1. The Art of Managing Change
Reflections on Change Management for Technology Projects

2. “If you want to make enemies, try to change something” – Woodrow Wilson

3. Agenda What is change management ? Change management basics.
Case study.

4. What is Change Management?
Change management is the process of developing a planned approach to change in an organization.
Objectives:
Maximize collective efforts of stakeholders
Minimize risk of failure

5. Icebergs

6. The IT Project Iceberg
Technology
Process
People / Organization

7. The IT Project Iceberg Technology Process People / Organization Easy
10%
Technology
Process
90% - need to address these first
People / Organization
Hard

8. The IT Project Iceberg
Failure to recognize that technology is just the tip of the iceberg will doom your project to an early grave !

9. Don’t Just “Wire it Together”

10. How to Manage Change Find a great sponsor.
Have a clear sense of mission or purpose – develop a shared vision.
Build a team. Pick people with relevant skills and high energy levels. Ask for volunteers.
Identify and manage stakeholders.
Communicate early and often.
Train early and often.

11. Project Sponsor is Critical
All IT projects must have a business sponsor or “owner”:
Establish vision and business case for change.
Provide overall project direction.
Report status / significant issues to stakeholders.
Ensure that system meets needs of users and managers.
Ensure that resultant changes in business process are implemented consistently.
Ensure that project benefits are realized.

12. Make a Case for Change Develop a business case that…
Addresses a problem or opportunity
Recommends a solution
Defines the boundaries
Creates a compelling case for change

13. Make a Case for Change
Everyone sings off the same sheet of music…

14. Manage Stakeholders

15. Identify and Map Stakeholders
People / Organizations
Stake
Expected Disposition
Proposed Role
Internal:
Process owner
Affected business units
System users
IT organization
Support organizations (HR, Finance, Admin)
External:
External customers / users
Public
OFT
Control agencies
Media
Define each individual’s and group’s interest in the project and describe how it impacts them
Support, Neutral or Oppose
Describe how you would engage each individual or group in the project. Some individuals and groups play direct roles (approver, decider, builder, user, operator, etc.). Others have indirect roles requiring you to keep them informed.

16. Understand Stakeholders
Supporters
Neutrals
Opposers

17. Understand Stakeholders
Stakeholder management -The “Wild West” approach:
Pioneers
Settlers
Outlaws

18. Leverage the Pioneers Pioneers
Unbridled enthusiasm for the project -- they can see the promised land.
Good source of project “champion” or sponsor.
Early adopters to demonstrate initial success.
Project spokesperson -- keep the settlers informed and get them on board for implementation.

19. Bring Along the Settlers
They’ll follow, if you have a good leader (pioneer).
Important to communicate the “message of opportunity” early and often:
What’s in it for them ?
What will things “look like” after the project ?
How will their job change ?
What new opportunities will the project create ?
How can they participate ?

20. Listen to the Outlaws Outlaws Equally important to identify.
Change resistant -- lurking in the cubicles to ambush your project.
Expend some energy to convert as many as possible.
Listen to their concerns – encourages due diligence to ensure your change strategy is sound.

21. Total Support is Impossible
“If your horse is dead, dismount !”
Alternatives to dismounting:
Buy a stronger whip.
Change riders.
Declare: "This is the way we have always ridden this horse."
Appoint a committee to study the horse.
Arrange to visit other sites to see how they ride dead horses.
Create a training session to improve employees' riding skills.
Change the requirements and declare the horse undead.
Outsource contractors to ride the dead horse.
Harness several dead horses together for increased speed.
Provide additional funding to increase the horse's performance.
Promote the horse to a supervisory position.

22. Stakeholder Management Capability Maturity
Most Organizations at Level 1 (or 0/-1), Striving to Achieve Level 2
5. Optimized Process
Lessons learned drive continuous improvement of stakeholder management process.
4. Managed Process
Sponsors fully engaged. Stakeholder commitment and communications strategies routinely reviewed and adjusted as required. Performance measured.
3. Standardized Approach
Stakeholder management processes fully defined and documented with full buy-in throughout the organization.
2. Basic Capability
Basic stakeholder management procedures are identified for some projects. Sponsors informally committed to the project.
1. Ad-hoc
Few processes in place. Projects succeed by happenstance and heroics. Key stakeholders known but not formally identified. No stakeholder communication actions identified.

23. Communicate, Communicate
Project Business Case
Plain English description (business purpose, resource requirements, expected outcomes).
Sends clear message of agency commitment to project.
Weekly Team Meetings
Keeps project team on point.
Surfaces issues for resolution.

24. Communicate, Communicate
Project Steering Committee Meetings
Maintain agency focus on project.
Keep project “owners” engaged.
Decide major issues -- scope, budget, resources.
Opportunity to update key stakeholders.

25. Communicate, Communicate
Project Status Reports
Weekly reports on Intranet.
Pilot surveys.
“Strut Your Stuff”
Agency newsletter.
Press articles.
Agency’s external web site.
Town hall meetings with stakeholders

26. Key Skills
People
Political
Analytical
Business
Systems

27. Training is Critical Change agent skills: Leadership Visioning
Listening and inquiry
Coaching and facilitation
Dealing with complexity
Analyzing systems and processes

28. Training is Critical Business training:
New organizations and relationships
Changed staff roles and responsibilities
Changed business operations
New policies, procedures

29. Training is Critical Technology and tools training:
New forms and documentation
New information systems

30. Case Study

31. The Problem
Law enforcement workers need quick and easy access to crime fighting data from state, local and federal sources:
Criminals don’t heed jurisdictional boundaries.
Heightened need for intelligence sharing post 9/11.

32. The Problem
Traditional agency-centric (e.g., “stove pipe”) approach to technology gets in the way:
Individual agency resources strained supporting redundant systems and databases.
Limited resources available to build new capability.
Users forced to deal with multiple entities to get the data they need.
Multiple PCs and devices in the field.

33. The Vision for Change

34. Coordinated delivery of criminal justice information
Single Point
Of Access
Easy to use
Graphical Interface

35. The Strategy
Individual criminal justice agencies keep their data and applications.
Give users access via a single web portal.
Build new / upgrade old applications to provide improved capability.
Consolidate agency infrastructure (networks, mainframes, servers, etc.) for improved efficiency and lower cost.

36. Managing Change Leadership communicated the vision.
Project sponsor and change leader identified.
Key participants trained in consensus building.
Agencies established a governance board:
Coordinate budgets
Prioritize and oversee common projects
Manage consolidated technology services
Incremental change initiated:
Mainframe migration to OFT
Single network organization created
Common architecture and portal environment designed

37. Parting Thoughts…
Building and managing relationships is critical to success. Figure out what’s required to inspire individual stakeholders to work together toward a common project goal.

38. Parting Thoughts…
“Things do not change - we do.” – Henry David Thoreau

39. Thank you !!!