Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE CHANGE MANAGEMENT : IMPLEMENTING A COLLABORATION TOOL ACROSS BOMBARDIER
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« Déployer et faire adopter des projets de nouvelles technologies, qui occasionnent des changements humains et culturels, sont des défis de taille!!! Pendant cette session, nous allons partager l’importance de la synergie entre les pratiques de Gestion de projets et de Gestion du changement pour optimiser le partage et la gestion des connaissances de même que la collaboration interne. Nous vous invitons à assister à notre session pour apprendre de « notre histoire et parcours », vécus à travers différentes unités d’affaires chez Bombardier, de la conception du projet en passant par le projet pilote, le retour d’expérience et le déploiement complet de l’outil de collaboration. » BIOGRAPHIE Mme Sapene détient un baccalauréat en Administration des affaires et une maîtrise en Système d’intervention humaine de l’Université Concordia, un certificat en Responsabilité sociale corporative de l’Université de Toronto ainsi qu’un diplôme comme APMG CM Global Facilitateur. Durant les 25 dernières années, elle a cumulé de l’expérience en Gestion de projets et en Gestion du changement, particulièrement en analyse stratégique, en réorganisation, en processus et en déploiement de système. À titre de directrice du département de Gestion du changement – Gestion du cycle de vie du produit – Ingénierie chez Bombardier, Mme Sapene dirige une équipe à l’avant-garde de l’innovation dans un environnement d’affaires internationale, complexe et multiculturelle en perpétuel transformation. En partenariat avec Aéro Montréal, elle était aussi à la tête de la conceptualisation, du prototypage et du déploiement du programme « Passion pour l’aviation » destiné à inspirer les jeunes dans leur choix de carrière vers les sciences et les technologies. Ce programme est maintenant déployé dans plusieurs pays. En ce moment, elle est à la tête d’un projet majeur de gestion de changement en Gestion des connaissances – le déploiement de SharePoint chez Bombardier. Elle donne aussi fréquemment des conférences à des événements tant locaux qu’internationaux, incluant PMI, HEC, McGill, IT Chapter Montreal, Alia et autres. Merling enseigne la Gestion du changement au programme de Gestion de projet à l’Université McGill, et membre du conseil d’administration HPIC, sante et espoir, et IScoa.
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Semelhante a Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE CHANGE MANAGEMENT : IMPLEMENTING A COLLABORATION TOOL ACROSS BOMBARDIER
Semelhante a Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE CHANGE MANAGEMENT : IMPLEMENTING A COLLABORATION TOOL ACROSS BOMBARDIER (20)
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Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE CHANGE MANAGEMENT : IMPLEMENTING A COLLABORATION TOOL ACROSS BOMBARDIER
- 1. 1 Synergy between Project Management and People Change Management Implementing a Collaboration tool across Bombardier Workshop Merling Sapene Director, People Change Management Marco Beaulieu Head of Knowledge Management Product Development Engineering, Bombardier
- 2. How to integrate Project Management and People Change Management Discuss lessons learned after deploying a collaboration tool across Bombardier Apply “Change Management Toolbox 101” 2 WORKSHOP LEARNING GOALS
- 3. 1. Introduction 2. Knowledge Management (KM) at Bombardier 3. Our journey to deploy a collaboration tool: Synergy between Project Management and People Change Management 4. Conclusion 3 SCHEDULE
- 4. 4 Bombardier: Creating better ways to move the world Manufacturer of aircraft and trains Presence in over 100 different countries Manufacturing and Service facilities across the globe The evolution of mobility is our brand promise BOMBARDIER
- 5. CONNECTING • people and bridging silos SHARING • knowledge and best practices SUCCEEDING • in solving problems and helping each other Connect engineers into a network of knowledge to foster ongoing innovation 5 GOAL
- 7. Time in the office NVA 30% Engineers report that more than 30% of their time in the office is spent on non value-added (NVA) tasks 7 IMPACT • Rework • Document Management • Meetings • Searching for documents • Looking for missing documents
- 9. 9 Knowledge Center Knowledge Library Knowledge Domain Site Documents Library Out of Scope • Documents that must be shared with groups outside of engineering • Not created by Bombardier • Officially published in another system Examples: • Design guidelines • Knowledge page • Memos • Problem solving sheets • Technical reports Examples: • Master plan • Gap analysis • Multi site and discipline meetings presentations • Newsletters • Discussions Examples: • Requirements documents • Certification documents • Drawings CRITICAL KNOWLEDGE
- 10. 1. Easily find internal experienced individuals 2. Render Bombardier-wide critical knowledge available at fingertip 3. Reuse “our know-how” 4. Improve communication & Bridge internal silos 10 TOOL BENEFITS
- 11. 11 28 KNOWLEDGE DOMAINS Acoustics Flight Test Aerodynamics Flight Deck Design Aircraft Configuration Loads & Dynamics Airworthiness Mass Properties Airframe Structure Materials and Processes Avionics Pneumatics Cabin Interior Product Integration Cabin Systems Program Management Configuration Management Project Management Control Systems Propulsion Electrical Reliability Maintenance & Safety Electronic Equipment Design Assurance Stress Electromagnetism System Simulation Experimental Thermodynamics KNOWLEDGE DOMAINS
- 12. REDUCED REOCCURENCE OF ERRORS AND INCREASED EFFICIENCY WHY KM AT BOMBARDIER? •Multiple knowledge databases not connected •Poor knowledge search functionalities •A loose network of engineers •Experts firefighting on programs •Existing knowledge that is not shared Today REOCCURRING DESIGN ISSUES AND TIME LOSS IN SEEKING KNOWLEDGE AND EXPERTISE Tomorrow EFFICIENT KNOWLEDGE MARKETPLACE: •Knowledge communities •Detailed company directory •One-stop knowledge search •Codification systems for reusable knowledge 12
- 13. Our Journey to deploy a collaboration tool at Bombardier Synergy between Project Management and Change Management 13
- 14. COLLABORATION PLATFORM 14 • Transform culture to a knowledge-sharing community • Connect engineers to a network of knowledge • Develop new methodologies and processes • Implement new collaboration tools to support KM activities • Launch Pilot Implement a solution for the engineering community to capture, organize and disseminate reusable knowledge. GOAL
- 15. Video 15
- 16. 16 2015 2016 2017 Q4 Q1 Q2 Q3 Q4 Acoustics ASIL* Thermodynamics Airworthiness Control Systems* WAVE # 1 : 6 domains WAVE # 3 : 8 domains WAVE #2 : 10 domains September January Acoustics, Airworthiness and Thermodynamics are completely on boarded *Remaining users to be trained in other Waves DEPLOYMENT WAVES
- 17. “Managing change is helping people cope with changes in the workplace and getting them through the transition period from the current to the future state with as few disruptions as possible”. Change Management, Jeffrey M. Hiatt, Timothy J. Creasey 17 WHAT IS PEOPLE CHANGE MANAGEMENT?
- 18. Awareness Clarification Learning Case for change Understanding Acceptance Early Euphoria Fear/ Uncertainty Adaptation Commitment Departure TIME Reduce Impact 18 CHANGE CURVE Paralysis
- 19. 19 Standards, Methodologies and Processes Administration & Support Consulting Project / Program Delivery Management Governance & Performance Management Organizational Change Management • Customer/Stakeholder satisfaction • Manage resistance • Readiness assessment • Stakeholder management • Communications Knowledge Management • Manage intellectual collateral/property • Lessons learned • Content management • Collaboration Strategic Planning Portfolio Management Prioritization Talent Management Training Project Management Institute. (2013). PMO Framework. Newtown Square, PA: Project Management Institute. PMO FRAMEWORK
- 20. Why are we launching this project? AS-IS Engineering: 1. Knowledge is siloed 2. Knowledge is not easily accessible 3. Collaboration with others is limited 4. Development of disconnected applications TO-BE System that improves Engineer collaboration, sharing, and finding information WHY Change? 21 CASE FOR CHANGE
- 21. 22 2015 2016 MAR APR MAY JUNE JULY AUG SEP OCT NOV DEC JAN Technical Solution Configuration Sprint 3 Sprint 4 Backlog closure Recommendation Investment Hand over & Stabilization Sprint 1 Sprint 2 Governance Implementation Aug 17 Aug 31 INITIATING PLANNING EXECUTING & CONTROL CLOSING PROJECT TIMELINE PEOPLE CHANGE MANAGEMENT
- 22. Full engagement of sponsors and management team High quality data available for users (identified, cleansed, tagged and shared) From Learning to Action plan established and implemented Dedicated time for users to participate in training and integration of SharePoint in their day-to-day activities 23 SUCCESS FACTORS
- 23. 24 Control Systems Acoustics Thermodynamics ASIL Airworthiness Vice President Directors Managers Org X Vice President Directors Managers Org Y Vice President Directors Managers Org Z Remaining 23 KD Focals PEOPLE CHANGE MANAGEMENT STRATEGY Knowledge Domains Support & Engage To Be Defined Business Users
- 24. 25 Sponsorship and Leadership Engagement Stakeholder Management and Impact Analysis Communications Education, Training – Training Logistics From Learning to Action Support and Sustainment Plan INTERVENTION AXES PEOPLE CHANGE MANAGEMENT
- 25. 25 2015 FY15 Q2 Q3 Q4 Q1 April May June July August September October November December January TIMELINE Target Go-Live Target Go-Live Initiating Planning Executing & Control Closing Sponsorship and Leadership Engagement Project Kick Off Leadership Interviews Case For Change CM & engagement strategy Management open training sessions HR BP & OD Engagement From Learning to Action Plan Sponsorship and Leadership Engagement Identify the approach and the tools used to ensure Sponsor and Management project buy-in and engagement PEOPLE CHANGE MANAGEMENT PLAN
- 26. 26 2015 FY15 Q2 Q3 Q4 Q1 April May June July August September October November December January TIMELINE Target Go- Live Target Go-Live Initiating Planning Executing & Control Closing Stakeholder Management And Impact Analysis Impact analysis (detailed) Risk Analysis Stakeholder Map and Analysis End User List KD Core End User List Contributor s Stakeholder Management and Impact Analysis Identify how the organization, key Business segments and individuals are impacted by the project deployment PEOPLE CHANGE MANAGEMENT PLAN
- 27. 27 2015 FY15 Q2 Q3 Q4 Q1 April May June July August September October November December January TIMELINE Target Go-Live Target Go-Live Initiating Planning Executing & Control Closing Communications KM Share Point Email Address (project box) Comm. from Sponsors Information Cascade- Management Communication Strategy Communication Plan News Letters Sustainment message including video vignettes, tips and tricks, how to’s, etc… Branding Contest Communications The tools and activities that will be used to inform and engage stakeholders/users throughout the project PEOPLE CHANGE MANAGEMENT PLAN
- 28. 28 Teaser Video Pilot Project: Key Takeaways PEOPLE CHANGE MANAGEMENT VIDEOS
- 30. 30 2015 FY15 Q2 Q3 Q4 Q1 April May June July August September October November December January TIMELINE Initiating Planning Executing & Control Closing Education, Training – Training Logistics Training Logistics – 38 KD Core Detail design and content definition Design & Develop Learning (Strategy + Course Outline) Training Logistics eLearning course development “Leading KD with” course development Training Delivery Training follow up Target Go-Live Target Go-Live Education, Training and Training Logistics Education (Awareness & Process) as well as Technical training, this includes design, development, delivery, and evaluation and feedback PEOPLE CHANGE MANAGEMENT PLAN
- 31. 32 Knowledge Owner Content Experts | Community Manager Community members | SMEs From Learning to Action Teasers On demand Q&A Teasers Migration Coaching Content Migration Teasers Advanced coaching workshop Search Management From Learning to Action Teasers Leading your KD eLearning PEOPLE CHANGE MANAGEMENT PLAN Leading your KD eLearning Search Leading your KD eLearning On demand Q&A On demand Search eLearning Q&A
- 32. 32 2015 FY15 Q2 Q3 Q4 Q1 April May June July August September October November December January TIMELINE Target Go-Live Target Go-Live Initiating Planning Executing & Control Closing From Learning to Action Planning – defining content required per KD Implementation – KD experience success stories.. From Learning to Action Transforming what was learned in class through immediate practical application and implementation PEOPLE CHANGE MANAGEMENT PLAN
- 33. ACTION ITEM EXAMPLES ACTION Knowledge Domain Refine Foreign Certification Pilot plan Airworthiness Review taxonomy (perform final validation) Control Systems Publish newsletters ASIL Assign tasks to team members to track working groups Acoustics Initiate working group with a personalized discussion Forum Thermodynamics What will be your Knowledge Domain’s action items? From Learning to Action - Examples 34 PEOPLE CHANGE MANAGEMENT PLAN
- 34. 34 2015 FY15 Q2 Q3 Q4 Q1 April May June July August September October November December January TIMELINE Initiating Planning Executing & Control Closing Support and Sustainment Plan Sustainment Strategy and Plan - support Target Go-Live Target Go-Live Support and Sustainment Plan Identifies the processes and teams that will be in place after project Go-Live date to support the deployment. This includes key contacts, and escalation procedures PEOPLE CHANGE MANAGEMENT PLAN
- 35. 35 2015 FY15 Q2 Q3 Q4 Q1 April May June July August September October November December January PEOPLECHANGEMANAGEMENT/TRANSFORMATIONINTERVENTIONAXES Sponsorship and Leadership Engagement Stakeholder Management and Impact Analysis Communications Education, Training – Training Logistics From Learning to Action Data migration of Pre- Existing Knowledge Domain Sites Support and Sustainment Plan TIMELINE Target Go-Live KM Share Point Email Address (project box) Impact analysis (detailed) Risk Analysis Training Logistics – 38 KD Core Detail design and content definition Stakeholder Map and Analysis Project Kick Off Leadership Interviews Case For Change CM and engagement strategy Management open training sessions Comm. from Sponsors End User List KD Core End User List Contributors Information Cascade with Management Design & Develop Learning (Strategy + Course Outline) Communication Strategy Communication Plan Planning – defining content required per KD Training Logistics Implementation – KD experience success stories.. eLearning course development “Leading KD with SP” course development Training Delivery Training follow up Target Go-Live HR BP & OD Engagement News Letters Sustainment message including video vignettes, tips and tricks, how to’s, etc… From Learning to Action Plan Branding Contest Identify and validate content types Identify content experts Identification/centralization workshops Categorization/tagging workshops Migration of the Wiki, eBok, Bnet, etc Sustainment Strategy and Plan - support Initiating Planning Executing & Control Closing CHANGE MANAGEMENT PLAN
- 36. Align the project to business objectives Get senior leadership support – A must have Endorsement/participation by managers and process owners Active participation by the key stakeholders Strong communication strategy. Have a colleague explain the project in their own words Use of video capsules instead of long emails 36 KEY TAKEAWAYS
- 37. Questions Q & A
- 38. Knowledge Areas Project Management Process Groups Initiating Process Group A Planning Process Group B Executing Process Group C Monitoring & Controlling Process Group D Closing Process Group E 4 Project Integration Management 5 Project Scope Management 6 Project time Management 7 Project Cost Management 8 Project Quality Management 9 Project Human Resource Management 10 Project Communications Management 11 Project Risk Management 12 Project Procurement Management 13 Project Stakeholder Management 39 Project Management Institute. (2013). PMO Framework. Newtown Square, PA: Project Management Institute.
- 39. 41 Knowledge Areas Project Management Process Groups Initiating Process Group A Planning Process Group B Executing Process Group C Monitoring & Controlling Process Group D Closing Process Group E 4 Project Integration Management Case for change Master/Detail CM plan CM Lessons learned 5 Project Scope Management Impact Analysis (Detailed) Stakeholder Analysis (Scope stance) CM Strategy Design & Develop Learning - eLearning Course Development Training Logistics Training Delivery Course Evaluations 6 Project time Management Develop CM plan 7 Project Cost Management 8 Project Quality Management 9 Project Human Resource Management 10 Project Communications Management Project Kick Off Communication strategy / Plan Deploy Communications Examples: o Management Cascade Package o News Letters o Communication from Sponsors Training follow up 11 Project Risk Management 12 Project Procurement Management 13 Project Stakeholder Management High Level Stakeholder map Engagement strategy / plan Stakeholder Map & Analysis (Managing stakeholders) – End User List Define Roles and Responsibilities of Stakeholders Define Business involvement / Power User requirements Develop Support model Leadership Interviews Deploying Engagement Strategy Support Model Project Management Institute. (2013). PMO Framework. Newtown Square, PA: Project Management Institute.