The Program Plan ensures that all project teams and stakeholders understand how the related Projects will be chartered and managed to deliver the overall Program Benefits. It communicates the program management approach and degree of overall coordination which will be used to coordinate the projects and project releases within the overall program (vs level of project independence). Project Charters detail scope for each project.
Program Plan details include:
Details for the Program Plan may be adapted as applicable, and may also be added into the Project Charters.
Business Process Automation (BPA) is the technology-enabled automation of activities for an organizational transformation that aims to drive efficiency, provide transparency and facilitate compliance for repeatable processes.
Digital Process Automation (DPA) refers to the use of digital technology to perform a process or processes in order to accomplish a workflow or function. It is a digital transformation solution that extends your processes to customers, suppliers, and partners, empowering you to act proactively, respond quickly, and generally provide a great customer experience.
Robotic Process Automation (RPA) is the application of technology that allows employees in a company to configure computer software or a “robot” to capture and interpret existing applications for processing a transaction, manipulating data, triggering responses and communicating with other digital systems.
By Daniel Fuller
Many organizations approach Agile transformations with naïve expectations. They don’t understand that training and coaching teams alone won’t be enough to ensure that their Agile initiative succeeds. Agile transformation entails changes in policies, processes, mindset and culture that will be felt throughout the organization. The key to successfully leading change that runs this deep is Organizational Change Management (OCM).
The key to leading deep, sustainable change is #OrgChangeManagement (OCM)
OCM helps change leaders usher in extensive operational and structural changes. Even more important, it helps leaders facilitate the human aspects of change that occur during Agile transformations.
But first let’s look in a little more depth at what Agile transformation entails.
Agile is the new normal, it has been around for over 15 years and is becoming the mainstream way of building software. Many organizations have already adopted Agile practices and many are in the process of undertaking an Agile Transformation with the goal of transitioning from a set of values and principles aligned to waterfall and sequential development to Agile values and principles. Some organizations have had trouble making this transformation stick, and we have observed that often this is because very few of these organizations used Organizational Change Management practices as part of their Agile Transformation.
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Change Leadership, in its very essence, should focus upon improvement and growth. Without an actual purpose, and driving change only for the sake of change, change is a waste of everyone´s time.
Well organized is half done, but only very successful plans always have space for modifications. Only geniuses can master chaos, and however much we love agile project management, an essential skill for any change leader is the ability of focusing on key strategic issues, drive change with a dynamic effort, and with the goal in mind. (Green, M. Change Management Masterclass. 2007.)
Leading change equals the ability of leading development through enabling continuous growth, and improvement. Leading change is also strategy, and an ability of analyzing the PESTLE environment. In organizational settings, change management programs and projects need to be based upon the organization´s vision, mission, and strategy. Change projects, however narrow or extensive, will be successful when core values, goals, constant work, and communication are well aligned. Depending upon the needs and the breadth of the change initiative, mobilizing everyone involved is of out most importance. In the organizational setting, change has to be led simultaneously and with consistence throughout the whole organization, and on individual level. Traditionally, change has been thought of as something activated and triggered from top management, but in today´s learning organizations change initiatives can come from anyone, and basically anyone in an organization can be a change agent, formally or informally. In any organization, it is important for management to understand, that the needs for change may also be communicated from employees who are in direct customer contact, e.g. based upon feedback from customers. Therefore, in traditional, hierarchical settings, change can very well be initiated from a “lower” organizational level upwards. In democratic, low-hierarchy organizations, change projects can be successfully executed through participation of everyone involved. Successful involvement also increases the level of integrity. The most successful organizations also know how to involve their clients when driving change.
“One person can be a change catalyst, a transformer in any situation, any organization. Such an individual is yeast that can leaven an entire loaf. It requires vision, initiative, patience, respect, persistence, courage, and faith to be a transforming leader”.
(Mike Green. Change Management Masterclass. 2007)
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By Sunil Srivastava
One of the most complex challenges facing software engineering teams today is the implementation of positive change that lasts - in other words, implementing change that sticks. When senior leadership of software engineering organizations discuss strategy, there is usually a lot of talk about managing change effectively and yet most organizations continue to fail in implementing sticky change.
Why Change Fails?
The reason sticky change is hard to maintain for most organizations is misdirected efforts. Senior managers seem to focus on realigning organizational structures and processes when they decide change is needed. In most cases, when change is discussed in executive meetings as a need, managers start thinking in the direction of team structures and protocols to show progressive change. Instead of assessing employee behaviors and organizational culture, they focus on changing processes to demonstrate change. However, the problem often goes deeper than just process change that and so change initiatives often don’t stick.
Sticky Change is Not Forced
Sticky change is change that is accepted by people who are subjected to it. Without their consent, it will only be a set of forced processes that they may continue to follow but with no interest.
What is more, this approach is counter-productive. Forcing change is bad for a number of reasons, including the fact that it makes employees feel trapped, which leads to distrust toward management and the organization as a whole.
To make teams implement lasting change, cultural practices in the organization should be changed strategically over time with adequate communication through horizontal and vertical channels.
Software teams can fail for a number of reasons, some of which include:
Change that matters is change that sticks.
Being able to transition software teams towards being more agile and delivering projects faster is something that is on the top of the agenda of almost very leader in the software industry. With time, leaders are realizing that they need to develop strategies and processes that will make change sticky and deliver the desired success and growth.
Communication and engaging the entire organization in the challenge of implementing change is critical to “sticky change”. Team members need to be engaged and made aware that they are integral to the solution that is being developed and it’s adoption is critical to its success. Team members priorities, values and goals should be aligned with those of the organization, and only then will the recommended changes be adopted & practiced by team members. Only in such a scenario will the change stick but that will take time and effort. Early failure should be anticipated and mitigation activities planned.
Remember that effective positive “sticky change” is a process and will take time.