes will require a number of people to provide the
required authority and leadership to make the change happen. These people will take
on formal roles within the organisation of the project, known as the Governance
Structure.
In setting up project governance the output should be:
A structure chart that identifies the governing body(s); the roles within these and
the individuals filling those roles.
A program of meetings that enables the formal interaction to lead the project.
Agreed ways of working, both inside and outside of meetings, that covers each
aspect of the governance role.
Aligned and active leadership of the change.
Sustaining governance ensures that the structure and ways of working are always
appropriate to the needs of the project. The Governance structure for a large or
long-term project should be periodically reviewed, usually at the end of a phase and,
if necessary, adjusted to ensure it is relevant.
A simple governance structure may be based on a model that looks like this:
Steering Committee
Control
Authorities
Sponsor
Cascading
Sponsors
Project Manager
& Change
Agent
Project
Project
Project
Team
Team
Team
Whilst this simple model with one steering committee may work for driving some
projects, a more complex structure may be required if:
The breadth of affected elements of the organisation is too wide for one steering
committee to handle this would drive a more complex implementation of the
governance structure.

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The breadth of decisions to be made is too great for one team to reasonably be
able to handle (e.g. knowledge based technical issues; large scale organisation
and cultural impacts).
Specific elements of the change are highly confidential and need to be dealt with
by a small number of people.
How to set up a steering committee

Step 1
The Sponsor and Project Manager meet immediately on a project being formed
and use the Role Mapping tool to determine who might be in the governance
structure. The steering committee will contain the Sponsor and Project Manager.
Other potential candidates are Cascading Sponsors and Control Authorities
they will all be stakeholders in the change.
NB: This exercise should also review whether the Project Manager and Sponsor have been
correctly identified, looking at issues such as whether the Sponsor is the right person to lead
the governance structure.
Step 2
Sponsor/ Project Manager consults with identified individuals to understand their
position in respect of the change, and the effort they are willing and able to put
into making the change happen. This will drive whether:
The Stakeholder becomes a member of the Steering Committee.
The Stakeholder delegates his authority to another person to represent his
interests.
Once consultation is complete, the Sponsor should define the governance

structure required to take the change forward (at a minimum this should lead
through the current phase; it may apply for the whole programme). The ideal
structure is one group to run the project. If this is impractical, it may be possible
to break the change into a number of elements or interest areas and group
people to steer these. These groups should be connected by one overall referral
group, the main Steering Committee.
Step 3
Engage the Steering Committee through a kick off meeting that aligns on the
scope of the change, roles, and ways of working.
Ongoing review of governance is important. There should be a formal review
immediately following the successful passing of a gate into the next stage.
Roles within Governance

Project Manager and/or Change Manager/Agent - An individual responsible to the
sponsor for the planning and implementation of the change. They ensure the
project delivers the stated outcomes to budget and timeline.
Sponsor - a formal role within the project structure. The sponsor is accountable
for the change happening and therefore is the ultimate decision maker. They can
stop or start a project and provide the resources for the project.
Cascading Sponsor - this is a unique role, only present within large projects.
Where the sponsor does not have reporting responsibility for individuals that will
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be impacted. IN this instance a Cascading Sponsor(s) will need to be appointed

to manage the change for those individuals not currently included in the reporting
remit of the sponsor.
Control Authority - these individuals provide one off expert input to a project eg IS
Systems, Finance and Legal, where more significant input is required these
individuals should form part of the steering committee.
Steering Committee - A decision making authority that delegates day to day
management of the project to the Project Manager. The Steering Committee
controls the project through the process to the end where the benefits are
realised by the business.
Interdependencies
Take insights from:
Provide input to:
T28 - Role Mapping

T15 - Leadership Assessment
T13 From - To

T25 - Communication Plan
Tips
Getting Started
Always, always, always use the T28 - Role Mapping tool to help determine who
should be in the governance structure.
The governance of any change should start small. It is ok in stage 1 to have just
one or two people overseeing the whole change.
A decision making body of more than 7 people has the potential to be
cumbersome and slow (unless they are experienced in working together). With a
very large program of change it simply may not be possible to restrict the number
of decision makers. In this case look for opportunities to create sub groups with
specific decision remits and tie these together in a smaller referral body.
Steering Committee make up
It is better for a Cascading Sponsor or Control Authority to delegate his position
on the steering committee and not have it removed. Rather than simply dictate
to a Stakeholder that your interest is too small, so you are not on the steering
committee, work with them to align on the best way for them to interact with the
project. For example, facilitate a discussion across similar Stakeholders so they
select one person to represent their interests (e.g. if a change impacts 6 sales
regions, get them to nominate one person to represent sales interests on the
steering committee).
Control Authorities with a narrow, specific interest (e.g. verifying that procedural
documents are compliant with standards) should not form part of the steering
committee. They should be engaged for a specific review at a point in time it is
helpful to show this on any summary of the governance structure and within the
project plan. Control Authorities who have a wider interest or are involved over a
long period of time should form part of the steering committee (e.g. financial
oversight).
Commentators should not have formal governance roles. It is essential to engage
them to get their views and foster their advocacy. This should be done through
specific engagement events. As a last resort, this can be done through
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attendance at steering meetings, but the sponsor should carefully manage them,
so that they are not disruptive.
Whilst delegation is acceptable, abdication is not. A key individual or part of
the organisation not actively involved in the governance structure is a potential
cause of all sorts of trouble. Watch out for regular non-attendance of meetings or
the sending of a deputy with no decision-making authority as a sign of potential
abdication.
Keeping governance going

Beware of competing governance structures. Potential conflicts should be
identified and resolved early, so the authority to make a decision is indisputable
for example a business may have routine governance to approve capital
expenditure ensure that a decision is made as to where capital approval for the
project resides (ideally, within the project).
Run formally planned steering committee meetings with agendas and pre briefed
issues for consideration. Governance groups that are not well managed like
nothing better than dabbling in the detailed project work. Their interest should be
valued, but this is not their role.
Review and agree the meeting plans in advance with the Sponsor. The Sponsor
should ideally Chair the meetings, and should be well enough informed on any
issue that the debate is well managed.
Governance groups should meet regularly, to keep a flow to the program, but not
too frequently. If the meetings become bogged down in re-acquaintance of
individuals and roles and re-familiarisation with the project status, they need to be
more regular. If they start to get involved in project work, they need to be less
frequent.
As with any team a governance group will tend to storm before it performs, as
it creates its own personality. In the storming stage apparently simple decisions
may take longer to make and be the subject of contention.
Use the T 15 - Leadership assessment tool against the governance body to
understand and review their leadership of the change
Keep governance going until the business outcomes have been achieved and the
sustain stage is reached. Beware of disappearing governance as people move
onto other things. This tends to happen emotionally before it happens
physically!
Connecting governance to the program
Issues to be reviewed by the steering committee are often first considered by the
project team. The project lead for an issue should, where possible, present it to
the steering committee and be involved in the debate on the way forward. This
helps to connect the governance group to the project group.
An essential output of every governance meeting is the key messages for
ongoing communication. These should be the backbone of formal and informal
engagement about the project by the steering committee, in their role as
ambassadors for the project and leaders of the change.
A simple, but often overlooked step is to make sure everyone in the project
knows who is on the steering committee, and will be able to recognise them if
they meet. The committee members should be visible to the project team.

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How to learn more
DLPP tools, in particular the Brilliant Execution model, and Think-Decide-Act

model.
High Performing Teams (HPT) Part of the People Manager Development
Framework

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T17 Project Plan

Organise the details of what has to be done by whom and when
in order to achieve the business outcomes
OR
Who does what when
Rating
Blue - Intermediate
Purpose
The Project Plan documents what the project will do by whom and when, and then to
track progress. It is used to:
Document the tasks, steps, activities and deliverables that need to be
completed in order to deliver the desired change. It also documents when
each of these need to be completed and by whom.
Analyse key assumptions such as the approach to training, testing, or
implementation and reflect that analysis in the plan.
Align the project team to drive task ownership.
Communicate intent and timeline.
Provide visibility of sequence and prerequisites (what has to happen before
something else).
Monitor project progress over time.
Outcome
Alignment on responsibilities and detailed expectations for the project.

Clarity on effort and resources/skills required to complete the work.
Monitoring of project progress to identify when corrective action is needed.
Success in meeting the promised project timeline.
Structure
Although there are many different approaches to project planning available, a typical
approach is shown here. Consider using other approaches that may be more
applicable to your situation.
Step 1 - Assumption Planning
The first step in developing a good project plan is to document your major
assumptions. Much of this information can be gleaned from the Project Definition.
Assumptions to consider include:
Major timeline goals is there a date when this must be completed? Are there
other critical milestone dates that must be met? Externally imposed dates often
become major constraints on your project.
Skill availability similar to timeline constraints, resource/skill constraints can
also influence how you approach your planning. Will you use only internal
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labour? Labour from different Diageo groups? Contractors? Partners?

Suppliers? Vendors?
Capability expectations what are your expectations around a capability gap that
may need to be filled? How much training and/or other interventions do you
expect? How long will this take?
Testing assumptions what type of testing of the solution will be required before
you go-live? Will you pilot the solution? How much time should you allow to
correct flaws found during testing?
Implementation assumptions how do you expect to deploy the solution? How
long would that take? What has to happen first?
These assumptions are usually documented in text formats such as Microsoft Word
or PowerPoint, but any way of capturing them is fine. The key is to capture them
somewhere so you can refer to them as youre creating your plan.
Step 2 - Rough-Cut Planning
Heres where the hard work of the analysis comes in. It is typically done alone or in a
small group. Simple Excel-based tools like the Milestone Planner Tracker are
sufficient for many projects. More complex projects may demand the use of more
sophisticated planning tools like Microsoft Project.
Lay out the tasks, milestones, and/or deliverables in logical sequence of when they
need to be done. Take into account:
Are some tasks dependent on other tasks being complete?
How long do you expect each task to take to complete?
Next overlay dates on your task list.
Are there some dates or windows of opportunity that are fixed?
Are there holidays or other constraints to consider?
Then, assign resources/skills to each task. Consider questions such as:
What skills are needed to be successful in completing the task?
Who has those skills?
Finally, evaluate your constraints:
Are you asking a resource to work 100 hours a week?
Are you trying to complete a task before another prerequisite task is done?
Are there other things that realistically cant be done?
Consider the triple-constraint triangle If you are constrained by 2 areas, by
default you will be constrained by the 3rd.
Scope
Schedule

Cost
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Adjust your plan to accommodate these constraints.
At the end of this step, youll have a first-cut of your project plan.
Step 3 - Alignment
Building on step 2, now spend time refining the plan youve drafted in order to build
alignment. Remember, the project plan is what youre asking people to sign-up to
do, so its important that the plan be as robust and accurate as possible, with broad
buy-in and support.
Confirm assumptions
Ask experts in a particular type of task to help validate your assumptions.
Ask people whove completed similar efforts in the past for their input &
experience.
Discuss with your sponsor the implications of your assumptions.
Validate the draft plan
Consider holding a challenge & build session with some experts as a way of
gathering input.
Include key stakeholders, sponsor, steering committee, or other groups as
appropriate to help ensure youve captured all the constraints.
You often need to hold multiple challenge and builds with different audiences.
Alternatively, you can use other ways of getting validation, including e-mail,
WebEx, etc.
Refine the plan
Incorporate the feedback on your assumptions & from your validation sessions.
You may need to do this repeatedly after each session or set of feedback.
Check alignment
Having alignment (not just agreement) around your project plan is critical to your
projects success. Through the plan, youre asking people to commit to
completing certain things by certain times. For resources you control directly, this
is relatively easy, but be especially sure for resources you dont directly control
(such as those borrowed from other functions).
Step 4 - Baseline The Plan
Once you have alignment around your initial plan, you need to create your baseline,
the plan fixed at a point in time. A baseline finalises the scope, timeline, resources,
and cost commitments. Use this baseline to understand and manage the changes to
the project going forward.
Communicate the plan ensuring everyone has the latest copy of the plan and starts
working toward achievement.
Step 5 - Monitoring & Tracking
A project plan is not a static document. It is used to track and monitor progress as
well.

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Track progress
On a regular (usually weekly) basis, gather input from everyone working against
the plan as to their progress.
Update the progress in the project plan.
Compare where overall the project team are to where we it is expected to be at
this point in time.
Take corrective action, if needed, by escalating the problem, and/ or creating a
change request to alter the baseline plan.
Publish the updated plan regularly
Ensure the team always knows whats expected of them and when.
Let everyone on the team see how everyone else is progressing.
Review changes to the plan and the implications with the team.
Interdependencies
Take insights from:
Provide input to:

T29 Capability Assessment and Build Plan
T31 Business Readiness Assessment

T18 - Project Administration
Tips
Scale the level of your project plan to the size of your team, duration of your
project, and risk involved. Large, inter-functional projects introducing large
change should have more rigour in their project plans than short local efforts.
Present your project plan in a way that best matches your audience. This may be
a simple list of activities, or some graphic such as a Gantt chart or timelines.
Project plans are living documents they not only capture what you expect to do,
but also form the baseline against which you measure your progress.
For advanced or complex projects, engage with a qualified project manager or
project analyst to develop and monitor the plan.
Dont forget to include a mechanism to track progress against your plan. This
could be done during a weekly team meeting, via an e-mail update, or having
everyone update their own progress directly in a shared copy of the plan.
Regularly remind people of what theyve been assigned to do in the coming
weeks and months. Look out for conflicts like holidays or vacations.
Depending on the scale and complexity of the project, the project plan may be
simple (a set of milestones and assignments) or complex (a complete Work
Breakdown Structure in a tool such as Microsoft Project with dependencies,
resourcing, etc.) But the project plan is more than just the schedule.
Good file management is essential to keep track of your plan. Ensure a copy of
the baseline is kept secure and unchangeable. Use a naming convention so your
files display in date order, eg DWSplanyymmdd.

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Project Plan Tool

Milestone Planner and Tracker
<<Project Name>>
Project Milestones Report
Com pleted by:
John Kivela
Show Mgmt Bar
Reporting Period:
1-May-09
to
30-Aug-09
Milestones Statistics for: <<Project Name>>

Sum m ary: <<enter commentary here>>
Overall
Green
Status Last period
This period
Red
Amber
Green
Complete
Removed
Added
Status Summary Graph
Legend:
RED Off target, no plan in place
GREEN On Target
AMBER At risk of missing a target, plan in placeSlippage; Risk

BLUE
or Issue
Complete
Baseline
ResponRef #
Milestone
Com pletion
sible
Date
<<Stage Nam e or Header>>
Expected
Com pletion
Date
Status
Com m ents
100
110
120
130
140
150
160
200
210
220
230
240
250
260
270
280
300
310
320
330
9999 End (Insert new row s above this one)

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T18 Project Administration

Helps you organise the details you need to manage effectively
the administration a project
or
Its not done til the paperworks done.
Rating
Green - Easy
Purpose
This provides a set of basic project administration tools to help manage your project.
Tools included here include:
Contacts
Distribution lists
Project calendar
Meeting plans
Issues log
Risk log
Action items
Minor Change log
Outcome
Project administration is organised and simplified

Team is aligned and clear on basic ways of working
More time is available to work on substantive project work and less on
administration
Structure
Line up your project administration details as soon as you assemble your project
team.
Keep the various tabs up-to-date as the project progresses. Some sections may
remain relatively static, and others may change frequently.
Agree with your team how information will be maintained. Some teams will have
each person update their information on a shared copy of the file. Other teams
centralise the updates through single person.
Depending on your needs, you may add additional information or tabs to the base
workbook. Alternatively, you may omit some tools, or use alternate versions or
formats.
Instructions for individual tools are included in the following pages.

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Summary of Project Administration Tools

Contacts:
What its for:
Having a common list of how to contact the people important to you on the
project
Include both the direct team members and others who you rely on (such as the
sponsor and steering committee)
Why you want it:
Nothings more frustrating than trying to get a hold of someone quickly and not
being able to.
Tips:
Often youll gather additional contact information to whats publicly available,
such as home phone numbers, personal e-mail addresses, etc. Consider the
project rules around using this information: keep it private, respect each others
personal time, etc.
You may collect different levels of information depending on the individual and
their role.
Add/delete columns based on what you need
Distribution Lists:
What its for:
Having a set of common distribution lists for sending out e-mails
Why you want it:
Makes sure you have included everyone!!
Tips:
Assign a central resource to maintain the lists.
Consider using features in Outlook to help manage the list.
Use fully qualified e-mail addresses (such as john.q.public@diageo.com)
separated by a; or a line break in order to ensure the lists copy and paste into
various e-mail systems easily.
Project Calendar:
What its for:
Having one place to go to see peoples macro-level availability all at once whos
on holiday, whos in training, etc.
Why you want it:
The cardinal rule of project planning is knowing who does what when. Without
knowing peoples availability you cant plan properly!
Tips:
Have each team member responsible to record their outages (especially vacation
time)
Consider using features in Outlook to help manage this for your team if
appropriate (e.g., shared calendars, outlook calendar permissions, etc.).
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Revisit the calendar at least monthly during team meetings to remind people to
keep it updated.
Add more categories if you need. Or delete those you dont.
Dont try to get too granular.
Enter the first starting date as a Monday in the first cell and the rest of the of the
cells will calculate.
You can also mark dates which are critical to the project so that the team can see
when it will be difficult to be away.
Meeting Plans:
What its for:
Having one place to go to see the major meetings planned
Why you want it:
Lets people know (especially people who join the team later) what to expect for
meetings.
Tips:
Best used for recurring meetings such as weekly team meetings and steering
committee meetings.
Helps you think through what meetings you need to have
Consider using features in Outlook to help manage this for your team if
appropriate (e.g., shared calendars, outlook calendar permissions, etc.).
Revisit at least monthly during team meetings to keep it updated.
Add more categories if you need. Or delete those you dont.
Dont try to get too granular.
Issues Log:
What its for:
Managing your issues is one of the most important things you do in successfully
managing a project. This provides a place to log and track issues to resolution
Why you want it:
Having issues written down with owners and due dates is the best way to actually
stay on top of them and get them resolved in a timely manner.
Tips:
Go through your issue log at every meeting to get updates and track progress.
They should be updated at least weekly.
Escalate issues from the log that you need help resolving.
Add more categories or data fields if you need.
Use dd-mmm-yy format for dates (e.g., 10 July 09) to avoid confusion across
continents (7/10 vs 10/7 being July vs. October)
Keep one master version and guard it closely!
Remember to back this up regularly. Its volatile data that changes frequently but
is also vital to the projects success.
Often there will be a single log for Issues, Risks, and Action Items, as they tend
to track the same kind of information. (Remember issues are risks with a 100%

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likelihood of occurring.) Feel free to combine them as appropriate. (Simply add

another column to identify what the row is.)
Risk Log:
What its for:
Usually used in conjunction with a Risk Footprint, the risk log is a way to manage
the risks and mitigation plans.
Why you want it:
Having just identified a risk is not enough. You need to manage mitigations in the
same way you manage any issues.
Tips:
Go through your risk log at least monthly to update and track progress.
Escalate risks from the log, which need help mitigating.
Often there will be a single log for Issues, Risks, and Action Items, as they tend to
track the same kind of information. (Remember issues are risks with a 100%
See T19 Risk Management for more details and alternate ways to track risks.
Action Items:
What its for:
Beyond the project plan, there are often many tasks that need to be tracked.
Everything from set up a review session with Corporate Relations to Order
pizza for the team celebration. This tool helps you track those tasks so they
dont fall through the cracks.
Why you want it:
Therere often more things going on than you can remember. This helps drive
accountability to make sure things happens smoothly.
Tips:
Use this tool at weekly team meetings to record actions and track progress.
Often there will be a single log for Issues, Risks, and Action Items, as they tend to
track the same kind of information. (Remember issues are risks with a 100%

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Minor Change Log:

What its for:
Big changes everyone sees, and you should use T30 Project Change Control
to help manage them. The minor changes, however, are typically much more
numerous. This helps to track them and see when theyve built up to such a
degree that additional intervention (e.g., a Change Request) should be initiated.
Why you want it:
To keep track of the little changes that weve agreed to.
Tips:
Use this as a running list of all the small changes youve made. Youd be
surprised how they add up.
Weekly team meetings are often where these changes first surface. Use that
forum to gather and track them.
Put a formal process in place to approve even small changes.
Come up with a list of change types that best fits your project
Interdependencies
Take insights from:
Provide input:
T12 - Project definition

T17 - Project plan
T19 - Risk Management
T14 - Governance and Sponsorship
Plan
T17 - Project plan

T20 - Project dashboard
T30 - Project Change Control
Tips
The tools provided here are basic versions, most appropriate for small to medium
sized projects. Theyre a good place to start if you dont have anything else.
If you have a similar tool you or your group already uses and are comfortable with
it, do not feel compelled to use this tool.
Some teams work better using Excel (as is done here), others prefer Word or
even PowerPoint. Use the MS Office tool that best suits your needs. Often a
combination is used.
Typically large projects may use more sophisticated (or even automated)
versions of some of these tools.
You may also wish to add additional tabs of information such as milestone
schedules should that prove helpful.
Consider using this document (or sections of it) as a way to structure your weekly
team meetings.

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T19 - Risk Management

Monitoring and/or mitigating the events, actions or missed opportunities that could
impact the ability to meet objectives or achieve strategic goals
or
What should I be careful of?
Rating
Blue Intermediate
Purpose
Risks are potential issues that, if they occur, would have a negative impact on
achieving the change objectives. The Risk Management Plan documents what these
threats to the project are, their potential impact, their likelihood of occurrence, and
steps being taken to monitor and/or mitigate them. It is used to:
Document the potential events that could disrupt the project
Agree to the likelihood of occurrence and impact
Agree an allocated owner to each risk from a management/ containment/
mitigation perspective
Establish and monitor a plan to address each risk
Track risks over time to the completion of the project or until the risks no longer
pose a threat
Outcome
Awareness of potential risks

Prevent risks from becoming issues through mitigation planning
Active management of risks to minimize their impact
Ownership of risks and responses
Ultimately, fewer barriers to project success

Page 67 of 176
Structure
There are three distinct steps to risk management:
1. Identifying and mapping risks to a risk footprint
2. Developing plans to address, mitigate, and/or monitor risks
3. Monitoring and updating risks and risk plans over time
Calendar
Step
#
Other
process/procedure
Step/Trace
When significant
Risk is detected
Identify Risk
Depending on
Risk priority
Record Risk
Risk
Prioritized
Risk
Concern
immediately
resolved
Risk
dismissed
Determine resolution
Risk document
updated
Periodically and/or
as risk events
pass
Close Risk or follow up
Risk closed
Aas risk events

arise

Risk progress status

documented
Execute Risk Plan
Page 68 of 176
Step 1: Creating a Risk Footprint

With a group of people knowledgeable in the area (normally the project team,
senior leads in the project and the steering committee), have a brainstorming
session to come up with a list of potential risks. The Project manager will typically
facilitate the session. Ask each participant to write out as many risks as they can,
writing each risk on a separate Post-It note and collate on a flipchart, do not worry
about likelihood or impact of the risk at this point. No idea/ potential risk is too
small.
Risks may fall into several categories including:
Cost - these outline the non-achievement of the financial benefits of the project
detailed in the project objectives or key success factors. Typical cost risks include
external contractor overspend, additional costs in changing/solving design,
application project, or operational problems.
Schedule these focus on the non-achievement of the project's products
or benefits within the specified time frame. Typical schedule-based risks
arise from extensions from scope changes, resource unavailability, market
opportunities missed, and additional schedule extensions from solving
those risks outlined in 'Cost' above.
Technological - these consider the non-achievement of the application
specifications and benefits expected. Typical risks include new/nonstandard platform technology, integration problems with existing other
systems, migration problems, performance expectations not achieved,
environment complexity and functionality, and system operability.
Performance - these focus on the impact on business performance (eg
Service, quality), from both the change itself and the way it is implemented.
After brainstorming, spend a few minutes to group similar ideas together.

Consolidate where appropriate.
Next, as a group, evaluate the risk considering impact and likelihood.
Instead of looking for agreement on the actual impact

and likelihood, use measurement
criteria bands to effectively
generate approximate consensus.
Participants agree relevant
measurement criteria for the
impact (on business continuity and
thereby profit) and likelihood
(probability) on a rating of 1 to 3.
Both financial and non-financial
impact criteria can be discussed, if
appropriate.
(D) medium
(G) high
(B) low
(E) medium
(A) low
(C) low
3)
Unworkable/
Failure to
deliver
I
M
P 2) Serious
fail
A delay/
to deliver
some
C components
T
1) Hit
target but
additional
work
For each risk scenario, the impact and likelihood are assessed and plotted. Risks
plotted in the red areas warrant the highest priority attention and the most detailed
mitigation plans.
Page 69 of 176
1) Remote
(<10%)
2) Possi
(10-50%
LIKELIHO
Step 2: Creating the Risk Plan

For each risk, develop a plan to address it should it occur. Several potential
actions can be included in the plan, even if they are mutually exclusive just
record what could be considered as actions.
The following categories are typical approaches employed to mitigate the risks:
Avoidance - employed at any point in the development lifecycle where
future-planning work is performed. Typically, most risk avoidance occurs
during the project definition and planning phases of a project, where
objectives, scope, key success factors, work breakdown, and project
outputs or deliverables are defined. An example of risk avoidance is the
use of a stable, established technical solution in preference to an untried, or
complex new technology. However, risk avoidance solutions may limit the
ability to achieve high-level project objectives, by unnecessarily constraining
a desirable solution.
Control - occur at all points throughout the development lifecycle, and are
typically the most common response. They identify an action or product that
becomes part of the Project Plan, and which is monitored and reported as
part of the regular performance analysis and progress reporting of the
project.
Acceptance - these describe the factors that may directly affect the success
of the project, but are outside of the sphere of influence of the Project
Management, and can therefore only be 'accepted'. In addition, acceptance
of risks as a response may be based on the cost-ineffectiveness of any
available response or solution. An example: acceptance response could be
created from a legislative or legal risk, over which no control could be
leveraged.
Transfer - target the party who are best placed to analyze and implement
the response to the risk, based on their expertise, experience, and
suitability. Typical transfer responses include the sub-contracting to
specialist suppliers who are able to reduce the overall risk exposure.
Investigation this response does not define any mitigation for reducing an
individual risk. They are responses to risks where no clear solution is
identified, and further research is required. However, investigative
responses will not be ignored, as they immediately and directly lead to a
greater aggregated project risk. This is because the probability quantifier for
each risk includes the effect of the applied response, for which there is
none, and the level of control quantifier indicates the level of influence to
apply that response, which is low.
An owner should be assigned to each Risk. It is the owners responsibility to
monitor and implement the plan.
Step 3: Monitoring the Risk

On a regular basis (monthly or at least quarterly) review and update the risk
footprint.
Has the likelihood of the risk occurring changed?
Has the potential impact of the risks changed?
Are there new risks to add?
Are there risks that can be retired?
Update the footprint and risk plans
Page 70 of 176
Tips
Risks that have a 100% chance of occurring are issues, and should be managed
via the projects issue management process.
Risks evolve over time: likelihood and/or impact changes. You should revisit
your risk management plan regularly (at least quarterly) to update it.
Spend your time & energy on risks that fall into the red and/or amber sections of
the grid.
Risk Plans are substantive documents. Generally each risk will need to have its
own plan that includes multiple options. (Think one page per risk.)
Set the impact scale to be appropriate for the project youre working on. May be
quantified in , time, and/or other metrics as appropriate. Try to make these
measurable, so that in the event of a risk becoming an actual issue the impact is
fully understood.
Test whether the risk creating exercise has been too optimistic or pessimistic with
informed individuals who were not participants. Feed this commentary back to a
review session.
Keep a baseline risk plan and the updated versions which reflect the project as of
today.
Interdependencies
Take insights from:
Provide input to:
T17 - Project Plan

T13 - From-To
Issue log (included in T18 Project
Administration)

Assessment
T21 - Stage Gate Checklists
How to learn more
Consult with GAR (Global Audit & Risk) to help assess/facilitate risk sessions for
major initiatives or for coaching on risks.
Tools
The Risk Matrix and Mitigation Plan template are found in tools:
T18 Project Administration

Page 71 of 176
T20 Project Dashboard

Reporting of the progress of the project plan, milestones, issues, and risks in a
concise one-page format
or
Hows it going?
Rating
Green - Easy
Purpose
The project dashboard is a way of communicating project status to a variety of
audiences, including the sponsor, steering committee, and project team members. It
provides a quick, concise one-page update on the projects progress.
It is used to communicate on:
The overall project status.
Status of progress against key milestone and project plan baseline.
Status of resource impacts.
Status of financial impacts.
Summary of key issues and risks.
Highlights & lowlights of the past period.
Plans for the next period.
The dashboard can be used as a means of:
Controlling the project.
Providing input into the project governance process.
Managing project risk.
Outcome
Awareness of project status.

Ask for help in key areas.
Share project successes and milestones.
Confirmation that the project remains on track.
Ultimately, no surprises when we come to a milestone or the end of the project.

Page 72 of 176
Structure
Any agreed format can be used. It should include sections on overall project
health using RAG (Red-Amber-Green) statusing (see coding guidelines in the
Tips section), sections on milestones, resources, financials, accomplishments,
and future plans.
Dashboards should be completed on a regular basis, usually monthly but for
some efforts weekly.
The PowerPoint template may be used as a basis for the standard dashboard.
For individual status areas, the following RAG guidelines should be used:
Criteria
Green
Amber
Red
At least one of the
At least one of the following
All assessment criteria
assessment criteria
assessment criteria is red or
are green and no major below is amber or some
Overall
some major issue or risk will
issues exist that threaten major issue threatens the
Summary
likely prevent the successful
the success of the project successful completion of
completion of this project
according to plan
the project according to
according to plan
plan
Project is progressing and
Significant tasks behind The project is stopped or
expected to meet project
schedule, but
significant tasks are behind
milestones and end date.
adjustments are being
schedule, and adjustments
Schedule
Any slippage has not
made to deliver plan
cannot be made without
affected the critical path of
dates and hold to the
extending the project
any milestones or end
existing end dates
timeline
date
Planned resources
Resources are not in
Non-availability of resources
including contractors' and place to meet project
Resource
means major tasks are or
vendors' resources are in schedule but a plan
will be behind schedule
place
exists to rectify
Latest estimate at
Latest estimate at
Latest estimate at
completion is running
completion is running
completion is running over +
within 10% of the
over +10% of the
10% of the approved budget.
Budget
Change request is not yet
approved budget.
approved budget,
Change request is
being put forward to
being put forward to
secure funding
secure funding

Page 73 of 176
Overall RAG Guidance:

Status
Summary Description
Green
Amber
On target
Action
>
At risk of missing a target.

A plan to monitor and/or
>
mitigate this risk exists and
includes owner, tasks, and >
dates.
>
>
>
Red
Off target.
>
Issues present high impact
and/or no mitigation plan is >
in place
>
>
>
No additional actions are required

Issues are documented and tracked to reflect this
status, although the impact may be moderate.
Steering Committee is made aware of the issue(s)
Issues must be documented and a plan to improve
health is required, including owner, tasks and dates.
Steering Committee is made aware of the issues.
Issue must be tracked and reported to Executive
Management on a frequent basis until area is back to
amber.
Action required by Steering Committee are clearly
articulated.
Requires an all-hands-on-deck mentality with
support from Executive Management, business and
partners to recover to amber at a minimum.
If it is a critical path task, there will be a day-for-day
slip to the project target date.
If it is not a critical path task, then the project team
manages slack time to get task back to amber.
May require a change request to rectify
Interdependencies
Take insights from:
Provide input to:
T17 - Project Plan

T19 - Risk Mitigation
T14 Governance and Sponsorship

Plan
Tips
Use last periods template as the starting point for this periods template.
Establish how frequently you need this updated. Typically monthly is sufficient,
but for some projects weekly may be necessary.
Consider your audience when developing your dashboard.
Use the RAG guidance below when selecting Red-Amber-Green status.

Page 74 of 176
T21 Stage Gate Checklist

Understanding the readiness of a change to move on to its next phase and
identifying the key issues that need to be addressed at a point in time
Or
Getting to a decision on moving forward
Rating
Blue Intermediate
Purpose
The purpose of this tool is to:
Make an assessment of the progress of the project, both within the current stage,
and, more formally, to move it to the next stage after sign off by the gatekeepers.
Assess whether the appropriate Project and Change Management tools have
been and will be used.
This tool can be used for all stages of the Change and Project Management
Framework.
Gate Governance ensures a project is progressing according to plan in respect of
time, budget, scope, and quality at the end of the major phases in its life cycle.
Outcome
Using a list of questions, the tool will identify:
A completed Sign-off Checklist against identified criteria.
A Go/No Go decision.
A common view and agreement to where we are and (if applicable) what needs
to be done to complete the relevant stage.
The answers to the questions will build up a list of issues and insights that can be
prioritised and should be addressed either before moving in to the next phase or at
the start of the next phase, as appropriate.

Page 75 of 176
Structure
It is strongly recommended that the sign-off checklist stage be completed in a
structured way:
Individuals consulted should be appropriate to the stage of the project but should
always include the Steering Committee and the relevant members of the Project
Team.
Stage checklist should be prepared by the Project Manager via consulting the
Steering Committee and Project Team members before the Steering Committee
meeting.
Check list review should be part of the last Steering Committee meeting of a
phase.
Within the structured discussion and decision-making process, the opportunity
should be taken to explore and provide input to key issues arising from the
discussion.
Meeting Principles
Open face-to-face discussions are ideal. WebEx can be a substitute.
All gatekeepers present (if members are not available, authority should be
delegated formally or sign off to be given before the meeting).
The Sponsor and Steering Committee make the Go/Stop/Recycle decision,
based on meeting outputs and discussions.
Preparation
Plan ahead - have meetings for discussions scheduled into the project plan.
Appropriate pre-read for the meeting should be circulated 2-5 days prior,
including key issues identified.
Attendees at the meeting should consider key issues and questions they wish to
raise in advance.
If a significant project, you may wish to involve a number of key stakeholders in
completing the sign off checklist.
The meeting should normally be part of the last Steering Committee meeting of
each phase.
The Meeting
Review the questions in the checklist:
Where the Committee do not give a positive answer to one or more of the
questions, a mitigation plan will need to be agreed with an owner and
completion date agreed.
Capture any comments on the specific areas that the attendees make.
Capture key learnings.
Discuss whether the project can move to the next phase.
The Sponsor and Steering Committee makes the overall decision to
Go/Stop/Recycle - based on the results of the meeting.
Post Meeting
Save all documents in the Project Folder as a record of decisions taken.
Ensure action plans to complete milestones are captured and the project team
are updated.
If the decision is to Recycle a decision will need to be made on whether a
further meeting required to review recycled elements (this decision to be based
on the situation).
Page 76 of 176
Interdependencies:
Take insights from:
Provide input to:
T17 - Project Plan

T15 - Leadership Assessment
T25 - Communications plan

Plan
T32 - Project closure document
Tips
Preparation
Ensure that the pre read addresses all the criteria that are to be assessed the
Project Definition may be adequate, or may require expansion to explain
particular elements.
It may be necessary to provide a lot of detail to enable gatekeepers and the
steering committee to make a properly informed decision. Ensure that this does
not deflect from the core of the pre read by putting these elements in appendices.
Articulate the mandate that is being sought at the meeting i.e. dont request that
the project move to the next phase this may be the explicit identification of the
option to be chosen. It may also include agreement to publicise or communicate
the change.
If funding or resources are required in the next phase, they should be identified.
The Meeting
Consider if it is appropriate for members of the project team to be present, either
because it will help their understanding of the decision that has been made, or
because they will need to answer questions about a specific area.
If a decision maker cannot be at the meeting, look for pre-meeting input or
delegation of authority, ensure this includes decision rights as it can be very
frustrating to have unexpected recycling of a decision.
Have a facilitator run the meeting with a key role of getting a deep understanding
of why people are happy or unhappy on a particular criteria.
Ideally the Sponsor should summarise and close out the meeting by explicitly
stating what has been agreed.

Page 77 of 176
Stage Gate Checklist Tool

T21 Stage Gate Checklist
Questions
Gov/ Proj
Mngt/
People
Status
Action Number* Initiate Analyse Design
Has sponsorship including accountabilities been

established?
Gov
Is the appropriate Governance structure and Project

resource mobilised or in place?
Gov
Has the Project been prioritised appropriately for the next

phase?
Gov
Do the Steering Committee demonstrate the leadership

and commitment to move the project forward?
Gov
Has the impact on Business As Usual been fully

understood (processes, people, budget etc)?
Gov
Has best practice been sought and considered?
Gov
Has the end state been clearly defined?
Gov
Have business outcomes been identified and agreed?
Gov
Has the opportunity or issue been clearly defined?
Gov
Is the design ready to be implemented?
Gov
Have the business outcomes been confirmed?
Gov
Have all agreed deliverables/KPIs been met?
Gov
Have risks been appropriately assessed and are

mitigation plans in place?
Gov
Have CARM requirements been met?
Gov
x
x
Has success been celebrated?
People
Is anyone impacted by the change ready for

implementation?
People
Has the cultural impact of the implementation been

assessed and planned for?
People
Has the level of adoption of the change been assessed?
People
(x)
Has the structure been set up to embed the changes (eg

P4G)?
People

Page 78 of 176
T30 Project Change Control

Ensures continued success in the face of changes
to the scope, resources, timing, or other constraints
or
Keeping things aligned for success
Rating
Blue - Intermediate
Purpose
Changes are inevitable, yet once the project definition has been finalised,
changes can impact the ability of the project to deliver on its commitments.
Change control helps you maintain alignment in the face of changes. It ensures
that we understand and agree on whats changed, why, and the impact of the
changes on the project.
Outcome
Aligned organisation of the updated purpose, outcomes, scope, costs, timeline

and/or other constraints for the project.
Analysis of alternatives considered to react to the change.
Funding/resources secured to incorporate the change into the project.
A new (revised) baseline against which to measure the success of the project on
its completion.
Communication of the change to help drive understanding.
Structure
The rules around when a change request is required should be set by the
steering committee when the project definition is signed off.
A change request is typically required in the following cases:
Schedule: Changes in the overall timeline which impact the project phasing
and/or go-live date.
Scope: Additions to and/or changes in functionality and design. This
includes reductions in scope.
Resources: The start and/or stop dates for project resources (internal and
external) have changed, or a resource is being added or removed.
Budget Overspend: Forecasted total project spend will over-spend or
under-spend the original approved budget by more than X%. Consult with
your local finance organisation for budget variance rules that apply to you.
CapEx or Revenue Switch: Forecasted CapEx or Revenue switch will
exceed the corresponding original budgeted amount by X%, even if the
overall budget is not impacted. (This is necessary since Internal Order
Numbers are opened for each of Revenue and CapEx and can only be
changed with proper approval.) Again, consult your local finance
organisation for rules that apply to you

Page 79 of 176
Budget Carryover (Phasing): Project funds need to be carried over

(phased) to the next fiscal year. An amount more than X% of what is
approved for the next fiscal year is to be carried over. Again, consult your
local finance organisation for rules that apply to you.
Significant change (reduction) in benefits: Changes to the originally stated
benefits which would significantly change the business case. For tangible
financial benefits this corresponds to a X% reduction. Again, consult your
local finance organisation for rules that apply to you.
First, identify that a modification (change) to the project is required. What is it?
Why is it necessary? What would happen if we dont include it?
Next analyse the needed modification. What is the impact on scope? Timeline?
Budget? Resources? Use the Project Change Control tool to help structure and
document your thinking.
Develop alternatives as necessary. Is the modification needed a showstopper?
If so, what are alternatives? Consider scenarios of alternatives to address the
change.
Begin the alignment process around the change. Float thoughts and ideas
before seeking formal approval.
Secure formal approval for the change from the Sponsor & Steering Committee
and other control authorities as needed. The same governance used to approve
the original Project Definition should be engaged again to approve the change.
Once the change is approved, update your project plan and/or financials to reflect
the new baseline. Report future progress against this updated baseline.
Socialise the change with the project team, stakeholders, and other parties as
necessary.
Interdependencies
Take insights from:
Provide input to:

T17 - Project Plan
Plan
T17 - Project plan

T14 - Risk Footprint
Tips
All change requests should be approved by the project sponsor and project
steering group or nominated authority as dictated by the projects governance
plan.
Consult with your local finance group for rules around financial documentation
and approvals for changes to budget.
The tool is structured to help you think through the factors that are important to a
successful project.
Consider using a Challenge & Build process to review and finalise this
document or sections of this document. Include the right players, issue a preread in advance, then engage in an active dialogue to confirm/refine the content
to reflect all needs.
In some cases, a section of the template may not apply. Simply state the
rationale why it doesnt apply & move on.

Page 80 of 176
The X% threshold applies to cumulative as well as individual change requests. If

there is more than one change request during the lifecycle of the project, which
individually does not breach the threshold but when taken together do, then
financial approval must be sought.
Requests for changes to project scope/design should also be approved by the
relevant design or control authorities
Requests for changes to project budgets and reductions in tangible financial
benefits are required to follow the same approval process as the original project
funding. They must follow the appropriate approval processes in accordance
with the Financial Statement of Authorities and monthly approval schedules.
Partners and vendors may require that their own change request forms be used
to communicate changes. Vendor forms are often contractual documents and
may require procurement involvement. In those cases, both their form and this
form should be completed.

Page 81 of 176
Project Change Control Tool

Please note the section numbers in the document are incorrect. The tool available on the
framework website does have the correct numbering.
<<Project Name Here>>

Project Change Request
version <#.#>
covering through stage <xxxx>
prepared by <<project manager>>
dd Month yyyy
Current Project Funding Authorisation:
Additional Funding Requested:
Business Unit
Sponsor
Type of Change Request (delete as
appropriate)
Name
Resource / Time / Scope or Design / Budget /
Benefits
Instructions:
Red text is Instructions and/or examples.
Please erase any red text before publishing; as this text is not intended to be part of
the permanent document.
Please do a Find and Replace of<,<Project Name Here>>
with the specific name of this Project eg Diageo Way of Selling.

Page 82 of 176
Approval Checklist
This section should be completed before the change request is appended to the
project definition and before work can commence on a change request. Evidence of
approval must be attached to the change request for CARM compliance and future
reference.
Approver
Sponsor
(ALL Change Requests)
Steering Group
(ALL Change Requests)
Financial Statement of
Authority
(For any Change Requests
with a Budget Overspend
and/or CapEx or Revenue
Overspend and/or change in
FY budget phasing and/or
significant reduction in
tangible financial benefits)
Other Control Authorities
e.g., Process changes,
Technical changes,
Infrastructure
Security impacts, etc.
Approval required
Y/N*
(If N provide
reason)
Y

Approval
provided
Y/N
Evidence of
Approval
(email
attached)
Page 83 of 176
Proposed Change
Describe the change required. Be explicit about what is driving the change request.
Answer here.
Rationale for Change

Explain why this change is required. Ensure that the rationale is aligned to the
Diageo business strategy and objectives.
Answer here.
Benefits of Change
Detail the impact of the change on the business case. What was the original
business case? (You may insert information from the Project Definition here). List
quantitative and qualitative impacts.
Detail the benefits of the change distinguish new and old benefits as well as
changes to existing benefits. In particular please detail any original benefits which
might have been eroded as a result of the requested change.
IMPORTANT without this section completed your Change Request will not be
signed off.
Answer here.
Impact of Change
Identify impacted processes, projects, functions, regions, applications, dependencies
etc.
Answer in table below and add any additional information
Impact on other projects/dependencies
Impact of not implementing the change
Is this change adding/mitigating any project risks? List details of the risks and add to the risk
register.
Impact on any other applications or processes (include Regression Test requirements)

Page 84 of 176
For IS Projects
IS Application and Process related impacts
Affected
Processes
Impact
(H/M/L)
Description & Regression Impact
SAP - OTC
SAP - PTP
SAP - RTR
SAP - Mfg
SAP - BW
SAP Roles /
Profiles
Interfaces
Data
Business
Readiness
Infrastructure include details of decommissioning and DR impacts
Delivery Plan of the Change

Provide detailed plan of activities required to implement and deliver the change with
owners assigned to actions. Make sure things such as communication plans etc are
taken into consideration.
You may insert an excel or Microsoft project plan here if appropriate
Answer below
Schedule
Delete this section if not applicable.
Ensure that any impacts to budget or resources resulting from changes to schedule
are included in the Budget and Resources sections of this document.
Approved Completion
New Completion Date
Impacted Milestones
Date
Define as appropriate.
dd Mmm, yyyy
dd Mmm, yyyy
dd Mmm, yyyy
dd Mmm, yyyy
dd Mmm, yyyy
dd Mmm, yyyy

Page 85 of 176
Resources
Delete this section if not applicable.
Ensure that any budget changes resulting from changes to resources (either from
addition / removal, date adjustments and/or rate changes) are included in the Budget
portion of this request.
Use Remove if the resource has not yet started on the project; or specify the
appropriate end date. A Start Date is not required to modify End Dates for resources
that are already being billed to the project.
New / Remove
Start Date
End Date
Resource
/ Modify
dd Mmm, yyyy
dd Mmm, yyyy
dd Mmm, yyyy
dd Mmm, yyyy
dd Mmm, yyyy
dd Mmm, yyyy
Cost breakdown for activities required

This section should include vendor, hardware, software, internal resource costs,
ongoing support costs etc where applicable. Consult your local finance organisation
for details.
Man days Average Day Rate
Total
Cost Description
Capital
Revenue
Change
Cost
Total Change
Cost
Expenses
Payment Schedule

Percentage
Percentage
Date
Date
Amount
Amount
Page 86 of 176
Budget
Follow guidance provided by your local finance organisation for documenting this
information. In the absence of other guidance.
If there is no budget impact due to this change request, indicate why this is the case
and do not include the tables below.
Value or CapEx/Rev Change Summary

Capex
Revenue
Capex
Revenue
Impacted IO Numbers
Spend Summary
Original approved funding
Total
Phasing Change Summary

Capex Revenue
Impacted IO Numbers
FY01
FY02
FY03
FY04
FY05
Total
Approved
Change
Amended Request
Capex Revenue Total Capex Revenue Total Capex Revenue Total
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Funding variance
Amended Total Project Cost
0
0
0

0
0
0
0
0
Page 87 of 176
Managing the Change

Page 88 of 176
Managing the Change

These tools provide the means in which to ensure anyone impacted by the change,
engages with the change and delivers the business benefits of the change
Tool
T15
T16
T23
T24
Tool Overview
Leadership Assessment
Understanding how leaders are performing on the project and providing a
framework for individual or group review
OR
Insight into how we are doing
One Minute Communication

An elevator speech is intended to be a short simple, communication of the key
points you want to get across to your targeted audience.
OR
The corridor conversation planned and managed.
Change Resistance
Understanding where resistance comes from and how well the change has been
understood. Identifying and improving peoples commitment to change.
Culture Assessment
If we are not conscious of the underlying cultures in which our projects are
operating, those cultures will manage the outputs. Edgar Schein
OR
the culture can make or break your project
T25
Communication Planning
Who, when, what and how Planning your communication.
T27
Stakeholder Management
T28
T29
Phases
Understanding your Stakeholders, gain greater insight into the issues and vision
associated with your change, and investigate the position of key people and the
barriers / enablers to making your change happen.
Role Mapping
Understanding the people connected to the change, to aid in the building of the
right project structures, governance, communications and engagement plans
OR
This is where everyone fits into the jigsaw
Capability Assessment and Build Plan

Understanding where individuals capability levels are and where they need to
be for successful implementation of the project. Building a plan considering your
capability building activity options.

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T31
Business Readiness Assessment

Confirm everyone is ready for the change that is imminent
OR
Last chance to catch any missing bits before you pull the trigger!

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T15 Leadership Assessment

Understanding how leaders are performing on the project and providing a
framework for individual or group review
or
Insight into how we are doing
Rating
Green - Easy
Purpose
To provide an overview of the role of a leader in making change happen

effectively.
To assess an individuals commitment to the change and identify issues and
opportunities.
To evaluate an individuals performance, strengths and areas for future
development.
Outcome
Improved understanding of what is expected of a leader in change.

A summary of insight/feedback about the individuals commitment to the change.
An action plan to improve the individuals performance in leading change which
should be incorporated into their development plan, either formally into a P4G or
informally into a contract for their role within the change programme.
Structure
The leaders can be any individual who is deeply involved in the change e.g.
Steering Committee member
Can be used for self-assessment, or contracting between key people (e.g.
Change Agent and Sponsor) or for team feedback.
Individual(s) can complete the assessment for those being assessed.
If two or more individuals are giving each other feedback - ensure everyone
involved has also completed the form for themselves.
Agree the feedback approach and structure, and ensure participation from all.
Ensure all feedback is specific and relates only to performance in leading the
change.
As a result of the process, individuals should look for connections between their
own observations, the feedback and their development plan, and create an
appropriate action plan.
The outcomes of this process could form part of the next P4G discussion with the
individuals line manager.

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Interdependencies
Take insights from:
Provide input to:
T27 - Stakeholder Management


T21 - Stage Gate checklist
T25 - Communications plan
Tips
Can be used at any time from the Initiate/Analyse stage. Early on it will help set
expectations. Later it will focus more on reviewing performance.
This can be done purely at an individual level for self-assessment, or a team may
agree at the start of a project that periodically (e.g. every 3 months) the
assessment process will be undertaken. Doing this can help overcome the
tendency to do this either only in good times or only in bad!
This is best reviewed in a face to face conversation in a coaching environment.
The assessor should pick the 5 to 7 key things that the individual being assessed
will need to focus on in order to lead the change successfully. This should
include at least 2 key strengths to leverage.
For these areas as a minimum, the evaluation score should be backed up by
explanation and examples of the desired behaviours or results an x in a box is
little help in understanding what lies behind performance and what should be
done to improve it.
As with all coaching tools, this should be used with responsibility and integrity. It
is there to help the individual understand and improve performance, so always
focus on how the feedback can be received in a positive way.
Use Coaching models and behaviours.
Estimated Timing: this takes 20 minutes when done as an individual. 1:1
feedback sessions - 1 hour.
How to learn more
DLPP tools available on Academy

Breakthrough Performance Coaching (BPC) framework available on Academy

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Leadership Assessment Tool

Evaluation
Assessment
Rarely
Sometimes
Often
1. Has a rich understanding of the benefits of the proposed

change within the business strategy, underpinned by a
deep curiosity and search for the best. (Create
possibilities)
2. Plays an active role in shaping the future, by reframing
current thinking and finding possibiities and stretch
opportunities (Create possibilities)
3. Understands and communicates the change objectives, in
the context of Diageo Purpose and strategy, outlining
their long term impact on the organisation. (Bring the
Diageo purpose to life)
4. Can articulate the nature and impact of the proposed
change on the impacted population and can translate this
into an understanding of how it affects individuals.
(Create the conditions for people to succeed)
5. Demonstrates dissatisfaction with the way things are
now and drives a broad, creative and intelligent search
for a better way of using the skills and experience across
the team. (Create the conditions for people to
succeed)
6. Stands for what is right and important. Commits to, and
champions, bold ideas even when this means being a
lone voice against prevailing views. (Be authentic)
7. Demonstrates deep personal accountability for
successfully delivering the change (Consistently deliver
great performance)
8. Personally role models the Diageo values and new
behaviours in everyday interactions with others. (Be
authentic)
9. Personally displays the type of public support needed to
convey strong personal support for change. Inspires
people through personal integrity (Be authentic)
10. Harnesses the energy of others. Elicits desire for change
through a compelling vision of change that engages
hearts and minds (Create the conditions for people to
succeed)
11. Acts as project champion, providing context for others to
sustain energy and momentum for the change. (Create
the conditions for people to succeed)

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Always
T16 One Minute Communication

An elevator speech is intended to be a short simple, communication of the key points
you want to get across to your targeted audience.
or
The corridor conversation planned and managed.
Rating
Green - Easy
Purpose
Throughout any change program there will be a need to talk to people, either about
the whole change or a specific element of the change. The one-minute
communication is a template that helps to build a communication that can be easily
memorised and used in any circumstances. It will:
Build a common understanding on a topic by developing simple answers to
simple questions
Align the Steering Committee and/or Project team around the core messages on
a topic
The questions are designed with consideration for the different communication styles
of any potential audience. The aim is that any individual will connect strongly with a
part of the communication, and through this understand and engage with the
message.
Outcome
A communication message, which is easy to remember and to deliver

A message that everyone can listen to and that has the best chance of
resonating with the widest possible audience
Structure
Constructed by a member of the team or a small group of team members

If built by one person it must be tested with others before delivery, to
ensure it has the widest possible appeal
Use the template and answer the questions as guided the questions appeal to
a certain communication style as shown in the brackets (styles explained in this
guide)
It may need sign off by Steering Committee.
Preparation of One Minute Communication

Before creating your short, simple and engaging communication, you need to be
clear about;
the target audience and project scope
what you want the communication to achieve

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Focus on the needs and issues of your audience. Start from the position of the
people that you are conveying the message to (not from where you are), leading
with their need.
Be aware of the natural tendency to write a communication that appeals only to
your communication style (the section you find easiest and most interesting to
write will usually be in your dominant style)
It is OK not to use a section, but be sure that this is because there is
nothing to say and not because you are uncertain how to say it.
Testing the communication on different people will help to understand how it may
be heard differently and the different reactions it may provoke
Delivery of One Minute Communication

Address the audience directly avoid passive terminology
Keep sentences short and easy to understand.
Avoid complex and specialist terms, jargon and abbreviations;
Use positive, active language people will be suspicious of negative language
Balance being animated showing your enthusiasm and belief in the change
with sensitivity understanding that your audience may not yet be as positive.
Try not to guess the communication style of a person, or assume they always
listen in one way people will flex between styles, so stick to the broad script.
The sequence of the questions is deliberate and important e.g. spirited people
need to hear the top line straight away, or they will get bored and not listen!
Interdependencies
Take insights from:
Provide input to:

T13 - From To
T28 - Role Mapping
Tips:
Effective communication begins with believing what you are communicating; and
conveying belief; it needs to be authentic, and to come from inner conviction; its
about conveying your message with context and feeling if it doesnt have
meaning for you, it wont come across with meaning to your audience.
Understanding the audiences perspective is key; putting yourself in the
audiences shoes.
Communication can be proactive and reactive; if proactive, then plan how, who,
when communication will be delivered within the Communication Plan
A one minute communication can be created at any time in the project e.g. it
can be used at an early stage when the project team is forming to explain the
project objectives
Whilst it is ok to deliver this with a script, always try to get the communication
simple enough that it can be delivered from memory, especially if it is for reactive
use
The one minute communication is often called the Elevator Speech you
enter an elevator on the ground floor and find you are in the company of an

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important stakeholder, by the time your journey ends, you have delivered
the message and your stakeholder has heard it, understood it and engaged
with it!
Storytelling can be effective too, it is a great way of winning over hearts as well
as minds.
How to learn more

DLPP tools:
Alignment / Agreement
The power of relationships
Being Authentic

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Communication Style Notes

To successfully influence individual perception you must communicate in a way that
matches the style of the audience.
High
assertiveness
Direct
Tells
Spirited
Controls Emotion
Displays Emotion
High
expressiveness
Asks
Low
expressiveness
Systematic
Considerate
Low
assertiveness
1995 Organization Design and Development, Inc.
Direct
Primary focus is on action; what is going to happen and when
Decisive
Communicates actions, plans and deliverables
Spirited
Primary focus is on the big picture ideas, vision
Persuasive
Connects things to form the story
Considerate
Primary focus is on people interactions relationships
Supportive, builds trust
Has good understanding of others needs/concerns
Systematic
Primary focus is on logic, facts
Precise, accurate
Communicates clear statements/formulae or facts

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One Minute Communications Tool

What is the change? (spirited)
Short and snappy description of what it is youre doing/ what success will look like
Short = one sentence! Consider how to get peoples front-of-mind attention with an
engaging start. For example, here is the challenge we face.
Why we are doing it? (spirited / systematic)

The rationale for the business one top line message, then some more detailed
explanation
What are the key benefits for people? (systematic / considerate)

Individual benefits for the audience and other people can be detailed
Key step in eliciting desire to change - whats in it for them to change the
compelling case. Make the connections help people understand the implications
and consequences for them; stimulate a desire to for something different
Who is affected by the change? (considerate)

Specifically who needs to change
What remains unchanged? (considerate)

For large impact projects, include what will remains unchanged
What will happen as a result & when? (direct)

So what? what are the implications, consequences for the audience and by when.
Reinforce that change is doable
What do you want from them and when? (direct)

What do you want the audience to do? When should it be done and how does this fit
into overall timings

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T23 Change Resistance

Understanding where resistance comes from and how well the change has been
understood. Identifying and improving peoples commitment to change.
Resistance: The act or power of resisting, opposing, or withstanding.

Human beings have established expectation patterns that we work within.
A major change is anything that occurs that diverts us from these expected
patterns and everybody who experiences a change to their expectations
will generally behave in a particular way, will often resist to the change
Change To make the form, nature, content, future course, etc., of
(something) different from what it is or from what it would be if left alone.
Rating
Blue Intermediate
Purpose
Identify where the resistance areas are within your change project from the
perspective of your stakeholders and individuals who are impacted
To increase alignment to the change rational and implications, increasing
engagement to the sustainable outcome
To recognize the personal impact which change has upon the people impacted
and support them through the journey to commitment
Outcome
A list of responses to the change showing areas where resistance is likely

An action plan to address the areas of concern and build on the benefit of low
scores
Identify gaps in the communication process
Structure
This tool is used most effectively with people who understand the change; it
therefore needs to be completed after the initial communications briefing.
Split into groups of 3-5, ensuring the group selected has a representative view of
the different areas impacted, whilst also considering the dynamics and mix of the
group.
Select the appropriate exercise
Change Resistance Scale (Tool I)
Change Curve (Tool II)
Understanding Commitment (Tool III)
Agree the next steps with the group, and ensure the learning are built into your
communication and implementation planning.

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Interdependencies
Take insights from:
Provide input to:
T16 - One Minute Communication

T25 - Communication Planning
Predicting the Impact of Change

Change Experience Assessment
Tips
Included with each tool / exercise
How to learn more
PMD Managing Change

HR Control

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T23 (Tool I) - Change Resistance Scale

This tool is ideally suited to being used with people to be impacted by the change,
and facilitates great conversations to surface potential issues or resistance to the
change.
Rating
Green Easy
Purpose
A list of questions designed to identify areas where resistance and acceptance to

the change are within an organisation / team.
To understand how well the change rational & implications have been
understood.
Outcome
An insight into the behavioral and transactional reasons for resistance and
acceptance.
An action plan to address the areas of concern and leverage areas of agreement
to build alignment.
Identify gaps in the communication process.
Structure
Step 1 individually answer the change resistance scale questions
Individuals should complete the form without conferring (either in advance or in
the session).
Ensure individuals are briefed to complete the form for the specific phase of the
change you are examining.
Step 2 - As a group, identify the themes of disagreement and agreement
Facilitators may wish to draw up the scale on a flipchart and have individuals plot
their answers, to visually represent the spread of responses.
Discuss what lies behind the disagreement and what has enabled agreement.
Step 3 Split into smaller groups and identify key actions which will overcome
barriers, or strengthen the areas of agreement.
Identify key actions from the above discussions and ensure that actions have
identified owners.
The responses to the questions should be combined, summarised and an action
plan developed to address areas of concern.
Ensure outputs from this session inform the project risk and issues log, as well as
provide input to the Communications Plan.

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Tips
It is best used with one stakeholder / impacted group at a time so that the
reasons for resistance do not get confused, or participants feel pressured to
simply go along with the general agreement of the group.
When the participant groups are big, the questionnaire can be sent out in
advance to be filled in and returned in advance. A summary of the results should
then be shared with the group, and start the process from step 2.
The tool can be used as an ongoing monitoring tool as peoples resistance
changes as the change progresses, throughout the project life cycle.
The responses gathered may also be a reflection of other changes/activities
underway in the organisation not directly related to your change, which may make
it difficult to separate out. When the questionnaire is briefed, ensure individuals
are answering the questionnaire in the context of this specific change and not
generalising previous changes experiences.
Pay particular attention to the responses to questions 10, 14, 15, 19, 20 and 23.
The purpose of the session is not necessarily to gain alignment on viewpoints but
rather highlight areas where more engagement or communication is required.

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T23 (Tool I) - Change Resistance Scale

Change Resistance Scale
Agree
1
Disagree
3
1 I understand the reason for this change

2 I believe the change is really needed
3 I have been sufficiently involved in planning for this change
4 The communication about this change is clear to me
5 The change has a low personal cost to me
6 Sufficient rewards are being provided to achieve the change
7 The change is compatible with existing organisational values
8 My manager and other key players really support the change
9 The change will improve relations with my key contacts
10 I am confident sufficient resource will be made available for the
change
11 The change will have a positive effect on my area budget
12 Enough time has been left between announcement and
implementation
13 My daily work patterns were sufficiently considered in the
change
14 The key elements of my job will benefit from the change
15 I believe the change will be effectively implemented
16 Mistakes will be understood and forgiven while learning new
processes
17 I feel confident about doing my job after the change
18 I will have the necessary skills to implement the change
19 I have high respect for the Sponsor(s) of this change
20 I have high respect for those implementing the change
21 I am comfortable with the levels of stress in my present role
22 I am happy the change does not threaten my personal
interests
23 The change is compatible with my career ambitions
24 It will be easy to go back if the change is abandoned
25 The change will support my previous performance
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T23 (Tool II) - The Change Curve

This tool is ideally suited to being used with people impacted by of the change,
and facilitates great conversations to surface potential issues or resistance to
the change.
Rating:
Black Diamond seek assistance
Purpose
To build understanding of
individual and group response to
change and specifically to
manage positive and negative
responses.
Assist participants to identify
their change journey, and
provide them with strategies and actions to deal with the change.
Outcomes
Recognition that people are all feeling different and this is both normal and ok.
Understanding why people are feeling a certain way, and appreciating that their
peers / teams are likely to be feeling a similar way.
Participants have a clear understanding of the Change Curve and their place
upon it, and strategies for dealing with each stage.
Structure
This exercise is available as a win zip file with slides and handouts (in both a face to
face and a virtual meeting session)
Step 1 the context for change
Provide the context for the change specific to the participants and their business
area.
Explain that you are now going to move into a session on how people experience
change using the Change Curve tool.
Remind everyone that change is a very personal thing it is experienced in
different ways by different people.
Ask individuals to think about how they and other people are feeling about the
proposed change.
Step 2 - Emotion Cards how you are feeling about the change
Spread Q-cards onto the tables. Ask delegates to chose the cards that they feel
reflect how they themselves are feeling about the change.
Ask them to be as honest as possible, as this is important in terms of how they
move the situation on.

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Once Q-cards have been chosen, ask the individuals to stick them onto a
flipchart with blue-tac. The group should gather round the flipchart and view the
different pictures that have been chosen.
Encourage discussion highlighting the different choices people have made.
Step 3 - recognition of your capacity to handle change

Divide individuals into pairs / trios.
Ask each group to discuss changes they have had in their personal or work lives and how
they handled them (pulling on both positive and challenging experiences).
Ask groups to report back one piece of learning they have from the discussion.
They do not need to feedback actual scenarios.
Facilitator to highlight that we all manage and cope with change on an ongoing
basis outside work. Highlight that we should be able to use different experiences
outside of work to help us cope with difficulties and change inside work.
Step 4 - Participants have a clear understanding of the Change Curve and

their place upon it, and strategies for dealing with each stage
Initially, when any change is implemented, productivity decreases because
individuals are concerned with the loss of the familiar and the threat of the
unknown. A successful communication effort helps people accept change,
increase confidence, and become proficient users of the new technology and
processes. Typically, people go through four stages when deciding whether to
accept change
Explain that this is one of the models that are often used to demonstrate how
people are feeling during times of change (based upon Kubler Ross).
Talk through each of the four stages using the descriptor table handout

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Gather individuals round the table change curve handout and ask them to place
the Q-cards they chose previously onto the quadrant that best represents how
they they may use more than one quadrant)
1. Generate a discussion to ascertain whether or not how people feel is normal.
Encourage individuals to share how people have felt during change in the
past. Ask them to reflect on their previous discussion of own personal
experiences and what they have noticed of others too.
2. Refer to strategies to deal with the change and communication priorities
which discuss what people might hear at each stage of the curve. (found on
change descriptor handout)

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Step 5 - Consider where you are personally at and your own reflections on the
change
What steps are you going to take to ensure you fully understand and align behind
the change?
Who will you speak to what additional support do you need?
Tips
It is very easy for people to think about others however we want them to be
open about their own emotions first BEFORE appreciating others.
Encouraging every individual to explain their perspective will give a much richer
understanding across the group do not just rely on those who are more willing
to contribute.
Some people may be further along the change curve than others. Encourage
them to remember how they felt when first informed of the change, and ask them
to share with others how they have moved towards acceptance.

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T23 (Tool III) - Diagnosing Commitment

A route map to delivering commitment during a change. It represents both the
project journey from hearing about a change to championing the new status
quo.
Rating
Blue - Intermediate
Purpose
To assess the differing commitment levels to the change.

Use the model to identify where individuals and groups are currently positioned
on the model, in relation to this change.
Develop a plan to build individual/group commitment to the change.
Outcomes
Advanced identification of the specific issues that groups or individuals will face.
Action plan to address and move the commitment of individuals as a core input to
the communication plan.
Structure
Step 1 - For each individual or key group consider

How do you want people to feel about the change?
What role do they play in this change?
How do you need them to behave for this change to be successful?
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Step 2 - Develop an action plan for these specific audiences considering how
to move them along the commitment curve
What intervention would help build their commitment to change?
What is the most appropriate method of delivery to maximise their engagement
i.e. does it need to be face to face; intervention from the sponsor etc.
Tips
It is useful to consider whether you are needing alignment versus agreement

from individuals.
Remember, by the time you reach implement, the Sponsor, Project Manager and
the team will be much further up the Commitment Model than the people
impacted by the change.
At any time during the Acceptance Phase, as they understand the implications of
the change more, individuals will experience the Change Curve reactions. This is
a natural, normal process and when everyone needs to be alert!
Understand when to use other professionals/experts.
There are three phases and six steps in building positive commitment to the project
and associated changes.
Preparation Phase:
Contact - Have people affected by the change been informed even in the most
general sense? This should certainly include all stakeholders and people impacted
by the change.
Awareness - Has the change description and communication process reached all
stakeholders and those involved/impacted by the change?
Acceptance Phase:
Understanding - Has time been spent - one-to-one - helping those impacted
understand the business case for change and testing the relevance/implications for
themselves?
Adoption - Have people begun to assimilate new ways of working? Are they
transferring their knowledge and understanding to others as good practice?
Commitment Phase:
Use - Beyond trial and experimentation, are individuals taking the changes forward
on the basis of personal experience and personal preference, actively searching and
spinning?
Embed - The changes are now recognised as our new ways of working and best
practice.

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These stages represent the journey of preparation, acceptance and commitment to a

project and require the Project Team to manage both individual and organisational
commitment. Momentum in this model is critical and the Sponsor and Project Team
have a key role to play in;
Continuing to communicate and engage

Create the win/win proposition
Stress the benefits of the business case
Be practical - break the change into manageable chunks
The Project Manager has to effectively lead, engage and manage the project through
these phases and be sensitive not just to the information that people have about
change, but also to their feelings about the projects.
At any stage people in the impacted group may experience negative feelings to the
changes.
This will happen during the acceptance phase. It is critical that the Project Manager:
Does not assume that there always is a positive response to the change.
Is alert to the signs of individuals and groups moving through the Change Curve.
Actively explores the negative response in order to build deeper commitment.

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T24 Culture Assessment

If we are not conscious of the underlying cultures in which our projects are
operating, those cultures will manage the outputs. Edgar Schein
- OR the culture can make or break your project
Rating
Blue Intermediate
Purpose
Obtain a deeper understanding of the cultural implications of the To Be state, and

current cultural readiness.
Identify the behaviours, beliefs and assumptions and check for consistency with each
potential solution identified in order to help decide the preferred option for
implementation.
Action plan to build on behaviours, beliefs and assumptions that will enable the change.
Outcome
An appreciation of the existing organisation / team culture and the necessary culture for
change outcomes to be sustainable.
List of high priority risk areas to mitigate and opportunities to build upon to inform the
appropriate way forward for the project.
Easier implementation and sustainability of the intended outcomes of the project.
Structure
Ensure that the intended audience have an awareness of the consequences of

differences in behaviours, beliefs and assumptions upon change projects.
Select the appropriate cultural assessment exercise
Culture mapping matrix (Tool I)
Cultural Web (Tool II)
Quinns Organisational Culture (Tool III)
Compare the outcomes to the FromTo tool. What are the enablers and risk
areas?
Agree the implications of your learnings for the potential options for your change and
ensure this is built into your design and implementation planning.

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T24 (Tool I) - Culture Mapping

A visual process to determine which organisational priorities are driving our
culture or vice versa.
Rating
Green - Easy
Purpose
To determine how our organisational / team priorities are driving our culture
An appreciation of the existing organisation / team culture and the necessary
culture for organisational priorities to be achieved
Understanding the implications for desired culture and clarity about the changes
needed
Outcomes
List of behaviours, beliefs and underlying assumptions (the Why?)

List of actions to leverage the enablers and address the underlying barriers (the
How?)
Structure
Step 1 Working in appropriately sized groups, brainstorm all the behaviours
that are seen as typical in the part of the organisation where the change is to
be implemented.
Brainstorming should be done individually, by writing each idea on a separate
post-it note. Use a selection of the following questions to prompt thought
What is important to leaders? How do people know this?
How do leaders communicate their vision? How well do people understand
this vision?
What do visitors remark about when visiting the location?
What do you like most about working here?
What frustrates people most?
What behaviours are encouraged with the new ways of working?
What behaviours are discouraged with the new ways of working?
How do things get done / get started?
How clear is authority / accountability?
How does the decision-making process work?
Whats the balance between team and individual focus?
How is knowledge / information shared?
What do our written communications say about us?
How are meetings conducted / managed?
How easy is it to get time with senior people?
How is performance managed?
What are the levels of trust?
How do people get developed / get appointed?
How diverse is your part of the organisation?
How well does the organisation manage change?
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What percentages of changes are completed?

How is resistance to change handled open/closed?
What is the biggest cultural strength?
What is your biggest cultural concern?
Step 2 Identify positive behaviours and negative behaviours

Facilitators should draw tramlines on flipcharts.
Ask each person to read their post-its as they place it on the wall chart.
As individuals feedback, make clusters of post-its as you go along positives
above the tramline; negatives below.
Add similar points to existing clusters and continue until all similar ideas group,
making new clusters as appropriate. Continue until all post-its are on the wall.
People can write additional post-its during the process.
Post-its
Post-its
Post-its
Positives
Diageo
Values
Be The
Best
Freedom to
succeed
Passionate
about
consumers
Proud of what
we do
Valuing each
other
Negatives
Post-its
Post-its
Post-its
Step 3 Which of our values / deliverables are driving the behaviour?

Place the Diageo Values in the centre of the tramlines.
Review each cluster and identify which of the Values are driving the behaviour
(link with a line, or move the Value or clusters of post-its).
Identify which of the clusters are not driven by any of the Values, or are contrary
to the Values circle these examples.
Step 4 analysis of Why ? and How ?
From the culture mapping matrix, identify the key behaviours that have most
relevance for the proposed change both enablers and risks.
Consider outcomes from FromTo, looking for consistencies and
inconsistencies.
For each of the key behaviours, use the following process to get to the underlying
assumptions:
Use Why? Why? Why? And capture on flipchart using Fishbone principles.
When you get to a point where you can no longer ask why? You will have
got to the underlying assumption.
Then you need to ask How? How? How? to identify the key actions that can
be taken to address the underlying assumptions.
Ensure you build on positives as well as addressing negatives.
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Tips
You could replace Diageo Values in step 3 with any of your functional strategic
priorities.
Make sure everyone is involved and can hear what is being said.
Keep the session upbeat and future focussed.
Interdependencies:
Take insights from:
T11 - Possibility - Issue identification
Provide input to:
T24 Change Impact Assessment

T13 - From - To
Risks and Issues logs (included in T18
Project Administration)
How to learn more
http://www.geert-hofstede.com
http://www.cyborlink.com/besite/

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T24 (Tool II) - Culture Web

A tool to help you analyze your current culture, and identify what needs
to stay, go or be added to if you're to achieve your strategic goals.
Rating
Blue - Intermediate
Purpose
A useful concept for understanding the underlying

assumptions and practises linked to political, symbolic
and structural aspects of an organisation
To assist with aligning organisational elements with one
another, and with your change outcomes / strategy
An appreciation of the existing organisation / team
culture and clarity about the changes needed to enable
sustainable change
Outcomes
developed by Johnson & Scholes
Identification of the cultural strengths which can be

leveraged for project success, and areas to encourage and reinforce
Know which cultural factors will hinder your strategy or sustainable change
Early engagement with stakeholders around the expected new behaviours and
ways of working
List of behaviours, beliefs and underlying assumptions relevant to the part of the
organisation where change is to be implemented
List of high priority risk areas and action plan to mitigate the risks
Structure
The Cultural Web identifies six interrelated elements that help to make up the
paradigm the pattern or model of the work environment. By analyzing the
factors in each, you can begin to see the bigger picture of your culture: what is
working, what isnt working, and what needs to be changed. (see notes on next page
for a look at the 6 elements)
Step 1. - Deliver a brief overview of the 6 elements of the cultural web
Step 2. - In small groups analyse the culture as it is now
Assign each group a different element of the cultural web to work on
Each group should think about actual Diageo examples (postive or negative)
Share this back with the group
Look at the web as a whole and make some generalized statements regarding
the overall culture. (how would you describe the culture and the themes prevalent
throughout the web)

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Step 3. - Analyzing Culture as You Want it to Be

With the picture of your current cultural web complete, nows the time to repeat the
process, thinking about the culture that you want.
Option 1 - Starting from your organisation's strategy / the change project
outcomes, think about how you want the organisation's culture to look, if
everything was to be correctly aligned, and if you were to have the ideal
corporate culture.
Option 2 present your pre-prepared Desired Culture, and ask each group to
challenge and build upon your outputs
Step 4. - Identify the differences between your current and desired cultures.
Considering the organisations strategic aims and objectives:
What cultural strengths have been highlighted by your analysis of the current
culture? (what has enabled these strengths)
What factors are hindering your strategy or are misaligned with one another?
(and why?)
What factors are detrimental to the desired ways of working or employee
engagement? (and why?)
Which factors will you encourage and reinforce in the future?
Which factors do you need to eradicate or discourage in the future?
What new beliefs and behaviours do you need to promote?
Step 5. - Capture your Insights
Create an appropriate action plan with clear responsibilities. Ensure this is
incorprated into the relevent project work streams

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The Six Elements of the Cultural Web
Stories
Work culture
Promotions
Social Gossip
Rivalries (inter
company and
customers)
lone rangers
Rituals & Routines

Assumptions
Reporting
Meetings
Procedures
Social gatherings
Training
Promotion
Assessments
Symbols
Type of office
Laptops, Blackberry
etc
Conferences
Terminology
Policies
Job titles
Types of travel
Culture
Control Systems
Financials
Measurements
Reward systems
Key Performance
Indicators
Policies
Power Structures
Formal & Informal
Length of service
who you know
Level
Knowledge
Networks
Organisation Structure
Hierarchy
Grading Structures
Roles &
Responsibilities
Spans of control
Stories, legends and myths about people and events

As a group or organisation develops, it accumulates history. Positive and negative
stories are often told about this history and the behaviour of the people. Who and
what the company chooses to immortalize says a great deal about what it values and
perceives as great behaviour.
People share these stories with friends, new recruits and so on and use them as
examples to illustrate the organisations desired culture and beliefs. For example;
Joe Bloggs single handedly turned around this department on $1,000 budget
The helpdesk are rubbish, In the good old days
youll never get a good deal with such and such customer

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only people with such and such background are good at that job
You wont get told off for following the process even if the outcome isnt
delivered, but you will get told off for not following the process.
Useful questions
What stories do people currently tell about Diageo?
What reputation is communicated amongst your customers and other
stakeholders?
What do these stories say about Diageo believes in?
What do employees talk about when they think of the history of Diageo?
What stories do they tell new people who join Diageo?
What heroes, villains and mavericks appear in these stories?
What stories exist about other projects?
How have people developed or been promoted?
What style of thinking / communication most valued?
Rituals and Routines
The rituals of organisational life are the special events through which the organisation
emphasises what is particularly important and reinforces the way we do things
around here'. These rituals can be enablers or barriers to an effective organisation
and will have an impact on the sustainability of your project. For example;
Having meetings to plan meetings, or always having pre-read (and then

spending half the meeting going through that pre-read) - thats what the meeting
is for
Taking a department out for drinks and a meal whenever there has been a
particularly busy period at work. This signals that effort is appreciated and that
work is rewarded with some play time.
Holding weekly team meetings that always last an hour regardless of the agenda
may reflect that prioritising our time is not important. Similarly it may ensure that
we always reserve enough time for simply connecting and dont only focus on
tasks (depending on your perspective)
Holding P4Gs at least twice a year ensures that we focus on our development
and dont leave it to chance
Decisions always have to be made by a specific person in the team, regardless of

the complexity
Celebration always involves alcohol or attendance outside of work hours
Reward cycle is always in July October
Having one busy period after another becomes a habit and often doesnt leave
much time for reflection or re-energising

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All of these mechanisms communicate and reinforce the values and beliefs of the
organisation.
|Useful questions
What do customers expect when they have an interaction with Diageo?
What do employees expect ?
What would be immediately obvious if changed and which one would you
want to keep?
What behaviours do these routines encourage and what core beliefs do
these rituals reflect?
When a new problem is encountered, what rules do people apply when
they solve it?
What routines do you not understand the reason for?
How is coaching used and who do we apply it to?
Symbols
Symbols such as brands, office facilities, cars, dress code and titles, or the type of
language and terminology commonly used become a short-hand representation of
the nature of the organisation or department.
This includes all of the visible features that people who come in contact with the
organisation would see and can be created to directly reflect the values. For
example;
If a company believed in hierarchy and command and control, there might be

plush senior management offices and management canteens. In contrast,
organisations that believe in more equality often get rid of these fancy
management offices and separate canteens.
People often feel more connected to a workplace if they have a permanent desk,
instead of a hot desk which they cannot personalise
Laptop computers or Blackberry can be seen as an essential work tool or a status

symbol (dependent on if youre allowed one or not)
Useful questions
Is company-specific jargon or language used? How well known and usable by
all is this?
Are there any percieved status symbols used?
What image is associated with your organisation, looking at this from the
separate viewpoints of customers, suppliers and employees?
Are there differences in how policies are applied to different people?

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Organisational Design and Structure
This includes both the structure defined by the organisation chart, the roles and
responsibilities of those people within the structure, and spans of control. They often
delineate important relationships and emphasise what is important in the
organisation. For example;
If clear design principles are not in place, the structure will often have more to do
with the leaders beliefs, philosophies and personal ties to existing organisational
members than pure logic about how to get the organisation to work the most
effectively.
Structure can influence the effectiveness of communication, knowledge sharing

and utilisation of resources
Useful questions
Is the structure flat or hierarchical? Formal or informal? Organic or
mechanistic?
Where are the formal lines of authority and where are the informal lines
what should be encouraged / discouraged?
Are roles and responsibilities clearly defined?
What spans of control exist and are these enablers or barriers to efficient
ways of working?
How easy is decision making or issue resolution?
Control systems and procedures

The ways that the organisation is controlled emphasises what we should focus our
attention and efforts upon. These include financial systems, quality systems, rewards
and resource allocation. The ways of working again need to be inline or changed to
be in line with your intended project outcomes so that they do not block new ways
of working, and so that they help to foster new ways of doing things. For example;
If an organisation wants to become more innovative, bureaucratic procedures

that stifle innovation will send signals that true innovation isnt really important
If we want to encourage empowerment, then many layers of decision making will

not encourage this
The way that budgets are allocated also underpins assumptions and beliefs as to
the priority placed upon a function / goal
The way of accomplishing goals and the management processes used are
indicators of what is important
Consistently paying attention to certain things is a powerful way that leaders

communicate messages, especially if this matched by consistency in their own
behaviour. The questions that leaders focus on send messages to their people
about what really matters.

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Useful questions
What process or procedure has the strongest controls? Weakest controls?
Does every member of the team know their individual contributions?
Reporting up the organisation can be complex and demanding and is often
about explaining why things arent right.
How is CARM percieved and how simple is it to exectute?
What incentive plans exist and what behaviours do they encourage?
Do employees get rewarded for good work or penalised for poor work?
Do we reward the How of performance as well as the What?
What reports are issued to keep control of operations, finance, performance
etc... ?
What KPIs exist within your area?
In busy times, what are the first deliverables to be deprioirtised?
Power structures
These are the people that have the greatest amount of influence on decisions,
operations, strategic direction, and actual execution. The most powerful groupings
within the organisation are likely to be closely associated with this set of core
assumptions and beliefs. For example;
Assigned power (eg. one or two key senior executives).
Aquired power through knowledge, technology, length of service
Power through personality (a junior person who can rally the troups behind an
idea)
Useful questions
Who has the real power in the organisation?
On what basis do people assume power in your team/ organistaion?
What do these people believe and champion within the organisation?
Who makes or influences decisions?
How is this power used or abused?
Tips
The Stories, Rituals & Routines, Symbols can be used to add high energy to a
session, watch out however as your time can run away here
Maintain a balance of positive elements of the culture, and avoid the session
simply becoming a moaning session
Ensure that you probe for specifics in all elements of the web so that you avoid
having a generic list as outcomes

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Implementing cultural change is not simple: it involves re-moulding values, beliefs

and behavior, and its a major change management challenge, taking a great deal
of time and hard work from everyone involved.
Culture often becomes the focus of attention during periods of organisational

change - when companies merge and their cultures clash, for example, or when
growth and other strategic change mean that the existing culture becomes
inappropriate, and hinders rather than supports progress. In more static
environments, cultural issues may be responsible for low morale, absenteeism or
high staff turnover, with all of the adverse effects those can have on productivity.
For all its elusiveness, corporate culture can have a huge impact on an
organisations work environment and output. This is why so much research has
been done to pinpoint exactly what makes an effective corporate culture, and how
to go about changing a culture that isnt working.
Interdependencies
Take insights from:
Provide input to:
The Values Survey results


Risks and Issues log (included in T18
T13 - From To
Page 123 of 176
T24 (Tool III) - Quinns Organisational Culture Model

Rating
Blue - Intermediate
Purpose
Identify the existing culture profile and the preferred

culture profile of our organisation/ function
(collaborate, create, control, compete).
Identify the behaviours, beliefs and assumptions
and check for consistency with each option
identified in order to help decide the preferred
option.
Outcomes
An appreciation of the existing organisation / team culture and the necessary

culture for change outcomes to be sustainable.
Understanding the implications for desired culture and clarity about the changes
needed.
List of behaviours, beliefs and underlying assumptions relevant to the part of the
organisation where change is to be implemented.
Action plan to build on behaviours, beliefs and assumptions that will enable the
change.
List of high priority risk areas and action plan to mitigate the risks.
Structure
Step 1
Brief the questionnaire instructions
Complete the questionnaire individually
Transfer scores onto the scores sheet adding up totals.
Plot results to create two graphs using 2 different colours for now and
preferred
Step 2
Explain the model
Individuals might want to start to discuss which represents the current culture, but
try to keep this to a minimum until after they have completed the questionnaire.
Step 3
Compare results within the team, looking for consistencies and inconsistencies
and exploring what lies behind any similarities and differences
Consider outcomes in relation to FromTo outcomes, identifying key issues
what would you need to do more or less of in the preferred culture?
Step 4
Consider the potential actions that would be necessary to bring about the
required change in behaviour, to support the change
Page 124 of 176
Organisational Culture Model
Low
Control
The Create Culture
The Collaborate Culture

An organisation that focuses on internal
maintenance with flexibility and concern for
people. It is a sensitive and friendly place to work
where people share a lot of themselves. It is like
an extended family. The leaders, or head of the
organisation, are considered to be mentors and,
maybe even, parent figures. The organisation is
held together by loyalty or tradition. Commitment
is high. The organisation emphasizes the longterm benefit of human resources development
with high cohesion and morale being important.
Success is defined in terms of sensitivity to
customers and concern for people. The
organisation places a premium on teamwork,
participation and consensus.
An organisation that focuses on external

positioning with a high degree of flexibility and
individuality.
A dynamic, entrepreneurial and creative place to
work. People stick their necks out and take risks.
The leaders are considered to be innovators and
risk takers. The glue that holds the organisation
together is commitment to experimentation and
being on the leading edge. Readiness for change
and to meet new challenges are important. The
organisations long-term emphasis is on growth
and acquiring new resources. Success means
having unique and new products, or services.
Being a product or service leader is important. The
organisation encourages individual initiative and
freedom.
Outward
Looking
Inward
Looking
The Control Culture
The Compete Culture
An organisation that focuses on internal

maintenance with a need for stability and control.
A very formalized and structured place to work.
Procedures govern what people do. The leaders
pride themselves on being good coordinators,
organizers, and efficiency minded. Maintaining a
smooth running organisation is most critical.
Formal rules and policies hold the organisation
together. The long-term concern is on stability and
performance with efficient, smooth operations.
Success is defined in terms of dependable
delivery, smooth scheduling, and low cost. The
management of employees is concerned with
secure employment and predictability.
An organisation that focuses on external

positioning with a need for stability and control. A
results oriented organisation. The major concern is
getting the job done. People are competitive and
goal oriented. The leaders are hard drivers,
producers and competitors. They are tough and
demanding. The glue that holds the organisation
together is an emphasis on success and common
concerns. The long-term concern is on competitive
actions and achievement of measurable goals and
targets. Success is defined in terms of market
share and penetration. Competitive pricing and
market leadership are important. The
organisational style is hard-driving
competitiveness.
High

Control
Page 125 of 176
Tips
There are no right or wrong quadrants to be in the preferred culture should be

fit for purpose.
The challenge is to clarify which aspects of culture need to be moved
depending on the nature of the change
This tool can be used very powerfully, at different levels of the organisation to
understand the different perspectives
To visually see the contribution the six elements make to the overall model
graphs can be drawn for each separately to identify the main cultural implications
Ensure enough time is made available to do explore each of the potential options
Interdependencies:
Provide input to :

T28 - Role Mapping

Project Administration Workbook)
Page 126 of 176
T24 (Tool III) Quinns Organisational Culture Model

Organisational Culture Questionnaire
This questionnaire has been designed to generate a graphical representation of your
organisational culture, both now and for the preferred state.
There are 6 separate sections with 4 statements (A to D) in each section. IN every
section, for each statement, you will need to allocate a value. You have 100 units to
allocate across the now state and 100 units to allocate against the Preferred state.
So for example,
Section 1
A
B
C
D
Dominant Characteristics
Now
Preferred
0
60
10
10
30
20
60
10
When all the questions have been answered, transfer scores to the summary sheet
(p 32). You then map these scores to the graph (p 33) using 2 different colours to
represent the Now and Preferred state.

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1.
DOMINANT CHARACTERISTICS
NOW
PREFERRED
A.
The organisation is a very special place. It is like an

extended family. People seem to share a lot of
themselves
A. _____
A. _____
B.
The organisation is a very dynamic and entrepreneurial

place. People are willing to stick their necks out and
take risks
B. _____
B. _____
C.
The organisation is very production-oriented. A major

concern is with getting the job done. People are very
competitive and achievement-oriented
C. _____
C. _____
D.
The organisation is a very formalised and structured

place. Procedures generally govern what people do
D. ______
D. ______
Total 100
Total 100
2.
ORGANISATIONAL LEADER
NOW
PREFERRED
A.
The head of the organisation is generally considered to

be a mentor, a facilitator, or a parent figure
A. _____
A. _____
B.

be an entrepreneur, an innovator, or a risk-taker
B. _____
B. _____
C.

be a hard driver, a producer, or a competitor
C. _____
C. _____
D.

be a coordinator, an organiser, or process expert
D. _____
D. _____
Total 100
Total 100

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3.
MANAGEMENT OF EMPLOYEES
NOW
PREFERRED
A.
The management style in the organisation is

characterised by teamwork, consensus and
participation
A. _____
A. _____
B.

characterised by individual risk-taking, innovation,
freedom and uniqueness
B. _____
B. _____
C.

characterised by hard-driving competitiveness,
production and achievement
C. _____
C. _____
D.

characterised by security of employment, longevity in
position and predictability
D. _____
D. _____
Total 100
Total 100
4.
ORGANISATIONAL GLUE
NOW
PREFERRED
A.
The glue that holds the organisation together is loyalty

and mutual trust. Commitment to the organisation runs
high
A. _____
A. _____
B.
The glue that holds the organisation together is

commitment to innovation and development. There is
an emphasis on being on the cutting edge
B. _____
B. _____
C.
The glue that holds the organisation together is the

emphasis on production and goal accomplishment.
Marketplace aggressiveness is a common theme
C. _____
C. _____
D.
The glue that holds the organisation together are

procedures, rules and policies. Maintaining a smooth
running organisation is important
D. _____
D. _____
Total 100
Total 100

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5.
STRATEGIC EMPHASIS
NOW
PREFERRED
A.
The organisation emphasises human development.

High trust, openness and participation persist
A. _____
A. _____
B.
The organisation emphasises acquiring new resources

and meeting new challenges. Trying new things and
prospecting for new opportunities are valued
B. _____
B. _____
C.
The organisation emphasises competitive actions and

achievements. Measurement targets and objectives
are dominant
C. _____
C. _____
D.
The organisation emphasises permanence and stability.

Efficient and smooth operation is important
D. _____
D. ____
Total 100
Total 100
6.
CRITERIA FOR SUCCESS
NOW
PREFERRED
A.
The organisation defines success on the basis of

development of human resources, teamwork and
concern for people
A. _____
A. _____
B.

having the most unique or the newest products. It is a
product leader and innovator
B. _____
B. _____
C.

market penetration and market share. Competitive
market leadership is key
C. _____
C. _____
D.

efficiency. Dependable delivery, smooth scheduling
and low cost production are critical
D. _____
D. ____
Total 100
Total 100

Page 130 of 176

INSTRUCTIONS
Transfer your scores from the questionnaire columns marked now or preferred to
the following tally sheet. Total your scores and then divide each total by six.
NOW SCORES
Create
Compete
Control
Create
Compete
Control
1. Dominant Characteristics
2. Organisational Leader
3. Management of Employee
4. Organisational Glue
5. Strategic Emphasis
6. Criteria for Success
TOTAL:
Divide by 6:
Collaborate
PREFERRED SCORES
A
1. Dominant Characteristics
2. Organisational Leader
3. Management of Employee
4. Organisational Glue
5. Strategic Emphasis
6. Criteria for Success
TOTAL:
Divide by 6:
Collaborate

Page 131 of 176
Organisational Culture Model
50
50
Create
Collaborate
40
40
30
30
20
20
10
10
10
20
30
40
50
Control

10
20
30
40
Compete
50
Page 132 of 176
T25 Communication Planning

For really effective communication, planning is essential!
Rating
Blue Intermediate
Purpose
To achieve the outcomes being sought from communication by creating a robust

plan for engaging people in the most effective way.
To have an overview of all activities in order to correctly sequence activities,
especially during intense periods.
To plan resource and budget requirements for developing any communication
material.
Outcomes
Clear understanding of:
What you intend your audience to hear and do as a result of each communication
your communication objectives.
Who you need to communicate with.
Your main messages.
The methods/ channels youll use and when.
The measure of success.
How and when you will build up each of your communication events.
Resources and budget that are needed.
Structure
The communication plan is created and updated on a regular basis by a member or
sub group from the project team. It should be reviewed and approved by the steering
group.
There are three key steps in building up the plan
Step 1 - Plan the Methods and outcomes
Use the tool below to plan the method and outcomes. Each engagement event
should be on a separate line; there may be a number of events over time for each
audience.

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Communication Methods and Outcomes

Ref
Audience
From
To
Key Messages
Communication
activity
The unique
ref no for
this comms
event
Who is the
audience?
What will your

audience know before
the communication?
What is your desired

outcome for the
project for this
communication?
What do I need to get

across?
How will you deliver

your communication?
How will you know

Who has
that you achieve
responsibility for
your desired
making it happen and
outcome?
reviewing?
What are the key

messages you need to
communicate to this
audience to achieve the
desired outcome?
Will the method achieve the

right knowledge and feeling
in your audience; how will
they at immediately after?
Will there be a specific

feedback mechanism?
Who are the group of

What are audiences views,
What do you want your
people receiving the
issues, and preconceptions? audience to think / act / feel
comm. Are they people
Where will they be in the
as result of the
impacted / stakeholders;
change process?
communications?
internal / external to the
business; in the same
country?
Measurement
Responsibility
Agreed responsibility for

implementation planning
and reviewing.
Step 2 - Plan timings

Plan how each communication event will be created and who is responsible for
completion of each activity involved.
Step 3 - Identify cost and resource requirement for each communication event
It may be necessary in larger scale changes create a resource and cost plan to
ensure the project budget has appropriate costs.
Measuring the effectiveness of communication
Ask yourself:
Did your communication help you achieve your desired outcome with each
audience/ stakeholder?
How did the audience/ stakeholder react to what you told them? Was this what
you expected?
What did they do or how did they think differently as a result?
Page 134 of 176
Interdependencies
Take insights from:
Provide input to:

T28 - Role mapping
T23 - Change Resistance
Project budget
T16 One Minute Communication
Tips
Audience identification and outcome planning:
Use role mapping (T28) to identify everyone that needs to be engaged, and how
these individuals can be grouped into audiences for specific communication
events.
Throughout your planning, focus on the standpoint of the audience, rather than
the standpoint of the project team or communications team. For example, the
project team may want to explain the difficult journey to get to a proposal, the
audience may only want to hear what the proposal is.
Building the communication
Have a small group of people (ideally two or three) build the communication. One
person working alone can become focused on a particular element to the
exclusion of others or get stuck on finding a way to articulate a message well.
More than three people becomes unwieldy
If possible, test the communication with people who have a similar knowledge of
your change to the target audience they can filter out assumptions and jargon
Use communication experts within the business
The best communications are the simplest. Remove as many jargon and
buzzwords as you can; take out complex business language.
Try to take time out as you build the communication. If possible, build it over two
days, so you come back to it after a number of hours away a fresh mind will
see new opportunities and issues to make it better
Who should deliver the communication
A person who has a significant role in the Change project and can communicate
on it authentically e.g. Steering group member or one of stakeholders who are
going through the change.
Knowledge of the communication content is key.
Credibility with the audience and power to motivate will bring real listening.
Communication Method
A guide to communication methods is provided below.
Put yourself in the audiences position, and think about how you would like to be
communicated with
Often there is a necessary element of compromise e.g. you would like to talk
individually with people, but you need to get a message out at a point in time.
Look for ways round the problem, and ensure you acknowledge the compromise
Remember - Storytelling, as one communication tool, is a great way of winning
over hearts as well as minds.

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How to learn more
PMD Change Modeule

DLPP tools:
Brilliant exectuion
Think, decide, act
The power of real relationships
Engagement through Storytelling

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Understanding your Stakeholders, gain greater insight into the issues and vision
associated with your change, and investigate the position of key people and the
barriers / enablers to making your change happen.
Rating
Green- easy
Purpose
Achieve greater clarity of the end state and purpose of the Change Project.
Gain further insight into the issue and understand Stakeholders previous
experiences of projects and change.
Identify the motivation of key stakeholders on a scale of Oppose to Make it
Happen and detail, the risks, issues and opportunities associated with these.
Outcome
Alignment on change project goals and deliverables.

Early identification of blockages to sustainable change.
Reduce the likelihood that past mistakes will be repeated.
Increase functional and employee engagement.
Structure
Using the role map, identify which stakeholders to talk to in a formal engagement
session.
Engage key Stakeholders around the project.
Map Motivation, Impact, and Influence of key Stakeholders/ groups.
Decide on actions required to manage your stakeholders and include within the
communication plan.
Core Tools
Stakeholder Engagement (Tool I)

Stakeholder Analysis (Tool II)

Page 141 of 176
T27 (Tool I) - Stakeholder Engagement

A process to capture Stakeholder insights into the issue and understand
Stakeholders experience of similar situations
Purpose
For Sponsor and Change Agent to achieve greater clarity of the end state and
purpose.
To identify key Stakeholders views of the change.
Gain further insight into the issue and understand Stakeholders experience of
similar situations.
Outcome
Clarity of end state and purpose.

Agree key Stakeholders to talk to internally or externally.
Leanings from other experiences identified.
Clarity of the Stakeholders commitment for change.
A recommendation to the Sponsor.
Structure
Tools primarily used early in the project in Analyse phase, although can be used to
engage with Stakeholders into Design 1. Sponsor Meeting.
2. Key Stakeholder Meetings.
3. Consolidate Information into Response Summary & Feedback to Sponsor.
Step 1 Sponsor & Project Manager Meeting
Complete the Stakeholder Engagement template with the Sponsor
Forward a completed copy to the Sponsor as a record of what was agreed.
Step 2 1:1 meeting between the Project Manager & Key Stakeholders
Discuss the defined project end state and purpose as understood by the Sponsor
and Project Manager so far, using questions from the T11 Possibility - Issue
Identification tool as appropriate.
Ensure all possible options are explored and pros and cons captured.
Ensure you have enough information to judge level of Stakeholder commitment.
Complete a Stakeholder Response summary for each Stakeholder / group.
Step 3 Consolidate Information into Response Summary & Feedback to
Sponsor
Summarise responses identifying the current situation, end state, purpose of
change, high level options and giving your recommendation.
Share and discuss the feedback.
Decide if
Further research is required, particularly in relation to costs, timelines and
resources.
Benchmarking is required / what the external radar is telling you.
No further work is required if the issue is not being taken forward.
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Tips
This session can either be incorporated into a wider meeting agenda, or may be
scheduled specifically for this activity
If the change will not come as a shock for the Stakeholder, then a pre-read will
allow you to spend more time engaging around thoughts, feelings and questions
in relation to the change instead of spending most time on briefing and not
concluding on the so what.
Ask open, probing questions which reflect good coaching behaviours as in
Breakthrough Performance Coaching.
Present exact Stakeholder feedback use their words.
Do not dress up difficulties or lack of agreement to your project, this data is an
early indicator of challenges you will face in the Implement and Sustain phases.
Build knowledge of the issue from advocates of the change in preparation for
meetings with likely resistors
Interdependencies
Take insights from:
Provide input to:
T11 Possibility - Issue Identification

T13 - From - To
T28 - Role Mapping

Stakeholder Analysis
How to learn more
Amazing Relationships model from the DLPP

Agreement v Alignment model from the DLPP
Communications tools

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T27 - Stakeholder Engagement Tool I
Stakeholder Engagement (Planning)

What messages are you taking to your Stakeholders? Identify your key Stakeholder groups.
Project End State:
(What are you attempting to achieve and what will be the impact on business performance?)
Purpose:
(Why are you trying to do it and what are the business benefits?)
List the key internal/external people to involve in Analyse:
Due Date:
Stakeholder Engagement Response Summary

When you have engaged with your identified Stakeholders, record their responses.
Current Situation:
(List all the facts, data, perceptions, assumptions, opinions gathered)
End State:
(List all the viewpoints about potential end state)
Purpose:
(List all the reasons for change and potential benefits)
High Level Options:

(List all the possible ways that the end state could be achieved)
Stakeholder Reaction
(summarise the early insights you have into the Stakeholder - their motivation or influence on
the project)
Recommendation to Sponsor:
(Should the work proceed or not)

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T27 (Tool II) - Stakeholder Analysis

A simple graphical tool for illustrating the motivation & influence of key
Stakeholders so that you can determine how to leverage enablers, and
remove barriers to the success of the project
Purpose
Identify the motivation of key Stakeholders on a scale of Oppose to Make it

Happen, and detail risks, issues, and opportunities.
Outcome
Assessment of key Stakeholder commitments.

Indication of where they need to move to, to ensure successful implementation of
the change.
Action plan to leverage opportunities and address risks and issues for
incorporation within your communications plan.
Structure
Tools primarily used early in the project in Analyse and Design phase:
1. Identify motivation towards the change.
2. Identify the amount of impact this change will have upon this Stakeholder
group.
3. Identify the amount of influence (power) this Stakeholder has upon the
change or other individuals.
Option 1 Sponsor & Project Manager discussion
1. List all of the Stakeholders by name or group down the left hand side, and the
amount to which this change will impact them / their teams.
2. Next mark with a X where you assess the persons commitment to be at present
on a scale of Oppose to Make it Happen.
3. Mark with an O where you assess their commitment needs to be to ensure the
change is successful.
4. Mark an arrow between the X and the O to indicate the shift required in an
individuals attitudes.
5. Now consider the amount of influence that this person has upon the change itself,
or other people within the change.
6. Consider the implications of your findings.
7. Test the assumptions that you are making.
8. Create an action plan and agree how you will approach this.
Option 2 Discussion with an individual Stakeholder or as a group
Introduce the concept of Stakeholder analysis, and invite the Stakeholders to tell
you where they are in terms of Impact, Motivation and Influence in relation to the
project
OR
As a group - Write the names down of all key Stakeholders on post-it notes and
stick them onto a poster of the graph on the wall according to motivation, impact
and influence.
Probe to understand why this is and try to establish what it would take to move
them to where you feel you need them to be for the change to succeed.
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Create an action plan and agree how you will approach it and make this a specific
element of your communications plan.
Group /
Individual
Person A
Role(s) in
the change
Sponsor
Change
Impact
(H, M, L)
Influence
(H, M, L)
Oppose
Neutral
Let It
Happen
Help it
Happen
Person B
Advocate
Person C
Stakeholder
Group A
Targets
XO
Make it
Happen
Notes
Where we see their

current level of support
& where we need to
get them to be for the
success of the project
Key actions to get
them there
Red font shows a
major discrepancy
from where they are to
where they need to be
Yellow font shows
some discrepancy but
seen as possible to
overcome
Support is exactly
where it needs to be
Tips
Ensure that you allow enough time for the discussion, this is where the most
value comes from.
You may set up a meeting specifically to conduct this exercise or you may do as
part of other discussions.
Identify the key Stakeholder groups early and map their position at the outset.
Revisit in later stages as you evaluate efforts to improve positive attitudes and
engage Stakeholders.
Stakeholders all have influence, whether it is formal power invested in a position
of authority or it is social power of being able to persuade others to support or
oppose change.
Those with higher influence are likely to be your most useful supporters or most
dangerous opponents, thus influence analysis helps you to prioritise your focus
on Stakeholders (and risks and issues)
Some Stakeholders will actively support the change, putting their necks on the
line and working hard to help it succeed. Others will work the other way,
vociferously seeking to scupper your efforts.
Help it Happen and Make it happen are where much focus often happens.
However there is often a silent majority in Let it happen or Neutral where
rather than taking positive action can subtly support or oppose the change by
allowing things to happen or quietly blocking and hindering progress.
Neutral are often playing a waiting game, looking for who is going to win.
Once they have made their decision they will move quickly to Oppose or Help It
Happen. Work hard to convert them and you may well win the game.
Be aware that the data in your Stakeholder map represents your perceptions
about other people and they may not necessarily agree with you! So it is wise
to keep this sensitive information very confidential - never print or leave your map
lying about
Ask the questionwhat would it take to get you to a win win position on this?
Stakeholder analysis, could be an important element in deciding your preferred
options, and could be used to evaluate several options at the same time.

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Need to ensure that Stakeholders are clear on the end state, dont undersell the
end vision just to gain agreement.
Characters within change

High
The enemy: taking

every opportunity to
undermine your efforts
Change Champion:
takes personal
responsibility for
ensuring success
The cynic: fires cheap

shots to test your resolve
Willing helper:
anxious to lend a
hand
Influence (Power)
Fence sitter: not

engaged; waiting to see
how it goes
Low
Oppose
Neutral
Let It Happen
Help it Happen
Make it Happen
Motivation towards change
Size of the bubbles represents impact of the individual specifically on the

change
Interdependencies
Take insights from:
Provide input to:
T28 - Role Mapping

T25 - Communication plan
How to learn more
Amazing Relationships model from the DLPP.

Communications tools
Breakthrough Performance Coaching Learning Experience.

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Example graphical representation

The matrix can be represented graphically to enable an analysis of the risks and opportunities posed
by your stakeholders.
The X axis represents
the Motivation
towards the
change. Neutral is a
dangerous place, as
you are unaware of
this persons true
feelings and therefore
cannot work to
overcome the
objection (and they
may not know it
either.) When you
have worked with an
oppose to overcome
their fears / objections,
they often move
straight to help it
happen as they have
made a conscious
decision of what they
are buying into and
fully understand the
context.
High
BEN
PAUL
JOHNs
TEAM
ADAM
AMY
LAURA
Influence (Power)
LISA
MATT
Oppose
Low
Neutral
Let It Happen
Help it Happen
Make it Happen
Motivation towards change

The Y axis represents
the extent by which
this person can
influence the change outputs or can influence others around them. This aspect reflects one of
the underlying political situations. This is important to the success of the change. You want the most
influential stakeholders on the right of your map and migrating to the top.
The size of the bubble represents the extent to which this stakeholder or their department is
personally impacted by the change. Having skin in the game is important to the ability of this
person / group to implement and embed real sustainable change. Appreciating this aspect will guide
you to understand why someone may have a low / high motivation towards your change initiative.
As human beings, we often gravitate or spend our time influencing those who are most like ourselves
or most in favour of our ideas, and may neglect those in neutral. Someone who has low impact by
the change, with low influence over the change or others, and could be de-prioritised in your
stakeholder map (indeed could be removed).
Balancing Motivation, Influence and Impact will allow you to appropriately concentrate your efforts for
maximum benefit.

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T28 Role Mapping

Understanding the people connected to the change, to aid in the building of the right
project structures, governance, communications and engagement plans
Or
This is where everyone fits into the jigsaw
Rating:
Blue - Intermediate
Purpose
To identify who has to change in order for your project to be successful ie

individuals impacted.
To identify the key people required to ensure successful project implementation
and what their role in the change will be, (e.g. Sponsors, Change Agents, Control
Authorities).
To identify where people who may impact the change from a broader perspective
sit in relation to the project (e.g. those who will be advocates of the change).
Outcome
All individuals impacted identified.

Key people in the project structure identified and relationships mapped.
A Visual model of those involved created so that the flow of change can be seen
through the organisation.
Clarity on the required structure for leadership and control that will support
successful implementation.
This role map can then be used as a reference in many of the key pieces of work that
will be completed in relation to the change for example creating or refining the
governance structure; understanding the cultural impact of the change; creating or
refining the communication and engagement plan; understanding the best solution
through comparing different role maps.
Structure
Start by identifying the individuals or groups of individuals, affected by the

change.
Ask who do the individuals report to? and draw the organisation hierarchy from
impacted individuals upwards, continue until you can go no further.
From the resulting map, determine who the key leadership players are.
Next explore the type of change and implications on the processes, assets,
people and external interfaces.
Identify the individuals who are the control authorities responsible for these areas
and map these onto your role map.

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The output will look like a complex organisation structure chart this is a simple
example!
Example - implementation of new production measure
Operations Director
G
Finance Director
CA Carm; financial practices
Operations Manager
S
Team Leader
T
Operators
T
Procurement Director
A
Technical Manager
CS
Team LeaderProject Manager Team Leader

T
PM
T / PTM
Operators
T
Craft
T
Key
G
CS
S
CA
PM
T
PTM
Gatekeeper
Cascading Sponsor
Sponsor
Control Authority
Project Manager
Individuals Impacted
Team Member
Advocate
Reporting lines
Authority Influence
Agent Accountability
NB:
People can play more than one
role in a change
Final role maps should include
names
Interdependencies
Provide input to :
T13 - From-To
T22 - Workflows & Swimlanes
Commitment model
T14 Governance & Sponsorship Plan

Commitment model
Tips
General tips
Generally drawn as they are now - major projects may also benefit from creating
an end state map that reflects how the structure will look on completion of the
change but remember that one map can only be for a single point in time.
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There may be a temptation to reduce the size of the map by only looking at
individuals who are significantly impacted resist this temptation you may
ignore the people who hold the keys to success.
The mapping of all the impacted individuals and their reporting lines may show
that they are only linked at a very senior level in the organisation (e.g. MD Diageo
PLC). This is when you look to identify Cascading sponsors who can make the
change happen in a part of the organisation, and bring them together in the
Governance structure.
Once you have mapped all the roles and control authorities, you may find people
who are very vocal on the change are not there these are the Advocates.
The map can be used with an assessment of T27 - Stakeholder Management to
get insights into issues and concerns. The map can be used at governance
sessions to frame discussions on some of the issues and review the validity of
action plans to resolve them.
Tips on how
Choose people who know the project well and also understand the business and
political landscape to create or critique the map. This may require adding people
to the project team. The need for confidentiality may restrict who can be involved
in the early stages of role mapping. It is important that gaps in understanding and
assumptions made are recorded and identified as the map is used.
Mapping the impact of different options may be a useful tool to help decide the
right option to implement more people impacted = more chance of failure! This
should be done in the planning phase.
Tips on when
The map can only be created when the project scope is well enough understood
that the people who are impacted can be mapped quite often this is possible
when the first draft of Project Definition is being created.
The map should be created as early in project life as possible. This may be
before the project team has been identified and up to speed and help to define
either the project team or the governance structure.
The map should be reviewed when significant milestones are achieved
especially after key gate decisions- the gaps in knowledge should get smaller
over time.
Early in the project the maps may identify roles and units within the organisation.
By the time the project moves into implementation the detail should include the
name of each individual.
Estimated Timing -Time to create a map will vary dependant on complexity - a
map including Stakeholder Analysis, Commitment Model and action planning
could take 2-3 hours.

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T29 - Capability Assessment & Build Plan

Rating
Blue - Intermediate
Purpose
To assess the FROM TO in capability and behavioural change terms of the

individuals impacted by the change
To balance Time, Cost and Quality in applying the most appropriate capability
build
To ensure that existing talent pools are utilised for both business and personal
benefit
To build a sustainable capability level for the organisational/ functional solution
Outcome
Individuals Impacted equipped with skills and knowledge to successfully

implement the TO state
Cost effectiveness through targeting the specific capability needs of each
individual, reduction in sheep dipping and taking into account transferable skills
An action plan against each capability gap
Capability plans align to the Diageo Learning Strategy and contribute to high
employee engagement results
Compliance with CARM and professional body regulations where relevant
Structure
Identify capability FROM TO

Conduct a Learning Needs Analysis of individuals / groups against the TO state
Create & Execute an Learning Activity Plan (including Learning measurement)
Core Tools
Capability / Behaviour From To Learning Needs Analysis (T29 Tool I)

Learning Design & Methodologies (T29 Tool II)
Capability Build Execution Plan (T29 Tool III)
Learning Measurement & Evaluation (T29 Tool IV)

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T29 (Tool I) - Capability / Behaviour From To Learning

Needs Analysis
A structured process to determine the gap between current knowledge, skill or
application and the future learning needs for sustainable business and
personal results
Rating
Blue - Intermediate
Purpose
To assess the FROM TO in capability and behavioural change requirements

within an organisation, team or individual.
To measure possible gaps on knowledge, aptitude, performance or attitudes
within the organisation.
To acknowledge that the learning requirements of an individual/ team may have
changed due to factors such as promotion, budget, organisational or workflow
redesign.
Learning needs analysis is conducted to determine:
What knowledge and skill are needed for future requirements?
What is the outcome/ result desired after the learning has taken place?
Analyse if the needed knowledge/ skill already exists within the organisation, or if
these skills need to be built internally or sourced externally.
Outcome
Individuals Impacted equipped with skills and knowledge to successfully

implement the TO state.
Cost effectiveness through targeting the specific capability needs of each
individual, reduction in sheep dipping and taking into account transferable skills.
An action plan against each capability gap in order build the required level of
knowledge, skills or application.
Identify what skills and knowledge learners have and what would be most
beneficial way of building these in terms of content and method of delivery.
Structure
The LNA for a project will use a range of existing data (often the rational for the
project) and newly sourced data (testing assumptions)
Identify the To State - The awareness, knowledge, skills and application level
required to achieve the business outcome for each impacted group.
Assess current capability level - Create methods & metrics by which to test the
current capability across the impacted audience (FROM state) e.g. online test,
task simulation, focus groups, pulse survey, 360 feedback.
Execute assessment & gap analysis - Balance time, cost and breadth v depth
of assessment.
Gap analysis and action plan - Document the FROM - TO state, identifying the
gaps and opportunities to be leveraged.

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Example online needs analysis completed by the individual (using survey monkey)
Example The People Management Diagnostic Tool completed by the individual

(in discussion with line manager), and directly linked to learning solutions

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Example an SAP implementation
Example SFIA skills framework used in Global IS. Completed by the individual and verified by
the Line Manager

Page 155 of 176
Tips
It is crucial to understand the desired To state before designing Learning

Activity, and to know the level of capability each group will need. Not every skill
needs to be learnt to expert level by everyone.
An effective LNA will identify current skills to leverage and can influence job
design at an early stage, both saving cost as well as engaging employees and
providing application opportunities.
Use the actual work environment (or simulate as close as possible) to ensure that
the capability analysis is as close to the actual application environment as
possible
Be pragmatic with your sample audience size, assessment methods and desired
outputs.
Involving the end user in the process as much as possible will act as an early
engagement tool for your project.
Your functional capability team, or the Global Learning & Development Manager
will be able to coach you further in Learning Needs Analysis.
Conducting a regular Learning Needs Analysis can help an organisation to be
more competitive.
Do an LNA regularly through the change program. This is for two reasons; the
understanding of the skills required will be better as the change develops; the
capability of the impacted individuals will change over time.
Interdependencies
Take insights from:
Provide input to:
T13 - From To
Development plan data; iSKILL,

Procurement DNA, Diageo Capability
360 feedback results, P4G themes
Employee data; the values survey, local

pulse surveys, exit interview data, calls to
the service desk
Learning Design and Methodologies

(T29 Tool II)
Learning Measurement and Evaluation
(T29 Tool IV)
T31 - Business Readiness Assessment
How to learn more
Example learning needs analysis.

http://www.surveymonkey.com/s.aspx?sm=YdzO8dueeFVeYqJkhNhgRQ_3d_3d
Survey monkey online survey tool www.surveymonkey.com.
There are a range of examples included on the Diageo Academy and the Project
and Change intranet site of skills assessment tools; The Diageo Capability 360
degree feedback tool, The People Management Diagnostic Tool, Global IS
iSKILL, Procurement DNA, Finance CAT.

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T29 (Tool II) - Learning Design and Methodologies

A range of solutions to build knowledge, skills or application in the most effective
manner balancing time, cost, and quality
Purpose
To apply the appropriate design and delivery methods to the required learning
solutions
To allow for flexible learning in order to support a population that is diverse in
terms of learning styles, languages spoken, geographic locations and ways of
working
Outcome
An inclusive learning culture, matching capability build to your employees learning
preferences to help accelerate their learning
Clear support materials for both the learner and the facilitator (elearning, session
outlines, learning workbook, job aids etc)
Effective utilisation of resources (balancing time, budget, facilitation and
infrastructure)
Capability plans align to the Diageo Learning Strategy and contribute to high
employee engagement results and are a source of attraction in the external
market
Structure
The design of the capability build should involve a review of existing learning
solutions from across Diageo to avoid duplication of effort, and to ensure that new
messages are embedded into other learning outside of your immediate project
scope. This ensures a sustainable learning outcome
Examine the outputs from the Learning Needs FROM TO Analysis
Explore the constraints/ opportunities available e.g. Quality, Time, Cost, Resource
Identify the appropriate blend of learning methods to meet the knowledge, skill or
application needs
Identify the evaluation mediums to be utilised throughout the capability activity
plan
Design the capability build solutions & access methods considering learning styles
and the diversity of your learners
Example classroom training
using interactive exercises, in
multiple languages

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Example using business simulations,

case studies, group collaboration and the
power of conversations
Example using Webex to interact with

participants in multiple geographies. The
learners could use online tools to add their
comments and draw on the screen

Page 158 of 176
example using elearning to

deliver content to a large
audience, and to conduct
knowledge assessments

Page 159 of 176
Tips
70% of learning takes place through doing (applying knowledge and skills on the
job, collaboration with others, making mistakes), 20% through assessment,
feedback and coaching, and 10% through formal learning methods (classroom
training, e-learning modules, lectures).
Be very clear with stakeholders the impact of learning through doing. Can
mistakes be made and rectified quickly. Is time pressure to complete tasks
quickly a key. Test the output of this exercise to ensure it is realistic and use the
results to inform the capability build design.
Create/ redesign learning objectives clearly before considering the method to use
to achieve the desired outcome; what do you want the learner to know, be able to
do and what support with they get when they apply the new knowledge or skill in
reality?
Think about how you will stimulate the learner. How do you want to learner to
think or feel during and after the learning activity; motivated, reflective, excited,
inquisitive, confident?
Use the actual work environment (or simulate as close as possible) to ensure that
the capability build is as close to the actual application environment as possible.
Using peers or leaders from the team where possible uses the existing skills
within the user group, and ensures that these same people can be a sustainable
support to the application of this learning long after the trainer has left.
Involving the end user in the design process as much as possible will act as an
early engagement tool for your project (this can include focus groups, pilot
workshops, beta testing of e-learning modules).
Think about the speed at which people absorb information. Using a self directed
e-learning module, listing to an audio recording, or reading an article before a
face to face session will help those people who require more time to absorb new
information. This may be because this person is totally new to the subject, or
they learn best by reflecting before presenting their questions. The information
may not be presented in a learners primary language, and whilst verbal dexterity
in a secondary language may be high, reading or immediate application of that
new knowledge may be slower.
The last participants in a rollout of modules should get the same experience as
your first (e.g. the SL from the function does a 15 minute context setting
introduction, however cannot commit to doing this session for every group.
Consider having the session recorded for future groups so that everyone has the
same opportunity.
Consider the total cost of the solution, eg having an interactive e-learning module
designed at a cost of 50,000 is far more cost effective for a rollout to 1000 field
based people (50 per person) instead of the cost of transport, the time out off
the job used travelling before and after the learning activity. In addition this
method will allow people to learn when is convenient to their ways of working.
This method however may not be appropriate if the size of the group was only 50
(1000 per person).
When collaboration with others is essential, a self paced e-learning module in
isolation will not be appropriate regardless of the group size, however using a
virtual learning classroom will avoid unnecessary time away from home for the
participant, and the associated costs to your business. Equally a self paced elearning module with a follow up Telecon & webex to take questions and test
understanding may be an excellent solution.
will be able to coach you further in Learning Design and Methodologies.

Page 160 of 176
Interdependencies
Take insights from:
Provide input to:
T29 (Tool II) - Learning Needs Analysis T29 (Tool III) - Capability Build Execution
Plan
Previous learning activity evaluation
results
T29 (Tool IV) - Learning Measurement
and Evaluation
How to learn more

The Diageo Academy www.diageoacademy.com
There are a range of examples and templates included on the Diageo Academy
and the Project and Change intranet site covering Webex, Podcasting, Elearning,
and Virtual Learning
Articles; Channels of learning in Diageo, Getting the Right Blend, Matching
learning methods to your needs, "Why E-learning?, Virtual Learning Ways of
Working, Understanding Learning Styles
E-learning examples for a range of examples go to the search facility on the
Diageo Academy and search for e-learning
www.businessballs.co.uk a useful website to get templates and information on
different theories and exercises.

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T29 (Tool III) - Capability Build Execution Plan

A series of tools to enable the capability build activity to be planned, activated and
executed in the most accessible method for the learner and flexible to business
needs
Purpose
To plan the roll out of the capability build in line with project timescales, business
constraints, and participant and facilitator resource availability
Ensure the wider project plan remains on track and within budget through regular
status reporting, and stakeholder management
To increase participant engagement in their learning lifecycle with Diageo in an
engaging manner.
Outcome
An effective learning management process; with minimum time spent by the
participant on admin and maximum time spent on learning activity and
application
A clear calendar of activity which incorporates all learning activity and associated
resources so that time and cost expectations are transparent
CARM and procurement process rigour is applied to all external supplier
relationships and intercompany cross charging
The desired capability outcomes are achieved and sustained
Structure
The capability build execution plan is often part of the much larger project plan and
will follow the same best practice principles with regard to cost management,
milestone tracking, and risks and issues mitigation.
Determine cost schedule and charging mechanism/ budget codes in line with PtP
guidance
Agree roles and responsibilities of the team (project team, subject matter experts,
facilitators, line managers, administrators)
Agree and gain sign off on the activity plan for both individuals and teams
(communication, dates and times of specific sessions, pre & post work, and time
for application and follow up)
Create calendar of events & schedule offerings/ instances
Manage resources (materials, Webex / Telecon details, room bookings,
refreshments etc)
Execute plan with regular status reporting to project team

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Page 163 of 176
Tips
Executing the plan often happens at the busiest stage of your project. Be sure to
consider all the demands on peoples time and energy, and ensure that the plan is
agreed by the main stakeholders to avoid any delay
The line manager has a core role to play in the embedding and measurement of
capability application; ensure they are sufficiently engaged in their role and
responsibilities
Do you have the same people responsible for delivering against every activity?
Will your participants suffer from knowledge fatigue? Do participants have enough
time to apply their knowledge and skill before learning something else ?
Consideration should be made to predictable business activity which will stall your
activity plan (e.g. merchandising days, business results announcements, run up
to Christmas supply production). It is not just the participants who may be
constrained, key speakers and facilitators may be unavailable, or room availability
may be low.
Ensure that you are aware of key dates; national / cultural holidays, annual leave
peaks, and as general rule do not schedule activity on a Friday afternoon when
participants are not at their normal place of work (concentration levels
significantly dip when people are thinking about the motorway traffic)
Using the Diageo Academy to schedule classroom, elearning and virtual
classroom will automate many processes (sending out joining instructions, Webex
details, track attendance, provide status reports, assist with cross charging). This
will significantly reduce the admin time for both the participant and the project
team member tracking the activity plan
A blended learning approach must be maintained to ensure the learning
outcomes are achieved.
It is important to make your activity plan sustainable for both current participants
within the plan and new team members who join at a later date
Your functional capability team or the HR Talent Delivery team will be able to
coach you further, in building an execution plan
Interdependencies
Take insights from:
Provide input to:
Lesson learnt from previous projects

(T32 Project Closure Document)
Hints and tips from the functional
training coordinators
T20 Project Dashboard
How to learn more
DLPP Brilliant Execution

The Diageo Academy www.diageoacademy.com
Diageo Academy Coordination Virtual Workshop
There are a range of examples and templates included on the Project and
Change intranet site covering; Calendar of Events, Cost Schedules, Activity
plan, Academy reports, PtP principles

Page 164 of 176
T29 (Tool IV) - Learning Measurement & Evaluation

A range of tools to measure the 4 levels of learning evaluation
Purpose
To gauge the immediate response to learning activity and make in the moment
changes to the effectiveness of the activity ensuring that it fills the identified gap
in knowledge/ behaviour change defined in the learning needs analysis
To monitor the degree of business readiness of participants to the future To
requirements and course correct where necessary
To learn how successful the organisation is in using learning to drive sustainable
performance improvement
To identify lessons leant for future change capability build plans
Outcome
Learning activity achieves the desired To state
Delegates have the necessary tools and are motivated to realise and sustain the
change project
Capability build plan achieves its desired outcomes in the most time, cost and
learning efficient manner
Structure
The recognised evaluation methodology in Diageo follows Kirkpatricks 4-stage
model of evaluation.
Level 1 Immediate Response to Learning - Conduct an immediate
participant reaction at the end of the learning activity
Level 2 Knowledge and Skills retained - Measure the learning taken place in
terms of knowledge and skills through questions, assessment, or simulation.
Level 3 Individual/ Team skills application or behavioural change - Assess
the skills applied and behavioural change of on the job performance
Level 4 Organisation Use measurements to understand the effect on project
outcomes and the sustainable solution
Do something with the outputs !!!

Page 165 of 176

Page 166 of 176
Tips
Ensure you take action as a result of the evaluation insights.
Learning evaluation can become an industry in itself. Ensure that the inputs
justify the outputs and you do not suffer paralysis though analysis with no useful
insights
Typically more time is spent monitoring the knowledge retained than application
of that knowledge. Too often we leave the 70% informal learning to chance and
do not have adequate follow up
Use online tools wherever applicable as this normally reduces the collation time
and allows more immediate insights to be attained
What to evaluate should be designed in the Design and Methodology stage, and
often use the same methods as those used in the Learning Needs Analysis stage
will be able to coach you further in Learning Evaluation
Interdependencies
Take insights from:
Provide input to:
T23 - Change resistance

T20 - Project dashboard
Values survey results

Assessment
Lessons Learnt conversations (T32
Project Closure Document)
How to learn more

www.surveymonkey.com
There are a range of examples and templates included on the Project and
Change intranet site covering; Evaluation forms, reports, using the Diageo
Academy to automate feedback forms

Page 167 of 176
T31 - Business Readiness Assessment

Confirm everyone is ready for the change that is imminent
Or
Last chance to catch any missing bits before you pull the trigger!
Rating
Green Easy
Purpose
To assess whether the business and individuals impacted are ready for the change that is
imminent.
To measure readiness of the business and individuals impacted through survey
questionnaires across four key dimensions: Awareness, Understanding, Acceptance and
Alignment.
Outcome
A common view and agreement to where we are and what needs to be done to ensure
the change will be successful.
Support for a go/ no-go decision to begin implementation of the change.
Structure
Usually takes the form of a questionnaire of the individuals impacted, ensuring all change
activities are having the desired impact of getting the business ready for the change.
Typically, the survey is done via Survey Monkey shortly before the change is due
to be implemented. May be sent to all or a sample of individuals impacted.
Respondents should rate their current perceptions of statements, through Definitely
Agree/Agree/Neutral/Moderately Disagree/Definitely Disagree.
Results from the questionnaire are then summarized and discussed by the steering
committee / those sponsoring the change locally:
Definitely Agree and Agree are Desirable
Neutral indicates improvement areas
Moderately Disagree/Definitely Disagree indicates areas for immediate
remediation.
An action plan should be developed based on the questionnaire results, if necessary to
course-correct for ALL Moderately Disagree/Definitely Disagree responses. Depending
on the situation, these interventions may be necessary before the change is implemented.
Interdependencies
Take insights from:
Provide input to:

T13 From To

Go-Live decision
T25 Communications Plan
T29 Capability Assessment & Build plan
T19 Risk Footprint
Page 168 of 176
Tips
Sign off of the survey results and necessary plans is typically done by the Sponsor and/
or the Steering Group.
If the sponsor decides to move ahead to implement despite business readiness
assessment indicating problems ahead, this should be clearly identified as a risk
and appropriate risk mitigation plans put in place to address these.
Questions in the tool are example questions. They are not prescriptive and can be
tailored/amended to ensure they are relevant to the required audience.
Can be combined with Communications activities if required.
Target audience for the assessment survey should include, but not be limited to the
following groups:
Business Acceptance Group (BAG) individuals
Market Champions
Stakeholders
End Users/ Individuals impacted
Collect demographics to ask respondents to identify which part of the business/which
group they are part of in relation to the project; this will help identify where actions are
required for specific functions/populations.
The timing should, ideally, ensure results are available before the element being tested
has gone beyond the point of no return!, so that a no-go decision is still possible.
For big change programs it may be better to test readiness for focused elements, (eg
implementing in geography, go live for a specific system)
Though principally undertaken before go-live, it can also be used as a pulse check over
the life of the project and the same questions can be asked during different phases to
check on business readiness progress.
Survey Monkey web tool is usually used as the main application for this activity.
Could also undertake these questions in a face to face interview with key
stakeholders. If used in this way, you should take the opportunity to really probe
them as to why they are responding in the way they do, especially where their
responses indicate the business is not ready for the change.
Use in conjunction with Stage Gate checklist, standard project progress reporting, issue
and risk management, and training and communications assessments to obtain full
picture of business readiness.
Possible actions to course-correct for responses that indicate the business is not ready
for the change would include but not be limited to: further stakeholder engagement in
specific functions/areas of the business; additional/follow-up training; set up of additional
post go-live support arrangements/materials; further communication, including one-toone/location specific briefings if applicable; competency checks where new
processes/systems are to be used and people do not feel comfortable with them. Any
additional activity should then be followed up with further business readiness assessment
for that part of the business.
How to learn more
Consult with IS Business Readiness experts or other change experts.

Page 169 of 176
Business Readiness Assessment

Readiness Questions
Category
I have participated in Project __#__ activities (e.g. process design workshops,

communications sessions, task split workshops)
I have received enough communication regarding the change project
Awareness
I know who the project sponsor is

I know who the project members are
I know the purpose of the project and the anticipated business outcomes
I understand what benefits the project will bring to Diageo
Understanding
I understand how the changes the project will bring will affect me personally
I understand when the change will be implemented
I believe the change is really needed
I am confident that sufficient resources have been made available to support the
change
Acceptance
I am clear what is required from me to make this change successful

My daily work patterns have been sufficiently considered by the project team
The change is compatible with the existing culture
The change is clearly supported by my line manager and other leaders
I have been sufficiently engaged in planning for this change
I know what I need to do to support go-live
Alignment
I have attended all required training for this change

I feel able to do my role post go-live
I know I will be sufficiently supported after go-live to do my role

Page 170 of 176
Glossary

Page 171 of 176
Glossary
Although all terminology has been standardised, we know within Diageo that we love
to create our own language.
A glossary of key terms has been compiled to help clarify any words you may not
recognise, or be unsure of the meaning.
Term
7 S's
Accountable
Explanation
The McKinsey 7 s framework is a way of describing the way a company is
organised and what it does. It is the basis for the possibility identification
tool
A person who is accountable for a change is the individual who the
organisation has charged with making sure the change happens
Advocate
A person who is a positive supporter of the change. Sometimes used to

describe people who are not stakeholders. (Beware used in this way, the
term reflects a positive attitude that the individual may not actually have).
Alignment
A DLPP term reflecting an emotional commitment to a change or action. A

much used and occasionally abused word. Hugely recommend that you
spend some time exploring this concept and working out what it means for
you, both as an individual and in the teams you are working with.
Analyse
The second phase in the Change & Project Management Framework,

during which a solution is selected and the program is more formally
structured and organised. This was part of Build Solution in Change
Framework terms. This is the place to invest huge effort to save time later
on.
BAG
Capability
CARM
Cascading
Sponsor
Challenge and
Build
Business Acceptance Group a group of people who are bought together

with the explicit task of ensuring that the planned change will work when it
is implemented
A term to describe the how able an individual is to perform or be
responsible for a task or role. Capability build can be confused with the
simple act of training. This is about the whole process from identifying a
need to making it a natural habit
Stand for Controls Assurance and Risk Management a formal process for
identifying the policies and monitoring the compliance of the business with
these.
This is a unique role, only present within large projects. Where the
sponsor does not have reporting responsibility for individuals that will be
impacted. IN this instance a Cascading Sponsor(s) will need to be
appointed to manage the change for those individuals not currently
included in the reporting remit of the sponsor.
A process by which a proposal or a plan is reviewed by a group of people
with the aim of improving it. This is often based around a meeting which
can be facilitated to ensure that the best outcome is achieved. Much
variation exists in the interpretation of what a challenge and build exercise
is trying to achieve and the right behaviours involved. This needs to be
carefully set up with the people involved. Facilitation is often required to get
the exercise beyond challenge.

Page 172 of 176
Term
Explanation
Change curve
A representation of the way that people react to change and how that
reaction develops over time. Based on extensive research, initially through
medical studies of people reacting to serious illness, and widely accepted
as the instinctive journey for people when faced with change.
An individual responsible to the sponsor for the planning and

Change Manager/
implementation of the change. They ensure the project delivers the stated
Agent
outcomes to budget and timeline.
Commitment
(financial)
A Financial commitment means that either a cost or a benefit has been

formally included in the future financial plans of the business. Changing a
commitment will often require a formal sign off process. There may be
additional processes for a cost commitment to be formally signed off so
that expenditure can actually happen. This is a watch point when building
or reviewing the Governance structure.
Commitment
(personal)
A personal commitment reflects a stand to make a change happen backed

up by action and through communication. Commitment is an emotional as
well as an intellectual state.
Control Authority
These individuals provide one off expert input to a project e.g. IS Systems,
Finance, and Legal. Where more significant input is required these
individuals should form part of the steering committee.
Cost Benefit
Analysis
The broad term used for the financial analysis of a change, or for
assessing the options that may be the solution for the change. Detailed
analysis of payback or NPV will be part of this.
Deliverable
An outcome of the change that has a positive effect on business

performance (either now or into the future). May also refer to a key,
tangible step in the change program (e.g. a system change is made ready
for testing). Check for understanding when this term is used.
rd
Design
Elevator speech
End State
Engagement
Facilitator
The 3 phase of the framework. In this period the change solution is

finalised and challenged and implementation plans are completed
Also known as the one minute communication it is a succinct
communication that can be delivered verbally in a short period of time (the
ride in an elevator (lift)). Can be used for all sorts of purposes, from
describing the change to describing the outcome of a meeting. Often this
term also means the communication should be deliverable from memory without a formal script.
The way processes, activities, organisation or culture will be when the
change has been completed.
A broad term for human interaction. Covers all forms of formal and informal
communication. The interaction is two way, referring both to talking and
listening.
A role played in a meeting. The facilitator orchestrates the running of the
meeting to achieve an agreed outcome, ensures all participants are fully
active and looks to drive full review of key issues. This is not a role that
should be given to someone who does not want to do it, or decided at the
start of the meeting. It is not a problem for a facilitator not to be a part of
the change or fully knowledgeable on it, as challenging assumptions and
seeking clarity are key parts of the role.

Page 173 of 176
Term
Explanation
Flow diagram
A formal way of representing a process or a series of activities. Can be

used to show sequences of events or how events will change depending
on paths chosen at a point in time. There are many forms of flow diagram
used. Swim lanes are a popular form that show who is responsible for each
stage of a process.
Framework
A framework is a methodology that is not prescriptive, but intended to be

used appropriate to the circumstances
From To
A core tool describing the current state and the end state when the
change has completed
Gate (stage)
The formal closing of one stage of a change / project and moving in to the
next stage. This may be done through review of a document, but more
usually through a meeting. Additional gates may be put in the middle of
any phase of the change the purpose of these should be clearly
understood across the project and aligned on within the governance
structure.
Gatekeeper
A formal role within the governance of the project. The gatekeeper is

involved in the review of whether the project should move on to the next
phase. The gatekeeper may advise on a particular aspect of a change,
may have voting rights a formal statement of whether a change should
proceed or not, or may have right of veto an absolute decree over the
progress of the project.
Govern(ance)
To govern is to set policies, create standards and control and influence.

The governance structure is the formal organisation of the leadership /
control of a project, in which individuals are given specific roles and
responsibilities. Governance covers the entire leadership structure. This
term may also cover the way these individuals formally interact, through
meetings.
th
Implement
The 4 formal stage of the change project, in which the change is formally
launched and executed
Initiate
The 1 formal stage of the change project, in which an opportunity or issue

is defined and sponsorship is established
st
Interdependency
A separate change or event that will involve activity that will have a direct
effect on the outcome of the change
KPI
Key Performance Indicator an objective measure used to determine how

the business is performing in a particular area used to understand the
impact of a change on performance. Subjective indicators can be used to
determine impact of change, but they should not be portrayed as KPIs,
which should be objective. It is important to look for the root cause of any
movement in KPIs, to understand if this is due to the change or other
factors.
Manage (a
project)
To run the project by organising the work carried out by the resources on
the project and to oversee the progress of the project. Often confused with
Governance. The Sponsor, Change Manager and Project manager need to
be completely aligned on who is doing what within the change.
Mandate
Authority to do specific things formally given from the correct authority level
within the governance structure.
Methodology
An approach to doing a task or a project

Page 174 of 176
Term
Explanation
Milestone
A significant point in the change. Sometimes the term means a major

piece of work has been completed; other times it is used to signify that
the things done now are impossible or really difficult to reverse Always
check this meaning.
Mitigation
The means by which a risk is made less significant, either by reducing the
impact if it occurs or by reducing the likelihood of it happening
OND
October, November, December usually the busiest business period of

the year and a time in which major change activity is not encouraged.
Pilot
A test of the change, either the solution or way of implementing it, in which
it is implemented in a controlled fashion with a small subset of the target
population. The aim is to iron out any problems ahead of full
implementation. Pilots should be reversible, or highly flexible if this is not
possible other forms of testing should be used to prove solutions or
methods.
Project Definition
A document that summarises all the key aspects of the change, both what
it is and how it is being done. This is a document that will change as the
project changes over time. It can be referred to by lots of different names
PDM; Project brief etc.
Project Manager
An individual responsible to the sponsor for the planning and

implementation of the change. They ensure the project delivers the stated
outcomes to budget and timeline.
Project Team
RAG
Regression test
Resource
The people who are formally responsible for doing things to make the
change happen.
Red Amber Green a way of measuring performance or criteria. The
standard approach is Green = OK; Amber = some problems that need to
be resolved, but nothing serious enough to stop the change or require
significant intervention; Red = major problems, serious enough to
potentially stop the program, so requiring significant intervention to put right
Testing that the change will not affect processes or activities that it is not
intended to affect. Often used in relation to systems changes, but should
be a consideration in any change.
Something that will be formally used in the project to make the change
happen. Mostly used to describe people, but can be used as a term for
money.
Risk
Used to describe an outcome that is not planned or intended, but that may
arise from the change. The outcome will be, in some way, worse for the
business. There is a tool for Risk Assessment and Management
Root Cause
Analysis
A broad term for ways to get a deeper understanding of why a particular

event or outcome is occurring. This could range from why quality problems
occur to why behaviours happen. The danger with any RCA is if it
generates an incorrect belief that there is a single source to the issue. In
reality causes will often be complex.
Scope (in)
The things that a project is seeking to change are in scope. Looking at

the project in as many different ways as possible will help to richly define
what the change is.
Always remember that if something is not expressly out of scope then the
assumption will be made that it is in.

Page 175 of 176
Term
Explanation
Sponsor
A formal role within the project structure. The sponsor is accountable for
the change happening and therefore is the ultimate decision maker. They
can stop or start a project and provide the resources for the project.
Sponsorship
The act of being a sponsor. Sometimes the general promotion of a change

or support of powerful individuals is called sponsorship. This is unhelpful,
as it may imply a formality of accountability that does not exist.
Stakeholder
An informal descriptor of the position an individual has in respect of the

change. Someone who is affected by the change in
Steering
Committee
A decision making authority that delegates day-to-day management of the

project to the Project Manager. The Steering Committee controls the
project through the process to the end where the benefits are realised by
the business.
Success Criteria
A way of measuring whether a change is having the intended effect on

business performance, or is being implemented as intended. As
measures - criteria should have an objective and measurable indicator to
show whether they are being met or not.
Sustain
Swim Lane
The final phase of a change when it becomes part of normal ways of

working or business activity. At the end of this anyone remaining in the
formal project team will be disbanded
A specific form of process mapping that shows the flow of tasks and the
people or departments that are responsible for them. Invaluable when
processes cross functions/ groups or geographies. Best used from the
design phase. A swimlane review meeting with a cross functional group
will give valuable insight into any gaps in the process.
UAT
Stand for User Acceptance Testing most commonly for IS or capital

equipment projects, this is the final stage of testing a solution when groups
of users replicate real life use of the solution
Why Why Why
The core method within Root Cause Analysis involves identifying an

observed event or behaviour and then asking why over several iterations to
get to the deeper cause
Workstream
Zero Base
Large projects are often broken down into Workstreams groupings of

tasks that are done by specific people from the overall project team. EG
there may be a system change stream and a people change stream
Starting from scratch, rather than the current status, to build a to solution.
Often used in costing to create a zero based budget the premise being
that all unnecessary activity or expenditure can be stopped. Can involve
huge amounts of work to build a zero based model. Effort must be put in to
describing the difference from the current state and what the change is, if a
zero based model is to become an End State.

Page 176 of 176

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Change & Project

Change & Project Management Booklet.doc

Change & Project Management Booklet.doc

T25 Communication Planning ......................................................................... 133

Change & Project Management Booklet.doc

The Change and Project Management Framework has 5 stages:

Defining the opportunity or issue; establishing sponsorship,

Diagnose the issue, document requirements, and test solution

Design, build and test the solution; engage impacted stakeholders;

Adopt the change into Business As Usual operations; measure

Change & Project Management Booklet.doc

Change & Project Management Booklet.doc

I have been given an idea for a change, but I

T11 Possibility - Issue

I think I understand the change, but am not sure

T11 Possibility - Issue

I dont know who will be affected by the change

T28 Role Mapping

I dont know who should be in the steering group

T28 Role Mapping and T14

I am not sure how big the change we are making

T13 From To and T24 Culture

I am not sure how different the new ways of

T13 From to and T22 Workflows

I need to be able to explain what it is we are

T12 Project Definition and T16

How do I plan all the things we need to do and

T17 Project Plan and T18

I am getting a lot of emails from different

T27 Stakeholder Management

Change & Project Management Booklet.doc

Change & Project Management Booklet.doc

Tool Summary by Stage

Change & Project Management Booklet.doc

Tool Selection & Numbering

Change & Project Management Booklet.doc

Change & Project Management Booklet.doc

Workflows and Swimlanes

Change Impact Assessment

Project Closure Document

Change & Project Management Booklet.doc

T11 Possibility - Issue Identification

Clarity on the nature and size of the challenge

Change & Project Management Booklet.doc

Identifying and Creating Possibilities

Thinking the Unthinkable

Change & Project Management Booklet.doc

Provide input to:

Business performance results

T14 Governance and Sponsorship

Ask open, probing questions

How to learn more

DLPP Think Decide Act Model, Content on Creating Possibilities.

Change & Project Management Booklet.doc

Issue Identification Tool

What is the issue/ possibility?

What is your compelling vision for making this change?

Change & Project Management Booklet.doc

Who are the key Stakeholders?

What are the key process implications of this change?

What is your core belief that is driving your thinking?

Change & Project Management Booklet.doc

T12 Project Definition

This is a compound document summarising the results of many different