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Managing that pipeline demands questions and of course answers about important topics such as resources, headcount, anticipated business delivery dates, priority, programme dependencies and so on. Organisations often complicate this activity with spreadsheets, unnecessary automation, additional integrations and most damagingly politics. This activity needs to be an open and honest debate between people. That is it. That is the challenge.

The Toolkit strongly recommends you facilitate this activity, independently. Get a good (a very good) workshop facilitator. If your change management or project board meets weekly then book your facilitator for at least two days a week. One day to organize and document the event, one day to run the session and close down the event providing full feedback. Try and keep the same facilitator so they build up a rapport with the session attendees. The deliverable from this session will be an agreed project pipeline, going forward.

Depending on your organisation you may wish to have emergency pipeline sessions. At this event you will consider emergency requests for projects to be added to the pipeline. You will decide whether you can let these requests wait for the normal weekly pipeline sessions or whether they are of such importance to demand an emergency meeting. If this is what you require then arrange emergency facilities with your facilitator.

What we have at the end of this process however is an agreed project pipeline. This is a list of projects that the organisation has agreed to begin and has agreed to run. Once you have embedded the Toolkit within your organisation you will be able to add an important statement to the description of your project pipeline. This will be a list of projects that the organisation has agreed to begin and has agreed to deliver, to budget.

Coordinate this with your change request evaluation process and you have an organisational process to synchronise and manage organisational change projects.

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Manage the Pipeline






   


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