A framework for selecting change strategies in it organizations
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A Framework for Selecting Change Strategies in IT Organizations. Jan Pries-Heje The IT University of Copenhagen, [email protected] & Otto Vinter DELTA IT Processes, [email protected] Foundation Vision and strategy Organisational culture Expectation management Knowledge management

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A Framework for Selecting Change Strategies in IT Organizations

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A framework for selecting change strategies in it organizations

A Framework for Selecting Change Strategies in IT Organizations

Jan Pries-Heje

The IT University of Copenhagen,

[email protected]

&

Otto Vinter

DELTA IT Processes,

[email protected]


The improvability model

  • Foundation

  • Vision and strategy

  • Organisational culture

  • Expectation management

  • Knowledge management

  • Management competence

  • In Use

  • Product quality

  • Deployment strategy

  • Deployment means

  • Roles and

  • responsibility

  • Operations and maintenance

  • Initiation

  • Sensing urgency

  • Idea creation

  • Idea processing

Projects

  • Project goal and requirements

  • Project team

  • Project competence

  • and knowledge

  • Project process

  • Project prioritising

  • Management support

  • Involvement of others

The ImprovAbility™Model


A framework for selecting change strategies in it organizations

Observations and scoring

Recommendations

Change strategy

Foundation

Initiation

In Use

Projects

From Interviews to Recommendations Using the ImprovAbility™ Model

Interview

Management,

Projects and Users

Prioritise

Based on score.

Assessors

  • Database of change approaches

    • Relations between

    • Parameter profile

    • Change Principles

    • and known change approaches on the organisational level

Prioritise

Importance for business.

Management

Matrix

Dialogue

Interviewees

Scope of change

questionnaire

Scope of change

Focus

filter

Dialogue

Management

Change strategy

questionnaire


The 10 organizational change strategies

The 10 Organizational Change Strategies

Reengineering – Change is driven by fundamentally rethinking and redesigning the organization to achieve dramatic improvements

Optionality – Change is driven by the motivation and need of the individual or group. It is to a large degree optional whether the individual takes the innovation into use

Socializing – Change in organizational capabilities is driven by working through social relationships. Diffusion of innovations happens through personal contacts rather than through plans and dictates

Specialist driven – Change is driven by specialists, either with professional, technical, or domain knowledge

Exploration – Change is driven by the need for flexibility, agility, or a need to explore new markets, technology or customer groups

Commanding – Change is driven and dictated by (top) management. Management takes on the roles as owner, sponsor and change agents

Employee driven – Change is driven from the bottom of the organizational hierarchy when needs for change arise among employees

Learning driven – Change is driven by a focus on organizational learning, individual learning and what creates new attitudes and behavior

Metrics driven – Change is driven by metrics and measurements

Production organized – Change is driven by the need for optimization and/or cost reduction


Prioritised list of the change strategies case b

Prioritised list of the Change Strategies (Case B)

71 %Optionality

65 %Commanding

59 %Socializing

58 %Production organized

56 %Specialist driven

40 %Metrics driven

34 %Learning driven

29 %Exploration

28 %Reengineering

18 %Employee driven

The 10 change strategies are all anchored in Change Management literature


More information

More Information ?

[email protected]

www.talent-it.dk

Otto Vinter

DELTA IT Processes,

Tel: +45 7219 4000, Fax: +45 7219 4001

[email protected]


The improvability products

The ImprovAbility™ Products

  • Organisational assessment (typical)

    • 1½ Management (SPI / IT Management) interview

    • 2 project group interviews

      • covering at least 3 projects (SPI or IT)

    • 2 user group interviews

      • covering the use of at least 3 products (same kind as above)

  • Project assessment

    • 1 project team interview

      • the project team (or part of it)

    • (1 management interview)

      • optional for mission critical projects


Differences between the two assessment types

Organisational

Assessment based on what has been done in the past (i.e. completed projects being used by users)

Includes all 20 parameters

Recommendations for the organisation on how to improve on a general level

The recommendations are adjusted to the change approach most suitable for the company

Project

Assessment based on expectations in a (newly) started project (i.e. the project not completed)

Includes 17 parameters

Recommendations for the project on what to include in their work to increase the likelihood of success

The recommendations are discussed and adjusted in dialogue with the project team to suit their conditions

Differences between the two assessment types


The new things in improvability

The new things in ImprovAbility™

  • ImprovAbility™ is not a maturity model but measures parameters, that are important for success

  • ImprovAbility™ provides recommendations for parameters, that are important for the business / project and has a low score. The recommendations comes from a large database of proven disciplines and techniques.

  • The organisational assessment includes a survey that prioritises 10 different approaches to change management. In this way it is possible to optimise the recommendations to the company – what has the highest likelihood to work for them.


Improvability vs capability models

ImprovAbility™ vs. Capability Models

Strategic

Management

Technical

Management

General

Engineering

Specific

Tasks

Scope of ImprovAbility™

Less detailed

Scope of

Capability Models

Detailed

ExplorationDevelopment Operations

Extending an idea from:

Systems Engineering Beyond Capability Models, 2002

by Sarah A. Sheard and William W. Schoening


What is process improvement and innovation

Management

Managers

What is process improvement and innovation?

Process improvers

Process

improvement

(= innovation)

New processes

or tools

IT developers

IT product

End users

Product development (= innovation)


Experiences using improvability

Experiences using ImprovAbility™

  • 2 complete organisational assessments

    • One manager concluded: No I know why things has not worked the way I expected (based on the top 2 change approaches most suitable for the company)

  • 1 SPI focused organisational assessment in a high maturity company

    • They could use our recommendations and liked the concept

  • 6 project assessments

    • A big variation in project complexity, size, maturity and parameters selected for recommendations

    • The process highlights strength and weaknesses to the project team and provides usable recommendations


What do we offer to our customers

What do we offer to our customers

  • Organisational assessment (from 16.000 €)

  • Project assessment (from 5.400 €)

  • 5 day certified Project Assessor training course (3.000 €)

    • Project assessment can be made internally by certified assessors


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