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CHAMPS2® - Change Management for the Public Sector 2 study guide mind map by Mind Map: CHAMPS2® - Change Management for
the Public Sector 2 study guide mind
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CHAMPS2® - Change Management for the Public Sector 2 study guide mind map

CHAMPS2® is a Registered Trade Mark of Birmingham City Council. Trademarks are properties of the holders, who are not affiliated with mind map author.

CHAMPS2® Phases and Stages

Phase 0 - Transformation Initiation

goal, "What do we want to Transform?"

Leaders of the organisation determine the strategic need for change and formulate the strategic outcomes, which are documented within the strategic business case.

In this phase, leaders of the organisation:, Determine the strategic need for transformation, Formulate the strategic Outcomes, Determine the strategic Benefits

stages, 0.1 Agree approach for phase 0, Products, Phase Quality Plan, Product Quality Plan, 0.1.1 Complete Phase Quality Plan for Phase 0, 0.1.2 Complete Product Quality Plan for Phase 0, 0.1.3 Approve Quality Plans for Phase 0, 0.1.4 Determine Phase 0 Team, 0.2 Engage leadership, Identify leadership group, Brief leaders, Understand transformation, 0.2.1 Identify Leadership Group, 0.2.2 Brief Leaders, 0.2.3 Understand Transformation, 0.3 Determine strategic need, Review corporate strategy, Identify key drivers for change, Identify potential areas for change, Understand customer experience, 0.3.1 Review Corporate Strategy, 0.3.2 Identify Key Drivers for Change, 0.3.3 Identify Potential Areas for Change, 0.3.4 Understand Customer Experience, 0.4 Determine strategic Outcomes, Identify strategic imperatives, Assess ambition for change, Define strategic Outcomes, Assess capabilities, 0.4.1 Identify Strategic Imperatives, 0.4.2 Assess Ambition for Change, 0.4.3 Define Strategic Outcomes, 0.4.4 Assess Capabilities, 0.5 Develop the SBC, Outline transformation scope, Define strategic Benefits, Determine indicative costs, Complete Strategic Business Case, Agree approach to change management, 0.5.1 Outline Transformation Scope, 0.5.2 Define Strategic Benefits, 0.5.3 Determine Indicative Costs, 0.5.4 Complete Strategic Business Case, 0.5.5 Agree Approach to Change Management, 0.6 Executive gate, 0.6.1 Assess Phase 0 Exit Criteria, 0.6.2 Leadership Review, 0.6.3 Communication and Consultation, 0.6.4 Executive Approval

Phase 1 - Visioning

goal, "Where do we want to get to?"

The potential operation of the business in the future is explored. It will be described in the vision and the future operating model. An outline business case is produced at the end of this phase.

In this phase, the potential operation of the business in the future is explored. It will be described in the:, Vision, comprising Vision statement and Outcomes, Future Operating Model, outlining the composition and operation of the changed organisation.

An Outline Business Case (OBC) is produced at the end of this phase, which will set out the transformation required and will form the basis for the development of the Full Business Case.

stages, 1.1 Agree approach for phase 1, 1.1.1 Complete Phase Quality Plan for Phase 1, 1.1.2 Complete Product Quality Plan for Phase 1, 1.1.3 Approve Quality Plans for Phase 1, 1.1.4 Determine Phase 1 Team, 1.2 Engage Visioning team, 1.2.1 Identify Visioning Team, 1.2.2 Brief Visioning Team, 1.2.3 Understand Transformation Challenge, 1.2.4 Visioning Team 'Hopes and Fears', 1.3 Define Vision, 1.3.1 Identify Stakeholders, 1.3.2 Identify Customer Needs, 1.3.3 Unconstrained Visioning, 1.3.4 Agree Business Imperatives, 1.3.5 Develop Vision Statement, 1.3.6 Develop Detailed Outcomes, 1.4 Overview of the current business, 1.4.1 Understand Current Operation, 1.4.2 Understand Business Performance, 1.4.3 Understand Business Issues, 1.4.4 Identify Existing Change Initiatives, 1.4.5 Review Current Capabilities, 1.5 Develop Future Operating Model, 1.5.1 Agree Principles of Future Operation, 1.5.2 Identify Key Functions, 1.5.3 Develop Future Operating Model, 1.6 Develop Outline Business Case, 1.6.1 Determine Potential Scope, 1.6.2 Review Strategic Benefits and Indicative Costs, 1.6.3 Complete Outline Business Case, 1.6.4 Assess Compliance, 1.7 Executive gate, 1.7.1 Assess Phase 1 Exit Criteria, 1.7.2 Communication and Consultation, 1.7.3 Executive Approval

Phase 2 - Shaping and Planning

goal, "How are we going to get there?"

Whilst the previous phases identified the objectives of change, this phase defines the programme that will achieve them. A full business case is produced at the end of this phase based on measurable benefits.

The phase consists of:, Scoping and shaping (‘the what’) – defining the scope and objectives of the programme, and outlining the solution in the form of a Logical Design, Structuring the programme (‘the how’) – defining the programme structure and governance and developing high- level plans in order to estimate costs and timescales.

A Full Business Case (FBC) is produced at the end of this phase, providing a detailed justification for transformational change based on measurable Benefits.

stages, 2.1 Agree approach for phase 2, 2.2 Define programme scope, 2.3 Analysis of current business, 2.4 Preparation for Logical Design, 2.5 Logical Design, 2.6 Programme Board gate, 2.7 Product and supplier selection, 2.8 Programme Board gate, 2.9 Identify Benefits, 2.10 Develop the programme structure, 2.11 Develop programme governance, 2.12 Programme planning and costing, 2.13 Develop the Full Business Case, 2.14 Executive gate

Phase 3 - Design

goal, "What will the new solution look like?"

This phase develops the detailed design of the solution that will be documented in the design blueprint. The full business case is revised now that more is known about the solution.

The three stages of design add a more detailed level of understanding and show how processes, the organisation structure and technology fit together., The detailed design builds on the scope and processes identified within the Logical Design and defines how the service will operate and what changes are required in the business, The Full Business Case (FBC) is checked to ensure that it is still valid now that more is known about the solution and how it will be delivered, The Functional Specifications define in detail how the new solution will operate.

stages, 3.1 Agree approach for phase 3, 3.2 Preparation for detailed design, 3.3 Detailed process design, 3.4 Detailed organisation design, 3.5 Detailed technology design, 3.6 Produce Design Blueprint, 3.7 Validate Benefits and FBC, 3.8 Executive gate, 3.9 Develop Functional Specifications, 3.10 Programme Board gate

Phase 4 - Service Creation & Realization

goal, "Creating the new service/solution and testing", During this phase, the detailed design is converted into tangible products such as job descriptions, procedures or IT applications and the whole solution is thoroughly tested.

During this phase, the detailed design will be converted into tangible products:, A new organisation for the business that will support the newly designed ways of working, New and updated process documents, such as policies, standards and procedures, will be written or updated to upport the new ways of working, New technology components will be created or configured and fully tested.

The last element of this phase is end-to-end testing of business processes to ensure that the solution is fit for purpose before being passed over to the business areas.

stages, 4.1 Agree approach for phase 4, 4.2 Preparation for service creation, 4.3 Develop policies, standards and procedures, 4.4 Develop organisation, 4.5 Business scenario walkthroughs, 4.6 Build and unit test, 4.7 System testing, 4.8 Live data preparation, 4.9 Integration testing, 4.10 Validate Benefits, 4.11 Programme Board gate

Phase 5 - Proving & Transition

goal, "Proving the new service/solution works as designed & getting the business ready to use it", This phase contains acceptance testing by the business, followed by transitional activities to prepare the business for going live, such as training or setting up infrastructure. At the end of this phase the solution goes live.

This phase contains three main areas of work:, Further testing of the solution in the form of user acceptance testing (UAT) and operational acceptance testing (OAT), to prove that the solution will work in real business situations and that it is robust, with suitable support processes in place., Transitional activities to prepare the business and technology for going live, such as populating the new organisation structure, training, setting up infrastructure or hardware and software installations., Going live – actually switching to the new ways of working

stages, 5.1 Agree approach for phase 5, 5.2 Preparation for transition, 5.3 User acceptance testing (UAT), 5.4 Operational acceptance testing (OAT), 5.5 Solution acceptance, 5.6 Programme Board gate, 5.7 Process and organisation transition, 5.8 Technology transition, 5.9 Readiness to Go-live, 5.10 Programme Board gate, 5.11 Go-live and Enable Benefits

Phase 6 - Stabilisation

goal, "Embedding and stabilizing the new solution", Phase 6 seeks to stabilise the solution, optimise all elements of its performance and ensure the new ways of working are fully adopted by the business. Early benefits may be realised within this phase.

The phase consists of:, Stabilise the solution and optimise all elements of its performance, Ensure the solution is fully adopted by the business, Realise early Benefits

stages, 6.1 Agree approach for phase 6, 6.2 Realise Benefits, 6.3 Executive gate, 6.4 Provide stabilisation support, 6.5 Process and organisation stabilisation, 6.6 Technology stabilisation, 6.7 Business support transition, 6.8 Stabilisation review, 6.9 Programme Board gate, 6.10 Programme close-down

Phase 7 - Benefits Realisation

goal, "Making sure the Benefits are achieved", This is the final phase, which ensures that the Benefits are actually achieved and are sustainable. Any improvements to the solution must be in line with the overall Vision and support benefits realisation.

This is the final phase, which ensures that the Benefits of transformational change are actually achieved and are sustainable. It includes two main areas of work:, Measuring and evaluating Benefits, Making improvements to the solution and ensuring that these are in line with the overall Vision and that they support Benefits realisation.

stages, 7.1 Agree approach for phase 7, 7.2 Realise Benefits, 7.3 Executive gate, 7.4 Continuous improvement

Vision statements (examples)

McDonald's

To be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile.

Amazon

Our vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online.

Heinz

The worlds premier food company, offering nutritious, superior tasting feed to people everywhere.

Microsoft

Empowering people through great software — any time, any place, and on any device.

Nike

To experience the emotions of winning and crushing the competition.

Google

To organize the world's information and make it universally accessible and useful.

Marks & Spencer

To be the standard against which all others are measured.

BBC

To be the most creative organisation in the world.

Outcomes (examples)

Customers

Customers will be dealt with by proactive, knowledgeable customer focused staff, empowered to put the customer first.

Every visitor to our town will be able to access IT for communication, information, booking and advice.

Customers / employees

Every learner has an entitlement to extend their skills through e-learning opportunities, courses, support and accreditation.

Every worker will have an opportunity to increase productivity through appropriate flexible working,

Employees

The finance department is seen as a desirable place to work.

Benefits (examples)

Non-financial

customer satisfaction

reputation

e.g., Customer satisfaction increased by 30%., Customer waiting time reduced by 50%.

Financial

Cashable, delivering the same for less money

Non-cashable, delivering more for the same money

e.g., The volume of services increased by 20% for the same cost., Cost of call centre service reduced by £500,000 p.a., Productivity increase translated into 15% reduction in production costs., Staff recruitment costs due to high staff turnover reduced by 20%.

Each benefit must have an owner from the relevant business area

The benefit owner has overall responsibility to ensure that the benefit becomes fully realised

Transformational Change

according to CHAMPS2®

A radical change involving the production of better products and services, at the same time, more efficient use of resources.

according to William Bridges

Transformation involves the rejection of the past, the adoption of new behaviors and ways of thinking.

CHAMPS2® consists of: 8 Phases (0 to 7), 73 Stages, 307 Activities, 22 Products.

CHAMPS2® Tools

CHAMPS2® official website

www.champs2.info

CHAMPS2® Knowledge Centre

http://www.champs2kc.com/

Process Map

http://www.champs2kc.com/index.php?option=com_wrapper&view=wrapper&Itemid=2

e-Learning

http://www.champs2.info/index.php/Resources/learning-area.html

CHAMPS2® Products (aka. documentation)

Phase 0

Phase 0 Exit Criteria Checklist

Phase 0 Product Quality Plan

Phase 0 Quality Plan

Sign off sheet

Strategic Business Case (SBC)

Phase 1

Capability Matrix

Future Operating Model (FOM)

Outline Business Case (OBC)

Phase 1 Exit Criteria Checklist

Phase 1 Product Quality Plan

Phase 1 Quality Plan

Phase 2

Benefit card

Benefits inventory

Communications Strategy

Design Framework

Full Business Case (FBC)

Logical Design Document

Phase 2 Exit Criteria Checklist

Phase 2 Product Quality Plan

Phase 2 Quality Plan

Phase 3

Benefit card

Design Blueprint

Design Report

Full Business Case (FBC)

Job Profile

Master List of Generic Roles

Master List of Processes

Phase 3 Exit Criteria Checklist

Phase 3 Product Quality Plan

Phase 3 Quality Plan

TNA Questionnaire

Training Needs Analysis

Phase 4

Benefit card

Course Catalogue

Course Joining Instructions

Course Reminder

Data Cleansing and Migration Strategy

Integration Testing Approach

Phase 4 Exit Criteria Checklist

Phase 4 Product Quality Plan

Phase 4 Quality Plan

System Testing Approach

System Testing Exit

Unit Testing Approach

Phase 5

Benefit card

OAT Approach

OAT Exit

Phase 5 Exit Criteria Checklist

Phase 5 Product Quality Plan

Phase 5 Quality Plan

Role to Course Mapping

Trainer to Course Mapping

UAT Approach

UAT Exit

Phase 6

Phase 6 Exit Criteria Checklist

Phase 6 Product Quality Plan

Phase 6 Quality Plan

Stabilisation Criteria

Phase 7

Phase 7 Exit Criteria Checklist

Phase 7 Product Quality Plan

Phase 7 Quality Plan

CHAMPS2® Official publications

CHAMPS2: realising transformational change

ISBN-13: 978-0117068674

Published: 2010

Pages: 266

http://www.amazon.co.uk/CHAMPS2-transformational-Birmingham-City-Council/dp/0117068675

The most important, key position on CHAMPS2® preparing for exams Foundation and Practitioner exams.

Map is under development, current state is an early ALPHA

CHAMPS2® - A public domain standard and holistic change method (not methodology, tool or small technique), based on 8 phases approach. CHAMPS2® is a holistic approach to business change encompassing changes in organizations to business processes, organisation structures and technology. CHAMPS2® is dedicated for delivering public sector transformational change led by Vision statement.

Advantages of using CHAMPS2®

Mitigate risk

CHAMPS2®’s structured approach to logical design, detailed design, creation and testing ensures greater insight is gained at every stage, providing greater confidence in the realisation of benefits. With this model, organisations an deliver a solution that works and integrates processes, the organisation and technology.

Reduce cost (and risk)

by providing clear guidance, tools and techniques. CHAMPS2® is designed to guide organisations to make decisions at the right time, in the right sequence.

Achieve high standards of programme

delivery through the quality management framework integrated within the method.

Provide a common language

for programme teams and stakeholders across all change initiatives. It is likely there will be many aspects to change, from new technology to buildings; CHAMPS2® allows the incorporation of existing strategies and methods within the organisation, such as Quality Assurance or procurement.

Flexible Model

This approach can be tailored to fit all sizes of projects or programmes. Indeed, it can be applied to non transformational projects, delivering benefits whilst also providing a framework that ensures all changes occur within the context of the transformational objective.

Ensure leadership control

CHAMPS2® includes comprehensive approval gates.

Build internal change management capability

within the organisation; the leadership commitment combined with business area participation is key to overcoming resistance to change, creating broad experience of successful change and reducing reliance on external consultants.

Deliver Benefits

the essence of CHAMPS2® is creating a vision statement supported by concrete, tangible outcomes that can be delivered incrementally, such as ensuring every child has access to a specific service or employee productivity is clearly targeted.

What is CHAMPS2?

CHAMPS2® is a public domain standard and holistic change method dedicated for delivering public sector transformational change led by Vision statement.

CHAMPS2® was developed by Birmingham City Council.

The City, 1 million citizens, culturally diverse, relatively young, 391,000 households, 30% social housing, Cradle of industrial revolution but suffered from decline in manufacturing, Reinventing itself around knowledge and service economies, Excellent recent record of attracting private investment

The Council, The largest UK local authority, 120 councillors, Cabinet model of government, Around 35,000 non-teaching employees, An annual budget of €4 billion, 5000 customer facing staff, Over 1000 locations - €1.6bn property portfolio

Birmingham’s objectives, Raising customer satisfaction from 59% to 85%, 15% reduction in operating costs, To be among top 10 Local Authorities in UK

Birmingham experience, On track to deliver Benefits in 3 key areas:, Customers, Efficiencies, Staff

Project Management vs Change Management

Project Management, Concerned with safe delivery, On time, To budget, Planning, Milestones, Resources, Managing risks

Change Management, Concerned with outcomes, Vision, Future operating model, Changes to processes,, organisation & technology, Embedding change, Benefits realisation

Summary of CHAMPS2 delivery benefits

A truly holistic approach to managing significant business & technical change - delivering full end to end governance of change

Risk prevention for major Business Transformation programmes - helping to minimise risk and maximising opportunity

Fully tailorable solution and a framework for continuous improvement

Provides a ‘Comfort Blanket’ for the Business and Quality Assurance for the Programme Management teams

A non-prescriptive guidance framework for delivery teams and prevention of unnecessary duplication of effort across the entire lifecycle of a BT programme

Interactive Glossary

Interactive CHAMPS2® Glossary

download CHAMPS2® Glossary

This freeware, non-commercial mind map (aligned with the newest version of CHAMPS2®) was carefully hand crafted with passion and love for learning and constant improvement as well for promotion the CHAMPS2® standard and as a learning tool for candidates wanting to gain CHAMPS2® qualification. (please share, like and give feedback - your feedback and comments are my main motivation for further elaboration. THX!)

Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Please don't hesitate to contact me for :-) Mirosław Dąbrowski, Poland/Warsaw.

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CHAMPS2® Process Map

http://www.kc.champs2.info/process_map/front_page.htm