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An introduction to «Changeboxing»

An introduction to «Changeboxing»

Keynote presentation at the 2011 Nordic Project Zone Conference, Stockholm, 14-15 November 2011. Presents briefly «changeboxing»: what is change management, what does not work, what is «changeboxing» and why it works

Claude Émond

March 24, 2013
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  1. Claude Émond et
    QualiScope 2011
    1
    Claude Émond et
    QualiScope 2011
    Claude Emond, ing., MEng, MBA, rmc, CD, PMP
    Principal Partner, QualiScope Enterprises Inc. Pictures extracted and adapted from
    Culture and Complexity by Richard Seel
    Changeboxing

    View Slide

  2. Claude Émond et
    QualiScope 2011
    2
    Our little communication color code
    BROWN (BRUN) = BAD =
    STOP
    NO
    GREEN (GRÖN) = GOOD =
    GO
    YES

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  3. Claude Émond et
    QualiScope 2011
    3
    CHANGING TOGETHER
    • Changing together is embarking on a «journey» to
    better days for all of us
    • A project is an invitation to «Changing together»
    • This keynote hopes to be a humble «change driver ??»,
    our little project together, a small part of our common
    journey to better days
    • It is about Agile Project Management and about how it
    can get us there all at the same time, faster and better
    off than we thought possible
    • Welcome to this little journey, our journey!

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  4. Claude Émond et
    QualiScope 2011
    4
    • A Matane’s Shrimp…speaking like a Beauceron
    • Chemical engineer, BEng RMC, MEng McGill
    • MBA Queen’s/Ottawa...and PMP
    • A project life since 1980
    • Co-founder of , trainer and project
    management coach since 1995
    • Player of 2-String Project Management
    • Creator and developer of Changeboxing
    • In Stockholm on a journey to share and learn
    with
    US
    Claude Émond,
    OUR«fellow-journeyer»:

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  5. Claude Émond et
    QualiScope 2011
    5
    AGENDA
    1. Organisational Change
    2. Slow change
    3. The nature of modern organisations
    4. Changeboxing and high speed
    change
    5. Applications and examples
    6. Conclusions

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  6. Claude Émond et
    QualiScope 2011
    6
    • a majororganisational project
    involving change in culture and
    behaviours!!!!
    • Never small....
    ....There is no small change: there is only
    change or no change.
    Organisational Change is:

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  7. Claude Émond et
    QualiScope 2011
    7
    Organisational Culture Levels
    Profound
    Values and
    Beliefs
    Expressed Values
    «Visible» Culture
    Organisational
    Change

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  8. Claude Émond et
    QualiScope 2011
    8
    A work
    environment
    is not just
    processes
    Regulation
    Channels
    Customers
    Suppliers
    Geography
    Facilities
    Market
    Partners
    Knowledge
    Ownership
    Funding
    R&D
    Process
    Product
    Culture
    Strategy
    Technology
    People
    Structure
    © 2001, Simon Wallace,
    adapted by Mr. Claude Émond
    The “ Wallace wheel"
    WWW.EPMBOOK.COM

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  9. Claude Émond et
    QualiScope 2011
    9
    Changes in one element
    affect all other elements
    Structure
    Product
    Culture
    Strategy
    Technology
    People
    Strategy Technology
    Product
    Culture
    Structure
    Product
    Culture
    People
    Process
    Strategy
    Technology
    Culture
    People
    Structure
    Process
    Strategy
    People
    Process
    © 2001, Simon Wallace,
    adapted by Mr. Claude Émond
    The “ Wallace wheel"
    WWW.EPMBOOK.COM

    View Slide

  10. Claude Émond et
    QualiScope 2011
    10
    Haute direction
    Haute direction
    Charg
    Chargé
    és
    s de
    de projet
    projet
    Bureau de
    Bureau de projets
    projets
    techniciens
    techniciens
    Chercheurs
    Chercheurs
    Noyaux op
    Noyaux opé
    érationnels
    rationnels
    Chefs Expertise
    Chefs Expertise
    People
    People
    Structure
    Structure
    Process
    Process
    Strategy
    Strategy
    Culture
    Culture
    Product
    Product
    Technology
    Technology
    People
    People
    Structure
    Structure
    Process
    Process
    Strategy
    Strategy
    Culture
    Culture
    Product
    Product
    Technology
    Technology
    Unmanaged context of an
    organisational
    change project
    Process
    Process
    Product
    Product
    Culture
    Culture
    People
    People
    Structure
    Structure
    Strategy
    Strategy
    Technology
    Technology
    Process
    Process
    Product
    Product
    Culture
    Culture
    People
    People
    Structure
    Structure
    Strategy
    Strategy
    Technology
    Technology
    Unaligned individual
    and group interests
    =
    People
    People
    Structure
    Structure
    Process
    Process
    Strategy
    Strategy
    Culture
    Culture
    Product
    Product
    Technology
    Technology
    People
    People
    Structure
    Structure
    Process
    Process
    Strategy
    Strategy
    Culture
    Culture
    Product
    Product
    Technology
    Technology
    Process
    Process
    Product
    Product
    Culture
    Culture
    People
    People
    Structure
    Structure
    Strategy
    Strategy
    Technology
    Technology
    Process
    Process
    Product
    Product
    Culture
    Culture
    People
    People
    Structure
    Structure
    Strategy
    Strategy
    Technology
    Technology
    © 2001, Simon Wallace,
    adapted by Mr. Claude Émond
    The “ Wallace wheel"
    WWW.EPMBOOK.COM

    View Slide

  11. Claude Émond et
    QualiScope 2011
    11
    AGENDA
    1. Organisational Change
    2. Slow change
    3. The nature of modern organisations
    4. Changeboxing and high speed change
    5. Applications and examples
    6. Conclusions

    View Slide

  12. Claude Émond et
    QualiScope 2011
    12
    Study of Stakeholders Involvement in Change Management
    (Kaufman Consulting Group)
    Source: Overcoming Resistance to Change during transformation: a
    short discourse, Michael Dugan, Software Technology
    None Almost A Some Fair A Completely
    none little amount Lot
    None Almost A Some Fair A Completely
    none little amount Lot
    None Almost A Some Fair A Completely
    none little amount Lot
    None Almost A Some Fair A Completely
    none little amount Lot
    Architect The Change
    Model The Change
    Daily
    Do What’s Right
    Manage The Dream
    None Almost A Some Fair A Completely
    none little amount Lot
    None Almost A Some Fair A Completely
    none little amount Lot
    None Almost A Some Fair A Completely
    none little amount Lot
    None Almost A Some Fair A Completely
    none little amount Lot
    Architect The Change
    Model The Change
    Daily
    Do What’s Right
    Manage The Dream
    Employees (4,459) Supervisors (1,454) Executives (1,233)
    1
    2
    3
    4

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  13. Claude Émond et
    QualiScope 2011
    14
    AGENDA
    1. Transformational Change
    2. Slow change
    3. The nature of modern organisations
    4. Changeboxing and high speed change
    5. Applications and examples
    6. Conclusions

    View Slide

  14. Claude Émond et
    QualiScope 2011
    15
    The nature of what we want to change
    Organisations with a growingly educated workforce
    = Complex Adaptive System (CAS)

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  15. Claude Émond et
    QualiScope 2011
    16
    THIS ?
    …OR
    THAT ?
    The nature of OUR work
    environment adds to this
    complexity
    They do what they are told
    I hope s/he knows what to do !!

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  16. Claude Émond et
    QualiScope 2011
    17
    Changing successfully a CAS
    depends on:
    A- Existence of a common change driver
    (crisis, new needs), a desire to break a
    toxic status quo
    B- Collaborative Auto-organisation
    C- Emergence of correcting processes at the
    local level
    D- Evolution of collaborative stakeholder
    teams, of their structure and of their
    processes in view of the new desired
    changes in their environment
    Figure extracted and adapted from
    Culture and Complexity, Richard Seel

    View Slide

  17. Claude Émond et
    QualiScope 2011
    19
    AGENDA
    1. Transformational Change
    2. Slow change
    3. The nature of modern organisations
    4. Changeboxing and high speed change
    5. Applications and examples
    6. Conclusions

    View Slide

  18. Claude Émond et
    QualiScope 2011
    20
    Traditional «Unfreeze»
    Approach (Lewin/Kotter)
    Basic principles to stimulate change in a CAS
    Desired
    target
    FAUX
    TIME
    Go-forward
    Forces
    Constraints
    Desired
    State
    Status
    quo
    FALSE
    «Stimulate emergence»
    Approach (CAS)
    OBLIGATION DE
    PERFORMANCE
    IMMÉDIATE
    RESSOURCES
    ADDITIONNELLES
    ET SUCCÈS
    RESSOURCES
    ADDITIONNELLES
    ET SUCCÈS
    RESSOURCES
    ADDITIONNELLES
    ET SUCCÈS
    RESSOURCES
    ADDITIONNELLES
    ET SUCCÈS
    RESSOURCES
    ADDITIONNELLES
    ET SUCCÈS
    TIME
    Go-forward
    Forces
    Constraints
    Desired
    State
    Status
    quo
    Desired
    target
    ?
    ?
    ?
    ?
    ?
    ?
    OBLIGATION
    TO PERFORM
    (CHANGE DRIVER)

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  19. Claude Émond et
    QualiScope 2011
    21
    What is Changeboxing ?
    • Based on Agile Project Management
    • Aims at accelerating emergence of change
    sought in transformation, be it «considered»
    minor or major.
    • Applicable to help implement faster and
    more successfully any type of organisational
    and social change.

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  20. Claude Émond et
    QualiScope 2011
    22
    Who knows and uses Changeboxing ?
    • Taught in CESI schools of Aix-en-Provence, Rouen,
    Lyon, Nancy and Nantes (France)
    • Applied in the implementation of new project oriented
    processes with many organisations:
    o
    Quebec Provincial departments and agencies
    o
    Montreal Airport authority
    o
    Bain-Ultra
    o
    Montreal and Laval Transport Authorities
    o
    Bell Mobility
    • US very shortly ! 

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  21. Claude Émond et
    QualiScope 2011
    23
    Last Planner Principle
    Planning and collaborative follow-up with
    the «Last Planner System»™
    ™ Lean Construction Institute
    • Who is the last planner?
    –The person who will do the work (each
    of the process «users» as client and/or
    supplier)
    Changing Together (Agile principles)

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  22. Claude Émond et
    QualiScope 2011
    24
    • The Stakeholders are part of the project team – Principle of proximity
    • The ultimate goal is to avoid surprises to a specific group of
    stakeholders, in order to devote team energy on adaptation rather than
    on resistance - Principle of « no surprises »
    Not this…
    But this…
    Project «clients» = ALL stakeholders
    « Perceived » quality and benefits
    « Perceived » risks
    Adapted from «Agility for Executives», Scott W. Ambler, Software Development Magazine, Sept. 2003
    Changing Together (Agile principles)

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  23. Claude Émond et
    QualiScope 2011
    25
    «Timeboxing»
    • Short and «frozen» work packages
    • Pre-negotiated compulsory
    functionalities set
    • Functionalities prioritized by client-
    user(s)… stakeholders
    • Equivalent of «releases» (versions)
    • Use of progressive prototypes,
    confirmed by success, experience and
    quick benefit recovery
    Start
    Result as
    DESIRED
    Changing Together (Agile principles)

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  24. Claude Émond et
    QualiScope 2011
    26
    Yoann Francheteau 2010
    The «changeboxing» cycle
    Change
    Driver
    2- Emergence
    -Deliverable
    negotiating
    4- Evolution
    3- Test and
    validation
    1- Self
    organisation

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  25. Claude Émond et
    QualiScope 2011
    27
    A Change Driver must exist to stimulate Self-
    organisation (creation of cooperative links)
    • Collaborative diagnosis and interviews can be used to raise
    awareness of current discomfort and increase desire for
    change of most or ....
    • There is a real crisis and the resultant unacceptable
    discomfort is already deeply felt by most
    Development in «changeboxing» mode

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  26. Claude Émond et
    QualiScope 2011
    28
    Development of a new process or way to do things, including
    support tools, through development meetings using Agile
    project management techniques and fostering emergence :
    • 10 to 20 «change driven» people chosen by and representing all
    stakeholder groups («Self-organisation»)
    • Meetings can last as long as 8 hours or as short as 2 to 3 hours
    • There is ALWAYS a usable deliverable ( a prototype) at the
    end of the meeting («Emergence»). This is a compulsory
    requirement.
    • The deliverable is tested and validated before the next changebox
    1 week to 3 week period – («Evolution»)
    Development in «changeboxing» mode

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  27. Claude Émond et
    QualiScope 2011
    29
    Haute direction
    Haute direction
    Charg
    Chargé
    és
    s de
    de projet
    projet
    Bureau de
    Bureau de projets
    projets
    techniciens
    techniciens
    Chercheurs
    Chercheurs
    Noyaux op
    Noyaux opé
    érationnels
    rationnels
    Chefs Expertise
    Chefs Expertise
    People
    People
    Structure
    Structure
    Process
    Process
    Strategy
    Strategy
    Culture
    Culture
    Product
    Product
    Technology
    Technology
    People
    People
    Structure
    Structure
    Process
    Process
    Strategy
    Strategy
    Culture
    Culture
    Product
    Product
    Technology
    Technology
    People
    People
    Structure
    Structure
    Process
    Process
    Strategy
    Strategy
    Culture
    Culture
    Product
    Product
    Technology
    Technology
    People
    People
    Structure
    Structure
    Process
    Process
    Strategy
    Strategy
    Culture
    Culture
    Product
    Product
    Technology
    Technology
    Process
    Process
    Product
    Product
    Culture
    Culture
    People
    People
    Structure
    Structure
    Strategy
    Strategy
    Technology
    Technology
    Process
    Process
    Product
    Product
    Culture
    Culture
    People
    People
    Structure
    Structure
    Strategy
    Strategy
    Technology
    Technology
    Aligned
    stakeholders
    Process
    Process
    Product
    Product
    Culture
    Culture
    People
    People
    Structure
    Structure
    Strategy
    Strategy
    Technology
    Technology
    Process
    Process
    Product
    Product
    Culture
    Culture
    People
    People
    Structure
    Structure
    Strategy
    Strategy
    Technology
    Technology
    People
    People
    Structure
    Structure
    Process
    Process
    Strategy
    Strategy
    Culture
    Culture
    Product
    Product
    Technology
    Technology
    People
    People
    Structure
    Structure
    Process
    Process
    Strategy
    Strategy
    Culture
    Culture
    Product
    Product
    Technology
    Technology
    Process
    Process
    Product
    Product
    Culture
    Culture
    People
    People
    Structure
    Structure
    Strategy
    Strategy
    Technology
    Technology
    Process
    Process
    Product
    Product
    Culture
    Culture
    People
    People
    Structure
    Structure
    Strategy
    Strategy
    Technology
    Technology
    © 2001, Simon Wallace,
    adapted by Mr. Claude Émond
    The “ Wallace wheel"
    WWW.EPMBOOK.COM
    CHANGEBOXING

    View Slide

  28. Claude Émond et
    QualiScope 2011
    30
    Yoann Francheteau 2010
    Development in «changeboxing» mode

    View Slide

  29. Claude Émond et
    QualiScope 2011
    31
    Development in «changeboxing» mode
    What can 15 aligned people produce in 3 hours?

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  30. Claude Émond et
    QualiScope 2011
    33
    • Nothing seems improvised
    • Incredible! We all take ownership as we develop
    • Team work is so much faster
    • It is the first meeting in my life where we end up with a
    concrete result, immediately usable
    • I did not think we could make it
    • …I will continue, you can «count me in» for the next steps
    and for testing and using our deliverable
    Comments at the end of the first ever changebox
    (MDEIE)
    Development in «changeboxing» mode
    And.....do people like it?

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  31. Claude Émond et
    QualiScope 2011
    34
    AGENDA
    1. Transformational Change
    2. Slow change
    3. The nature of modern organisations
    4. Changeboxing and high speed change
    5. Applications and examples
    6. Conclusions

    View Slide

  32. Claude Émond et
    QualiScope 2011
    35
    • Project definition process for a manufacturing company:
    • 1 «updating meeting» + 4 changeboxes (one day
    each)
    • Deployed over a 3 month period
    • Project portfolio management process, major public
    transportation agency
    • 8 changeboxes (half a day each) to develop the
    portfolio governance process
    • Deployed over a 5 month period
    • Used right away, simultaneously with the yearly
    portfolio selection lifecycle

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  33. Claude Émond et
    QualiScope 2011
    36
    • Project risk management process, governmental
    infrastructure delivery agency (Health facilities)
    • 6 changeboxes (half a day each), including the
    «updating» meeting
    • Deployed over a 3 month period
    • Typically costs 5 to 7 times less in external
    consulting/coaching resources (based on comparison with
    traditional answers to RFP) for real, faster and lasting
    results
    • Can be learned to be done internally right after living
    a first changebox, and a 2 hour coaching session for
    the internal facilitator

    View Slide

  34. Claude Émond et
    QualiScope 2011
    37
    AGENDA
    1. Transformational Change
    2. Slow change
    3. The nature of modern organisations
    4. Changeboxing and high speed change
    5. Applications and examples
    6. Conclusions

    View Slide

  35. Claude Émond et
    QualiScope 2011
    38
    • Accelerated development and deployment by
    empowered end-users
    • End-users become the change agents and take
    instantaneous ownership for the change
    • Support tools and structures are improved in real
    time over a very short period through very short
    P-D-C-Adapt cycles
    • Changes are implemented and communicated on a
    continuous basis
    Why use Changeboxing ?

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  36. Claude Émond et
    QualiScope 2011
    39
    • Common language associated with the newly
    changed environment guaranteed because
    developed by all stakeholders changing together
    • Improved alignment of interests and higher chance
    to satisfy most stakeholders …with most
    benefiting from the new change faster
    • Faster ROI, higher success rate and performance
    increase for our organisational change projects
    Why use Changeboxing ?

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  37. Claude Émond et
    QualiScope 2011
    40
    Changeboxing fosters the necessary auto-organisation
    and high level of collaboration required to deal successfully
    with our very turbulent, exciting business environment

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  38. Claude Émond et
    QualiScope 2011
    41
    To know more about the ABC of changeboxing:
    • why it works,
    • what to do to make it work,
    • how to do it and
    • with whom to do it in your organisation,
    come to my workshop on the subject this afternoon.
    ....And I will explain that
    and «2-string project management»
    and maybe play Chinese violin …
    oops maybe not a good idea to tell you now

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  39. Claude Émond et
    QualiScope 2011
    44
    Changeboxing
    «The future has already arrived. It's just not evenly distributed yet»
    William Gibson

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