Personally designed (content + graphics design), officially accredited Change Management Foundation courseware.

1. CHAMPS2®isaRegisteredTradeMarkofBirminghamCityCouncil.

2. Start and finish Course style
LunchCoffee and breaks
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3.  Please share with the class:
 Your name and surname
 Your organization
 Your profession
 Title, function, job responsibilities
 Your familiarity with the
project/programme management
 Your experience with programmes
 Your personal session expectations
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4.  To give you the opportunity to learn and understand
CHAMPS2 method
 To understand CHAMPS2 process
 To test your understanding of CHAMPS2 at
Foundation/Practitioner level
 To understand how you can contribute to a
transformational change programme
Main goal
 Attempt Foundation exam with confidence
 Begin to apply the method, tailoring it to your own
projects’ and programmes needs
Secondary goal
 Benefits and value of CHAMPS2 method
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5.  Foundation Exam
 PBE & CBE, 45 minutes exam,
 Simple multiple choice exam
 50 questions, pass mark is 32 (64%)
 Only one answer is correct
 No negative points, o “Tricky Questions”
 Only pencil & eraser are allowed
 No pre-requisite for Foundation
exam
 Sample, one (official) mock
exam is provided to you
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
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6.  Practitioner Exam
 PBE & OBE, 2 hour exam,
 63 questions, pass mark is 32 (50%)
 Only one answer is correct
 No negative points or “Tricky
Questions”
 Pre-requisite: Foundation exam
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
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7. CHAMPS2 syllabus section code and title
QF Quality Management Framework
P0 Transformation Initiation
P1 Visioning
P2 Shaping and Planning
P3 Design
P4 Creation and Realisation
P5 Proving and Testing
P6 & 7 Stabilisation & Benefits Realisation
BE Benefits
Syllabus Handbook Page
Module slide number / total module slides
Slide number /
total slides
Module number
and name
CHAMPS2 V2
handbook page
CHAMPS2 syllabus
section code
CHAMPS2 is defined in the Realising
Transformational Change handbook
• 1st edition, 2010
• ISBN-13: 978-0117068674
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8. twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowski
google.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław Dąbrowski
Agile Coach, Trainer, Consultant
(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer / Coach
• Creator of 50+ mind maps from PPM and related
topics (2mln views): miroslawdabrowski.com
• Lead author of more than 50+ accredited materials
from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL,
M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP,
CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.
• Creator of 50+ interactive mind maps from PPM
topics: mindmeister.com/users/channel/2757050
• Product Owner of biggest Polish project
management portal: 4PM: 4pm.pl (15.000+ views
each month)
• Editorial Board Member of Official PMI Poland
Chapter magazine: “Strefa PMI”: strefapmi.pl
• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods
translator for Polish language
• English speaking, international, independent
trainer and coach from multiple domains.
• Master Lead Trainer
• 11+ years in training and coaching / 15.000+ hours
• 100+ certifications
• 5000+ people trained and coached
• 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Agile Coach / Scrum Master PM / IT architect Notable clients
• 8+ years of experience with Agile projects as a
Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum
• Agile Coach coaching C-level executives
• Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams
• Experience multiple Agile methods
• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects
• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years
• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based
on ISO/EIC 27001
• 25+ web portal design and development and
mobile application projects with iterative,
incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank,
Descom, Ericsson, Ericpol, Euler Hermes, General Electric,
Glencore, HP Global Business Center, Ideo, Infovide-Matrix,
Interia, Kemira, Lufthansa Systems, Media-Satrun Group,
Ministry of Defense (Poland), Ministry of Justice (Poland),
Nokia Siemens Networks, Oracle, Orange, Polish Air Force,
Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom,
Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy,
Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…
miroslawdabrowski.com/about-me/clients-and-references/
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved
Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management,
Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,
DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0,
ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development /
Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM
Simulation …
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10. 1. Transformational change
2. Introduction to CHAMPS2
3. Phases 0 to 2
4. Phases 3 to 5
5. Phases 6 to 7
6. Benefits
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11. What does transformation mean to you?
Find five examples (business, everyday life, TV….)
Discuss in pairs. You have 5 minutes …
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12.  What does transformation mean to you?
 Find five examples (business, everyday life,
TV…)
 Discuss in pairs. You have 5 minutes…
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13.  … fundamentally changing form or shape
 … becoming something different
 … behaving differently
 … being viewed by others as something different
 … doing different things (not doing things differently)
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14.  Unlike gradual improvement, transformation is NOT only
about:
 “How can we do what we do better/cheaper/faster”
 It is about asking questions like:
 “Why do we do what we do at all?”
 “Why do we want to do it this way?”
 “How do we make a significant difference to our customers?”
 …a fundamental rethinking and radical redesign of the
business.
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15.  What are the challenges and issues facing the postal
service?
 What could the postal service look like in the future?
 Discuss in small groups
 Present findings to the other groups
 You have 10 minutes…
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16. Rising
customer
expectations
Pressure to reduce
cost of products and
services
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17. Internal
Processes
Organisation
Structure
Behaviours /
Culture
Systems &
Infrastructure
Processes
Performance
Management
Systems &
Infrastructure
Processes
Performance
Management
Organisation
structure
Behaviours/
culture
Technology/
infrastructure
Processes
Performance
management
Transformation of
capabilities
Transformation of
customer experience
Communication
Accessibility
Choice
Price
Quality
Joined Up
Services
Environment
Customer
Experience
Transformation
M01 - Transformational change 9/19 | 17/157

18. Customers
Employees
Efficiencies
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
M01 - Transformational change 10/19 | 18/157

19. Customers
Employees
Efficiencies
 A new experience for our customers
 Personalised services
 No dilemmas which department to contact
 Using the channel they prefer
 Greater empowerment
 Decision making as close to the customer as possible
 Better career opportunities
 Greater mobility within the organisation
 Avoiding duplication of effort
 Simplified processes
 Greater accuracy of data
 Better utilisation of resources
M01 - Transformational change 11/19 | 19/157

20.  The result of change and its effect on customers,
employees or efficiency.
OUTCOMES
 A broad, aspirational image of the future that an
organisation is aiming to achieve.
VISION STATEMENT
 Measurable improvement resulting from an
Outcome. What difference the change will make.
BENEFITS
Strategic
Need
Strategic
Outcome
Vision-led
Benefits-driven
M01 - Transformational change 12/19 | 20/157

21. 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.
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22. Customers
Customers will be dealt with by proactive, knowledgeable customer
focused staff, empowered to put the customer first.
Customers /
employees
Every learner has an entitlement to extend their skills through e-learning
opportunities, courses, support and accreditation.
Customers
Every visitor to our town will be able to access IT for communication,
information, booking and advice.
Efficiency /
employees
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.
M01 - Transformational change 14/19 | 22/157

23. Non-financial Customer satisfaction increased by 30%.
Financial Staff recruitment costs due to high staff turnover reduced by 20%.
Non-financial Customer waiting time reduced by 50%.
Financial Productivity increase translated into 15% reduction in production costs.
Financial Cost of call centre service reduced by £500,000 p.a.
Financial The volume of services increased by 20% for the same cost.
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24. M01 - Transformational change 16/19 | 24/157

25.  Burning imperative to transform plus:
 Focus on customers
 Compelling Vision
 Clear line of sight from Vision to course of actions
 Leadership from the top
 Winning internal support
 Pursuing comprehensive change
 Making change and innovation part of company’s culture
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26. M01 - Transformational change 18/19 | 26/157

27. I hope you enjoyed
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