National Property Management Association Daniel Tobin, CPPA Federal Aviation Administration Kim...

National Property Management Association

Daniel Tobin, CPPA

Federal Aviation Administration

Kim Doner, CPPM

SRA International

Addressing Cultural Change in an Ever Changing Work Environment

National Property Management Association2

Global Markets

Global market shifts to information-based economies greatly impacts the way in which we do business.


Change

It seems everything is rapidly changing

• Processes• Procedures• Information Technology• Terminology


Text Acronyms

ATD -at the doctor. BFF -best friend fell. BTW -bring the wheelchair. BYOT -bring your own teeth. FWIW -forgot where I was. GGPBL -gotta go, pacemaker battery low. GHA -got heartburn again. IMHO -is my hearing aid on? LMDO -laughing my dentures out. OMMR -on my massage recliner. ROFLACGU -rolling on floor laughing and can't get up. TTYL -talk to you louder!


Cultural Change

So, what exactly do we mean by cultural change?

Cultural Capital Social Norms Behavior Normalization


Requirements of Change

• Review the organization’s culture

• Beliefs• Strengths• Limitations

• Review current technology

• Address the tasks, implications, and limitation of change.


Elements of Change

• Inclusion: Employee “buy in” is critical to successful change.

• Management support: Managers must support the

cultural change, and in ways beyond verbal support.

• Training: Culture change depends on behavior

change.


Inclusion• Individuals can have a profound impact on the

success or failure of a project. • How much individuals are on board with the

project, how much training they've had, and how much people know about the change can make or break a project.

• It is critical to mitigate the impact of change proactively.


Management Support

Getting executive level support for change is critical. It's important to involve management and have them openly support the change from the very beginning and throughout the entire project.


Training

It is not only important to provide training on new systems, processes, procedures or any other change, but it's also important to educate staff within the organization about the change.


FundingAdequate funding – A well-conceived approach to automation is meaningless without a realistic plan for paying for it. This entails:

• Determining who will pay• Planning for operating and capital funds (how will the system be maintained?)• Timely policy decisions – The project will be severely delayed if key policies are

not addressed, including: Requirements for use of a common system, or at a minimum common

definitions of concepts, terms, and data The Use/role of existing systems


Ownership

Who is the “program manager”? Policy decisions must be carried out and maintained by someone.


Effective Management

• Governance that balances business and employee needs

A viable communication plan Solid implementation management

• Understand Stakeholder needs!


Vision

• Management and Stakeholder vision must be shared.


Case Study: AITS 3.1

• In August 2010, the FAA began defining requirements to upgrade their property accounting system to better account for personal property assets.

• This included a total change in the way assets reported as excess were handled.

• We informed a limited audience of upcoming changes on a monthly basis.

• We performed user testing.• The system was deployed.


Result

Resistance and severe criticism that impeded the success of the deployment of the new system.


Lessons Learned

When change is inevitable, address:

• Leadership • Communication• End-user involvement• Training & Education


Recommendations

Funding• Ensure adequate funding not only for development and deployment but

also for maintenance. Inevitably something will need to be enhanced after deployment

Roles• Assign a single Program Manager with the authority to make decisions.

When seeking input from several sources, you will get several opinions, someone needs to have the authority and ability to make final decisions

• Assign team leads


Recommendations

Create a detailed implementation plan

• When requirements are being written, get input from those that may be impacted.

• Assure accountability through the inclusion/use of benchmarks/performance measures

• Develop a central point to unify and simplify information reporting.

• Use specific, existing agency performance measures where possible.

• Seek feedback on performance and use for improvement.


Recommendations

Use proven technologies as tools in planning and implementation:

• Provide services to stakeholders.

• Increase communication.

• Enhance agency programs and procedures.

• Maintain consistent, collaborative efforts.

• Develop and maintain “best practices”.


Success

Proactively using communication, leadership support, involvement of the end-user, and training and education leads to a faster adoption of the technology being implemented and facilitates the cultural change required for success.


Questions

Questions….questions….questions….questions….

National Property Management Association Daniel Tobin, CPPA Federal Aviation Administration Kim...

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