Sustaining output through a transformation programme
Transformation capacity must include the work of keeping the current service running. Double allocation is not a delivery plan.
The performance question
Programme plans often name talented people without removing their operational commitments. A transformation milestone can then be achieved only by extending hours or deferring essential service work. Put the combined demand in front of the sponsor before approving another phase.
What the evidence supports
HSE recommends workload assessment when new systems, tasks or responsibilities are introduced. Its Change standard includes training and support when jobs are affected. These are relevant to transformation planning, not a guarantee that a given programme will succeed.[1][2]
A practical approach
Create a combined view of operational work, programme tasks, training and transition support for each critical role. Agree what will stop, what needs temporary cover and which milestone can move. Include time to learn the new system and resolve early faults. Escalate incompatible commitments to the sponsor rather than leaving individuals to choose.
How to review progress
Review overtime, deferred service work and programme rework at each milestone. Check whether nominal cover has the skills to perform the work. If demand exceeds capacity, change scope, sequence or resourcing before asking the team for another exceptional effort.
Sources and references
- Human factors: Workload Opens in a new tab
Health and Safety Executive
Processing limits, task analysis, workload drift and staffing
- Management Standards: Change Opens in a new tab
Health and Safety Executive
Consultation, timetables, training and support