Increase Your Capability for Managing Change

www.apmg-international.com

APMG-International Webinar

Increase Your Capability for Managing Change

18 September 2013 / 13:00 BST (London, UK)

Presented by Melanie Franklin, Agile Change Management Ltd

www.APMG-International.com

Agenda

• Welcome & introduction– Mark Constable, Marketing Executive

APMG-International

• Increase Your Capability for Managing Change – Melanie Franklin, Agile Change Management Ltd

• Q&A

• More Information

• Close

About APMG-International

• Global Examination & Accreditation Institute

• Official accreditation/qualification body for Best Management Practice PPM portfolio

• Extensive portfolio of professional management qualifications

• 350+ Accredit training (ATO) and consulting (ACO) organizations with 1800+ approved trainers and consultants

• Certify examination candidates; 18000+ exams per month

• HQ in UK; operational offices or formal representation in 12 countries

• Full details at www.APMG-International.com

Your presenter…

Melanie Franklin is the founder and Chief Executive of Agile Change Management Ltd. She has a track record of excellence in project, programme and portfolio planning and delivery. She is the author of 6 books about project and change management and is writing her 7th book for newly appointed change managers.

Moderator

Mark Constable is a Marketing Executive at APMG-International with over 7 years experience at the company.

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Objectives

• Importance of change management• Knowledge and skills • Core elements of change management• Contents of the Change Management Foundation

and Practitioner course• Structure of the Change Management Foundation

and Practitioner qualifications

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Importance of change management

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Increasing pace of change

Less constants

Less constants

More variables

More variables

More opportunities

More opportunities

More changes

More changes

Less stability

Less stability

Shorter lifespanShorter lifespan

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Competitive advantage

• BCS (Chartered Institute of IT) – 26% of respondents rated change management as the top skill for operational efficiency

• CIPD – 47% of organisations have a leadership gap in leading and managing change

• IBM 2012 Global CEO Study – 84% of organisations that outperform their peers in terms of revenue growth and profitability translate insights into action better than their peers

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Institute for Corporate Productivity - Human Capital Survey

Business case for change capability

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Knowledge and Skills

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Required competencies and skills

Methods & Structure

Methods & Structure

• Strong business change focus• Ability to create a Change Delivery culture• Confident with ambiguity that comes from

working within a Change environment• Implement a change management process

• Strong business change focus• Ability to create a Change Delivery culture• Confident with ambiguity that comes from

working within a Change environment• Implement a change management process

Analysis & Planning

Analysis & Planning

• Business readiness planning • Process re-engineering• Conduct impact assessments

• Business readiness planning • Process re-engineering• Conduct impact assessments

Engagement & Communication Engagement &

Communication

• Experienced in building relationships and influencing stakeholders

• Identify change champions• Facilitate stakeholder workshops

• Experienced in building relationships and influencing stakeholders

• Identify change champions• Facilitate stakeholder workshops

Delivery & Implementation

Delivery & Implementation

• Delivering process change, workflow change & cultural change

• Driver of Change with strong ‘can do’ attitude

• Delivering process change, workflow change & cultural change

• Driver of Change with strong ‘can do’ attitude

12© Maven Training Ltd 2012

Project lifecycle

Productivity /Efficiency /

Customer service

Deliverables

Time

Change lifecycle

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Increasing professionalism

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Core elements of change management

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Plan

Implement

Embed

Understand

Clarify the reasons for the change and use this to motivate and persuade people that the Vision and ‘Blueprint’ for change is viable and beneficial

Establish and manage the successful implementation of the change projects and related activities

Deliver and make sustainable the required outcomes from the change and ensure full benefits realisation

Create a coherent and consistent ‘roadmap’, establish an effective governance structure and create a set of action plans for achieving the change

Change management lifecycle

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Sources: Kubler Ross (1969),

Adam, Hayes, Hopson (1976)

The experience of change

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meaningfulness

autonomy

talents

participation

enthusiasm

motivation

Creating intrinsic motivation

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Course details

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Course content

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Individual change

Team change

Organisational change

Leading change

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Practitioner Examination

Foundation & Practitioner Course Route Map

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Foundation Examination

Change Context

Approaches to change

Personality and change

Supporting individuals

Team effectiveness

Leadership for teams

Individuals and teams

Organisational approaches

Organisational metaphors

Leadership styles

Leadership roles

Emotional intelligence Coaching

Listening and feedback

FacilitationAction

learningStrategic change

Complex change tools

Change readiness

Stakeholder engagement

Leadership phases

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Examination information

Practitioner

Three hours

4 questions divided into parts

Multi-choice, Multiple Response, Matching, Assertion/Reason

Open book

50%

Foundation

One hour

60 questions

Multi-choice

Closed book

50%

Duration

No. of questions

Question type

Style

Pass mark

QUESTIONS & ANSWERS

More Information• APMG-International website:

– www.apmg-international.com

• APMG’s Change Management qualification scheme– www.apmg-international.com/ChangeManagement

• Making Sense of Change Management (recommended reading)– www.apmg-businessbooks.com

• Melanie

http://www.linkedin.com/company/apmg-international @APMG_Inter

[email protected]

07960 995262

www.agilechangemanagement.co.uk

Melanie Franklin

AgileCM

@AgileMelanie