1. Stories of Transformation
Andy Barnitz, MBA, PMP, PCMP
12/5/18

2. Today’s Objectives Introduce Three Transformation ‘Enablers’
Demo How ‘Enablers’ Drive Successful Transformation
Employ ‘Enablers’ For Successful Transformation

3. Poll The Audience: RAISE HAND If…
you are in a position where you create the vision, set the strategy or define objectives for critical projects…
you are responsible for ensuring process and system adoption, stakeholder alignment and ensuring users are prepared…
you are a task master responsible for delivering projects that are delivered on-time, within scope and under budget…

4. Transformation Enablers:
Three Legged Stool
Think Pink
PM and CM Integration

5. FILL IN THE BLANK: HINT: TOTAL Must = 100
____% of time defining ‘what’ the strategy and objectives are for a project
____% of time articulating ‘why’ the project is important
____% of time determining ‘how’ the project will be delivered

6. #1: Three LEGGED STOOL OF SUCCESS
Transformation Delivery
Change Management
Vision / Strategy
Project Management
STAND UP:
Core Change Practitioners
Core PMs
Core Strategy (executives)
What?
How?
Why?

7. #2: THINK PINK Autonomy Purpose Mastery
“I want the freedom to make decisions”
Purpose
“I want to work on something more important than me”
Mastery
“I want an opportunity to learn new tools”
SOURCE:
Daniel H. Pink
Drive: What Motivates Us

8. #3: Integrated Project / Change Management
Project Delivery Life Cycle:
Planning
Analyze
Design
Develop
Launch
Evaluate
Change Management Delivery Life Cycle:
CHANGE MANAGEMENT STRATEGY
Assess the Change
Plan the Change
Implement
The Change
Sustain the
Change
STAKEHOLDER ENGAGEMENT
COMMUNICATION
LEARNING STRATEGY
REINFORCE & DRIVE ACCOUNTABILITY
BUSINESS CHANGE READINESS
FACT: 70% of change efforts fail due to over-emphasis on project process rather than the people aspects

9. TRANSFORMATION CASE STUDY:
PROJECT: HR DIGITAL TRANSFORMATION
GOAL: People Engagement & Project Adoption
DETAILS:
Leading Retailer
45,000 Employees / 1,200 Stores
Delivery of 2 Year Technology Roadmap

10. Transformation Delivery
The WHAT:
A desire to standardize core HR processes to align with Organizational Objectives
A Need to optimize manager roles and responsibilities
A system design so that all employees can benefit
A more simplified self-service solution for basic transactions
A desire to optimize resource capacity/capability across the enterprise
Transformation Delivery
Vision / Strategy

11. Transformation Delivery
THE WHY:
Prior projects were not successfully implemented with the customer in mind
Company was behind the HR Technology curve
Project design was top-down with very little influence from actual users
HR was viewed as a support function and administrative in nature
Corporate and Distribution Center management wanted more autonomy
Transformation Delivery
Management
Change

12. The How:
Employ thoughtful project management approach to establish credibility
Devise proven change management strategy to ensure early adoption
Introduce standard, yet common change tools
Use tested change management tools scaled to the needs of the project
Intro of standard change tools: such as change impact analysis, sponsor maps, stakeholder assessments and change readiness tools
Transformation Delivery
Project Management

13. RESULTS: Project Adoption & People engagement
Two Year Digital HR Transformation
Effective transition for managers to own associate transactions
Senior leader buy-in and adoption of HR’s delivery capability
More informed HR functions of leading change management practices
Proven delivery model for future growth and expansion

14. TRANSFORMATION ‘Enablers’: “The Secret Sauce”
Ensure the ‘what, why and how’ are in balance
(Three Legged Stool)
Unleash the power and passion of the ‘Unusual Suspects’
(Think Pink - Mastery)
Provide stakeholders and team members with decision rights
(Think Pink - Autonomy)
Ensure the project team, stakeholders and sponsors have a shared purposeful vision
(Think Pink - Purpose)
Project & Change Management Integration

15. Andy Barnitz, MBA, PMP, PCMP
Contact Information: M: