Building Change Capability‘To put in place the processes and people

to support change within STFC’

Draft Blueprint Design v0.1

Project Manager: Steve QuintonProject Champion: Roger Eccleston

Objectives and benefitsAt the end of the project STFC will be:• Open to change

• Able to change – processes and skills in place

• Seeking continuous improvement

This will enable STFC to:• evolve an effective, efficient, agile, ‘fit for purpose’ organisation

• exploit the benefits of an integrated STFC

• drive continuous improvement

• manage external change

• be responsive to scientific and technical advances

• Transparency in the selection and definition of change initiatives

• Management support – champions of change, cabinet responsibility

• Clear analysis of the benefits of change, and monitoring the realisation of those benefits

• Consistent processes and procedures – applicable both to corporate and local change initiatives

• Involvement of those affected by the change

• Effective communication

Principles

Change Agenda• The change strategy for STFC, expressed as a set of approved change

projects (initially Blueprint)

• Departments or Business Units will have their own Change Agendas with additional, complementary projects

Change Process• A framework will be defined which will be followed for all change projects

within STFC

• The framework will draw on published best practice in this area, and on STFC’s established project methodologies

Identified Resources • The Change Process will define a number of Change Management

Roles

• The staff filling these roles in the Directorates and Departments will be identified, and a training programme will be developed and rolled out

Overview: ‘to be’ elements

Corporate Change Agenda owned by Operations Board• register of all corporate change projects to be developed, and then

maintained and monitored

• first draft available

Directorates/BUs/Departments to develop local Agenda• example produced for Technology

Change Agenda

Introduction•Overview; What is a Change Project; Resources; Using the Handbook

Process Overview• flow diagram

Process Detail• the Change Agenda; for each phase: purpose, focus for this phase on each of 9 ‘strands’ including

outputs, review and approval

Roles and Responsibilities• roles in a change project; change management roles in STFC

Tools and Techniques• Change Track etc.

Forms and Checklists• PID; monitor form etc.

Change process handbook

External Drivers

Improvement Ideas

Establish the need for Change(Conception)

Consult, Plan and Design(Business Planning, Implementation

Planning, Design the Change)

Develop and Implement the Change

Consolidate and Review(Lessons Learned, Benefits

Realised)

The Change Process

‘Change Leader’ role defined • one (or more) per Department

• advertised in ‘In Brief’ April 8th, volunteers will be sought during this APR/ASR round

• APM accredited training course available, will be run in the Autumn

‘Change Track’• A proven tool for assessing the performance of a change project

against key ‘drivers’

• Can be used as a checklist by project managers or project teams, or through staff surveys

Resources

WANTED - Change Leaders

As part of the Blueprint Programme STFC is looking for people

willing to become change leaders to help the organisation to

improve its change management capability. Change Leaders

would continue to work in their current role but spend a

proportion of their time supporting change projects within their

own and possibly other departments. Managers are being

asked to consider whether this role would provide a suitable

development opportunity for any of their staff, probably at band

E and above although more junior staff would be considered. If

you are interested in this opportunity please discuss it with

your manager during your appraisal discussion.

The Change Process

Drivers:(key factors important to high

performance change)

Turbulence

Resources

Aligned Direction

Engagement

Team Leadership

Emotional Energy

Affecting:(measure the state of each

driver at each stage for each group)

Individuals

The Change Team

STFC as a whole

Stakeholders/ Customers

Change Track

Implementation• Operations Board take ownership of the corporate Change

Agenda – May• Change Leaders identified – June• Handbook, web site, and first set of supporting material

available – Summer• The Implementation Team for this project will be the current

Project Team and the Change Leaders• The Implementation Team, starting in the Autumn:

• cascades the principles of the new STFC Change Management Process• leads on the development of their Department Change Agenda• supports the implementation of the Blueprint programme,

and other Corporate and Department change projects

• The Change Process will support the implementation of changes identified by the other Blueprint projects

• The project management aspects of the Change Process will be linked to the STFC Project Management Framework being developed as part of the Core Processes project

• There are particularly strong links to the Leadership and Culture projects. Change projects will only succeed if they have the backing of senior management, and there is a positive approach to change among the staff

Interfaces to Blueprint Projects

Ad hoc:

• some change projects on the corporate register

• project management frameworks in place but no references to change project requirements

• a mix of training courses used

• trained staff not identified

• no centralised resources

• A complete list of change projects and initiatives in place, managed to minimise conflicts and pressure on staff, and to maximise benefits

• A consistent, best practice, approach to managing change projects in STFC.

• Staff and resources in place to support the projects

TO

DA

Y

draft Change Agenda

STFC and Department Change Agendas

draft Framework

Accredited training identified

STFC Change Project Framework

Change Leaders Identified

Change Leader job spec

Training courses set up

Web based resourcesin place

Building Change CapabilityPast

What we hadPresent

What we haveFuture‘To be’