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The art of transition management through practical glasses
- 1. THE ART OF TRANSITION MANAGEMENT The art of transition management through practical glasses Anna Jaszczołt (Erdmańska)
- 2. THE ART OF TRANSITION MANAGEMENT Project Manager’s Self-Reflection
- 3. THE ART OF TRANSITION MANAGEMENT 2-rooms flat appartment house Types of change garden summer house by the lake moving to a different country developmental change transition transformation skills and actions must change requires new mindset, new behaviors Impact onpeople no major impact analyses trials
- 4. THE ART OF TRANSITION MANAGEMENT current app new functionalities new app Types of change social media call centre prestige service developmental change transition transformation skills and actions must change requires new mindset, new behaviors Impact onpeople no major impact analyses trials
- 5. THE ART OF TRANSITION MANAGEMENT Migrations – typical transition projects Send Site Receive Site Outsourcing Centre Services to be tranferred are determined and there is a transfer process in place.
- 6. THE ART OF TRANSITION MANAGEMENT My Recent „Baby” 1. Description 2. Scope – 9 countries – 150 people – 4 types of services 3. Main project products
- 7. THE ART OF TRANSITION MANAGEMENT Approach Due Diligence Concept Organisational Structure Transfers Service 1 Service 2 Service 3 Country 1 Service 1 Service 2 Service 3 Country 2 Service 1 Service 2 Service 3 Country 3 Service 1 Service 2 Service 3 Country 9
- 8. THE ART OF TRANSITION MANAGEMENT Challenges 1. People 2. People 3. People 4. Organisational Culture / Operations Specifics 5. Local Aspects 6. Legal Constraints
- 9. THE ART OF TRANSITION MANAGEMENT Successful strategies Good old tools are the best… ones you implement them
- 10. THE ART OF TRANSITION MANAGEMENT Successful Strategies Leadership Negative Attitude Tools Communication Project Management Tools & Methods
- 11. THE ART OF TRANSITION MANAGEMENT Leadership 1. Strategy 2. Vision 3. WIIFM 4. Air freshener
- 12. THE ART OF TRANSITION MANAGEMENT Project Management Tools 1. Use simple tools 2. Resign from a classic plan 3. Build a delivery framework 4. Plan in steps (Hybrid approach) 5. Engage your strong and supportive sponsor (sic!)
- 13. THE ART OF TRANSITION MANAGEMENT Negative Attitude Tools 1. Common concept 2. Get rid of complainers 3. Become a sales champion 4. Master your self-esteem
- 14. THE ART OF TRANSITION MANAGEMENT Communication 1. Cut down negative gossips 2. Clear and regular communications 3. Listen!
- 15. THE ART OF TRANSITION MANAGEMENT Success Story? • Team settled and operations performed from Warsaw office • Next Phase Project Initiated • New PM roles opening in HR London
- 16. THE ART OF TRANSITION MANAGEMENT Key success factors Agile-ish Approach 1 23 High Self Esteem Effective Leadership
- 17. THE ART OF TRANSITION MANAGEMENT Thank you! Anna Jaszczołt (Erdmańska) anna.monika.jaszczolt@gmail.com
Notes de l'éditeur
- Developmental change – improvement Transitional change – new state, however we know where we are heading since the beginning. Impact level on skills and actions. Transformational change – we don’t know where exactly we are heading, no place for classic, waterfall plans - > process emerging as you go, totally new future state (requires new mindset, behaviours)
- Developmental change – improvement Transitional change – new state, however we know where we are heading since the beginning. Impact level on skills and actions. Transformational change – we don’t know where exactly we are heading, no place for classic, waterfall plans - > process emerging as you go, totally new future state (requires new mindset, behaviours)
- My transitions: Fund accounting process Edinburgh – Warsaw (30 ppl) Luxembourg – Warsaw (6 ppl. 15 ppl) Dublin – Warsaw (20 ppl) It is still very challenging and brings lots of changes to the organisation.
- Services scope: Salaries and Benefits, Redefined HR Business Partner roles, Recruitment, Learning Products: Receive Site choice, Detailed scope, New process model, New procedures and policies, New roles, New organisational structure, Delivery Approach, All formal requirements met Why transformation? We don’t know where exaclty we are heading Strategic change Scope not determined
- People: people leaving organisation, lack of buy-in from key project members (also decision makers!), trying to impact the decision that has already been made, changing concept, negative attitude towards change Organisational Culture / HR Specifics: lack of project management knowledge, experience; not focusing so much on Customer satisfaction, not focusing so much on costs, mindset: decision not transferred into actions, not used to operations in virtual reality Local aspects: local labour law, local regulators, local procurement contracts, processes, taxes, technology Legal constraints: data protection, regulatory, service nature
- 1. Bind your goal with organisational strategy 2. Build vision 3. WIIFM 4. In crunch situation, use outside authority
- Use simple tools Resign from a classic plan Build a delivery framework Plan in steps (Agile approach) Engage your strong and supportive sponsor (sic!)
- 1. Engage people in building concept 2. Get rid of complainers 3. Become a sales champion 4. Master your self-esteem 5. Listen
- Cut down gossips Clear and regular communications Listen!
- Team settled and operations performed from Warsaw office Next Phase Project Initiated New PM roles opening in HR London