Post on 27-Jan-2016
description
ERP Change Management – Getting from Here to There
Pam WatersChange Management Team Leader
Department of Technology & InformationState of Delaware
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Delaware’s ERP Background
• State of Delaware– 67 Organizations
• 35 State Agencies• 19 School Districts• 17 Charter Schools
• 36,000 Employees• 12 Unions Represented
– 37 Different Locals
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XX
XXXXTime & Labor V 8.8Time & Labor V 8.8
XXPeopleSoft Financials V PeopleSoft Financials V 8.98.9
XX
eBenefitseBenefits
PeopleSoft HCM V 8.8PeopleSoft HCM V 8.8
(HR/Benefits/Payroll)(HR/Benefits/Payroll)
PHRSTPHRST
ERP Systems In Progress ImplementedERP Systems In Progress Implemented
State of Delaware ERP Systems
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Payroll Human Resources Statewide Technology
PHRSTDelaware
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ERP Lessons Learned
• High – level commitment• Acquire “Best of the Best” state resources• Avoid modifications – re-engineer 1st • Visionary Change Management • Production support project plan
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• 42% Leadership• 27% Organizational & Cultural
Issues• 23% People Issues• 4% Technology Issues• 4% Other• Organizational issues left unchecked
often lead to project failure
Why ERP Implementations Fail
Source: Organization Dynamics, Jim Markowsky
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Planning for ERP is a Planning for ERP is a Critical Success FactorCritical Success Factor
Addressed Primarilyby OrganizationalChange Management
Type
TypeTypeType
Type
Type
People
Process Technology
Addressed Primarilyby BusinessProcess Redesign
AddressedPrimarily
by Package
People and process issues are sometimes overlooked in planning for this type of project. They need to be addressed for the project to be a success.
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Department of Technology & Information
Office of Major Projects
Change Management Team
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State CIO
Chief Program Officer
Project Management Team Leader
Change Management Team Leader
Technology InvestmentCouncil
PMO
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Process IntegrationProject Management
Project Initiation
Project Planning
Project Executing
Project Controlling
Project Closing
Organizational Change Management
Managing Change-Planning
Managing Change-Execute
Preparing for Change
Closing/Monitoring Change
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Organizational Change Management
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What is Organizational Change Management?
• Definition– The organized, systematic application
of knowledge, tools, and resources of change that provide organizations with a key process to achieve their business strategy
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Organizational Change Management Objectives
• Provide awareness• Ensure understanding• Facilitate acceptance• Care, listen, and respond• Manage people’s expectations• Ensure readiness • Champion the project
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Greatest Success Factors
• Active and visible sponsorship• Use of organizational change
management processes & tools• Effective communications• Employee involvement• Effective project leadership and
planning
Source: Prosci Benchmarking Report
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Greatest Obstacles
• Resistance from employees and managers• Inadequate senior management &
sponsorship• Cultural barriers• Lack of change management expertise
Source: Prosci Benchmarking Report
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Change Management Standards
• Prepare with the project team– Assess change/culture– Develop/educate team
• Manage the strategy– Develop and manage the plan– Track/report readiness– Develop training strategy
• Reinforce/Support– Celebrate success– Analyze feedback and prepare to manage
resistance
http://dti.delaware.gov/majorproj/standards.shtml
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Organizational Change Management Tools
• Organizational & Project Attributes Assessment• Project Readiness Assessment• Stakeholder Analysis• Sponsor Roadmap• DTI Readiness Methodology
– Communication Standards– Reporting/tracking standards– Control Book
• Measures of Success/Lessons Learned
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Medium Risk
Low Risk
High Risk
Medium Risk
Risk Determination Table
12 24 60
[1] Modified from Prosci.
Assessing the Organization
Change Characteristics
110
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Organizational Attributes
Small incremental change to a Change Resistant Organization
Large Disruptive Change to a Change Resistant Organization
Small incremental change to a Change-able Organization
Large Disruptive Change to a Change-able Organization
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ExecutiveSponsors
Project TeamChange
Management Project Lead
Communications Coordinator
Change Management
Coach
Change Management
Coach
Change Management
Coach
Change Management
Coach
Gre
en
Team
Yellow
Team
Blu
e
Blu
e
Team
Team
Red
Team
. . .
. . .
. . .
. . .Project
Director
ERP Team Model
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ERP Change Management Team – Project Members
•Manage the resources•Manages the CM project plan•Receives status from the Readiness Lead•Reports status to the Project Manager and Project Director
DTI CM Team Leader
DTI CM Project Lead
Readiness Coach
ReadinessCoach
ReadinessCoach
ReadinessCoach
CommunicationsCoordinator
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ERP Change Management Team – Project Members
•Works with the coaches to compile checklist activities, communications, workshops etc.
•Receives status of organizations from the coaches
•Reports status to the DTI CM Team Leader
DTI CM Team Leader
DTI CM Project Lead
Readiness Coach
ReadinessCoach
ReadinessCoach
ReadinessCoach
CommunicationsCoordinator
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ERP Change Management Team – Project Members
•Communicate activities to the Readiness Coordinator
•Track organizations’ progress
•Report status to Change Management Lead
•Help facilitate workshops & focus groups
DTI CM Team Leader
DTI CM Project Lead
Readiness Coach
ReadinessCoach
ReadinessCoach
ReadinessCoach
CommunicationsCoordinator
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ERP Change Management Team – Project Members
•Develops communication plan•Creates branding/logo•Tracks communications sent•Develops PPT presentations
DTI CM Team Leader
DTI CM Project Lead
Readiness Coach
ReadinessCoach
ReadinessCoach
ReadinessCoach
CommunicationsCoordinator
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ERP Change Management Team – Organization
DTI CM Team Leader
DTI CM Project Lead
Readiness Coach
ReadinessCoach
ReadinessCoach
ReadinessCoach
CommunicationsCoordinator
Coordinator
Coordinator
Coordinator
Coordinator
Usually a subject matter expert (SME)
•Is empowered to delegate checklist tasks to the appropriate resource within their organization
•Ensures timely completion of tasks
•Signs off on monthly checklists and returns to their coach
•Forwards communication to the appropriate individual
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Chief Program OfficerDTI
CM Team
Leader
Change Management Project Lead
Coach Coach Coach
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Help Desk Specialist
HD Agent
HD Agent
Training Project Plan Mgr.
Training Manager
Training Team Lead
Trainers/Designers
SME’s
Project Manager
Communications Developer
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“Readiness”
Preparing/Tracking/Reporting
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All Project Teams
INPUT
Functional Impacts
Successful System Implementation
End Users
Readiness Checklist
Master Readiness Tracking Spreadsheet
Functional Impacts Documentation
DTI Readiness Methodology
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Functional Impacts
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Master Readiness Tracking Spreadsheet
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Readiness Checklists
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Executive Sponsor Reporting
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Managing ChangeOn-site Tracking Station
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End-User Identification & Skills Inventory
• End-User Inventory
– End-User Identification
– Manager/Supervisor Identification
– Specify Key-End User
– Skills Gap Analysis
– Identify IT Support Personnel and Technical Specifications
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End-user Inventory1st
End-user Identification and Demographic Information
2ndSkills
Inventory
3rd IT
sppt.
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“Readiness”
Communication
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Supervisors
PartnerGroups
Business Owners
MGRs
End-Users
PM Team
Sponsors
CM Team
Change Management as Communications Hub
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ComfortComfort
UnawareUnawareDenialDenial
AnxietyAnxiety
InsightInsight
What is
happening?
What’s in itfor me?
What will I do differently tomorrow?
How do
I prepare?
How do I Stay motivated?
Organizational Change Phasesand Communication
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Who/What?
• Why is this system necessary?
• Align the change with the mission/vision and strategic direction of the organization
• Offer a broad overview of how the organization will transition – what & when
• Present the benefits
• Identify business risks of not changing
• Make sure the organization knows this will happen – not an option
Senior Executives
The change and impact on the organization
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Who/What?
• Provide the ‘what's in it for me’ information – how will roles change?
• How will I get the training to do my new job (will I be able to do the job)?
• Ask for employee’s ideas/suggestions for implementing the change
• Provide timely & and accurate status
The change and the impact on the individual
ManagersSupervisors
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Master Communication Plan Sample
• Release Authority• Status• Comments
•Event•Scheduled date•Audience•Communicator
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Communication Tracking Spreadsheet
• Communication Title• Media• Date Sent• Sent from and to
– Organization/Team– Phone– Email Address
• Follow-up Needed– Yes– No
• Type of Follow-up Needed– Meeting– Phone call– Email– Other
• Comments
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Information SheetsAwareness Info Sheet Coaching Info Sheet
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Training
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Training
Develop• Training strategy• Training Plan• Training Design• Materials
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• Identify different audiences who require training
• Conduct training needs assessment and skill gap analysis
• Document requirements for the training team– Training development schedule
Training Plan Strategy
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Coaching
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• Customized Coaching Plan• Prepare managers and
supervisors to coach their employees through the change
Coaching Plan
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Transition
Develop• Transition plan
Train• Organization resources
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Analyzing/Transitioning Change
• Transition– Knowledge Transfer Plan
(Transfer ownership to Project Owner)• Communication• Focus Group Meetings• Key End-User Meetings• Manager/Supervisor Meetings• On-going Change Management responsibilities
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• Collecting, Reporting, and Analyzing Feedback– Compliance Audit– Post-Implementation Review Process
• Transitioning to the Business Owner
• Celebrate!– Milestones/successes– Implementation success
Analyzing/Transitioning Change
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Monitoring Change
Survey End Users• Post implementation
– Three months– Six months– One year
• Complete control book– Lessons learned– Survey results– Training and meeting evaluations– Help desk call analysis– Checklist statistics
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Lessons Learned Board
• Describes knowledge gained from experience
• Captures lessons learned throughout a project lifecycle
• Process: – An onsite board is established and divided into the following
categories: • What we did that we want to do again• What we did that we never want to do again• What we did not do and should have• What we did, worked okay, but could be improved in various
ways.
• Outputs: Lessons Learned Spreadsheet, Lessons Learned section in Control Book, Project Management updates as required.
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Integration is Key
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AchievingSuccessful Organizational Change
1. Dedicate resources to Organizational Change Management
2. Secure visible executive sponsorship early in the project
3. Repeat key messages early and often
4. Involve employees in the change process
5. Create a transition strategy with achievable timeframes
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Change Management Team
• Tracks, measures, and reports readiness
• Identifies critical roles and individuals to act in these roles
• Plans for change and manages it as a process
• Assesses organizational readiness
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Change Management Team
• Educates individuals about change
• Communicates in a clear, honest, open manner
• Demonstrates commitment through active involvement and role modeling
• Solicits sponsor involvement when necessary
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ChangeManagement
Processes
Organization isAssessed
Identify
• Change Characteristics
• Org Attributes• Project
Attributes• Sponsor• Stakeholders• Key End-Users• Place on Risk
Determination Table
Complete
• Organization & Project Assessment
• Stakeholder Analysis
Review
• Existing Business Processes
• Existing Forms• Existing Policies• Existing Procedures• Hardware/Software
Requirements
Change Management & Communication
Plans are Developed
Document
• Process Changes• Functional Impacts
Create
• Master Readiness Tracking Spreadsheet
• Change Management Project Schedule
• Understanding and Impacts Info Sheets
• Feedback Mechanism
Determine
• Sponsor Model• Avenues for
communication that will be used
• Timing, audience, method, topic for important communications
Review
• Organization andProject Assessment
• Stakeholder Analysis
CM Team isEstablished
Communicate
• Results of analyses to organization project team and sponsors
Gain Commitment
• Project Sponsors• Organization
Change Agents
Identify & Recruit
• Individuals to act as coordinators for project implementation
• Hold CM Team kickoff meeting
Tracking, Measuring &
Reporting
Review
• Master Readiness Tracking Spreadsheet
• Functional Impacts• Hardware/Software
Requirements
Training and Coaching Plans are
Developed
Develop Monthly
• Checklists• Detailed instructions
for checklist items• Supplemental
checklist material
Collect and Track
• Requested checklist information from organizations on a monthly basis
Update
• Onsite readiness tracking station
• Master Readiness Tracking Spreadsheet
• Monthly checklist summary document
Report
• Readiness statistics to Executive Steering Committee
Develop
• Training Strategy• Training Plan• Training Design
Material• Training and
Coaching Info sheets
Transition
Develop
• Transition Plan• Countdown to
System Implementation
Train
• Organization resources
Preparing Managing Planning Managing Executing Transition
Analyze
• Current and new job duties
• Determine need for job reclassification
• Inform sponsors or job reclass implications
Monitoring
Monitor progress
Survey End-users
• Post-implementation week, one month, three months, six months, one year
Complete Control Book
• Lessons Learned
• Survey results• Training and
meeting Evaluation results
• Help desk calls analysis
• Checklist statistics
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AQ&
State Of DelawareWilliam Penn Building801 Silver Lake BoulevardDover, DE 19904-2407
Pamela M. WatersChange Management Team Leader
Voice: 302-739-9815Fax: 302-677-7068
Email: Pamela.Waters@state.de.us SLC: D-410