《accenture变革项目管理最佳实践实用教案》由会员分享，可在线阅读，更多相关《accenture变革项目管理最佳实践实用教案（36页珍藏版）》请在金锄头文库上搜索。
1、1AgendaIntroductionSmoothandDifficultChangeExperiencesAccentureChangeManagementFramework变革(bing)管理框架Navigation,Leadership,OwnershipandEnablementAccenturesChangeandTrainingBestPracticesRolesintheChangeProcessSuccessfulLeadershipNextStepsAdditionalInformation第1页/共35页第一页，共36页。2Whatdoes“ChangeManagement
2、”mean?Effectivelymanagingtheintegrationofrole,process,andtechnologychangesassociatedwithimplementationofanewsystemProvidingstaffwiththesupportandskillsdevelopmenttheyneedtoprepareforsystemimplementationProvidingstaffwiththeinformationtheyneedtounderstandandrespondpositivelytothechangesresultingfromt
3、henewsystem第2页/共35页第二页，共36页。3SmoothandDifficultChangeExperiencesWas the purpose or vision for the change clear?Did leadership support the change?How far in advance did you learn about the change?Did you have any involvement or input into the change?What other factors contributed to the success of th
4、e change?Was your role in the smooth change different from the difficult change?Was the degree of Sponsor involvement different in the two changes?What can you do to create a better environment for change with your team?Think about a smooth and a difficult change experience you have had at work. For
5、 each one:第3页/共35页第三页，共36页。4BenefitsofManagingChangeLongbeforeanewinformationsystemgoeslive,theChangeManagementteamsetsthefoundationView Change as a process, not an event“valley of despair”Managing Change: Achieve maximum performance Not managing Change: predictable outcome cannot be achievedtimeper
6、formanceStart of ProjectGo-liveCDBABuild CM Foundation第4页/共35页第四页，共36页。5CommitmenttoChangesupport for changeAwarenessUnderstandingAcceptanceCommitmenttimeNegative PerceptionConfusionBenefits not realized after ImplementationDecision not to Attempt/Support ImplementationEachstakeholdertypicallygoesth
7、roughfourphasesbeforecommittingandinternalizingchange,invariousiterations.WithoutproactiveChangeManagement,negativeoutcomesoftenoccur,asoutlinedalongthebottomlineoftheCommitmentCurve.第5页/共35页第五页，共36页。6AccentureChangeManagementFrameworkNavigationPlanningformovingthe“As-Is”processtothedesired“To-Be”st
8、ate.Theobjectiveofthisdimensionistoconductasuccessfulandsmoothtransition. Enablement - Provide individuals and the organization with knowledge, skills, tools, frameworks and support to perform their work successfully. Leadership - Sponsorship of the project by key executives, illustrating management
9、s commitment to the change effort. A clear vision and definition of the project should be produced. Ownership - Commitment to change experienced by affected individuals throughout the organization. The key objective is to get the end users to feel like they own the success.Executive TeamOperational
10、Front-lineCreating a demand for changeHelping people to be successfulNavigationLeadershipOwnershipEnablement第6页/共35页第六页，共36页。7NavigationTheprojectteamcreatesaplanforsuccessfullyimplementingthenewsystemandtransitioningtothenewbusinessprocesses.Navigationconfirmsthatchangeprocessiswell-planned,directe
11、d,measured,led,andmanaged.Navigationprovidesthemechanismsto:IntegraterelatedinitiativesinthemindsofemployeesPrioritizetheuseofpersonnelandresources,baseduponprojectneedsCarryoutmultipleoverlappinginitiatives,whilenotdetractingfromanycomponentsConfirmthatindividualchangesarecomplementaryandcontribute
12、toacoherent,overallsolutionandthatthechangestargetedwilldelivertheintendedbenefitsAchievethesebenefitsatapacecommensuratewithagencysabilitytoabsorbchangeNavigation第7页/共35页第七页，共36页。8LeadershipTheprojectleadersclarifyandcommunicatethebusinessdrivers,keyimperatives,andthesenseofurgencythatsupportthepro
13、ject.Effectiveleadershiphelpsconfirmthatinternalandexternalusergroupsremaincommittedtotheprojectanditschangegoals.Leadershipencompasses:Creatingasharedvision,whichiscomprehensiveandprovidesdirectionCreatingasharedsenseofurgencyamongemployees“bybuildingactivedissatisfactionwiththestatusquo”Clearlyart
14、iculatesthereasonsfortheprojectandwhattheprojectmeansintermsof“thewaywedobusiness”FrequentcommunicationwithallemployeelevelsandmarketingofoverallprojectbenefitsEnlistinganddevelopingsponsorsacrosstheStateLeadership第8页/共35页第八页，共36页。9EnablementTheprojectteamprovidesend-userswiththecriticalknowledge,sk
15、ills,processesandtoolswhichenablethemtosucceedusingthenewsystem.Manyvariablesinfluenceagencystaffperformance:enablementencompassesseveraldisciplinestocoverimpactsonjobsEnablementactivitieswillconsistofthefollowing:LeveragingstafflocationstomaximizeexposuretothesystemEffectivecommunicationtokeystakeh
16、oldergroupsSkillstrainingKnowledgedevelopmentPost-implementationsupportEnablement第9页/共35页第九页，共36页。10OwnershipTheprojectteamcoachesandempowersstakeholderstotakeactionandmaketheprojectsuccessful.Ownershiphelpsfosteracultureofindividualaccountabilityanddailyproblem-solving.Developingasenseofownershipin
17、volvesperformingthefollowingtasks:UnifyingusergroupsaroundacommonvisionandexplainingtheneedforthenewsystemUsingtechniqueslikea“modeloffice”toenvisiondailylifeoncesystemisimplementedCreatinganetworkofdedicated“changeagents/champions”toactasamarketinganddistributionnetworkIdentifyingandmanagingsources
18、ofresistanceOwnership第10页/共35页第十页，共36页。11BestPracticesforChangeManagementFreezediscretionarychangestoprogramsandsystemsthatarenotrelatedtothetransitionCreateaCriticalPathfortransitionsandmakesureeveryoneinvolvedunderstandsitCreatevisiblemilestonesatintervalsthatcanbeannouncedtostakeholderstodenotepr
19、ogressKeepcommunityorganizationsinvolvedalongthewaySurveystakeholdersandcustomerstounderstandtheircommunicationneedsEstablishaformalprocesstomanageandcontrolchangestopolicy,responsibilities,roles第11页/共35页第十一页，共36页。12BestPracticesforChangeManagementPlanearlyandmonitorofteninthese4areas:ConversionofDa
20、ta数据转换Interfacestolegacysystems老系统接口Fiscalfunctionaldesign财政(cizhng)功能设计Reportingoutofallareas区域外的报告EndUsersinputmustbeincludedfromthestartthroughtheendoftheprojectEngagecaseworkstaffearlyAutomatetheprocessesthattheuserssetasagoaldonotjustautomatethecurrent,existingprocessesPlanforsupervisorandmanag
21、ertraining,andrequirethemtoattendtraining第12页/共35页第十二页，共36页。13BestPracticesforChangeManagementBuildandUseaModelOfficeLeadershipStaffbriefingstocommunicateprojectinformationFocusgroupstogetfeedbackonkeymessagesNavigationShadowingofstafftoassessjobandprocessandroleimpactsUATandPilottestingtoevaluatein
22、tegrationofsolutioncomponents(e.g.,training,conversion,system,communication,support,infrastructure,etc.)EnablementTestingandrefinementoftrainingapproachandmaterialsEvaluationofsupportresources(helpdesk,jobaids,overtheshoulder,processandrolediscussionguides)OwnershipActiveparticipationofCounty/Region
23、alstaffProvidingmethodsforstafftoaskquestionsandseekunderstandingUsergroupprovidesfeedbackoncommunicationandoverallchangemanagementapproachesandmaterials第13页/共35页第十三页，共36页。14BestPracticesforTrainingThefollowingtrainingprincipleshaveproducedveryhighusersatisfactionratings:CurriculumFeaturesModularize
24、dcoursesallowcustomizationofcurriculaforspecificuserneedsTotallengthoftrainingvariesbyuserroleCoursesincludeanassessmentofuserperformanceinordertotrackproficiencyandbuildownershipInstructor-LedTrainingisusedforthemajorityofthecurriculumWebBasedTrainingusedforroutinefunctionsJobAidsforusersattheirdes
25、ks,anduser-testedOnlineHelp第14页/共35页第十四页，共36页。15BestPracticesforTrainingThefollowingtrainingprincipleshaveproducedveryhighusersatisfactionratings:TrainingApproachesSupervisorsaretrainedfirstinordertoprovidesupportforworkersAllusersarerequiredtoattendtrainingJobAidsforusersattheirdesksUser-testedOnli
26、neHelpTrainingisdevelopedanddeliveredbypeoplewhoknowtheprogramsThevendorisresponsibleforthetrainingprogramthroughoutsystemimplementation,inordertoconsistentlymanagetheimplementation第15页/共35页第十五页，共36页。16Initiating/Sustaining Sponsor:Sets vision, defines changes, and communicates priorities to the org
27、anizationSupports and validates project effortsAllocates resources to project effortsCreates an environment that enables changes to be made on-time, within budgetKey Thought Change will not create sustainable benefits over time without effective sponsorship.Change Agent:Ability to reward or discoura
28、ge the behaviors of the target audienceExecutes the work that makes the change happenKey Thought The Change Agent introduces the changes to the target audience. However, they must be able to enforce resolutions as well.Champion:Has no authority to enforce the change, but can promote and support the
29、change due to the business benefits If not bought in to the change, can act as a major detractor to the change effort and influence other roles in a negative fashionKey Thought An Advocate is a Sponsor without the authority.Target:Group that must actually change their work processesAre the focus of
30、the change effort and play a crucial role - short and long term - to the success of the projectKey Thought Change is exciting when it is done by us; threatening when it is done to us.RolesintheChangeProcess第16页/共35页第十六页，共36页。17Case ManagersSupervisorsManagersAppointed OfficialsAgency DirectorsCascad
31、ing SponsorshipProvidersOther workers第17页/共35页第十七页，共36页。18UseoftheChangeManagementFrameworkFocusandimportanceofeachChangeManagementdimensionandtherelatedchangerolesvaryduringtheimplementationperiod.support for changeAwarenessUnderstandingAcceptanceCommitmenttimeNegative PerceptionConfusionBenefits n
32、ot realized after ImplementationDecision not to Attempt/ Support ImplementationCommitment CurveNavigationLeadershipEnablementOwnershipSponsorsChange AgentsEnd Users第18页/共35页第十八页，共36页。19TheRoleofLeadership“Change Masters: People and organizations adept at the art of anticipating the need for, and of
33、leading, productive change.” Rosabeth Moss Kanter第19页/共35页第十九页，共36页。20TheRoleofLeadershipProbe the futureEncourage experimentationInsert yourself in the definition of what is changingSelect the strategy for approaching the futureWatch for the natural change agents in your TeamIdentify and develop me
34、chanisms for actionAllow for mistakesAnticipate adversityActive rebellionPassive resistance Always act to support the end goal第20页/共35页第二十页，共36页。21CommunicationisCriticalCommunicationistheprocessbywhichweachieveunderstandingandinvolvement,resultinginincreasedcooperationandacceptanceofchangeTopexecut
35、ivescanbevisionaries,managersmustbeabletoexplain:WhychangeisnecessaryAcknowledgethatitisdifficultWhatyourteamischangingtoHowtochange第21页/共35页第二十一页，共36页。22Activities Include:Communicate changes to policies and proceduresProvide training that builds success or encourage team to attend trainingCommunic
36、ating effectivelyReset team expectations if necessaryAn organization makes change work by enabling its people to succeed. This is achieved by building skills and applying necessary leverage to create new operating paradigms. Source: IMA, Inc. and Accenture; all rights reserved 1997.Enabling Teams to
37、 Succeed第22页/共35页第二十二页，共36页。23Source: IMA, Inc. and Accenture; all rights reserved 1997.Give Your Team Ownership of the ChangeOwnership is the point where stakeholders assume responsibility and make a commitment to the change第23页/共35页第二十三页，共36页。24Engage the team in issue managementAsk staff to prese
38、nt information on the change to the rest of the teamAsk staff to represent your team at a meetingCollect ideas from the teamShare best practices before, during, and after implementationAn organization increases its commitment to change through involvement and respect for peoples capacity to overcome
39、 challenges. Source: IMA, Inc. and Accenture; all rights reserved 1997.Give Your Team Ownership of the Change第24页/共35页第二十四页，共36页。25ManagingtheImpactsofUpcomingChangesHowwillthischangeaffectyouindividually?WhoisintheroleofSponsor,Advocate,ChangeAgent,TargetHowwillthischangeaffectyourareasworkandperfo
40、rmance?Whattypeofreactionswillyourteamhave?Whatcanyoudotomanageyourteamsreactions?Whatwillyouneedassistancemanaging?Howlongisanacceptableamountofproductivityloss?Whatactionsshouldyoutake?第25页/共35页第二十五页，共36页。261.Buildexecutiveteamcapabilitytoperformatahighlevelofeffectivenessandachievebusinessoutcome
41、s2.Assigntheplanningfunctiontonavigatethroughthechangeprocess3.Definetheendusersupportthatisneededtoteachskills,tools,andknowledge4.Buildinavenuesforownershipbyendusers,fromprojectstarttofinishDefining Next Steps第26页/共35页第二十六页，共36页。27ContactInformationJuliBakerSeniorExecutivePhone:916-591-3967email:
42、BarryWebsterSeniorExecutivePhone:850-513-3524email:第27页/共35页第二十七页，共36页。28AppendixAdditionalBackground第28页/共35页第二十八页，共36页。29Note: Total exceeds 100% due to multiple answersSource: Information Week, June 20, 1994Resistanceto ChangeLimitations ofExisting SystemsLack ofExecutive ConsensusUnrealisticExpe
43、ctationsLack of SeniorExecutive ChampionProject CharterToo NarrowIT Staff InvolvedToo LateInadequateTeam SkillsLack of Cross-Functional Project Team % of respondents 10 20 30 40 50 60 70 80 90 Obstacles to Business Reengineering Success Axiom There will always be resistance to change Resistance is n
44、atural and inevitable reaction to the disruption of expectationsReasons Change Efforts Fail第29页/共35页第二十九页，共36页。30ReasonsforResistanceResistancetochangeisanaturalreactionResistanceisusuallyassociatedwithoneofthefollowing:Self-protectionagainstlossofpower,statusorrespectNotunderstandingthevisionorreas
45、onsforchangeHoldingdifferentideasaboutwheretheorganizationshouldgoBureaucraticcultureHappywiththestatusquoComfortablewiththewaysthingsarePastexperienceswithfailedorpoorlymanagedchangesConflictingvalues第30页/共35页第三十页，共36页。31Learning that a change will occur/has occurredDeciding how the change will per
46、sonally affect themForming a Positive Opinion of the ChangeForming a Negative Opinion of the ChangeMaking a Decision to Support the ChangeMaking a Decision to Resist the ChangeTaking Action to Support the ChangeTaking Action to Prevent the Change from Being SuccessfulCommitmentResistanceAdapted from
47、 Managing at the Speed of Change by Daryl ConnerResponsestoChangeChange management tries to get people to take this pathbut is prepared if people take this path第31页/共35页第三十一页，共36页。32PositiveandNegativePerceptionsofChange marriage / new job / birth of childAcknowledge future problems publiclyConfirm
48、people are forewarnedBuild innovation and resilience death / downsizing / divorceUnderstand target frame of referenceCommunicate realityAllow ventingPositively Perceived ChangeNegatively Perceived Change第32页/共35页第三十二页，共36页。33RespondingtoPerceptionsOpen - Accepting, Willing, SatisfiedDepressed and An
49、xiousBlind to Need for ChangeResistant and AngryNegotiating / BargainingCelebrate success as ownership is presentLack of energy - so shift focus of current initiativesAllow time for absorption of new ideasEmphasize the targets, schedule and encourage strong leadership. Allow people to ventFacilitate
50、 energy into constructive ideasFacilitate information sharing and sponsorship第33页/共35页第三十三页，共36页。34RespondingtoNegativityandResistanceInvolveyourteamindefiningthechange,listentoconcernsUnderstandhowindividualsorgroupswillperceivethechangeInvolveinformalleadersPositionyourteamtorespondtonegativitygiv
51、ethemvehiclestoventwithoutbringingeveryoneelsedownPayattentiontoresistancesymptomssuchassilence,deflection,criticism,confusion,denial,easyagreement第34页/共35页第三十四页，共36页。AccentureConfidentialforDiscussionOnly35感谢您的观看(gunkn)！第35页/共35页第三十五页，共36页。内容(nirng)总结1。“valley of despair”。Conversion of Data数据转换(zhunhun)。User-tested Online Help。Phone: 916-591-3967。感谢您的观看第三十六页，共36页。
