Templates and Guidance Change Management & Project Management Reporting Integration using Inverted Pyramid Templates and Guidance

Slide 1 How can we use the reverse pyramid in a change management project kick off? Context Kick off meeting Audience Board members, team members Body of the slide Milestones, project tasks, element of change curve (expected reactions) Key points and messages Elements of the change curve, when these can happen and how ( project phases) Identify and address emotional underpinnings Emotional reaction of stakeholders, effort and its descending intensity during the project life-cycle

Hypercare/Results Kick off meeeting Effort and RAG status 1 Assessment Elements of the change curve 1 Assessment Elements of the change curve 2 Evaluate resistance Build teams Elements of the change curve 3 Training, testing support Elements of the change curve 4 Go-live Elements of the change curve 5 Hypercare/Results

Slide 2 and 3 How can we use the inverted pyramid to engage stakeholders involved in the change? - Assessment phase Context Assessment phase- highlight the change and how this will happen Audience Team members – stakeholders involved in the change Body of the slide High-level “to be “process; reverse pyramid descending effort Key points and messages Where and how the change will happen, highlighting the expected descending efforts Identify and address emotional underpinnings Be expected to find more difficulties in some process steps but less in other ones. Enjoy the successful achievement of the change

1. Goods received in the warehouse Purchased goods returned- ‘’to be’’process Actively participate to the analysis and confirmation of the requirements 1 6. Credit notes from supplier management 1. Goods received in the warehouse Estimate the impact with your fellows in day-to-day activities 2 5. Good returns and replenishment 2. Free pass? Training, feedback and ask for support 3 Test 4 3. Quality control and compliance 4. Loads goods into deposit Celebrate success 5 Process phases changes and impact of the change

Demand forecasting «to be» process for new products Review new products introduction process with Sales and TD to create a new delivery information framework 1 Demand response assessment and review New Product test results Verify impact of forecasting process outputs with Supply chain requirements Operation response outputs 2 Review tactical and strategic sales planes and define time-to-market for new products Capacity planning assessment and review Analysis and confirmation of the requirements for the ERP 3 BOM and items data to be posted in the ERP Training, feedback and ask for support Consensus to match unconstrained demand and Supply chain response 4 Review forecasting algorithms, stock levels confirmation other forecasting parameters Cross functional Test 5 Assess financial impact Forecasting results Celebrate success 6 Process phases changes and impact of the change

Slide 4 How can we use the inverted pyramid when reporting plan status? Context Monthly meeting Report Audience Board members, team members Body of the slide Milestones plan vs actuals dates Milestone status previous report vs actuals Key points and messages Progressive status of the project plan, actuals vs expected completion date, rag status of milestones Identify and address emotional underpinnings Combine both possible positive elements and issues of the project plan and supply level of details to the audience, to evaluate the project plan and eventually call them to actions

Evaluate resistance Build teams Training, testing support Plan status report Assessment Evaluate resistance Build teams Training, testing support Go-live Hypercare/ Results PREVIOUS ACTUALS Expected Actual Jan 2017 – Mar 2017 FEB-2017 – Apr-2017 Apr 2017 – Jun 2017 Apr-2017 - Jul-2017 Jul 2017- Sep 2017 Jul 2017- in progress Oct-2017-Nov 2017 Dec 2017-Mar 2018

Slide 5 How can we use the inverted pyramid when reporting stakeholders’ engagement/resistance status? Context Periodical Team meeting report Audience Team members- stakeholders involved in the change Body of the slide Expected/previous engagement/resistance status vs actual, within project milestones compared with other departments Key points and messages What is the current status of the engagement (usually highlighted in green) or resistance ( yellow-red) across each single department and ask for feedback Identify and address emotional underpinnings Combine both possible positive elements and issues of the engagement/resistance process and create a positive competition, stimulate cross functional solution to solve issues, manage conflicts and call to action

Forecasting where we could be Stakeholders engagement/resistance- Monthly meeting Sales ACTUALS PREVIOUS Purchasing PREVIOUS ACTUALS – Operations PREVIOUS ACTUALS Forecasting where we could be Where we are today Warehouse PREVIOUS ACTUALS Technical dep. PREVIOUS ACTUALS – Finance PREVIOUS ACTUALS

See you soon on https://pmbasics101.com/blog/ Thank you Thank you to have downloaded the slides. I hope you can find them useful for your reports and presentations. If you are looking for a way to balance your tasks between project & change management please Feel free to contact me or send an email to info@lucacollina.co.uk See you soon on https://pmbasics101.com/blog/