part 7 : managing change dariusz gall jean charles salvin

PART 7 : PART 7 : Managing Managing

ChangeChangeDariusz GallDariusz Gall

Jean Charles SalvinJean Charles Salvin

IntroductionIntroduction

People hate change . . .and that's because people hate change.

. . .I want to be sure that you get my point.People really hate change.They really, really do.

Steve McMenaminThe Atlantic Systems GuildLondon (1996)

ContentsContents

Structural ChangeStructural Change The Change ProcessThe Change Process Technical AssessmentTechnical Assessment The people-Development The people-Development

StrategyStrategy Comparison between countriesComparison between countries Questions & DiscussionQuestions & Discussion

Structural Change(1)Structural Change(1)

Organization issuesOrganization issues Typically designed to fight the last warTypically designed to fight the last war Many problems is hard to identifyMany problems is hard to identify Interest in the Interest in the status quostatus quo

Leadership situationLeadership situation The AutocracyThe Autocracy The Political ArenaThe Political Arena The Closed SystemThe Closed System The MeritocracyThe Meritocracy


Symptoms of overbearing Symptoms of overbearing Autocrat:Autocrat:

Sole spokespersonSole spokesperson Low opinion of his or her subordinatesLow opinion of his or her subordinates Small circle of intimatesSmall circle of intimates No formal plans, procedures, or jobs No formal plans, procedures, or jobs

description, Little or no delegation of description, Little or no delegation of authority,authority,

No reward and recognition programsNo reward and recognition programs Creativity is limitedCreativity is limited


Symptoms of Autocracy – ComparisonSymptoms of Autocracy – Comparison LeadersLeaders

Believe themselvesBelieve themselves Good salespersonGood salesperson

AutocratsAutocrats Lack confidenceLack confidence Prepare their positions in the secret, before Prepare their positions in the secret, before

announcing their final conclusionsannouncing their final conclusions

””The autocratic style develops over The autocratic style develops over many years, and it is rarely possible to many years, and it is rarely possible to change it”change it”


Other Leadership ProblemsOther Leadership Problems Political Arena and Closed SystemPolitical Arena and Closed System

Find and install new energetic leaderFind and install new energetic leader Corporate Level Corporate Level →→ Changes must be Changes must be

initiated outsideinitiated outside Department Level Department Level → → LeadershipLeadership

problemsproblems areare identified and addressed identified and addressed rather quickly rather quickly


Other Leadership ProblemsOther Leadership Problems Meritocracy – ProblemsMeritocracy – Problems

Organization pay less attention to Organization pay less attention to customerscustomers

Cost controls, productivity Cost controls, productivity measurements, and profit management measurements, and profit management receive little or no emphasisreceive little or no emphasis

View narrowed on product → no vision View narrowed on product → no vision or time for long-term improvement, e.g. or time for long-term improvement, e.g. process, tools, and personnel-process, tools, and personnel-developmentdevelopment


The Aging OrganizationThe Aging Organization Creative Organizations,Creative Organizations,

Grow rapidly, highly innovative, Grow rapidly, highly innovative, undergo perpetual changeundergo perpetual change

Maintenance Organizations,Maintenance Organizations, Stable, formalized plans and Stable, formalized plans and

procedures, emphasize cost procedures, emphasize cost managementmanagement

Focused on productivity and control Focused on productivity and control


Creative-Phase Creative-Phase Lack of long-term direction,Lack of long-term direction, Rapid management → long-term Rapid management → long-term

problems accumulateproblems accumulate Inevitably lead to maintenance phase,Inevitably lead to maintenance phase, Moving from creative phase to Moving from creative phase to

maintenance phase is traumaticmaintenance phase is traumatic

Addressing Creative-Phase Addressing Creative-Phase ProblemsProblems


Maintenance-PhaseMaintenance-Phase Focus is shifted to the marketplace and Focus is shifted to the marketplace and

technical awarenesstechnical awareness Managers should challenge their people Managers should challenge their people

to demonstrate the technological to demonstrate the technological superiority, and competitive leadershipsuperiority, and competitive leadership

Addressing Maintenance-Phase Addressing Maintenance-Phase Problems…Problems…


Management PrioritiesManagement Priorities Creative phase → innovation, building Creative phase → innovation, building

base for sustained growth,base for sustained growth, Maintenance phase → running an Maintenance phase → running an

established business.established business.


Organizational TenureOrganizational Tenure Working together long time leads to Working together long time leads to

complacency and intellectual stagnationcomplacency and intellectual stagnation The optimum age of group 1-5 yearsThe optimum age of group 1-5 years Study of 50 project teams by Katz and Study of 50 project teams by Katz and

AllenAllen First 1.5 years → performance increase, next 5 First 1.5 years → performance increase, next 5

years → flat period, 5 and more → decline years → flat period, 5 and more → decline ““Not Invented Here” syndromeNot Invented Here” syndrome

Addressing the Problems of TenureAddressing the Problems of Tenure Working-level reorganizationWorking-level reorganization

Structural Change(11) Structural Change(11)

What is new for us ?What is new for us ? Discussion/QuestionsDiscussion/Questions

““Even when others convince the autocrat of Even when others convince the autocrat of the need for change, such behaviors are the need for change, such behaviors are often so deeply rooted […] that self-often so deeply rooted […] that self-improvement is extremely difficult”.improvement is extremely difficult”.

““The greatest danger is the technologist's The greatest danger is the technologist's tendency to believe that all problems have tendency to believe that all problems have technical answers. Focusing on laboratory technical answers. Focusing on laboratory and plant, the organization can lose touch and plant, the organization can lose touch with the marketplace”. […]with the marketplace”. […]

ContentsContents



The Change Process(1)The Change Process(1)

Resistance to ChangeResistance to Change ““Change is great when you are its agent; its Change is great when you are its agent; its

only bad when you are its object” [Sherwin]only bad when you are its object” [Sherwin] The resistance as a symptom, rather than The resistance as a symptom, rather than

problem - experiment.problem - experiment. Identical change was introduced to several Identical change was introduced to several

factory groups. factory groups. Groups divided in two subsets: no explanation – Groups divided in two subsets: no explanation –

members involved in planningmembers involved in planning Results: Groups involved in planning reached Results: Groups involved in planning reached

higher performance levelhigher performance level Why do people resist?Why do people resist?


UnfreezingUnfreezing Unfreezing is a way to overcome the Unfreezing is a way to overcome the

resistance. Examples: brainwashing, resistance. Examples: brainwashing, process used on new military recruits, process used on new military recruits, etc.etc.

Engineers and scientists are rarely the Engineers and scientists are rarely the source of the most resistance, source of the most resistance,

IIn fact first- and second-level n fact first- and second-level management present the greatest management present the greatest resistance,resistance,


UnfreezingUnfreezing Set forth an ideaSet forth an ideal l Leavitt suggests:Leavitt suggests:

Make the problems more obviousMake the problems more obvious Simply point them outSimply point them out Wait for the employees to come to managers Wait for the employees to come to managers

for helpfor help Example of Alcoholics Anonymous (AA) Example of Alcoholics Anonymous (AA)

groupsgroups


Planning the ChangePlanning the Change After unfreezing, management should fulfill the After unfreezing, management should fulfill the

vacuum with change plan and implementation vacuum with change plan and implementation stepssteps

Change Agent – criteria:Change Agent – criteria: Agents should be enthusiastic about leading the change Agents should be enthusiastic about leading the change

process,process, Agents should be both technically and politically Agents should be both technically and politically

capablecapable Agents need the respect of the people they are to deal Agents need the respect of the people they are to deal

withwith Agents must have management’s confidence and Agents must have management’s confidence and

supportsupport Agents should have got strong views on the subjectAgents should have got strong views on the subject Are the Agents the PMs of Change Projects?Are the Agents the PMs of Change Projects?


Participative PlanningParticipative Planning Identify the people affected by the Identify the people affected by the

changechange Involve these people, in the processInvolve these people, in the process Many people are involved → working Many people are involved → working

group should be establishedgroup should be established The planning teams develop: ways of The planning teams develop: ways of

implement the change, anticipate implement the change, anticipate problems, and incept way to address problems, and incept way to address themthem

The Change Process(6)The Change Process(6) Implementing the ChangeImplementing the Change

Time needed to the change implementation Time needed to the change implementation variesvaries

Purely technical changes → fast changePurely technical changes → fast change People’s behavior involved → problemsPeople’s behavior involved → problems

People have to understand the change → a People have to understand the change → a more gradual pace of changesmore gradual pace of changes

Continuing evidence of progressContinuing evidence of progress RefreezingRefreezing

Purpose → to make the change permanentPurpose → to make the change permanent ProblemsProblems

It is hard to incorporate the changes in It is hard to incorporate the changes in professionals permanent working methodsprofessionals permanent working methods

Time pressure often cause skipping new Time pressure often cause skipping new introduced methodsintroduced methods

Lack of continuing evidence of progressLack of continuing evidence of progress


Refreezing – Addressing problemsRefreezing – Addressing problems Keep in the place the management team Keep in the place the management team

that instituted the changethat instituted the change Modify the organization’s procedures to Modify the organization’s procedures to

incorporate the change as part of incorporate the change as part of bureaucratic processbureaucratic process

Use the measurement system to foster Use the measurement system to foster new methods through bonusnew methods through bonus

Establish a dedicated staff for Establish a dedicated staff for monitoring the changed processmonitoring the changed process

EducateEducate


Setting GoalsSetting Goals Why Goals are important?Why Goals are important?

If people understand, accept and that they can If people understand, accept and that they can meet the goal, they will work harder to do so.meet the goal, they will work harder to do so.

Goals should be:Goals should be: Clear and measurable,Clear and measurable, Reasonably close to professionals’ ability to Reasonably close to professionals’ ability to

performperform Broken into small, and realistic incrementsBroken into small, and realistic increments Immediate related to daily work.Immediate related to daily work.

““Managers can damage motivation by Managers can damage motivation by pressing plans too aggressively”pressing plans too aggressively”

People should define they own goals.People should define they own goals.


The Process Improvement CycleThe Process Improvement Cycle One way to implement short-term goals One way to implement short-term goals

and long-term strategy is to view and long-term strategy is to view change as a cyclic processchange as a cyclic process

Example of the Process Improvement Example of the Process Improvement Cycle is the Software Engineering Cycle is the Software Engineering Institute’s IDEAL change model.Institute’s IDEAL change model.

The Process Improvement The Process Improvement Cycle-IDEAL(1)Cycle-IDEAL(1)

IInitiatingnitiating DDiagnosiniagnosin

gg EEstablishistablishi

ngng AActingcting LLearningearning

[IDEAL]


IInitiatingnitiating Stimulus for ChangeStimulus for Change Set ContextSet Context Build SponsorshipBuild Sponsorship Charter InfrastructureCharter Infrastructure

[IDEAL]


DDiagnosingiagnosing Characterize Current & Desired Characterize Current & Desired

StatesStates Develop RecommendationsDevelop Recommendations

[IDEAL]


EEstablishingstablishing Set PrioritiesSet Priorities Develop ApproachDevelop Approach Plan ActionsPlan Actions

[IDEAL]


AActingcting Create SolutionCreate Solution Pilot/Test SolutionPilot/Test Solution Refine SolutionRefine Solution Implement SolutionImplement Solution [IDEAL]


LLearningearning Analyze and ValidateAnalyze and Validate Propose Future ActionsPropose Future Actions

[IDEAL]

The Change Process (10)The Change Process (10)

The Process StaffThe Process Staff Software Engineering Process Groups Software Engineering Process Groups

(SEPG)(SEPG) Groups of professionals to assist in the work Groups of professionals to assist in the work

supporting software process improvementsupporting software process improvement Caveats of SEPGCaveats of SEPG

Keep the SEPG small,Keep the SEPG small, Dedicate the SEPG to process changeDedicate the SEPG to process change Hold project managers responsible for Hold project managers responsible for

implementing process change.implementing process change.

The Change Process (11)The Change Process (11)

What is new for us ?What is new for us ? Discussion/QuestionsDiscussion/Questions

““Change is great when you are its Change is great when you are its agent; it is only bad when you are agent; it is only bad when you are its object”its object”

Mantra: “The fundamental response to change is not logical, but emotional”.

ContentsContents



Technical Assessment (1)Technical Assessment (1) DefinitionDefinition

Improve → Search problems & Think differentlyImprove → Search problems & Think differently The GoalsThe Goals

Make the ‘Current Map’ of the organizationMake the ‘Current Map’ of the organization Resolve problems & improve work quality, Resolve problems & improve work quality,

productivity and creativityproductivity and creativity ProblemsProblems

People are busy “Let’s do our work, that’s People are busy “Let’s do our work, that’s enough!!”enough!!”

Inefficiencies are so entrenchedInefficiencies are so entrenched Senior Management is unaware of worker’s Senior Management is unaware of worker’s

problemsproblems

Technical Assessment (2)Technical Assessment (2)

Self-assessment :Self-assessment : Resistance to problems – Level of acceptanceResistance to problems – Level of acceptance Hard task – Reconsider yourselfHard task – Reconsider yourself Involve managers & examine the operationsInvolve managers & examine the operations Remove ConstraintsRemove Constraints How to start ?How to start ?

Assessment guidelines :Assessment guidelines : Management team’s agreementManagement team’s agreement Open to public and make it clear – ProblemsOpen to public and make it clear – Problems Take opinionsTake opinions


The Software Engineering The Software Engineering Institute assessmentsInstitute assessments (SEI)(SEI)

Goals : Solve budgets and project errorsGoals : Solve budgets and project errors Establish criteria Establish criteria Capability Maturity Model (CMM)Capability Maturity Model (CMM) What is a CMM ?What is a CMM ? What is a Maturity Level ?What is a Maturity Level ?

Technical Assessment (4)Technical Assessment (4) The Assessment ProcessThe Assessment Process

Obtain agreement of managers and Obtain agreement of managers and convinceconvince

Select the assessment teamSelect the assessment team Select sample-projects to studySelect sample-projects to study Talk and concentrate on project’s Talk and concentrate on project’s

handlinghandling

The Assessment QuestionnaireThe Assessment Questionnaire Developed by SEIDeveloped by SEI Launch a process improvement programLaunch a process improvement program


Confidentiality Problems : Keep trust and door opened Try to Apply problems in a more general

way. Avoid ranking & Marks Preserve anonymity

Assessment Considerations Keep a positive attitude. Motivation is

crucial Make planning and rehearsals.


Continuous assessmentsContinuous assessments Adjust your organization’s process.Adjust your organization’s process. Acceptation is a big step. Acceptation is a big step. Changes need disciplineChanges need discipline

Improvement resultsImprovement results SEI is a success → Change AttitudeSEI is a success → Change Attitude Participation → Motivation → Gain of Participation → Motivation → Gain of

pridepride


What is new ? Our Own ExperiencesWhat is new ? Our Own Experiences Discussion/Question :Discussion/Question :

““What are the few things I can do… that What are the few things I can do… that would make a difference? If you do this, would make a difference? If you do this, you have a chance, if you don’t do it, you you have a chance, if you don’t do it, you have no chance”have no chance”

“An organization that can't make some assessment of its own programming productivity rate just hasn't tried hard enough”

ContentsContents



The people-Development The people-Development Strategy (1)Strategy (1)

What is an organization ?What is an organization ? The Management TeamThe Management Team

Define your organizationDefine your organization How is your management team ?How is your management team ?

Reactive / Is the work done / Reactive / Is the work done / Cooperation / Constructive Progress Vs Cooperation / Constructive Progress Vs ReactionReaction

Do they understand you ? What are Do they understand you ? What are their focus ?their focus ?

Define your goal and their goalsDefine your goal and their goals


Examining YourselfExamining Yourself Are you a good leader ?Are you a good leader ? Are you using your troops with Are you using your troops with

effectivenesseffectiveness Stay involved / Ask / Develop your Stay involved / Ask / Develop your

peoplepeople

ValuesValues Trustable : speak -> actTrustable : speak -> act Respect of individualRespect of individual How to treat people ?How to treat people ?


The People-Capability Maturity Model (P-CMM)The People-Capability Maturity Model (P-CMM) Characterize the maturity of your workforce practicesCharacterize the maturity of your workforce practices Guide a program of continuous workforce Guide a program of continuous workforce

developmentdevelopment Set a priorities for immediate actionSet a priorities for immediate action Integrate workforce development with process Integrate workforce development with process

improvementimprovement Establish a culture of professional excellenceEstablish a culture of professional excellence Is divided in five maturity levelsIs divided in five maturity levels Process AreaProcess Area

P-CMM’ applications :P-CMM’ applications : A guide to plan and implement improvement activitiesA guide to plan and implement improvement activities A standard for assessing workforce practices.A standard for assessing workforce practices.


PCMM TEN PRINCIPESPCMM TEN PRINCIPES1)1) Workforce capability (WC) related to business performance Workforce capability (WC) related to business performance

2)2) WC is a competitive issue and a source of strategic advantage WC is a competitive issue and a source of strategic advantage

3)3) WC must be defined in relation to the organization’s strategic WC must be defined in relation to the organization’s strategic business objectivesbusiness objectives

4)4) Knowledge intense work shifts the focus job elements -> Knowledge intense work shifts the focus job elements -> Workforce competenciesWorkforce competencies

5)5) Capability can be measured and improved at multiple levels Capability can be measured and improved at multiple levels

6)6) An organization should invest in improving the capability of An organization should invest in improving the capability of the Wthe WFF that are critical to its core competency as a business that are critical to its core competency as a business

7)7) Operational Management is responsible for the capability of Operational Management is responsible for the capability of WFWF

8)8) The improvement of WC can be pursued as a process The improvement of WC can be pursued as a process composed from proven practices and procedurescomposed from proven practices and procedures

9)9) The organization is responsible for providing improvement The organization is responsible for providing improvement opportunitiesopportunities

10)10) Organization must continually evolve their Workforce Organization must continually evolve their Workforce practices and develop new workforce competencies.practices and develop new workforce competencies.


PCMM Level 1PCMM Level 1 No process areaNo process area

PCMM Level 2PCMM Level 2 StaffingStaffing Communication and CoordinationCommunication and Coordination Work EnvironmentWork Environment Performance ManagementPerformance Management Training and DevelopmentTraining and Development CompensationCompensation


Moving from P-CMM Level 1 to Level 2Moving from P-CMM Level 1 to Level 2

Access the people processes in your OrganizationAccess the people processes in your Organization

Supporting on controlling and directing attitudeSupporting on controlling and directing attitude

People must understand plans and strategiesPeople must understand plans and strategies

Managing people become a responsibilityManaging people become a responsibility

Compensation system and effective Compensation system and effective communicationcommunication

Personal communicationPersonal communication

Trust and sharesTrust and shares

Maintain an effective recruiting and orientation Maintain an effective recruiting and orientation programprogram


PCMM Level 3PCMM Level 3 Competency AnalysisCompetency Analysis Workforce PlanningWorkforce Planning Competency DevelopmentCompetency Development Career developmentCareer development Competency-Based PracticesCompetency-Based Practices Workgroup DevelopmentWorkgroup Development Participatory CultureParticipatory Culture

PCMM Level 4PCMM Level 4 Competency IntegrationCompetency Integration Empowered WorkgroupsEmpowered Workgroups Competency-Based AssetsCompetency-Based Assets Quantitative Performance ManagementQuantitative Performance Management Organizational Capability ManagementOrganizational Capability Management MentoringMentoring


Moving from P-CMM Level 2 to Level 3Moving from P-CMM Level 2 to Level 3 Turn to identify and develop the core Turn to identify and develop the core

competencies to meet the business needs.competencies to meet the business needs. Are you aware of the last tools and methods ?Are you aware of the last tools and methods ? Develop future skills (potential)Develop future skills (potential) Support career development -> MotivateSupport career development -> Motivate

Moving from P-CMM Level 3 to Level 4Moving from P-CMM Level 3 to Level 4 Integrate the core competencies into business Integrate the core competencies into business

operations. Anticipate Skillsoperations. Anticipate Skills Find a team style. Track team results.Find a team style. Track team results. Establish a mentoring practice.Establish a mentoring practice. Define and measure team-based performanceDefine and measure team-based performance


PCMM Level 5PCMM Level 5 Continuous Capability ImprovementContinuous Capability Improvement Organizational Performance Organizational Performance

AlignmentAlignment Continuous Workforce InnovationContinuous Workforce Innovation


Moving from P-CMM Level 4 to Moving from P-CMM Level 4 to Level 5Level 5

Stretches the entire organization : coach / Stretches the entire organization : coach / continuous improvementcontinuous improvement

Manager recognize excellence and know Manager recognize excellence and know their teamstheir teams

The Empowered OrganizationThe Empowered Organization Develop and empower your peopleDevelop and empower your people Performance/Motivation ImprovementPerformance/Motivation Improvement OpportunitiesOpportunities


What is New ? Our own What is New ? Our own ExperiencesExperiences

Discussion/Question : Discussion/Question : Process Improvement: Is It

Turning .Us to the Dark Side?” “The projects most worth doing are

the ones that will move you DOWN one full level on your process scale. Maybe those are the only ones you can afford to do”.

ContentsContents



ContentsContents

Structural ChangeStructural Change The Change ProcessThe Change Process Technical AssessmentTechnical Assessment The people-Development StrategyThe people-Development Strategy

Comparison between Comparison between countriescountries

Questions & DiscussionQuestions & Discussion

Comparison between Comparison between countriescountries

French Resistance – Polish Resistance VS French Resistance – Polish Resistance VS American ResistanceAmerican Resistance

ContentsContents



ContentsContents


StrategyStrategy Comparison between countriesComparison between countries



Questions / Comments or Details Questions / Comments or Details MissedMissed

Your comments are welcome !!Your comments are welcome !!

ConclusionConclusion

Change is different ways :Change is different ways : ““People wants to improve themselves, People wants to improve themselves,

but in order to improve you have to but in order to improve you have to change, and people hate changes”change, and people hate changes”

PCMMPCMM Why did it emerge ?Why did it emerge ? How did it spread ?How did it spread ?

THE ENDTHE END

Thanks for your attentionThanks for your attention

part 7 : managing change dariusz gall jean charles salvin

Documents

meritocracy slide

limited slide

countries comparison

structural change4

structural change5

closed system political

introduction people

customers organization