The Risks of Transformational Change

& what the PMO can do

about it

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Patrick Mayfield

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Fails

7 Reasons

Transformational Change

WARNING!

Some of these could offend …

You might be doing some of these!

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1. Stick to the Plan

… at ALL COSTS!!!

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Merger

‘Millennium Bug’

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INSTEAD: Align to Changing Strategy

… We Live in a VUCA World

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VUCA

Volatile . Uncertain . Complex. Ambiguous

Start End

“deliverable” “output” “product”

I can deal with risks

�

�

� - beyond competence

� - overloaded with admin

That office is

great ... can we use it as well?

Hey! We can

help you with that ...!

+ more consistency

That office is

great ... can we use it as well?

I do like that ....

Capability

+

„single

source of truth‟

+

„single

source of truth‟

“Governance Backbone”

+ supports

+ “central

nervous system”

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2. Treat as a Technical Problem

Manage as a System of Tasks, Processes, Governance Structures, Documents

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INSTEAD: Lead the Change

… It’s more about Influencing

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A Tale of Two Bullies

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3. Assume the Purpose is Obvious

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NPfIT

£14bn

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INSTEAD: Envision a Better Future

… and Communicate It like Crazy

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4. Manage as a Mega-Project

See it as a mere aggregation of projects

projects as temporary silos

Value Synergy

Project 1 Business Case

$20m +

Project 2 Business Case

$30m +

Project 3 Business Case

$25m =

Programme Business Case

$75m

Add Value

… not just Sum the Projects

INSTEAD:

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5. Focus on Delivery

… and the Rest will Follow

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A Stock Fulfillment System

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INSTEAD: Focus on Benefits

… and the to Them

Copyright © Patrick Mayfield 2013

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6. Sweat the Specification

… and everything else will Fit

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Ebbw Vale Redevelopment

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INSTEAD: Deliver a Coherent Capability

Design & Deliver

Motion without Movement

Reacting

to the latest

driver

Unaligned

initiatives Outcomes

without

benefits

Current Capability

Time

Str

ate

gy –

Perfo

rm

an

ce a

gain

st

KP

I’s

The Target Operation

Time

Str

ate

gy –

Perfo

rm

an

ce a

gain

st

KP

I’s

Target Operation

Current Operation

CAPABILITY GAP

Programme Management and the Capability Gap

Key milestones

Str

ate

gy –

Perfo

rm

an

ce a

gain

st

KP

I’s

Target Operation

Current Operation

Operational plans refocused

Projects aligned to strategic objectives

Manage this with Programme Management

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7. Forget the Past

… It’s Happened. Concentrate on Today’s Problems

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Learn from Experience

The Deming Cycle

The Learning Organization

Adapt

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7 Principles

Universal . Empowering . Self-Validating

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7 Principles

1.Remain Aligned with Strategy

2.Lead Change

3.Envision & Communicate a Better Future

4.Focus on Benefits & Threats to them

5.Add Value as a Programme

6.Design/Deliver a Coherent Capability

7.Learn from Experience

Thank You!

© Jérôme Rommé - Fotolia.com

@PatrickMayfield patrick.mayfield@pearcemayfield.com