Organizational Change Management in Delaware Cindy Bray Change Management Specialist Department of Technology & Information State of Delaware

Evolution of Organizational Change Management in Delaware

Delaware’s ERP Background State of Delaware 70 Organizations 35 State Agencies 19 School Districts 16 Charter Schools 47,000 Employees 12 Unions Represented 37 Different Locals

State of Delaware ERP Systems In Progress Implemented PeopleSoft HCM V 8.8 (HR/Benefits/Payroll) X eBenefits Time & Labor V 8.8 PeopleSoft Financials V8.9

1990’s ERP Projects G G G 1990’s — Various False Starts July 1999 PeopleSoft Human Resource Version 6.02 implemented Benefits Administration & Payroll — Unsuccessful Rolled back to Mainframe Legacy System

Lessons Learned High-level commitment Acquire “Best of the Best” state resources Avoid system modifications Single reporting structure for project team Strong, experienced project manager Visionary Organizational Change Management

What is Organizational Change Management? The organized, systematic application of knowledge, tools, and resources of change that provide organizations with a key process to achieve their business strategy.

Organizational Change Management Goal Provide the structure & guidance necessary to effectively prepare organizations for the successful acceptance of cultural change that comes with major project implementations.

Organizational Change Management Objectives Provide awareness Ensure understanding Facilitate acceptance Care, listen, and respond Manage people’s expectations Ensure readiness Champion the project

Monitoring / Controlling Successful Projects Project Success Closing Monitoring / Controlling Executing Project Management Planning Initiation Managing - Planning Managing - Executing Analyze-Transition Preparing Change Management

Organizational Change Management Best Practices Use change management processes and tools Establish active and visible sponsorship Ensure effective project leadership and planning Ensure employee involvement in change process Use communication effectively © 2005 Prosci Best Practices in Change Management

Department of Technology & Information Organizational Change Management Processes

Integrating Processes

Preparing Managing Planning Managing Executing Transition Monitoring Change Management Processes CM Team is Established Change Management & Communication Plans are Developed Tracking, Measuring & Reporting Training and Coaching Plans are Developed Transition Monitor progress Organization is Assessed

Preparing Process  Organization Is Assessed Change Management processes Identify Change Characteristics Sponsor Stakeholders End-User groups Complete Organization & Project Assessments Change Characteristics questionnaire Stakeholder Analysis 

Assessing the Organization Project Assessment questionnaire Organizational Attributes Change Characteristics questionnaire Plot the project on the Risk Determination Table Stakeholder Analysis

Assessing the Organization Risk Determination Table 110 Medium-High Risk High Risk Organizational Attributes 44 Low Risk Medium-Low Risk 22 12 24 60 Change Characteristics Modified from Prosci Change Management Toolkit

Stakeholder Analysis Important / Influential Important / Little Influence Developers End-users Web Client End-users Fat Client Service Desk Customer Care Center Vendors Executive Sponsors Governor Not Important / Little Influential Not Important / Influential

Preparing Process  CM Team is Established Change Management Communicate Results of analyses to organization project team Gain Commitment Project Sponsors Organization Change Agents Review Organizational Readiness Assessment Stakeholder Analysis CM Team is Established Change Management processes

Change Management Team Model Sponsor Project Team Communications Coordinator Change Management Specialist / Readiness Lead

Managing-Planning Process Review Existing Business Processes Existing Forms Existing Policies Existing Procedures Master Readiness Tracking Spreadsheet Functional Impacts Hardware/Software Requirements Comprehensive Change Management Plan is Developed Identify and Recruit Individuals to act as coordinators for project implementation Hold CM Team Kick-off Meeting Document Process Changes Create Change Management Project Plan Determine Sponsor Model Avenues for communication that will be used Timing, audience, method, topic for important communication 

Comprehensive Organizational Change Management Plan Uses existing project documentation Business Case Summary Project Charter Provides Project overview information Stakeholders and method for specific end-user identification Implementation strategy Definition of change management

Comprehensive Organizational Change Management Plan Provides Project goals Project benefits Project deliverables and timelines Roles and responsibilities Results of the organization and project assessment including placement on risk determination table

Comprehensive Organizational Change Management Plan Provides Team structure with recommended change management team structure Sponsor Activities Communication Plan Readiness Methodology Training and Coaching Plans Resistance Management Plan

Sponsor Activities Executive Sponsor Blueprint Sample Target Group Activity Notes With project management team Provide timely decisions on critical issues Manage “scope creep” Secure resources for implementation Remove obstacles On-going With critical managers Enforce readiness accountability for all organizations With end users Be proactive, visible and communicate Communicate key messages Visibly celebrate success stories

Organizational Change Management Team Model Executive Sponsors Change Management Coach Green Team . . . Project Director Change Management Coach . . . Yellow Team Change Management Specialist / Readiness Lead Change Management Coach . . . Project Team Blue Team Change Management Coach Red Team . . . Communications Coordinator

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

1st End-user Identification and Demographic Information End-user Inventory { 1st End-user Identification and Demographic Information { 2nd Skills Inventory { 3rd IT sppt.

Who Should Deliver the Message? 62% of the messages should come from the CEO and the direct supervisor ©2005 Prosci Best Practices in Change Management

Who Should Deliver the Message? The current situation and rationale for the change Business issues or drivers that created the need for the change Competitive issues or changes in the marketplace What might happen if the change is not made Vision of the organization after the change is made Overall timeframe Alignment of the change with business strategy ©2005 Prosci Best Practices in Change Management

Who Should Deliver the Message? The impact on daily activities Why employees want to go along Job security Specific ways they are expected to aid the change Resources for assistance and ways to provide feedback ©2005 Prosci Best Practices in Change Management

CM as Communications Hub

Communication Plan includes: Event Scheduled date Audience Communicator Release Authority Status Comments

Organizational Change Phases and Communication What is happening? How do I stay motivated? Transition through Analysis Celebrate Success! Understanding through Awareness Comfort Unaware Denial Insight Ability with coaching Desire through impacts Anxiety What’s in it for me? How do I prepare? Knowledge by training What will I do differently tomorrow?

Information Sheets Understanding Impacts Training Coaching Count-down to system implementation

Information Sheets Awareness Info Sheet Coaching Info Sheet

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

Printed versions of important information Communication Board Printed versions of important information Newsletters Posters Info Sheets

Managing – Executing Process  Tracking, Measuring & Reporting  Review Master Readiness Tracking Spreadsheet Functional Impacts Hardware/Software requirements Collect and Track Requested checklist information from involved organizations on a monthly basis Update Onsite readiness tracking station Master Readiness Tracking Spreadsheet Monthly checklist summary document Develop Checklists Detailed instructions for checklist items Supplemental checklist material Report Readiness statistics to Executive Steering Committee

Managing Organizational Change Tracking, Measuring, and Reporting Functional Impacts Spreadsheet Master Readiness Tracking Spreadsheet Readiness Checklist Checklist Summary On-site Tracking Station Project Status Executive Sponsor Reporting

DTI Readiness Methodology All Project Teams INPUT Functional Impacts Master Readiness Tracking Spreadsheet Readiness Checklist Functional Impacts Documentation End Users Successful System Implementation

Functional Impacts

Master Readiness Tracking Spreadsheet

Readiness Checklists

Executive Sponsor Reporting

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.

Managing – Executing Process Develop Training Strategy Training Plan Training Design Materials Training and Coaching Plans Are Developed 

Training Plan Identify different audiences that require training Re-visit End-user Identification Spreadsheet Send to managers and supervisors of end-users Have them rank employees on scale of 1-4 for each specific type of task to be performed in new system Conduct training needs assessment and skill gap analysis Document requirements for the training team Training development schedule

Coaching Plan Customized Coaching Plan Can range from series of coaching info sheets to education for managers/supervisors on how to provide coaching Prepare managers and supervisors to coach their employees through the change Identify additional areas of growth for employees i.e. accounting or Excel training for financials implementation

Transition Process  Transition  Develop Train Transition Plan Organization resources

Transition Steps

Transition Ownership to Project Owner Knowledge Transfer Plan Identifies required skills by project team role Assesses current skills Develops an agreed upon action plan and milestones Re-assesses semi-annually for life of project

Knowledge Transfer Plan

Knowledge Transfer – Action Plan

Celebrate Celebration & Recognition!!! Milestones/successes Implementation success

Monitoring Process  Monitor Progress Survey End-users Post Implementation One month Three months Six months One year Complete Control Book Lessons Learned Survey results Training and meeting evaluations Help desk calls analysis Checklist statistics

Collect, Analyze, and Report Feedback Compliance Audit Post-Implementation Review Process

Control Book System Testing Evaluation Parallel Testing Evaluation Training Evaluation Coaching Survey Reinforcement/Resistance Survey Project Evaluation Survey

Preparing Managing Executing Transition Monitoring Managing Planning Managing Executing Transition Monitoring Change Management Processes CM Team is Established Change Management & Communication Plans are Developed Tracking, Measuring & Reporting Training and Coaching Plans are Developed Transition Monitor progress Organization is Assessed Review Existing Business Processes Existing Forms Existing Policies Existing Procedures Hardware/Software Requirements Survey End-users Post-implementation week, one month, three months, six months, one year Identify Change Characteristics Org Attributes Project Attributes Sponsor Stakeholders Key End-Users Place on Risk Determination Table Review Master Readiness Tracking Spreadsheet Functional Impacts Hardware/Software Requirements Review Organization and Project Assessment Stakeholder Analysis Develop Training Strategy Training Plan Training Design Material Training and Coaching Info sheets Develop Transition Plan Countdown to System Implementation Train Organization resources Develop Monthly Checklists Detailed instructions for checklist items Supplemental checklist material Communicate Results of analyses to organization project team and sponsors Document Process Changes Functional Impacts Complete Control Book Lessons Learned Survey results Training and meeting Evaluation results Help desk calls analysis Checklist statistics Analyze Current and new job duties Determine need for job reclassification Inform sponsors or job reclass implications Complete Organization & Project Assessment Stakeholder Analysis Create Master Readiness Tracking Spreadsheet Change Management Project Schedule Understanding and Impacts Info Sheets Feedback Mechanism Collect and Track Requested checklist information from organizations on a monthly basis Gain Commitment Project Sponsors Organization Change Agents Determine Sponsor Model Avenues for communication that will be used Timing, audience, method, topic for important communications Update Onsite readiness tracking station Master Readiness Tracking Spreadsheet Monthly checklist summary document Report Readiness statistics to Executive Steering Committee Identify & Recruit Individuals to act as coordinators for project implementation Hold CM Team kickoff meeting

Reinforcing Organizational Change

Integration is Key

Achieving Successful Organizational Change Dedicate resources to Organizational Change Management Secure visible executive sponsorship early in the project Repeat key messages early and often Involve employees in the change process Create a transition strategy with achievable timeframes

DTI Strategic Goals & Enterprise Organizational Change Management Workforce Excellence Change Management certified team 2 qualified MBTI providers 2 qualified EI providers Team member pursuing PMI certification Team member pursuing BPR certification IT Availability & Reliability Collaborative Solutions CM partners with or advises many major projects within the state CM participating in the EA initiative Enhanced Project Management CM offers change management, and requirements gathering education Physical & Cyber Security CM participating in DTI security program Enhanced Customer Service CM providing MBTI education to all teams in department CM offers MBTI education to other organizations