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Failure reasons in change management are many and varied. But one thing is painfully clear. Any organisational initiative that creates change - or has a significant change element to it - has a 70% chance of not achieving what was originally envisaged.

There are 3 main reasons for failure:

1. The gap between the strategic vision and a successful programme implementation and the lack of a practical change management model and tools to bridge that gap.

2. The "hidden and built in resistance to change" of organisational cultures, and the lack of processes and change management methodologies to address this.

3. Failure to take full account of the impact of the changes on those people who are most affected by them i.e. the absence of good strategies for managing change.

It may occur at project level [at the execution "getting it all together" level] so that the initiative doesn't get off the ground - or doesn't get completed.

This is where most people focus - on the "getting it done" bit.

But the bigger and more critical issue here is that even when the projects - the new capabilities - are completed on time and in budget, a failure can still occur at programme level - and from a statistical perspective it probably will!

A programme level [more accurately a "no programme" level!] failure occurs when the envisaged benefits [the whole raison d'etre] of the initiative are not achieved.

The root cause of failure

The root cause of this failure is lack of clarity and lack of communication - and even more fundamentally - the lack of a language and contextual framework to articulate and manage the necessary processes of change.

This is what a Programme Management based approach to change is all about and why it so important.

As with most specialist areas of knowledge, there is within this discipline a universal or generic set of "truths" that transcend the boundaries of the formalised models and tools of programme management, applies to all organisations experiencing step change, and can be expressed in simpler language.

Just as an aside, I feel that whilst it is absolutely necessary for there to be experts and centres of technical excellence - the very processes by which they function separates them and the knowledge from the far wider audience who could benefit most from that knowledge.

Time for some definitions:

Programme Management

• Is the holistic perspective - takes in the bigger picture.
• Is the coordinated management of a Portfolio of Projects that change organisations to achieve benefits that are of strategic importance.
• Is the understanding and management of Benefits, Risks and Issues and the provision of an Organisation Structure and Process Definition.
• Does not replace Project Management - it is a supplementary framework

Differences Between Programmes and Projects

• A Programme is all about delivering the overall business benefits in line with the strategic vision and over a longer period of time than a project.
• Whereas a Project has a definite start and finish point, with the aim of the delivery of an output that may be a product, service or specific outcome.
• Programme management focuses on the management of all key stakeholder relationships and the delivery of defined business benefits and in addition to managing the project portfolio will also include the management of any other activities that are necessary to ensure a complete delivery.
• Whereas Project management has narrower terms of reference with clear, specific and (relative to the overall Programme) limited scope of its deliverables.

And yet despite the fact that programme management as a discipline has been around for over 10 years - the failures still keep mounting.

Men always dislike enterprises where the snags are evident..." [Machiavelli "The Prince"]

The whole of my approach to change management and dealing with the "snags" such as fear of change and resistance to change is based on this model of a programme approach.

My preference for this is that it forces senior management (and their advisors) to take a holistic and structured look at the wider factors that need to be addressed - and that are often "mission critical".

80% of companies [or rather 80% of directors] - haven't got a clue about programme management

In my experience the size of a company is no indicator as to whether or not it employs a programme management approach. I have sat across the table in meetings with directors of UK based £1bn+ turnover corporates - household names in some cases - who didn't have a clue about programme management.

I would go further and say that the vast majority of companies know little to nothing about programme management.

A useful indicator is the number of online searches on Google AdWords for project management and programme (or program) management

For the month of March 2009 there were 450,000 searches for project management and 39,200 searches for programme (or program) management.

One reason why programme management has not yet permeated the business "mainstream" is because - in my opinion - it appears to be complex and to address dimensions that don't resonate or connect with mid range corporates and larger SMEs.

This is partly because corporates are more complex - but also because the talented and experienced professionals who compile these things think that way!

However, it is my belief and experience that the broad principles of programme management can be set out in a simple model and using simple language that can be applied in any organisation of any size.

For more on this: "Avoiding change management failure"

Equip yourself to avoid the 70% failure rate of all change initiatives with the Practitioners' Masterclass - Leading your people through change, putting it all together and managing the whole messy business."

Stephen Warrilow, based in Bristol, works with companies across the UK providing specialist support to directors delivery significant change initiatives. Stephen has 25 years cross sector experience with 100+ companies in mid range corporate, larger SME and corporate environments.

The Architectured Enterprise 2.0

The ISIS Papyrus Platform is radically different in each and every aspect. It offers a business architecture based methodology – not just an ‘open’ architecture – for process management that automatically discovers and documents any type of user interactive process performed on the entity models. The resulting transparency enables process improvement by user adaptation. Business users have  to the architecture models and can use these to create mission critical processes that link people, information, and applications across geographically distributed, organizational functions. It empowers the process owner to fulfill the strategic goals of the executive.

Business experts can now rapidly model, measure, and change processes independent of underlying application logic. Papyrus does not require additional separate rule engines or collaborative mapping layers to enable processes to dynamically adapt to changing business needs. The collaborative ISIS Papyrus Platform approach does not restrict the business users in their execution but guides them by the process definitions, monitored by business rules and measured by goal fulfillment without the need for Eclipse based integration between the different product fragments of one or multiple software vendors. Papyrus provides seamless consolidation of freely-definable process, rules, GUI, forms, inbound and outbound content objects.

Key Features of the Papyrus Platform:

1. Analysis: The Papyrus Platform enables the executive to define the processes in terms of owners and their goals. Flowcharts are used for process dependencies only and not for step by step activities. Activities are auto-discovered and improved or adapted using the auto-documentation functionality of the platform.
2. Modeling: ISIS Papyrus WebRepository enables the modeling of data and content entities that can be used by business users to assemble collaborative processes from application specific framework libraries. The object-relational database uniquely supports the definition of semantic relationship models.
3. Infrastructure: The Papyrus Platform is a complete and encompassing application environment that not only reduces the technology stack and associated cost but also provides complete system and network monitoring.
4. Integration: Papyrus consolidates the functions of process, content and customer communications management without complex SOA functionality, but provides SOA and other interfaces to integrate with ERP.
5. Project Management and Deployment: The ISIS Papyrus WebRepository is the central management component that also handles all asset version control, project management and deployment processes. It also acts as a service registry (also UDDI) and user/role directory (supporting LDAP). Papyrus was designed and built around the central repository from the outset.
6. Monitoring and Auditing: Management can continuously measure key performance indicators for process execution and business goal achievement. Auditing can be performed in real-time using boundary rules or by post-verification of archived process tasks.
7. Process management: Processes in the Papyrus Platform are collaborative activities performed on architecture data models and content. State/event chains of execution are used rather than rigid flowcharts. Event driven diagrams are used to present process, rule and goal dependecies.
8. Inbound content: Papyrus is uniquely consolidated with its ability to capture ALL incoming content, perform machine learning classification, extract and validate business data, and execute automated business responses and initiate straight-through or user-interactive processes.
9. Outbound content: Papyrus provides Digital Asset Management for all content types with the relevant administration workflows to create high-quality marketing and business content that can be delived through all channels, such as print/mail, fax, email, web, or mobile messaging.
10. Business Rules: Papyrus provides Natural Language Rule (NLR) definition for business users than can be executed in the process environment directly and reused as templates in any process. Standalone rule engine servers that have to be data-integrated by means of SOA are not required.
11. Business Goals: Structured processes without goals that only need execution monitoring are an unecessary simplification. Rather than the additional complexity of adding Business Activity Monitoring, Papyrus presents and monitors goal achievement throughout the process execution.
12. User Engagement: Process management is in most products a very limited routing of data entry forms from user to user by means of a flowchart. Ajax and FLEX do not improve that, but make user interaction more difficult to develop and maintain. Papyrus EYE allows the user-definition of PC-GUI like, role-specific user interfaces for the browser and thick-client.
13. Social Networking: Papyrus offers RIA, chat, wikis, blogging, user configurable GUI presentation, social interaction with coworkers, all under control of the role/policy authorization and in CONTEXT with the process.
14. Portal applications: Process and content management vendors have been purchasing portal software vendors in a try to provide what ISIS Papyrus offers totally consolidated and out of the box: A powerful, in-built portal server, that does not require or enable Java progamming but is managed through the version controlled WebRepository.
15. Reporting & Optimization: The tightly integrated Application Analyzer provides real-time visualization of system details, such as resource utilization, server load, memory consumption, network load, detailed component response times and gathering of historical trace and log information in a central system facility.
16. Execution: The node-kernel program of the ISIS Papyrus Platform is a consolidated, distrubuted object-relational database and transaction engine with peer-to-peer communication. That not only enables n-tier application structures but moreover server clustering designed to handle extremely high-volume, mission-critical transactions across multiple servers.
17. Content delivery: Most process management products are content blind and most content products have no or limited process capability. While Papyrus uniquely consolidates both, it also provides consolidated content delivery through all outbound channels: print/mail, fax, email, web, mobile.
18. Archiving: The Papyrus Platform can provide the ability to spread long-term, securely encrypted archiving with digital signature across any number of archive servers or link to most existing archive systems for content storage.

About the Author

Max J. Pucher is the founder and current Chief Architect of ISIS Papyrus Software, a globally operating company that specializes in Artificial Intelligence for business process and communication. He has written several books, frequently speaks and writes on IT and holds several patents.

I need to contact Chevy owner's in Mexico.?

Alright,this sound's weird but..
I am part of a group of "Automotive engineer's" per se.We are working on a complicated project involving the new generation of electronic fuel injection from GM,and it's adaptation to the older generation 2 block's.We have all problem's solved,though for simplicity in ECM tuning we need some information that is only available on the mexican/south american made chevy.
How do I find a mexican forum or chatroom or anyway to contact someone online in mexico.
My problem could literally be solved by someone in mexico reading me their VIN number or telling me the model #'s of thier engine and ECM.
Any help would be appreciated.If you are in Mexico and own a Chevy truck that is newer than 2000,plz message me on yahoo messenger @ playtoy_18

Contact the registration division of the mexican department of motor vehicles.

Alfresco Names Barry Duplantis VP of Customer Services
LONDON----Alfresco Software today announced the appointment of Barry Duplantis as vice president of customer services. With more than 20 years of software support services and operations experience at leading companies including HP and Red Hat, Duplantis will be responsible for coordinating Alfresco customer support, training, consulting and documentation projects globally.

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