The Transformation Playbook

The Master Program Plan

Sponsor Program Mgr.

Business Transformation - Master O. Twist B. Sykes

Completion Date Overall Status

Goal: A successful business transformation with a seamless implementation & high user adoption
where all stakeholders support and are engaged delivering all the desired business benefits, outcomes 15th Feb 2024 Green
and improved customer experience (CX).

Key Areas Workstream Outcomes Outcomes

Vision Strategy Leadership Roadmap Agile Trans PMO Resources A clear strategy
with a supporting
The current and Appoint a PM & Develop a Set up an agile Choose the right roadmap with a
future business leaders to provide detailed roadmap trans PMO for skilled people to PM, a PMO &
strategy (goals program support of changes and transformation plan & implement right skilled
and outcomes) deliverables support & service program people

1.0 J. Smith 1.1 100 G 1.2 100 G 1.3 100 G 1.4 100 G 1.5 100 G Status Green

People Leadership Stakeholders Communications Change impact Training All stakeholders

support and
Leaders & All stakeholders The change is The impact level The competencies embrace the
sponsors aligned are identified for made visible & is measured & required are built vision and are
on success impact & program way to grow plan for readiness into the training engaged to
criteria & strategy support engagement developed plan support it

2.0 L. Baine 2.1 100 G 2.2 100 G 2.3 100 G 2.4 100 G 2.5 100 G Status Green

Process CX Definition Process Analysis Process Testing Application Impact Metrics All processes
been
Define the desired Target processes Test the Implement the Measure the transformed to
CX in current to transform to processes for new processes impact of the new meet business &
marketplace & meet business & performance with new processes & CX goals
client expectations CX goals before going live documentation refine where
required

3.0 K. West 3.1 100 G 3.2 100 G 3.3 100 G 3.4 100 G 3.5 100 G Status Green

Technology Tech Team ASIS State Tech Innovation Tech Application Tech Metrics Implement new
TOBE
Create a cross Assess existing Assess new tech Implement new Measure success infrastructure to
functional team to tools & software for TOBE tech to support of new support strategy
assess ASIS tech to identify gaps infrastructure to business strategy technologies for goals &
&opportunities aid transformation and goals transformation improved CX

4.0 P. Giles 4.1 100 G 4.2 100 G 4.3 100 G 4.4 100 G 4.5 100 G Status Green

Governance Steering Group Framework PMO Govern Program Plan Change Governance that
aligns leadership
Define steering Create Manage Review of OCM & comms & stakeholders
group for governance governance & program plans are proactively with the change
oversight & framework progress at, (progress, risks, actioned & & program
decision making process for program levels schedule, budget) reported
decision making

5.0 B. Bass 5.1 100 G 5.2 100 G 5.3 100 G 5.4 100 G 5.5 100 G Status Green
Status Labels Workstream No. % complete Missed milestone, all status red, Going to miss milestone, status orange, All milestones met = Green

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 The Transformation Playbook

1.3 Roadmap workstream activities

ASIS analysis Review ASIS systems & processes. Identify improvements

TOBE design Identify gaps & create desired outcome for transformation

Strategy linkage Review proposed changes to strategic goals and ROI

Goals and objectives Set clear, realistic, measurable goals for transformation

Agile and change Adopt an agile phased approach including OCM throughout.

Roadmap outcome Develop a detailed roadmap of changes and deliverables

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 1.3 Roadmap questions

Leadership knowledge What is the leadership knowledge of digitisation?

The leadership have a thorough understanding of the

implications of digital and technology to offer insightful
direction for a business transformation, or do they need to
employ a partner to fill in the knowledge & skills gaps?

The Transformation Is the planned business transformation bold enough?

The planned business transformation is bold with a long-term

view to transform the business and its customer value.

Company goals Is there a clear vision?

There a clear vision and supporting goals for the roadmap.

The ASIS state Has the processes & infrastructure been analysed?

The current processes and infrastructure have been analysed

for issues, gaps and opportunities.

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 The Transformation Playbook

1.3 Roadmap questions

Implementation Plans Have all key stakeholders engaged in planning?

All impacted leaders & staff been involved in the creation of

the implementation plans derived from the roadmap.

Program Funding Is there a separate Transformation budget?

There is separate funding that has been made available to

fund the transformation and beyond business as usual?

Leadership Is the leadership committed to the transformation?

commitment

The leaders been engaged on the development of the

roadmap and they are committed to is successful completion.

Metrics Have metrics been agreed, aligned and developed?

Metrics have been agreed, aligned and developed to

measure the success of the transformation during the
implementation of the roadmap.

Right people, right Are the right people with the right skills in place?
skills

This is a repetitive question but many firms fail to recognise

the importance of having the right specialist skills for success
of a business transformation/

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 1.3 Roadmap process
Business objectives Start by understanding the business objectives that the
transformation program is trying to achieve. This will help you
align your efforts with the overall goals of the organization.

Stakeholder inputs Engage with stakeholders across the organization to gather

input on the challenges and opportunities that the
transformation program should address. This could include
staff, customers, and partners.

Business analysis Analyse the current state of the business and identify areas
for improvement. This could include reviewing financial data,
customer feedback, and internal processes.

Program scope Based on the input gathered from stakeholders and the
business analysis, define the scope of the transformation
program. This should include a clear description of the
specific goals and objectives of the program.

Roadmap Use the information gathered in the previous steps to create

a roadmap that outlines the steps needed to achieve the
objectives of the transformation program. The roadmap
should include key milestones and a timeline for completion.

Communicate roadmap Share the roadmap with relevant stakeholders to ensure that
everyone is aligned on the goals and objectives of the
transformation program. Make sure to communicate any
updates or changes to the roadmap as needed.

Implement & monitor Put the roadmap into action and track progress towards
achieving the objectives of the transformation program.
Regularly review and update the roadmap as needed to
ensure that the program stays on track.

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 The Transformation Playbook

1.3 Roadmap plan components

General outline This is just a general outline and each business
transformation roadmap will be unique depending on the
specific needs and goals of the organization.

The need for change Identify the need for change. This could be due to internal or
external factors such as changes in the market, new
technologies, or shifts in customer needs.

Goals & objectives Set goals and objectives. Clearly define what you hope to
achieve through the transformation and how it aligns with
your overall business strategy

ASIS assessment Conduct a current state assessment. Understand the current

state of your business, including processes, technologies,
and organizational structure.

The TOBE state Define the future state. Based on the goals and current state
definition assessment, determine what the future state of the business
should look like. This may include changes to processes,
technologies, and/or organizational structure.

A plan to move from Create a detailed plan outlining the steps needed to move
the ASIS to the TOBE from the current state to the future state. This should include
timelines, budgets, and resources required.

Implement the plan Put the plan into action, making any necessary changes to
processes, technologies, and the organizational structure.

Monitor and adjust Continuously monitor the progress of the transformation and
make adjustments as needed to ensure that the business is
on track to achieve its goals.

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 1.3 Roadmap best practices
The transformation's goals and desired results should be
Clear goals
properly stated. This will make it possible to track progress
and ensure that the roadmap is in line with the organization's
overarching objectives.

By being cautious of false assumptions, realistic

Realistic expectations
expectations, goals, and milestones that build up a
company's business transformation can be developed.

Involve key stakeholders in the planning process. This can

Stakeholders
help ensure that the transformation takes into account the
needs and perspectives of different departments and teams
within the organization.

Break the transformation roadmap down into smaller,

Roadmap phases
manageable phases and steps. This can help make the
process more manageable and reduce the risk of setbacks.

Identify and prioritize key initiatives. This can help ensure that
Prioritize initiatives
resources are focused on the most important initiatives and
that progress is made on the most critical areas first.

Establish clear ownership and accountability for each

Accountability
initiative. This can help ensure that progress is made and that
any challenges or issues are quickly addressed. This is a
visible benefit of using the one-page planning process.

Regula reviews Regularly review and adjust the roadmap as needed. This
can help ensure that the transformation stays on track and
that any changes in the business are taken into account.

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 The Transformation Playbook

1.3 Roadmap risks

Stakeholder buy-in Lack of buy-in from key stakeholders: If key stakeholders do
not understand or support the roadmap, it may be difficult to
get the resources and support needed to successfully
execute the transformation.

Unrealistic timelines If the timeline for the transformation is too aggressive, it may
be difficult to achieve the desired outcomes within the allotted
time frame.

Scope creep If the scope of the transformation changes significantly over

time, it can lead to delays and cost overruns.

Inadequate resources Inadequate resources: A lack of sufficient resources, such as

funding, personnel, or technology, can hinder progress and
increase the risk of failure. Business transformation initiatives
requires significant resources, including budget, experienced
and skilled people, and time. It is important to allocate these
resources appropriately to ensure that the transformation is
successful.

Build in flexibility If the scope of the transformation changes significantly over

time, it can lead to delays and cost overruns.

Resistance to change Some employees may resist the changes outlined in the
roadmap, which can make it difficult to successfully
implement the transformation.

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 1.3 Roadmap lessons learned
Having clear goals is not only a best practice but key lessons
Clear goals
are often learned from not having them. Clearly define the
goals and objectives: It is important to have a clear
understanding of what the organization wants to achieve
through the digital transformation. This will help to align the
roadmap with the overall business strategy and ensure that
the resources invested in the transformation are focused on
delivering the desired results.

It is important to involve key stakeholders in the process of

Stakeholder
engagement creating your roadmap. This will help ensure that their needs
and concerns are taken into account, and will also help build
buy-in and support for the program.

A business transformation roadmap should be derailed and

Detailed roadmap
cover all aspects of the transformation, including technology,
processes, people, and culture. This will help to ensure that
all necessary changes are identified & addressed. Your
roadmap should include a timeline that outlines the expected
completion date for each project or initiative. This will help
ensure that the program stays on track and achieves its aims.

In order to achieve your goals, you will need to identify and

Prioritize projects
prioritize specific projects and initiatives. Consider using a
tool like the Lean Business Model Canvas to help identify key
areas of focus and prioritize projects based on their impact.

The digital landscape is constantly evolving, and it is

Build in flexibility
important to be flexible and adaptable in order to stay ahead
of the curve. It is important to regularly review and adjust the
business transformation roadmap as needed to ensure that it
remains relevant and effective.

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The Transformation Playbook

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 The Transformation Playbook

Content
Copyright
Dedication
Content
Content
Preface
Introduction
The One Page Planning Process
One Page Plan Linkages
The Master Program Plan
1.0 Vision Workstream Plan
2.0 People Workstream Plan
3.0 Process Workstream Plan
4.0 Technology Workstream Plan
5.0 Governance Workstream Plan
The Master Plan
The Master Program Plan
1.0 Vision
1.0 Vision Plan Linkages
1.0 Vision Workstream Plan
1.1 Strategy
1.2 Leadership
1.3 Roadmap
1.4 Agile PMO
1.5 Resources
2.0 People
2.0 People Plan Linkages
2.0 People Workstream Plan
2.1 Leadership
2.2 Stakeholders
2.3 Communications
2.4 Change Impact
2.5 Training

5
 Content
3.0 Process
3.0 Process Plan Linkages
3.0 Process Workstream Plan
3.1 CX Definition
3.2 Process Analysis
3.3 Process Testing
3.4 Process Application
3.5 Process Metrics
4.0 Technology
4.0 Technology Plan Linkages
4.0 Technology Workstream Plan
4.1 Technology Team
4.2 ASIS Infrastructure
4.3 Tech innovation
4.4 Tech application
4.5 Technology Metrics
5.0 Governance
5.0 Governance Plan Linkages
5.0 Governance Workstream Plan
5.1 Steering Group
5.2 Framework
5.3 PMO Govern
5.4 Program Plan
5.5 Change & Comms
Acknowledgements
About the Author
3 Magic Publications

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1. 2. 3. 4. 5.

To Take Your Organizations To The Next Level of Success

The Strategic PMO Playbook

1
 The Strategic PMO Playbook

Content
Copyright
Dedication
Content
Content
Preface
Introduction
The One Page Planning Process
The Master Plan Overview
One Page Plan Linkages
A Strategic PMO
Strategic PMO - Master
1.0 Setup Workstream Plan
2.0 People Workstream Plan
3.0 Services Workstream Plan
4.0 Governance Workstream Plan
5.0 Improvement Workstream Plan
1.0 PMO Prep
1.0 PMO Prep Plan Linkages
1.0 PMO Prep Workstream Plan
1.1 PMO Sponsor
1.2 PMO Leader
1.3 Strategic PMO
1.4 PMO Charter
1.5 PMO Plan
1.5 PMO plan process
2.0 People
2.0 People Plan Linkages
2.0 People Workstream Plan
2.1 Stakeholders
2.2 PMO Staff
2.3 Project Managers
2.4 Program Managers
2.5 Vendors

5
 Content
3.0 PMO Services
3.0 Process Plan Linkages
3.0 Services Workstream Plan
3.1 Start Services
3.2 Ongoing Services
3.3 Post Services
3.4 PM Methodology
3.5 PM Processes
4.0 PMO Governance
4.0 Governance Plan Linkages
4.0 Governance Workstream Plan
4.1 Portfolio Management
4.2 Project Governance
4.3 Project Audits
4.4 PMO Metrics
4.5 PMO Tools
5.0 Improvement
5.0 Improvement Plan Linkages
5.0 Improvement Workstream Plan
5.1 Agile PMO
5.2 Transform PMO
5.3 Lean PPM
5.4 AI Governance
5.5 Assess PMO
Acknowledgements
3 Magic Publications

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The Organizational Change Management Communications Playbook

1
 The Organizational Change Management Communications Playbook

Contents
Copyright
Dedication
Contents
Contents
Preface
Introduction
OCM Communications
The Five Success Factors for Change
1. Change success factor - leadership
2. Change success factor - vision
3. Change success factor - comms
5. Change success factor - alignment
Tools to facilitate change management
The One Page Planning Process
The Master Plan Overview
One Page Plan Linkages
OCM Comms - Master
1.0 Assessment Workstream Plan
2.0 Planning Workstream Plan
3.0 Execution Workstream Plan
4.0 Monitoring Workstream Plan
5.0 Sustainable Workstream Plan
1.0 Assessment
1.0 Assessment Plan Linkages
1.0 Assessment Workstream Plan
1.1 Change Need
1.2 Assess Impact
1.3 Change goals
1.4 Change Plan
1.5 Comms
2.0 Planning
2.0 Planning Linkages
2.0 Planning Workstream Plan
2.1 Definition
2.2 People
2.3 Readiness
2.4 Comms Plan
2.5 Governance

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 Ken Martin

Contents
3.0 Execution
3.0 Execution Plan Linkages
3.0 Execution Workstream Plan
3.1 Training
3.2 Execution Plan
3.3 Resistance
3.4 Progress
3.5 Embedding
4.0 Monitoring
4.0 Monitoring Plan Linkages
4.0 Monitoring Workstream Plan
4.1 Measurement
4.2 Evaluation
4.3 Issues
4.4 Results
4.5 Improvement
5.0 Sustainable
5.0 Sustainable Plan Linkages
5.0 Sustainable Workstream Plan
5.1 Momentum
5.2 Embedding
5.3 Improvement
5.4 Success
5.5 Sustainability
Acknowledgements
About the Author
3 Magic Publications

6
The Transformation Playbook

1
 The Transformation Playbook

Content
Copyright
Dedication
Content
Content
Preface
Introduction
The One Page Planning Process
One Page Plan Linkages
The Master Program Plan
1.0 Vision Workstream Plan
2.0 People Workstream Plan
3.0 Process Workstream Plan
4.0 Technology Workstream Plan
5.0 Governance Workstream Plan
The Master Plan
The Master Program Plan
1.0 Vision
1.0 Vision Plan Linkages
1.0 Vision Workstream Plan
1.1 Strategy
1.2 Leadership
1.3 Roadmap
1.4 Agile PMO
1.5 Resources
2.0 People
2.0 People Plan Linkages
2.0 People Workstream Plan
2.1 Leadership
2.2 Stakeholders
2.3 Communications
2.4 Change Impact
2.5 Training

5
 Content
3.0 Process
3.0 Process Plan Linkages
3.0 Process Workstream Plan
3.1 CX Definition
3.2 Process Analysis
3.3 Process Testing
3.4 Process Application
3.5 Process Metrics
4.0 Technology
4.0 Technology Plan Linkages
4.0 Technology Workstream Plan
4.1 Technology Team
4.2 ASIS Infrastructure
4.3 Tech innovation
4.4 Tech application
4.5 Technology Metrics
5.0 Governance
5.0 Governance Plan Linkages
5.0 Governance Workstream Plan
5.1 Steering Group
5.2 Framework
5.3 PMO Govern
5.4 Program Plan
5.5 Change & Comms
Acknowledgements
About the Author
3 Magic Publications

6
The Program Management Playbook

1
 The Program Management Playbook

Contents
COPYRIGHT
DEDICATION
CONTENTS
PREFACE
INTRODUCTION
PROGRAM MANAGEMENT LIFECYCLE
GOALS & OUTCOMES FOR PROGRAM PHASES
PROGRAM DOCUMENTS
PROGRAM DOCUMENTS
PROGRAM DOCUMENTS - OCM PLAN
THE SUCCESS FACTORS FOR A PROGRAM
KEY ACTIVITIES FOR A SUCCESSFUL PROGRAM
KEY ACTIVITIES FOR A SUCCESSFUL PROGRAM
KEY ACTIVITIES FOR A SUCCESSFUL PROGRAM
THE ONE PAGE PLANNING PROCESS
ONE PAGE PLAN LINKAGES
PM - MASTER
1.0 PROGRAM INITIATION WORKSTREAM PLAN
2.0 PROGRAM PLANNING WORKSTREAM PLAN
3.0 PROGRAM EXECUTION WORKSTREAM PLAN
4.0 MONITORING & CONTROL WORKSTREAM PLAN
5.0 PROGRAM CLOSURE WORKSTREAM PLAN
1.0 PROGRAM INITIATION
1.0 PROGRAM INITIATION PLAN LINKAGES
1.0 PROGRAM INITIATION WORKSTREAM PLAN
1.1 BUSINESS CASE
1.2 PROGRAM CHARTER
1.3 PROGRAM TEAM
1.4 OCM PLAN
1.5 ESTABLISH PMO
2.0 PROGRAM PLANNING
2.0 PROGRAM PLANNING LINKAGES
2.0 PROGRAM PLANNING WORKSTREAM PLAN
2.1 STAKEHOLDER MGT.
2.2 ROADMAP
2.3 RISK MGT.
2.4 GOVERNANCE

5
 Ken Martin

2.5 PROGRAM PLAN

3.0 PROGRAM EXECUTION
3.0 PROGRAM EXECUTION LINKAGES
3.0 PROGRAM EXECUTION WORKSTREAM
3.1 RAID MGT.
3.2 PROJECT MGT.
3.3 TRAINING
3.4 ROLL-OUT
3.5 INTEGRATION MGT.
4.0 MONITOR & REPORTING
4.0 MONITORING & REPORTING PLAN LINKAGES
4.0 MONITORING & REPORTING WORKSTREAM PLAN
4.1 RESOURCE MGT.
4.2 COMMS
4.3 CHANGE MGT.
4.4 MONITORING
4.5 REPORTING
5.0 PROGRAM CLOSURE
5.0 PROGRAM CLOSURE LINKAGES
5.0 PROGRAM CLOSURE WORKSTREAM PLAN
5.1 BENEFITS MGT.
5.2 VENDOR MGT.
5.3 CLOSURE
5.4 LESSONS LEARNED
5.5 SUSTAINABILITY
ACKNOWLEDGEMENTS
ABOUT THE AUTHOR
3 MAGIC PUBLICATIONS

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 The Program Management Playbook

About the Author

Ken Martin

After an extensive successful career After an extensive successful career

working for some of the best working for some of the best
organisations in the world in various organisations in the world in various
countries, I was disheartened to see countries, I was disheartened to see how
how many times programs and projects many times programs and projects failed
failed from not paying heed to lessons from not paying heed to lessons learned
learned and best practices. Even today, and best practices. Even today, how
how many current programs are being many current programs are being
executed without proper assessment, executed without proper assessment,
planning or organisational change planning or organisational change
management. management.

259