Skills: Negotiation and Change

  • Consulting with clients and customers to understand desired outcomes, harmonise relationships, define Operational Level Agreements, or collaborate on input to Service Level Agreements (SLA).
  • Coordinating with third-party, external or offshore teams and individuals to translate desired outcomes into defined, transparent and feasible deliverables that meet expectations.
  • Fostering relationships that create agreement out of disharmony, collaboration out of detachment, and cooperation out of isolation; ensuring everybody is able to work with “what is”.
  • Harmonising discord, confusion, incongruence, lack of ownership or any other obstacle to successful change, transition, transformation or response to a problem or failure.
  • Initiating change from within by facilitating desired outcomes through the behaviour of teams and individuals, guiding focus and direction instead of directly mandating or leading the process.
  • Interacting with external parties to obtain commitment to mutually desired outcomes by focusing on collaboration and negotiation instead of bureaucracy or excessive paperwork.
  • Negotiating with affected customers, teams and individuals on Demand Planning, Capacity Planning, consolidation, centralisation and all subsequent control review and renegotiation.
  • Negotiating with clients, customers, teams and individuals to understand proposals, define and coordinate boundaries, agree controls, and remove any barrier to achieving the desired outcome.
  • Owning the day-to-day realisation of value by identifying and defining organisational desired outcomes, and subsequently creating the boundaries within which enduring change occurs.

Change and Release Management

  • Assessing, approving, rejecting or deferring formal Requests for Change (RFC), both independently and within a Change Authority / Advisory Board (CAB).
  • Capturing and terminating informal, unapproved change that threatens operational continuity or data security.
  • Facilitating effective and lasting change through a systems-thinking that understands all practices and behaviours, and how tools and methods operate, interact and influence each other.
  • Obtaining and collating additional information regarding proposed change if uncertainty or vagueness is present, or if a policy violation necessitates an exception or reassessment of policy.
  • Overseeing formal Release Management, Change Management and Transition Management tools and methods, including the adoption of best practices from established frameworks.
  • Planning and controlling simple or extensive testing as a prerequisite of change where no automated, built-in testing exists in a process, tool or method.
  • Planning, scheduling and coordinating regular Release Management (freeze-unfreeze-freeze) in non-agile environments that safeguard business-as-usual through obligatory Change Control.
  • Testing and experimenting with change hypotheses, challenging assumption and presumption, and prototyping samples, models and proof-of-concepts.

Project Management

  • Applying previous experience and learning to make subsequent projects more mature.
  • Assembling and motivating model Project Teams that consist of self-starting, self-organising individuals who can adapt to existing, new or in-development Project Management Methods.
  • Contributing input and support to projects as business analyst, functional analyst or subject-matter expert (SME), responding appropriately to risks (threats or opportunities) and tolerances.
  • Defining and overseeing simple change projects, both formally and informally, or assisting a Project Manager with other large-scale projects in various supporting or Project Board roles.
  • Focusing on the realisation of desired outcomes and flexibility (current and future) rather than prescriptive ‘requirements’ that are usually hypothetical and will inevitably evolve continually.
  • Following a loose, tailored PRINCE2 method (certified Practitioner) when it is a suitable approach, responding continually and in parallel to the environment, principles, themes and processes.
  • Maintaining status visibility throughout a project lifecycle (e.g. deliverables, current and expected cost, effort and priorities, proximity to desired outcome, continued viability, risk and impact).
  • Managing and controlling the transition of deliverables; determining the most appropriate method: planned and sequential (waterfall) or continuous and iterative (agile).
  • Maximising “the amount of work not done” by simplifying vision and complexity, delivering no more than necessary, and collaborating on late or changing ideas.
  • Planning loosely based on desired outcomes, setting boundaries and controls, allocating resources, monitoring continuous or waterfall delivery and handling other aspects of a project.
  • Recommending continuous delivery, feedback-cycles and validated learning as a more effective alternative to risk and inherent delays in extensive planning and “go/no-go” gateway decisions.

Achievements: Negotiation and Change>>

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