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 

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

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! 

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»: ♥ 

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 

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: 

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

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 

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 

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 

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 

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 

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 

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

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 !! 

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 

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 

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) 

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. 

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 !  

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) 

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) 

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) 

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 

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 

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 

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 

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

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

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? 

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 

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 

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 

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 

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 ? 

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 ? 

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 

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 

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