Change Network Kick-OffLeading through ChangeNorm SchultzChange Management

April 19, 2017

Agenda

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• Welcome and Opening Comments• Timeline and Project Update• Evidence of Success• Change Agent Network• Readiness Review • Upcoming Action Items

Meeting Objectives

Feel Know DoResponsible for representing your respective stakeholders

Project time-line and transformation benefits

Leverage the Change Agent toolkit

Aligned with change management strategy

Change Agent Team Leadrole and responsibilities

Take actions as described in the “Next Steps” section

Supported by the project team

How the Transformation Change Agent Network will operate

Feel – Know – Do

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Welcome Opening Comments

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What’s changing?

Why now?

Who is affected?

TimelineProject Schedules

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Timelines

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Change NetworkWorking Together

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Leading the Transformation

What is a Change Network?• Each project (EAM, HCM and Finance) will have it’s own network• Network is comprised of department or business unit resource linked to

each deployment team

Building a Network

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• They help lead change initiatives in their specific deployment area

Leading the Transformation Building a Network

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Structure:• Designed around roles that support the project• Varies based on business unit or departmental

size and complexity

Leading the Transformation Building a Network

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Purpose:To establish a network of respected and influential employees that can serve as a trusted bridge between the project team and the local employees and managers.

Change Network

• Familiar face supports managers and employees through transition

• Ensures stakeholder representation

Assess Local Needs

• Disseminate information• Familiar face delivers

tailored communications and reinforces messages

Share information • Serve as liaison

between local employees and project teams

• Is a sounding board for their community

Feedback Loop

Responsibilities and Benefits

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Change Network

• Identify right resources

• Build relationships

Identify

• Standard messages and tools

• Tailored communications

• Enforce deadlines

Develop • Create feedback channels

• Take action

Act

Responsibilities and Benefits

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Change Agents

• Representation from all stakeholder groups/geographies• Leaders (formal or informal)• Influencers• Reputation of success• Know the details• Know the escalation paths• Able to execute

Role

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Change Agents

Meetings• Regular• In-person (if possible)• Formal agenda that encourages dialogue

Website• Document management• Announcements• Social media• Tracking• Contact information

Engaged and Informed

Communications• Regular

Tools & Resources• Communication tools & templates• Training tools & templates• Contact information

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Change AgentsTime Commitment

T-3 Months1-5 hours weekly

T-1 Month to T+1 Month5-10 hours

weekly

Post Go-live5 hours monthly

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Change Agents

• Respected, liked by the organization• Buy into the change and can articulate the WIIFM (What’s In It For Me) • Persistent and willing to “stand up” for their project• “Voice of conscious” when a mid-course correction is contemplated• Ability to work in the “grey area” – OK with instability and

uncertainty• Dedicated to the project• Sense of humor

Right Attitude

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Change Agents

• Understands the business rationale for the project• Well connected in the organization• Knows the tell tale signs of resistance• General knowledge about organizational change techniques (or is open to

learning about them!)• Good general knowledge about the impacted organization

Knowledgeable

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Change Agents

• Good facilitation skills• Good communicator• Provides feedback effectively• Provides “bad news” constructively• Manages people, time, and budget• Good recruiting skills• Effectively deal with resistance• Empathetic• Good listener• Creates a sense of urgency

• Tactful and diplomatic• Manages conflict effectively• Organized, disciplined, analytical (when

needed), but not RIGID!• Possesses good people skills• Good negotiator• Can bounce between strategy and

tactics

Necessary Skills

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Pulse Check - Activity

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Think about your past experiences with change at Purdue.

• What worked well? • What are some good lessons learned?

Change Agents

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Broad Communications

Leadership - Key MessagesSay, Do, Reinforce

Sponsors & Steering Committee Members

Change Agents

All Key Stakeholder

Groups

Manager/Supervisor

End User - Key MessagesSay, Do, Reinforce

All End Users

Exec. Leadership Meetings

All Key Stakeholder

GroupsAll Sites

All End Users

Supports Communication and Reinforces Leaders

Change Agents

Change Agent Team Lead (CAL) Name Project Function represented CAL Location (Dept/College)

Angie Delworth, DFA – College of Technology HCM Business Management KNOY

Kristi Hartwick, DFA – Provost HCM Business Management HOVD

Amy Boyle, Dir – Student Life, Physical Facilities HR HCM Human Resources SCHL

Pam Nesbitt, Senior Director, Human Resources HCM Human Resources KPTC

Katherine Prochno, College of Liberal Arts HR Consultant HCM Liberal Arts/Human Resources BRNG

Jan Metzinger, Asst Athletics Admin, HR HCM Athletics/Human Resources IAF

Kara Bohlinger, Payroll Operations HCM Comptroller KPTC

Kirk Willing, DFA – College of Liberal Arts and Education G/L Business Management BRNG

Cherise Hall, DFA – College of Agriculture G/L Business Management AGAD

Kathy Vanderwall, Fund Accounting Manager, Accounting Services G/L Comptroller KPTC

Tim Riley, Asst Comptroller and Bursar G/L Comptroller/Bursar HOVD

Amada Carlson, Managing Director – Operations, PFFA G/L Physical Facilities Financial Affairs PTCA

Ryan Gallagher, Sr Director Buildings and Grounds, PF EAM – Maintenance Physical Facilities PTCA

Jim Keefe, Sr Director, Capital Project Management, PF EAM – Capital Projects Physical Facilities PTCA

Al Gilewicz, Director Energy and Utilities, PF EAM – Maintenance Physical Facilities PTCA

Brad Bowen, Sr Director Asset Management, PF EAM – Capital Projects Physical Facilities PTCA

Rita Clifford, Sr Director, Student System Comp Center (all to some degree) Information Technology ROSS

Network Structure

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Change ImpactsToday vs. Tomorrow

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Change Impacts

“Change Impacts” are:• Anticipated effects or reactions experienced by the business resulting from the

project design• Measures the gap between the 'current state' and ‘end state’.

Current State vs. End State

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Changes are brought about by process

redesign and system enablement

Impacts of these changes can affect many areas of the

businessActions need to be

taken to mitigate risks & gain acceptance for these

impacts

Change Impacts Current State vs. End State

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Process

g

Roles

FSS Clerk

Select SAP transaction code &

Enter remaining invoice details in SAP

Post as Parked Invoice ?

OmniflowDatabase

Post Invoice (Tcode : MIRO /MRKO )

Price Variance within

tolerance ?

Quantity variance?

Park Invoice (Tcode : MIR 7)

YesInvoices in Omniflow ?

Page 5.1

No

Start Process

Page 3.1

Page 2.1

Page 2.2

Invoice match with PO/GR? No

Yes

Yes

Yes Yes

Page 4.3

Data will be sent online to

Omniflowvia Interface

Inform Buyer /Vendor and FSS

Clerk

No

No

No

Risk 1, 2 Control 3,4

Process

g

Roles

FSS Clerk

Select SAP transaction code &

Enter remaining invoice details in SAP

Post as Parked Invoice ?

OmniflowDatabase

Post Invoice (Tcode : MIRO /MRKO )

Price Variance within

tolerance ?

Quantity variance?

Park Invoice (Tcode : MIR 7)

YesInvoices in Omniflow ?

Page 5.1

No

Start Process

Page 3.1

Page 2.1

Page 2.2

Invoice match with PO/GR? No

Yes

Yes

Yes Yes

Page 4.3

Data will be sent online to

Omniflowvia Interface

Inform Buyer /Vendor and FSS

Clerk

No

No

No

Risk 1, 2 Control 3,4

Changes are brought about by process

redesign and system enablement

“Current” vs. “Future” Processes

-Key design decision-Position Papers

Impacts of these changes can affect many

areas of the business

Processes

System/Technology

People

Culture

Communications

Training

Actions need to be taken to mitigate risks & gain acceptance for these

impacts

Standard Operating Procedures/Policies

Leadership Support &

Engagement

Change ImpactsDocumentation

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Readiness ReviewMeasuring for Success

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Measuring Readiness

Three scheduled reviews provide visibility of stakeholder readiness for Go Live.

Four Readiness Goals:1. End User Readiness2. Operational Readiness3. Project Execution Readiness4. System Support Readiness

Goals

End Users can do their job

Operational preparedness

Project ready to execute

System supports business

operations

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Measuring Readiness

First Readiness Review(Get Ready)

Second Readiness Review(Get Set)

Final Readiness Review(Go)

• Introduces measurements• Sets expectations for all

Readiness Reviews • Establishes baseline and

Target Change Impact risk index

• Reports current level of readiness and risk

• Shows significant progress in reaching goals

• Shows decreased Change Impact risk index

• Reports current level of readiness and risk

• Confirms readiness activities are complete

• Determines final Change Impact risk index

• Reviews operational contingency plans

• Reports current level of readiness and risk

• Leadership confirms site is ready to go

Three Reviews

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Definitions

Term DefinitionRed Deliverable is off track. At least one issue with no

mitigation plan or the deliverable is behind schedule.

Yellow At least one issue. Mitigation plans are in place.

Green Project is on target, no issues.

Gray No target due for Readiness Review

Readiness Status

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Readiness Report

Read

ines

s

Site

Re

adin

ess

Users can do their jobs

Busi

ness

Op

Read

ines

sPr

ojec

t Re

adin

ess

Syst

em

Read

ines

s

IT Project is able to execute

Deployment Project is able to

execute

The organization is

prepared to operate on the

system

The system meets business

needs

Infrastructure is set-up and testedBusiness requirements have been met by designData Cleanup / Conversion are on track and monitoredSystem Development is on trackTesting & validation of system is on trackData converted successfullyCutover activities completed successfullyHypercare support is in-place

IT Program is readyProject is appropriately resourcedThe required processes/procedures are preparedProject team training is complete

The business is readyProject resourced to meet business needThe required processes/procedures are preparedProject team training is complete

Operating procedures are aligned with the new systemData Cleansing is on-track

Organization is prepared to track performance post-go-liveOrganization staffing is sufficient to operate successfullyBusiness issues/concerns have been addressed (risk mitigation)Business success measures are definedThe required process/procedures are preparedSite Leadership is prepared to support a successful deployment

Sites are prepared to operate effectively at go-liveEnd Users have the appropriate access End Users are certified/trainedEnd Users are aware of why the implementation is occurringManagers support the implementationManagers are aware of why the implementation is occurring

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Readiness ReportGo to Green Plan

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Readiness: Data Driven

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Readiness: Data Driven

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Action Items

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What – How – When

Action Items

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What How When

Build Your Change NetworkConfirm you have enough and correct change agents.

Nominations from LeadersLeverage Managers & Supervisors

April - May

Change Agent NetworkEstablish a communication cadence with your respective Change Agents

Use the monthly Key Message andSay/Do/Reinforce communication

May

Participate in Readiness Review DesignDevelop strategy to deploy

Attend team meetings to develop RR criteria and/or participate in reviews

May

CommunicationsID best communication channels for your work-stream and let us know

Leverage tools & mediums that are already in place

May

Become familiar with change impacts Review project change impact templates

Now and as they become available

Action Items

What do you need from us?

Questions

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Resources

Current website: https://www.purdue.edu/treasurer/BPR/Dev website: https://dev.www.purdue.edu/treasurer/BPR/transform/Backgrounder: Transforming the Way We do Business

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