champs 2
DESCRIPTION
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management. Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available. The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey. On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type. One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change. Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate. Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.TRANSCRIPT
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Mumtaz Mohammed
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Birmingham City Council
Realising more than £2 billion of benefits (£1.574 billion
cashable) over ten years for an investment of £683 million
Increased job satisfaction Increased job satisfaction
Improved efficiency Improved process efficiency
Step - change in service quality Step - change in service quality Customers
Efficiencies
Staff
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BCC Business Transformation
Customer First
Working for the
Future
Excellence in
People Mgmt
Corporate Services
Excellence in
Information Mgmt
Children,
Young
People &
Families
Adults &
Communities Housing Environment
ICT
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CHAMPS2 origins
• To reduce the risk of Business Transformation
• Common approach & single language
• Repository of best practice, avoiding re-inventing the wheel
• Method for business transformation rather than incremental change
• Change management method in addition to project management
• Vision led benefits driven approach
• Method sensitive to public sector
Birmingham City Council needed a method:
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The transformation journey
• The result of change and its effect on customers,
employees or efficiency. OUTCOMES
• A broad, aspirational image of the future that an
organisation is aiming to achieve. VISION STATEMENT
• Measurable improvement resulting from an
Outcome. What difference the change will
make.
BENEFITS
Strategic
Need
Strategic
Outcome
Vision-led
Benefits-driven
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‘Creating the new service/solution and testing’
‘Proving the new service/solution works as designed & getting the business ready to use it’
‘Embedding and stabilising the new solution’
‘Making sure the Benefits are achieved’
‘Where do we want to get to?’
‘How are we going to get there?’
‘What will the new solution look like?’
‘Why do we want to Transform?’
CHAMPS2: A Common sense approach
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CHAMPS2: A Common sense approach
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Phase 0: Transformation Initiation
• Phase 0 makes 'space' for the new change initiative
• Top down approach by leadership
• Core product: Strategic Business Case
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Phase 1: Visioning
• Phase 1 describes the future for the business area
• Vision & Future Operating Model
• Core product: Outline Business Case
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Phase 2: Shaping and Planning
• Logical design of processes, organisation structure and technology
• Key products and suppliers are selected
• Measurable Benefits are identified
• Core product: Full Business Case
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Phase 3: Design
• Processes, organisation structure and technology designed in detail
• Design Blueprint produced
• Benefits validated and FBC revised
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Phase 4: Service Creation & Realisation
• All components are created/purchased
• 3 levels of testing: unit, system, integration
• Benefits validated
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Phase 5: Proving & Transition
• User Acceptance Testing & Operational Acceptance Testing
• Transition – preparing people for change
• Going live
• Benefits enabled
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Phase 6: Stabilisation
• New ways of working embedded in the business
• Early Benefits are realised
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Phase 7: Benefits Realisation
• Majority of Benefits are realised in phase 7
• Improvements need to be aligned to Vision and support Benefits
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CHAMPS2 structure
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Business Transformation programme
Non-transformational programme
Project portfolio
Prototype or
proof of concept
Proof of concept
Scaling CHAMPS2
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Quality Management Framework
Product
Quality
Plan
Product
Quality
Plan
Product
Quality
Plan
Phase
Exit
Criteria
Checklist
Product
Quality
Plan
Phase
Quality
Plan
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7
7
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Time
Programme
work streams
Applying CHAMPS2
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Benefits management
• Non–financial benefits - customer satisfaction, reputation
• Financial benefits
– Cashable - delivering same for less money
– Non-cashable - delivering more for same money
Defined -value
calculated Identified
Refined definition and value
Validated Solution is ready
Enabled
The difference is
made
Realised
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Benefits journey
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Benefit card
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CHAMPS2 gates
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• Entire on-line method free to use www.champs2.info
• Around 3000 registered website members from 50 countries
• Part of APMG portfolio of products (alongside Prince2, MSP)
• CHAMPS2 qualification awarded by APMG at:
- Foundation level
- Practitioner level
• Accreditation available for training organisations and consultancies
Sharing CHAMPS2
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Find out more…
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• Process guide
• Process map
• e-Learning
Reference manual