Understanding Change Management and Systems Thinking as it relates to Projects By Craig A. Stevens 6/26/2014
(Nashville PMI Change Management CoP - part 2 of the May 26 event) craigastevens@westbrookstevens.com
1
craigastevens@westbrookstevens.com
Understanding Change Management and Systems Thinking as it relates to Projects
During this workshop, we will meet and interact with fellow PMI members who have an interest in change management, continuous improvement, and Systems. We will introduce and investigate how project managers might approach the related subjects both during projects and in operations to focus changes on delays in organizational systems to get the biggest bang for the buck. 2
craigastevens@westbrookstevens.com
Craig A. Stevens, PMP, MBB Speaker, Author, Engineer
www.e-WBS.com
(http://www.linkedin.com/in/craigastevens) Craig has studied and been a professional practitioner of change management as a Management, Industrial/Systems Engineer for over 30 years. He was the first program manager to develop configuration management systems for the Department of Energy in the mid 80’s and first presented international papers on the subject in the late 80’s. He is the VP of the Communities of Practice (CoP) for the Nashville Chapter of PMI. Mr. Stevens is currently the Manager for the Process Improvement Program for HCA Physician Services, where the CIPp Team is developing the CPI/Lean/Six Sigma program for about 700 practices. He is also the president of Westbrook Stevens, LLC; an Author; and a Visual Artist. For a free eBook, this presentation, and a sample of his work go to www.issuu.com/craigastevens.
Before HCA, Craig worked as a consultant for over 100 different organizations in 25 states including (US DOD, US DOE, NASA, Lockheed Martin, Westinghouse, DuPont, etc.). Craig has worked in every layer of an organization and in several industries (Healthcare, Government, Manufacturing, Agriculture, Hospitality, Scientific Research, Energy, Waste Management and Environmental Restoration, Not-For-Profits, and Construction). He was the Chief Engineer and Quality Manager for PRAGMATICS, INC. (8a), Program Manager for Science Applications International Corporation (SAIC), and was the Mechanical Engineer SME in solar and electric power, explosives, and general engineering for U.S. DOE, Office of Scientific, and Technical Information (OSTI). Craig is the Author of the Geronimo Stone series and is writing a book on Strategic Project Management. He teaches Project Management at Belmont University. “Professor” Stevens has written many papers on change management subjects and served as adjunct faculty for Vanderbilt University, Belmont University, Trevecca Nazarene University, University of Phoenix, Nashville State Tech, and UT Knoxville as a TA. He was also a trainer/facilitator of Project Management for the American Management Association International (AMAI) and Padgett Thompson as well as his own company.
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http://issuu.com/craigastevens
Agenda Strategic Project Management
✓
1
Goals/Objectives
2
Relationship of Change, PM, and Linked Models
3
Strategy the Storms of Chaos This is anand example text. Go ahead and replace it Financial Variables
4
Pinball and the Drivers of Change
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
5
Market Size
Systems Thinking, Loops, and Layers
Delays
(1a) EXTERNAL ENVIRONMENT, International
Cost of Marketing
N GA OR (3)
Change Management
Delays
Debt
8
More Equipment Cost
The Seven Attributes of Excellent Management Summary
Delays
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate
7
(1b) EXTERNAL Domestic L ENVIRONMENT, ST NA RU TIO Satisfied CT UR (4) Customers INTERNAL E Positive
IZA
Cash Flow
6
Willingness to Ride
Wages
(5) SYSTEMS More Trips
Reputation
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity
Delays Delays
Consulting
(2) People in Cars
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Delays
Morale Delays Hiring Personnel
craigastevens@westbrookstevens.com
Human Resources
4
craigastevens@westbrookstevens.com
Goals and Objectives This Presentation
• To Introduce Systems Thinking and Systems Archetypes as it relates to Change and Project Management • Apply Some Systems Loops Logic
5
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Agenda Strategic Project Management
✓
1
Goals/Objectives
✓
2
Relationship of Change, PM, and Linked Models
3
Strategy the Storms of Chaos This is anand example text. Go ahead and replace it
4
Pinball and the Drivers of Change
5
Systems Thinking, Loops, and Layers
6
Change Management
7 8
The Seven Attributes of Excellent Management Summary
Productivity, Morale, Quality
Before A Change During A Change
After A Change
Natural Cocoon Phase
Planning and Leadership History of Commitment
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
Communication Communication
craigastevens@westbrookstevens.com
6
Phase 1
Phase 2
The Big Picture
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, International
Delays
(5) SYSTEMS More Trips
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate Debt
Productivity, Morale, Quality
Before A Change During A Change
More Equipment Cost
Reputation
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity in Cars
Delays Delays
After A Change
Delays
Domestic L ENVIRONMENT, ST NA RU TIO Satisfied CT UR (4) Customers INTERNAL E Positive
IZA
(
Phase 5
(1b) EXTERNAL
AN RG 3) O
Cost of Marketing Cash Flow
Phase 3
Consulting
(2) People
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Natural Cocoon Phase
Morale Delays Hiring Personnel
Delays
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL
ENVIRONMENT, Domestic AL ST ION RU T A CT Human Resources NIZ A UR RG (4) INTERNAL E O ) 3 (
ENVIRONMENT
Planning and Leadership History of Commitment
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
(5) SYSTEMS
Phase 4 (2) People
Communication Communication
Copyright Š 2007, www.WestbrookStevens.Com 7
craigastevens@westbrookstevens.com
Two Types of Change - 2nd Order Change (or A Major Step Change) Before the Change
1/7/2013 1/7/2013
During the Change
After the Change
8 Copyright Š 2007, www.WestbrookStevens.Com
8
Copyright Š 2007, www.WestbrookStevens.Com
Project Management is the Change Implementation Tool Before the Change
1/7/2013
During the Change
After the Change
9
Project Phase: Concept and Planning
Project Phase: Implementation
Month
Implementation Decision (Problem Solving)
Project Phase: Transition to new System
craigastevens@westbrookstevens.com
1st Order Changes or Continuous Improvement Adapt Adapt
Adapt
Start
1/7/2013 1/7/2013
Copyright Š 2007, www.WestbrookStevens.Com 11 11
craigastevens@westbrookstevens.com
1st Order Changes or Continuous Improvement Adapt Adapt
Adapt
Start
1/7/2013 1/7/2013
Copyright Š 2007, www.WestbrookStevens.Com 12 12
http://issuu.com/craigastevens
Agenda Strategic Project Management
✓
1
Goals/Objectives
✓
2
Relationship of Change, PM, and Linked Models
✓
3
Strategy and the Storms of Chaos
4
Pinball and the Drivers of Change
5
Systems Thinking, Loops, and Layers
6
Change Management
7
The Seven Attributes of Excellent Management
8
Summary
craigastevens@westbrookstevens.com
13
Phase 1
Phase 2
The Big Picture
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, International
Delays
(5) SYSTEMS More Trips
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate Debt
Productivity, Morale, Quality
Before A Change During A Change
More Equipment Cost
Reputation
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity in Cars
Delays Delays
After A Change
Delays
Domestic L ENVIRONMENT, ST NA RU TIO Satisfied CT UR (4) Customers INTERNAL E Positive
IZA
(
Phase 5
(1b) EXTERNAL
AN RG 3) O
Cost of Marketing Cash Flow
Phase 3
Consulting
(2) People
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Natural Cocoon Phase
Morale Delays Hiring Personnel
Delays
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL
ENVIRONMENT, Domestic AL ST ION RU T A CT Human Resources NIZ A UR RG (4) INTERNAL E O ) 3 (
ENVIRONMENT
Planning and Leadership History of Commitment
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
(5) SYSTEMS
Phase 4 (2) People
Communication Communication
Copyright Š 2007, www.WestbrookStevens.Com 14
Copyright Š 2007, www.WestbrookStevens.Com
Project Management is the Change Implementation Tool Before the Change
1/7/2013
During the Change
After the Change
15
The Forces of Chaotic Change and Thrive-ability Westbrook Stevens Storms of Chaotic Change
The Lightning -Unforeseeable Future Events
The Storm -Threatening Competition, Societal, Political and Other Enemy Forces
The Waves -Foreseeable Future Events
The Buoyancy -- Supporting Market, Societal, Political and Other Allied Forces
Waves of Trends
The Storm Your Ship
The Lightning
The Buoyancy
SWOT What can you do about it? What changes are needed?
Copyright Š 2007, www.WestbrookStevens.Com
Project Management is the Change Implementation Tool Before the Change
1/7/2013
During the Change
After the Change
18
Strategic Planning
Industrial/Systems Engineering
Process Improvement
Lean
Productivity Improvement
Project Selection Portfolio Management
Project Management Program Management
http://issuu.com/craigastevens
Agenda Strategic Project Management
✓
1
Goals/Objectives
✓
2
Relationship of Change, PM, and Linked Models
✓
3
Strategy and the Storms of Chaos
✓
4
Pinball and the Drivers of Change
5
Systems Thinking, Loops, and Layers
6
Change Management
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL
(
ENVIRONMENT, Domestic AL ST ION RU T A CT NIZ A UR RG (4) INTERNAL E O 3)
ENVIRONMENT
(5) SYSTEMS
7
The Seven Attributes of Excellent Management
8
Summary
craigastevens@westbrookstevens.com
(2) People
20
Phase 1
Phase 2
The Big Picture
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, International
Delays
(5) SYSTEMS More Trips
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate Debt
Productivity, Morale, Quality
Before A Change During A Change
More Equipment Cost
Reputation
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity in Cars
Delays Delays
After A Change
Delays
Domestic L ENVIRONMENT, ST NA RU TIO Satisfied CT UR (4) Customers INTERNAL E Positive
IZA
(
Phase 5
(1b) EXTERNAL
AN RG 3) O
Cost of Marketing Cash Flow
Phase 3
Consulting
(2) People
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Natural Cocoon Phase
Morale Delays Hiring Personnel
Delays
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL
ENVIRONMENT, Domestic AL ST ION RU T A CT Human Resources NIZ A UR RG (4) INTERNAL E O ) 3 (
ENVIRONMENT
Planning and Leadership History of Commitment
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
(5) SYSTEMS
Phase 4 (2) People
Communication Communication
Copyright Š 2007, www.WestbrookStevens.Com 21
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
(4) INTERNAL ENVIRONMENT
(5) SYSTEMS
(2) People Copyright © 2007, www.WestbrookStevens.Com 22
Organization is a System – Therefore, Changes Drive Other Changes ISO Quality Standards
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
(3) INTERNAL ENVIRONMENT
Inputs
Excellence (4) SYSTEMS
(5) People (Behavior Theory)
Dissertation Attempt #2
Copyright © 2007, www.WestbrookStevens.Com 23
Copyright Š 2007, www.WestbrookStevens.Com
Unintended Consequences = Understand the Secondary Changes During Planning Before the Change
1/7/2013
During the Change
After the Change
24
Possible Unintended Secondary Changes People Changes
Internal Environmental Changes
External Environmental Changes
Your Ship
Organizational Structure Changes
Systems Changes
http://issuu.com/craigastevens
Agenda Strategic Project Management
✓
1
Goals/Objectives
✓
2
Relationship of Change, PM, and Linked Models
✓
3
Strategy and the Storms of Chaos
✓
Financial Variables
4
Pinball and the Drivers of Change
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits
✓
Market Segments
5
Market Size
Systems Thinking, Loops, and Layers
Delays
(1a) EXTERNAL ENVIRONMENT, International
Cost of Marketing
N GA OR (3)
Change Management
Delays
Debt
8
More Equipment Cost
The Seven Attributes of Excellent Management Summary
Delays
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate
7
(1b) EXTERNAL Domestic L ENVIRONMENT, ST NA RU TIO Satisfied CT UR (4) Customers INTERNAL E Positive
IZA
Cash Flow
6
Willingness to Ride
Wages
(5) SYSTEMS More Trips
Reputation
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity
Delays Delays
Consulting
(2) People in Cars
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Delays
Morale Delays Hiring Personnel
craigastevens@westbrookstevens.com
Human Resources
26
Phase 1
Phase 2
The Big Picture
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, International
Delays
(5) SYSTEMS More Trips
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate Debt
Productivity, Morale, Quality
Before A Change During A Change
More Equipment Cost
Reputation
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity in Cars
Delays Delays
After A Change
Delays
Domestic L ENVIRONMENT, ST NA RU TIO Satisfied CT UR (4) Customers INTERNAL E Positive
IZA
(
Phase 5
(1b) EXTERNAL
AN RG 3) O
Cost of Marketing Cash Flow
Phase 3
Consulting
(2) People
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Natural Cocoon Phase
Morale Delays Hiring Personnel
Delays
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL
ENVIRONMENT, Domestic AL ST ION RU T A CT Human Resources NIZ A UR RG (4) INTERNAL E O ) 3 (
ENVIRONMENT
Planning and Leadership History of Commitment
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
(5) SYSTEMS
Phase 4 (2) People
Communication Communication
Copyright Š 2007, www.WestbrookStevens.Com 27
Copyright © 2007, www.WestbrookStevens.Com
Systems Loops - How actions work together and What do we “Change?” (= Processes) Before the Change
Financial Variables
After the Change
Competitors Services
Competitors Fares
Fares
During the Change
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, International
Cost of Marketing Cash Flow
AN RG )O
(3
More Equipment Cost
Delays
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate
(5) SYSTEMS More Trips
Delays
Debt
(1b) EXTERNAL Domestic L ENVIRONMENT, ST NA RU TIO Satisfied CT UR (4) Customers INTERNAL E Positive
IZA
Reputation
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity
Delays Delays
Consulting
(2) People in Cars
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Delays
Morale Delays Hiring Personnel
1/7/2013
Human Resources
28
Process Is Important Symptoms
Process
29
Systems Can Be Described • Systems – Sub-Systems • Hardware, Activity, Infrastructure, Rules, People, Etc. • Things = Described with Systems Layers
– Processes = Activities • Described with Systems Loops
1/7/2013
30
Systems Layers – How things fit together
1/7/2013
31
Systems Loops Describe Processes
Reinforcing Loop Exercise • Draw a Reinforcing Loop of the Ideal Service you Know Something about or an Ideal Quality Product that You Currently Make. Example: – Patient Enters Office (Has Extraordinary Service) – Patient Sees Doctor (Has Extraordinary Experience) – Patient Exits Office (Tells Everyone) 34
Patient Enters Practice
Patient Sees Doc
Patient Tells Everyone
Patient Leaves
Rate of Growth (Sales, Profit, Etc.)
Limits to Growth Archetype Behavior Over Time
Effort
Time William Braun Article on The Systems Archetypes
Rate of Growth (Productivity, Sales, Profit, Etc.)
Limits to Growth Archetype Behavior Over Time with Change Curve Project Management Phase
Benefits of Doing Change/Project Management Well
Effort
Time
Example
Number of Jobs being worked
Sales
Positive Word of Mouth
Satisfied Customers
Size of Town
e m Ti
Skills Available y
la De
One of the Biggest Problems Westbrook S tevens
07/31/2000
144
Balancing Loop Exercise • Draw the balancing Loops required to make the Ideal Service or Quality Product happen. Example: – What is required for the Patient to enters the practice – What is required for the Patient to See the Doctor – What has to happen before the patient can exit practice 40
Delay Patient Researches Patient Makes Appointment Delay Delay Patient Has a Need Patient Enters Practice Patient Hears About Practice
Balancing and Reinforcing Loops Exercise Continue to Draw connected Loops required to make the Ideal Service or Quality Product happen. 1. 2. 3. 4. 5.
External International and Domestic People Organizational Structure Internal Environment Systems •
Accounting, Financial, IT, Infrastructure, Fleet of Car, Operational Processes, procedures, safety, quality, people interfaces, control systems, databases, etc.. 42
Delay
Delay Patient Finds Practice
Delay
Patient Finds Positive Reviews
Patient Decides To Make Appointment
Patient Calls To Make Appointment Delay
Delay Patient Talks to Scheduler Patient Researches Need Patient Makes Appointment
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, Cost of Marketing International
(1b) EXTERNAL
Delays
ENVIRONMENT, Domestic AL ST ION RU T A Satisfied Z CT NI A UR Customers G R (4) INTERNAL E O Positive (3)
Cash Flow
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate Delays
Debt More Equipment Cost
(5) SYSTEMS More Trips
Reputation
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity
Delays Delays
Consulting
(2) People in Cars
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Delays
Morale Delays Hiring Personnel
Human Resources
Growth and Under Investment
Limits to Growth and Underinvestment Archetype Behavior Over Time Rate of Growth (Behavior over Time.)
Growth
Investment Performance Standards
Time Based on William Braun Article on The Systems Archetypes
Two of the Senge Laws “The easy way out usually leads back in.” – short cuts and easy way outs may have long-term results that are more costly than doing things right in the first place.
“Today's problems come from yesterday's solutions." – It is important to look at the system to fix the system. Basing solutions on symptoms leads us farther away from the root causes and creates more and bigger problems. 48
Cumulative Profit
Shifting the Burden Archetype Profits Over Time with Change Curve
Project Management Phases
Zero Benefits of Doing Change/Project Management Well
Time
Cumulative Cost
Shifting the Burden Archetype Cost Over Time with Project Cost Curve
Project Management Phases
Time
Fixes that Fail Archetype
Changes Reactively Managed with a Negative Result
Start
Dissolution
Copyright Š 2007, www.WestbrookStevens.Com 53
Fixes that Fail Archetype Cost Over Time with Project Cost Curves
Eroding Goals Archetype Competitiveness and Capacity Based on Eroding Goals
Original Project Management Phases
Current Reality
Desired Goals
Future Competitiveness and Capacity
Eroding Goals Archetype Competitiveness and Capacity Based on Eroding Goals
Original Project Management Phases
Current Reality
Project Management
Desired Goals
Future Competitiveness and Capacity
Escalation Archetype
Cumulative Cost
The Escalation Archetype Cost Over Time with Project Cost Curve
Project 1 Management Phases
Project 2 Management Phases
Time
Success to the Successful Archetype
Success to the Successful Archetype Performance Over Time After An Internal Competition Successful Group(s) Improve = Pride and Motivation
Performance
At Point of Rewards
Cumulative Effect
Losing Groups Slide Deeper = Shame and Dissatisfaction
Zero
Time
Success to the Successful Archetype Profits Over Time During A Competition Cumulative Profit at any Point in Time
Competition and Rewards
Cumulative Effect Counting The Rest of the Sales Force
Most Successful Sales Person During a Competition
Zero
Time
Accidental Adversaries Archetype
Profit, Rate of Growth
Accidental Adversaries Archetype Behavior Over Time Partnership Building Time
Time William Braun Article on The Systems Archetypes
Tragedy of the Commons
Tragedy of the Commons Archetype Performance Over Time
Performance
At Point of Rewards
Successful Groups Improve = Pride and Motivation
Losing Groups Slide Deeper = Shame and Dissatisfaction
Zero
Time
Rate of Growth (Sales, Profit, Etc.)
The Tragedy of the Commons Archetype Behavior Over Time
Organizational Profits Varying Benefits to the Different Groups
Time
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Delays
Competitiveness Factors
Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
Delays Cost of Marketing Reputation
Satisfied Customers
Cash Flow
Positive Word of Mouth
More Routes, Stops and Services Service Hours
Interest Rate Delays
Debt More Equipment Cost
More Trips
More Equipment
Equipment Fleet
Productivity and Quality
Delays
More Sales
Delays
Higher Capacity in Cars
Delays Delays
Delays Positive Media
Consulting
More Maintenance More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Delays
Morale Delays Hiring Personnel
Human Resources
http://issuu.com/craigastevens
Agenda Strategic Project Management
✓
1
Goals/Objectives
✓
2
Relationship of Change, PM, and Linked Models
✓
3
Strategy and the Storms of Chaos
✓
4
Pinball and the Drivers of Change
✓
5
Systems Thinking, Loops, and Layers
✓
6
Change Management
7
The Seven Attributes of Excellent Management
8
Summary
craigastevens@westbrookstevens.com
69
Phase 1
Phase 2
The Big Picture
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, International
Delays
(5) SYSTEMS More Trips
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate Debt
Productivity, Morale, Quality
Before A Change During A Change
More Equipment Cost
Reputation
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity in Cars
Delays Delays
After A Change
Delays
Domestic L ENVIRONMENT, ST NA RU TIO Satisfied CT UR (4) Customers INTERNAL E Positive
IZA
(
Phase 5
(1b) EXTERNAL
AN RG 3) O
Cost of Marketing Cash Flow
Phase 3
Consulting
(2) People
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Natural Cocoon Phase
Morale Delays Hiring Personnel
Delays
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL
ENVIRONMENT, Domestic AL ST ION RU T A CT Human Resources NIZ A UR RG (4) INTERNAL E O ) 3 (
ENVIRONMENT
Planning and Leadership History of Commitment
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
Communication
(5) SYSTEMS
Phase 4 (2) People
Communication
Copyright Š 2007, www.WestbrookStevens.Com 70
Before A Change
During A Change
After A Change
Natural Cocoon Phase
Planning and Leadership History of Commitment Communication
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
and Stevens Change Model Communication CopyrightSteven Š 2007, www.WestbrookStevens.Com 71
http://issuu.com/craigastevens
Agenda Strategic Project Management
✓
1
Goals/Objectives
✓
2
Relationship of Change, PM, and Linked Models
✓
3
Strategy and the Storms of Chaos
✓
4
Pinball and the Drivers of Change
✓
5
Systems Thinking, Loops, and Layers
✓
6
Change Management
✓
7
The Seven Attributes of Excellent Management
8
Summary
craigastevens@westbrookstevens.com
72
Phase 1
Phase 2
The Big Picture
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, International
Delays
(5) SYSTEMS More Trips
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate Debt
Productivity, Morale, Quality
Before A Change During A Change
More Equipment Cost
Reputation
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity in Cars
Delays Delays
After A Change
Delays
Domestic L ENVIRONMENT, ST NA RU TIO Satisfied CT UR (4) Customers INTERNAL E Positive
IZA
(
Phase 5
(1b) EXTERNAL
AN RG 3) O
Cost of Marketing Cash Flow
Phase 3
Consulting
(2) People
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Natural Cocoon Phase
Morale Delays Hiring Personnel
Delays
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL
ENVIRONMENT, Domestic AL ST ION RU T A CT Human Resources NIZ A UR RG (4) INTERNAL E O ) 3 (
ENVIRONMENT
Planning and Leadership History of Commitment
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
Communication
(5) SYSTEMS
Phase 4 (2) People
Communication
Copyright Š 2007, www.WestbrookStevens.Com 73
Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 Š
http://issuu.com/craigastevens
People and Team Building
From Book Geronimo Stone http://www.llumina.com/store/geronimostone2.htm
74
craigastevens@westbrookstevens.com
The Three Phases of A Change Before the Change
1/7/2013
During the Change
After the Change
Copyright Š 2007, www.WestbrookStevens.Com 75
http://issuu.com/craigastevens
Agenda Strategic Project Management
✓
1
Goals/Objectives
✓
2
Relationship of Change, PM, and Linked Models
✓
3
Strategy and the Storms of Chaos
✓
4
Pinball and the Drivers of Change
✓
5
Systems Thinking, Loops, and Layers
✓
6
Change Management
✓
7
The Seven Attributes of Excellent Management
✓
8
Summary
craigastevens@westbrookstevens.com
76
Phase 1
Phase 2
The Big Picture
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, International
Delays
(5) SYSTEMS More Trips
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate Debt
Productivity, Morale, Quality
Before A Change During A Change
More Equipment Cost
Reputation
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity in Cars
Delays Delays
After A Change
Delays
Domestic L ENVIRONMENT, ST NA RU TIO Satisfied CT UR (4) Customers INTERNAL E Positive
IZA
(
Phase 5
(1b) EXTERNAL
AN RG 3) O
Cost of Marketing Cash Flow
Phase 3
Consulting
(2) People
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Natural Cocoon Phase
Morale Delays Hiring Personnel
Delays
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL
ENVIRONMENT, Domestic AL ST ION RU T A CT Human Resources NIZ A UR RG (4) INTERNAL E O ) 3 (
ENVIRONMENT
Planning and Leadership History of Commitment
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
(5) SYSTEMS
Phase 4 (2) People
Communication Communication
Copyright Š 2007, www.WestbrookStevens.Com 77