accenture变革项目管理最佳实践学习教案

1、会计学1accenture变革项目管理最佳实践变革项目管理最佳实践第一页，编辑于星期五：十七点 三十四分。2第1页/共35页第二页，编辑于星期五：十七点 三十四分。3What does 第2页/共35页第三页，编辑于星期五：十七点 三十四分。4Smooth and Was the purpose or vision for the change clear?Did leadership support the change? How far in advance did you learn about the change? Did you have any involvement or in

2、put into the change? What other factors contributed to the success of the change? Was your role in the smooth change different from the difficult change? Was the degree of Sponsor involvement different in the two changes? What can you do to create a better environment for change with your team?Think

3、 about a smooth and a difficult change experience you have had at work. For each one:第3页/共35页第四页，编辑于星期五：十七点 三十四分。5View Change as a process, not an event“valley of despair”Managing Change: Achieve maximum performance Not managing Change: predictable outcome cannot be achievedtimeperformanceStart of P

4、rojectGo-liveCDBABuild CM Foundation第4页/共35页第五页，编辑于星期五：十七点 三十四分。6support for changeAwarenessUnderstandingAcceptanceCommitmenttimeNegative PerceptionConfusionBenefits not realized after ImplementationDecision not to Attempt/Support Implementation第5页/共35页第六页，编辑于星期五：十七点 三十四分。7Accenture Enablement - Pro

5、vide individuals and the organization with knowledge, skills, tools, frameworks and support to perform their work successfully. Leadership - Sponsorship of the project by key executives, illustrating managements commitment to the change effort. A clear vision and definition of the project should be

6、produced. Ownership - Commitment to change experienced by affected individuals throughout the organization. The key objective is to get the end users to feel like they own the success.Executive TeamOperational Front-lineCreating a demand for changeHelping people to be successfulNavigationLeadershipO

7、wnershipEnablement第6页/共35页第七页，编辑于星期五：十七点 三十四分。8Navigation第7页/共35页第八页，编辑于星期五：十七点 三十四分。9Leadership第8页/共35页第九页，编辑于星期五：十七点 三十四分。10Enablement第9页/共35页第十页，编辑于星期五：十七点 三十四分。11Ownership第10页/共35页第十一页，编辑于星期五：十七点 三十四分。12Best 第11页/共35页第十二页，编辑于星期五：十七点 三十四分。13Best 第12页/共35页第十三页，编辑于星期五：十七点 三十四分。14Best 第13页/共35页第十四页，

8、编辑于星期五：十七点 三十四分。15第14页/共35页第十五页，编辑于星期五：十七点 三十四分。16第15页/共35页第十六页，编辑于星期五：十七点 三十四分。17Initiating/Sustaining Sponsor:Sets vision, defines changes, and communicates priorities to the organizationSupports and validates project effortsAllocates resources to project effortsCreates an environment that enables

9、 changes to be made on-time, within budgetKey Thought Change will not create sustainable benefits over time without effective sponsorship.Change Agent:Ability to reward or discourage the behaviors of the target audienceExecutes the work that makes the change happenKey Thought The Change Agent introd

10、uces the changes to the target audience. However, they must be able to enforce resolutions as well.Champion:Has no authority to enforce the change, but can promote and support the change due to the business benefits If not bought in to the change, can act as a major detractor to the change effort an

11、d influence other roles in a negative fashionKey Thought An Advocate is a Sponsor without the authority.Target:Group that must actually change their work processesAre the focus of the change effort and play a crucial role - short and long term - to the success of the projectKey Thought Change is exc

12、iting when it is done by us; threatening when it is done to us.第16页/共35页第十七页，编辑于星期五：十七点 三十四分。18Case ManagersSupervisorsManagersAppointed OfficialsAgency DirectorsCascading SponsorshipProvidersOther workers第17页/共35页第十八页，编辑于星期五：十七点 三十四分。19Use of the support for changeAwarenessUnderstandingAcceptanceCo

13、mmitmenttimeNegative PerceptionConfusionBenefits not realized after ImplementationDecision not to Attempt/ Support ImplementationCommitment CurveNavigationLeadershipEnablementOwnershipSponsorsChange AgentsEnd Users第18页/共35页第十九页，编辑于星期五：十七点 三十四分。20“Change Masters: People and organizations adept at the

14、 art of anticipating the need for, and of leading, productive change.” Rosabeth Moss Kanter第19页/共35页第二十页，编辑于星期五：十七点 三十四分。21 Probe the future Encourage experimentation Insert yourself in the definition of what is changing Select the strategy for approaching the future Watch for the natural change age

15、nts in your Team Identify and develop mechanisms for action Allow for mistakes Anticipate adversityActive rebellionPassive resistance Always act to support the end goal第20页/共35页第二十一页，编辑于星期五：十七点 三十四分。22第21页/共35页第二十二页，编辑于星期五：十七点 三十四分。23Activities Include: Communicate changes to policies and procedures

16、 Provide training that builds success or encourage team to attend trainingCommunicating effectively Reset team expectations if necessaryAn organization makes change work by enabling its people to succeed. This is achieved by building skills and applying necessary leverage to create new operating par

17、adigms. Source: IMA, Inc. and Accenture; all rights reserved 1997.Enabling Teams to Succeed第22页/共35页第二十三页，编辑于星期五：十七点 三十四分。24Source: IMA, Inc. and Accenture; all rights reserved 1997.Give Your Team Ownership of the ChangeOwnership is the point where stakeholders assume responsibility and make a commi

18、tment to the change第23页/共35页第二十四页，编辑于星期五：十七点 三十四分。25 Engage the team in issue management Ask staff to present information on the change to the rest of the team Ask staff to represent your team at a meeting Collect ideas from the team Share best practices before, during, and after implementationAn or

19、ganization increases its commitment to change through involvement and respect for peoples capacity to overcome challenges. Source: IMA, Inc. and Accenture; all rights reserved 1997.Give Your Team Ownership of the Change第24页/共35页第二十五页，编辑于星期五：十七点 三十四分。26Managing 第25页/共35页第二十六页，编辑于星期五：十七点 三十四分。27Defini

20、ng Next Steps第26页/共35页第二十七页，编辑于星期五：十七点 三十四分。28第27页/共35页第二十八页，编辑于星期五：十七点 三十四分。29第28页/共35页第二十九页，编辑于星期五：十七点 三十四分。30Note: Total exceeds 100% due to multiple answersSource: Information Week, June 20, 1994Resistanceto ChangeLimitations ofExisting SystemsLack ofExecutive ConsensusUnrealisticExpectationsLac

21、k of SeniorExecutive ChampionProject CharterToo NarrowIT Staff InvolvedToo LateInadequateTeam SkillsLack of Cross-Functional Project Team % of respondents 10 20 30 40 50 60 70 80 90 Obstacles to Business Reengineering Success Axiom There will always be resistance to change Resistance is natural and

22、inevitable reaction to the disruption of expectationsReasons Change Efforts Fail第29页/共35页第三十页，编辑于星期五：十七点 三十四分。31第30页/共35页第三十一页，编辑于星期五：十七点 三十四分。32Learning that a change will occur/has occurredDeciding how the change will personally affect themForming a Positive Opinion of the ChangeForming a Negative Opinion of the ChangeMaking a Decision to Support the ChangeMaking a Decision to Resist the ChangeTaking Action to Support the ChangeTaking Action to Prevent the Change from Being SuccessfulCommitmentResistanceAdapted from Managing a