Empowering IT Transformation: Introducing the CPF Framework
The Core Personal Foundation (CPF) Framework is primarily designed for organizations and their leadership teams currently engaged in or planning IT transformation or large-scale business changes through IT. This framework is agnostic to the choice of implementation methodology, be it SAFe, LeSS, SCRUM, or similar approaches.
CPF Framework provides a strategic approach to improve the overall success of IT transformations by emphasizing individual personalities, team dynamics, and influential connections among team members.
CPF Framework empowers individuals within the organization, allowing them to select their teams and find fulfillment in their roles, enhancing their engagement and satisfaction throughout the transformation process.
CPF Framework is designed to enhance the experience and outcomes for all parties involved in the transformation process, from leadership to team members.
How the CPF Framework Enhances IT Transformation
IT transformation or large-scale business alteration through IT is a complex and time-intensive undertaking, often accompanied by disappointments.
IT transformation is a multifaceted process that necessitates the wholehearted commitment of all participants. It is deeply intertwined with human factors and team dynamics, separating it from endeavors like constructing skyscrapers or assembling cars. Blindly following predefined implementation frameworks without a comprehensive understanding of the vision behind IT transformation, the human elements at play, and the desired outcomes can lead to deviation from the intended path.
In the initial phases of IT transformation, potential issues may remain hidden. However, a harsh reality emerges as the initial excitement subsides. The implementation often exceeds the anticipated timeline, compelling the organization to recalibrate the initial scope and allocate additional budget resources to address unexpected challenges. In response, management may question the effectiveness of the IT transformation, frequently labeling agile methodologies as the culprit.
The choice of the implementation framework, such as SAFe, LeSS, SCRUM, and similar methodologies, is not the problem. These frameworks consist of a collection of techniques, serving as tools that can be used effectively in the right environment.
The primary challenge lies in the misalignment between the expectations of leadership and the actual behaviors and actions of the IT Transformation team members on the ground.
The Core Personal Foundation (CPF) Framework represents a strategic approach to IT transformation that strongly emphasizes individual personalities, team building, nurturing team cohesion, and fostering connections among individuals, teams, and various stages of the IT transformation process.
CPF framework ensures that the IT transformation journey becomes a satisfying, enjoyable, fulfilling, and ultimately successful experience for all involved parties.
The CPF Framework underscores the importance of establishing clear connections between team members, among different teams, and across various IT transformation stages to facilitate seamless workflow. This is essential because teams with loosely connected or randomly organized members often struggle to achieve unity, hindering their overall effectiveness.
The Core Personal Foundation (CPF) Framework serves not only as a prerequisite for well-known implementation frameworks such as SAFe, LeSS, and SCRUM but also as a flexible and integrative approach that can be seamlessly incorporated into ongoing IT transformation processes, ensuring a comprehensive and adaptable path to transformation.
CPF Framework - Principles
Commitment to IT transformation. IT transformation is a multifaceted process that relies on the dedication of all participants. This commitment involves active engagement, alignment with organizational vision, goals, and a readiness to adapt to change.
Team-First Approach. The Core Personal Foundation (CPF) Framework primarily emphasizes nurturing cohesive and effective teams as a fundamental driver of IT transformation success. The framework encourages team building, trust, and collaboration as core values.
Vision-Centric. The vision of IT transformation serves as a pivotal component in applying The Core Personal Foundation (CPF) Framework, guiding and aligning the transformation journey. All team members need to understand and work toward this shared vision.
Tailored and Adaptable. The Core Personal Foundation (CPF) Framework is inherently unique to each organization and should be continuously customized to meet the specific expectations and requirements of the main stakeholders. This adaptability ensures the framework remains relevant and effective as the organization’s needs evolve.
CPF Framework - Roles
Owners/Sponsors. The owners and sponsors of the IT transformation are responsible for creating a clear vision for the transformation and establishing the Main Stakeholder Group (MSG).
Main Stakeholder Group (MSG). The MSG directs and oversees the transformation, adjusting the framework to meet the company’s expectations, including the Core Personal Foundation Company Barometer (CB).
CPF Framework Facilitators. The Framework initiation and evaluation are facilitated by CPF Facilitators. This role may be fulfilled by Scrum Masters, team leaders, or an individual appointed by the Main Stakeholder Group (MSG).
CPF Framework - Ceremonies
CPF Framework Kickoff Meetings. The inaugural sessions.
Main Stakeholder Group Alignment Meeting. Dedicated sessions involving key stakeholders to ensure alignment and agreement on the transformation’s objectives and direction.
Retrospectives. Periodic reflections and reviews to assess progress, identify areas for improvement, and make necessary adjustments. It should be performed in conjunction with SCRUM retrospectives.
CPF Framework - Artifacts
The Core Personal Foundation Company Barometer (CB) is a measurable metric that reveals the equilibrium between an organization’s intellectual (HEAD), emotional and cultural (HEART), and instinctive (GUTS) elements. It assists leaders in learning the dominant force within the organization, offering direction for IT transformation and shaping the expected team culture and its dynamics.
The Core Personal Foundation Individual Barometer (IB) is a quantifiable measurement that illustrates the equilibrium among an individual’s intellectual (HEAD), emotional and cultural (HEART), and instinctive (GUTS) dimensions. It offers insights into the predominant driving force within the individual. The IB aids in identifying an optimal team culture that fosters individual growth and peak performance, allowing individuals to pick and belong to preferred teams.
The Core Personal Foundation Connectors are the optimal parameter values that align individual team members, teams, and levels of IT transformation with the desired organizational culture and dynamics. They act as the guiding principles or settings that ensure that individual and team attributes are in sync with The Core Personal Foundation Company Barometer (CB). These Connectors provide the critical link between personal and team elements and the Vision of the organization, helping to create a cohesive and harmonious working environment.
Parameter Cards (PC) are comprehensive representations of all the parameters linked to The Core Personal Foundation Company Barometer (CB) elements, including HEAD, HEART, and GUTS. These cards provide the essential foundation for evaluating IT transformation team members to ensure they meet the expectations established by the Main Stakeholder Group (MSG).
Core Personal Foundation Parameters Matrix (PM). A combination of Parameter Cards (PC), including their scales, allows the assessment of IT transformation members and matches their outcomes with the Core Personal Foundation Company Barometer (CB) values. The PM provides a structured approach to gauge the organization’s alignment with the desired culture and values. It matches the teams’ dynamics with the IT transformation Vision and Company Barometer (CB), securing the effective execution of transformation expected by the Main Stakeholder Group (MSG).
Jakub Giza
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