Cmo pmo white belt overview 20160520

White Belt Training (an Executive Overview) Building Sustainable Quality and Productivity Improvement Programs

Policies Training

Standards

CMO

PMO Systems

Resources

Processes

for Service Organizations Copyright ÂŠ 2007, www.WestbrookStevens.Com

Policies

The CMO/PMO Roundtable Leadership Meetings and Operational Support to Optimizing Change, Program, and Project Management CMO – Change Management Office

Training

Standards

CMO

PMO Systems

Resources

Processes

Change Management Policies

Training

Continuous Improvement

Standards

Strategy and Tactics

CMO PMO Systems

Resources

Processes

Portfolio/Program/Project Management

Core Competencies

Change Management Umbrella Quality, Productivity, Lean Six Sigma, Systems Thinking, Organizational Development, Etc. Policies

The Goal is to Help Build the Core Competencies and Infrastructure to Master Change.

Training

Standards

CMO PMO Systems

Resources

Processes

CMO and PMO 1. Policies 2. Standards 3. Systems 4. Processes 5. Resources 6. Training

Key to Quality and Productive Sustainability requires understanding Every Person, Plant or Animal, Organization, Product, Service, and Business

Goes through a lifecycle.

Its All About Change  Check Out Those Curves

▪ Business Life Cycle Curves ▪ Technology “S” Curves ▪ Project “S” Curves ▪ People “Stress” Curves ▪ Risk Management “J” Curves ▪ Organizational Change Management Curves

Normal Business Lifecycle Management Products Lifecycles

Embryonic Feasibility Growth

Mature Operation

Aging

Acquisition or Development

Entrepreneur

Disposal

Sophisticated Critical Administrator

Opportunistic

Survival (Thriving) Requires Management of Change lifecycles.

Technology “S” Curves Superimposed on Business Life Cycles Optimal Application of Change Management is Different for Ever Stage of the a Lifecycle • Approach • Strategy • Organizational Structure • Change Management • Operations Management • Management Engineering • Indusial and Systems Engineering • Lean Six Sigma

www.westbrookstevens.com

Change and Murphy’s Law "Things will get worse before they get better" Ehrman's Commentary on Ginberg's Theorem (from the infamous Murphy's Laws)

Cumulative Cost % Complete

Project “S Type” Curve Superimposed on Change Curve

II. THE FIFTH DISCIPLINE: THE CORNERSTONE OF THE LEARNING ORGANISATION Peter M. Senge, The Fifth Discipline, The Art & Practice of The Learning Organization, Currency Doubleday, 1994

4. The laws of the fifth discipline

1. Today’s problems come

from yesterday’s solutions – usually because they shift the problem from one part of the system to another, so to the person who applied the solution, it appears to have gone away. 2. The harder you push, the harder the system pushes back – compensating feedback, eg a scheme to provide low cost housing and job training in one place is flooded by low-income migrants so problems get worse.

3. Things get better before they get worse

– eg, new wells are dug and villages are saved; but this lowers the water table

faster so in the long term droughts are worse than before. 4. The easy way out usually leads back in. 5. The cure can be worse than the disease – the most insidious effect of non-systematic solutions is the need for more and more of the solution. Ill-conceived interventions, whether by the government or by an individual trying to solve their stress problems by social drinking, not only fails to solve the problem but leads to addiction. It’s a problem of ‘shifting the burden to the intervener’. 6. Faster is slower – in a complex system, fastest growth is not the best. In organisms, they lead to cancer; in organizations, they lead to crisis. 7. Cause and effect are not closely related in time and space. 8. Small changes can produce big results, but the areas of highest leverage are often the least obvious – it takes a huge force to turn a moving oil tanker to the left by pushing the bow to the left, but it can be done easily by turning a small rudder to the left, which by changing the water pressure, sucks the stern to the right. To realize this you have to understand the complexities of hydrodynamics. Learning to see underlying ‘structures’ rather than ‘events’, and to think in terms of ‘processes’ rather than ‘snapshots’, helps you spot the points of leverage. 9. You can have your cake and eat it too, but not at once – manufacturers used to think that you had to choose between high quality and low cost, but then discovered that raising quality meant improved methods, lower warranty costs, fewer complaints, higher sales, and so eventually lower costs as well. 10. Dividing an elephant in half does not make two smaller elephants – if you set up strong divisions between different parts of the organization, you don’t get each one working independently, you just get a mess. The heads of marketing, manufacturing and research are often like the blind men trying to describe an elephant. 11. There is no blame – the cure for problems is in relationships and systems.

5/21/2017

www.westbrookstevens.com

Decline

Maturity

Growth

Introduction

Development

Cash

Product Lifecycle

Revenue Profit

Risk and the “J” Curve Positive ROI

Good Risk Management Average Risk Management

Breakeven Point

Negative ROI

5/21/2017

Poor Risk Management

Lifecycles and “S” and “J” Curves and Continuous Improvement

Lifecycles Change Can Be Managed

Several Disciplines Required By A Change Strategy

Core Competencies

Change Management Umbrella Quality, Productivity, Lean Six Sigma, Systems Thinking, Organizational Development, Etc. Policies

The Goal is to Help Build the Core Competencies and Infrastructure to Master Change.

Training

Standards

CMO PMO Systems

Resources

Processes

CMO and PMO 1. Policies 2. Standards 3. Systems 4. Processes 5. Resources 6. Training

Policies

Change Management

Training

Standards

CMO PMO Systems

Resources

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

Processes

2nd Order Changes – Major Steps in Implementing Strategy • Corporate Assessment • Strategic Formulation • Tactical Implementation of Strategy (Portfolio, Program, and Project Management)

Successfully Managing Change Requires Dissecting and Understanding Types, Causes and Effects, and When to Apply the Correct Tools

Core Competencies

Change Management Umbrella Quality, Productivity, Lean Six Sigma, Systems Thinking, Organizational Development, Etc. Policies

The Goal is to Help Build the Core Competencies and Infrastructure to Master Change.

Training

Standards

CMO PMO Systems

Resources

Processes

CMO and PMO 1. Policies 2. Standards 3. Systems 4. Processes 5. Resources 6. Training

Policies

Change Management

Training

Standards

CMO PMO Systems

Resources

•

1st

Order Changes – Continuous Improvement

Processes

• Operational Assessment • Problem Solving • Implementation (Portfolio, Program, and Project Management)

• 2nd Order Changes – Major Steps in Implementing Strategy • Corporate Assessment • Strategic Formulation • Tactical Implementation of Strategy (Portfolio, Program, and Project Management)

1st Order Changes or Continuous Improvement

Policies

Training

Standards

CMO PMO Systems

Resources

Processes

Adapt

Adaptation or Evolution Adapt

Adapt

Start

The Three Phases of Continuous Improvement • Before the Change – Prepare • During the Change – Master the Implementation • Assessment • Problem Solving • Implementation • After the Change – Prepare for the Next Change

nd 2

Order Change Curve Metamorphosis or Revolution

Strategic Management journal, Meyer, Brooks, and Goes 1990, Wiley and Sons, As reported by Hersey, Paul, Kenneth Blanchard and Dewey Johnson, Management of Organizational Behavior, Leading Human Resources 8th ed., Prentice Hall, NJ 2001, pp. 388.

Continuous Improvement (1st Order Change) Adaptation

Major Step Change (2nd Order Change) Metamorphosis

Focus: Incremental Change within the organization

Focus: Frame-breaking change within organizations

Mechanisms: •Instrumentalism •Resource dependence

Mechanisms: •Life-cycle stages •Configuration transitions

Evolution

Revolution

Focus: Incremental change within established industries

Focus: Emergency, transformation, and decline of industries

Mechanisms: •Natural selection •Institutional isomorphism

Changes, Forced On an Organization and Proactively Managed with a Positive Result

Metamorphoses

Start

Changes, Forced On an Organization and Reactively Managed with a Positive Result and Changed in the Middle of the Project

Metamorphoses

Start

Changes , Forced On an Organization and Reactively Managed with a Negative Result

Start

Dissolution

From Inside the Company

Classifications of Change This Colum n is From the Firm s Point of View

1st Order Changes -

2nd Order Changes -

Small Incremental Changes

Major Step Changes

Positive Negative Positive Results Results Results Internal Environmental Levels st

1 Level = Individual or Employee Level

Negative Results

Adaptation

Deterioration

Metamorphosis

Dissolution

Increm ental changes related to people that leads to pos itive res ults .

Increm ental changes related to people that leads to negative res ults .

Fram e breaking change related to people that leads to pos itive res ults .

Fram e breaking change related to people that leads to negative res ults .

Adaptation

Deterioration

Metamorphosis

Dissolution

Increm ental changes within a part of the larger entity that leads to pos itive res ults .

Increm ental changes within a part of the larger entity that leads to negative res ults .

Fram e breaking change within a part of the larger entity that leads to pos itive res ults .

Fram e breaking change within a part of the larger entity that leads to negative res ults .

Adaptation

Deterioration

Increm ental changes related to the entire com pany/firm or larger entity that leads to pos itive res ults .

Increm ental changes related to the entire com pany/firm or larger entity that leads to negative res ults .

People

2 Level = Organization or Division Level People with or without Technology rd

3 Level = Firm or Level People with or without Technology

External

Metamorphosis

Dissolution

Fram e breaking Fram e breaking change related to change related to the entire the entire com pany/firm or com pany/firm or larger entity that larger entity that leads to pos itive leads to negative res ults . res ults . Copyright ÂŠ 2007, www.WestbrookStevens.Com Environmental Levels

Division Level People with or without Technology

larger entity that leads to positive results.

entity that leads to negative results.

entity that leads to positive results.

Classifications of Change Deterioration Metamorphosis

From Outside the Company

Adaptation

3rd Level = This Colum is From Firm or nLevel the Firm s Point of View People with or without Technology

Increm ental Increm ental changes related changes related 1st Order Changes to the entire to the entire Small Incremental Changes com pany/firm or com pany/firm or larger entity that larger entity that Positive Negative leads to positive leads to negative Results Results results. results.

Adaptation Evolution

Deterioration Degeneration

4 Level Level = = Individual or Industry Level Employee People and/or Technology Level

Increm Increm ental ental changes Changesrelated within to that thepeople established leads to positive industry that results. leads to net-

Increm Increm ental ental changes Changesrelated within to that thepeople established leads to negative industry that results. leads to net-

People

positive results for the industry.

negative results for the industry.

th nd

5 Level 2 Level = = National Level Organization or People and/or Division Level Technology People with or without Technology

3rd th

Level = 6 Level = Firm or Level Global oror People with without Technology International People and/or

Dissolution

Fram e breaking Fram e breaking change related to change related to 2nd Order Changes the entire the entire Major Changes com pany/firm or Stepcom pany/firm or larger entity that larger entity that Positive Negative leads to positive leads to negative Results Results results. results.

Internal Environmental External Environmental Levels Levels

th 1st

that leads to negative results.

Metamorphosis Revolution

Dissolution Disintegration

Fram Fram e e breaking breaking change to change related within the people that leads to established industry positive results. that leads to net-

Fram Fram e e breaking breaking change to change related within the people that leads to established industry negative results. that leads to net-

positive results for the industry.

negative results for the industry.

Evolution Adaptation

Degeneration Deterioration

Increm ental Changes on the changes within national level a part of the that leads to that larger entity net-positive leads to positive results results.for the nation. Adaptation

Increm ental Changes on thea changes within national level that part of the larger leads to netentity that leads negative results to negative for the nation. results.

Fram e breaking change on the a within national level that part of the larger leads to net-positiv entity that leads to e results for the positive results. nation.

Fram e breaking change on the a part within national level that of the larger entity leads to netthat leads to negative results results.for the nation.

Increm ental changes related Changes on the to the entire global level that com pany/firm or leads to netlarger entity that positive leads to results positive for the global results.

Deterioration Degeneration Increm ental

Increm ental changes related Changes on the to the entire global level that com pany/firm or leads to netlarger entity that negative results leads to negative for the global results.

Metamorphosis Revolution Fram e breaking

Dissolution Disintegration Fram e breaking

Evolution Increm ental

External

Revolution Metamorphosis

Disintegration Dissolution

Fram e breaking Fram e breaking change related to change related to change on the change on the the entire the entire global level that global level that com pany/firm or com pany/firm or leads to net-positiv e leads to netlarger entity that larger entity that results the negative results for leads tofor positive leads to negative global com m unity. the global results. results. Copyright ÂŠ 2007, www.WestbrookStevens.Com 29 Environmental Levels

Core Competencies

Change Management Umbrella Quality, Productivity, Lean Six Sigma, Systems Thinking, Organizational Development, Etc. Policies

The Goal is to Help Build the Core Competencies and Infrastructure to Master Change.

Training

Standards

CMO PMO Systems

Resources

Processes

CMO and PMO 1. Policies 2. Standards 3. Systems 4. Processes 5. Resources 6. Training

Project Life Cycle Curves Superimposed on Change Curve

1st Order Changes or Continuous Improvement

Policies

Training

Standards

CMO PMO Systems

Resources

Processes

Adapt Adapt

Adapt

Start

Strategic Planning

Project Selection Portfolio Management

Project Management Program Management

Policies

Training

Standards

CMO PMO Systems

Resources

Processes

Industrial/Systems Engineering

Process Improvement

Portfolio Management Lean

Productivity Improvement

â&#x20AC;˘ All the change candidates (Continuous Improvements and Step Changes) in one Portfolio

Successfully Managing Change Requires Understanding That Every Change Drives Other Changes to One or More of Five Elements (Drivers of Change Model)

Policies

Every Change Drives Other Changes

Training

Standards

CMO PMO

(1a) EXTERNAL ENVIRONMENT, International

(1b) EXTERNAL ENVIRONMENT, Domestic

(4) INTERNAL ENVIRONMENT

(5) SYSTEMS

(2) People

Systems

Resources

Processes

2nd Order Changes – Major Steps in Implementing Strategy • Corporate Assessment • Strategic Formulation • Tactical Implementation of Strategy (Portfolio, Program, and Project Management) Copyright © 2007, www.WestbrookStevens.Com

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)

Successfully Managing Change in a Service Organization

Requires A Systems Approach Designed for Service Organizations

Core Competencies

Change Management Umbrella Quality, Productivity, Lean Six Sigma, Systems Thinking, Organizational Development, Etc. Policies

The Goal is to Help Build the Core Competencies and Infrastructure to Master Change.

Training

Standards

CMO PMO Systems

Resources

Processes

CMO and PMO 1. Policies 2. Standards 3. Systems 4. Processes 5. Resources 6. Training

Policies

Change Management

Training

Standards

CMO PMO Systems

Resources

Processes

A= Assessments Phase

R = Readiness Phase - Problem Solving Solutions

1st Order Changes – Continuous Improvement • Operational Assessment • Problem Solving • Implementation (Portfolio, Program, and Project Management)

I = Implementation Phase

Operational Assessment Phase (A)

Policies

Training

Standards

CMO PMO Systems

Resources

Processes

A= Assessments Phase

R = Readiness Phase - Problem Solving Solutions

I = Implementation Phase

The Goal is to “Only” Plant Flags • Plant Red Flags for Problems to Solve • Plant Green Flags for examples of excellence that will be come Green Flag Reports for other to emulate • Create a portfolio of red flags 40 Copyright © 2007, www.WestbrookStevens.Com

Policies

Change Management

Training

Standards

CMO PMO Systems

Resources

Processes

People and Team Building

From Book Geronimo Stone http://www.llumina.com/store/geronimostone2.htm

Policies

Training

Standards

CMO PMO Systems

Resources

Processes

Assess the Seven Attributes of Excellence

People and Team Building

From Book Geronimo Stone http://www.llumina.com/store/geronimostone2.htm

1. 2. 3. 4. 5. 6. 7.

Leadership Culture Customer Focus People – Engagement, Motivation, and Teamwork Core Competencies Change/CI of Systems and Processes Performance Measures Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 ©

Example of Looking at a Culture of Excellent Customer Focus

Leadership Driven

The People Factor What is Culture?

Direct Superiors Drive the Employees View of Culture

Grace Professions

Origins

Offices

Politics Class

Artifacts & Symbols

Language

Generations Race

The Cable that Holds Us Together

SubCultures

Professions

Values

World View

Origins Mental Models Beliefs

Parking Places

Ideas

Underlining Assumptions

Norms

Patterns of Behavior

Politics Religion

Culture Driven Excellent Customer Focus

Example of Looking at a Culture of Excellent Customer Focus

The Three Phases and Five Attitudes of an Excellent Culture of Service

Phase 1 - Before the Visit 1. Institutionalized - Professional Attitude 2. Institutionalized - Serving Attitude

Phase 2 - During the Visit 3. Institutionalized - Welcoming Attitude 4. Institutionalized - Helpful Attitude

Phase 3 - After the Visit 5. Institutionalized - Grateful Attitude Copyright ÂŠ 2015, www.WestbrookStevens.Com 45

Policies

Readiness Phase – Problem Solving (R)

Training

Standards

CMO PMO Systems

Resources

Processes

A= Assessments Phase

Goal is to “Only” Find Solutions

GFR GRF Solutions Solutions

R = Readiness Phase - Problem Solving Solutions

Solutions Solutions Solutions

Solutions I = Implementation Phase

GFR

• From the portfolio of problems, prioritize and select. • Use GFR, Lean, Six Sigma, etc. to solve. • Create a portfolio of solutions/projects.

Policies

Implementation Phase (I)

Training

Standards

CMO PMO Systems

Resources

Processes

A= Assessments Phase

Goal is to Implement Solutions

Fix Fix

Do Do

Fix

R = Readiness Phase - Problem Solving Solutions

I = Implementation Phase

Do Do Do

• From the portfolio of solutions/projects, prioritize and select. • Use Project Management to implement • Concept Phase • Planning Phase • Execution Phase • Transition Phase

2nd

Order Changes – Major Steps in Implementing Strategy

Policies

Training

Standards

CMO PMO Systems

Resources

Before the Change

Processes

During the Change

After the Change

The Three Phases of Change • Before the Change – Build Momentum and Prepare • During the Change – Master the Implementation • After the Change – Prepare for the Next Change Copyright © 2007, www.WestbrookStevens.Com

craigastevens@westbrookstevens.com

The Three Phases of A Change Before the Change

1/7/2013

During the Change

After the Change

Core Competencies

Change Management Umbrella Quality, Productivity, Lean Six Sigma, Systems Thinking, Organizational Development, Etc. Policies

The Goal is to Help Build the Core Competencies and Infrastructure to Master Change.

Training

Standards

CMO PMO Systems

Resources

Processes

CMO and PMO 1. Policies 2. Standards 3. Systems 4. Processes 5. Resources 6. Training