1. TRAINING & CHANGE MODELS FOR EDRMS What’s passing and failing?

2. Providing Keys to Success

3. DEMOGRAPHICS

4. Industry Profile Non-Government59%Government41% Services17%Federal / State23% Education8%Local18% Electricity, Gas, Water & Waste 7% Primary Industry6% Manufacturing3% Logistics2% Other16%

5. Distribution of Respondents 29% 11% 7% 19% 13% 4% 2% New Zealand – 6% Other – 7% 4%

6. Size of Rollout

7. Post Implementation Assessment 75% of completed implementations were judged a success by the respondents

8. THE SIMPLE FACTS

9. Organisations with: Larger training & change budgets A previous history of EDRMS attempts Mature recordkeeping practices pre-implementation Achieved Superior Success Rates

10. PLAN

11. Composition of Project Team

12. Experience of Project Manager 50% - Software rollout experience 85% - No rollout experience 92% - EDRMS rollout experience Success rate of project based on previous rollout experience of project manager

13. Importance of Communication Plans

14. Did you have a defined Communications Goal? 90% Yes 39% No Success Rate

15. ENGAGE

16. Sponsors Belief ZERO

17. Stakeholders Belief

18. Change Techniques

19. Communication Mediums One way channels Two way channels Campaigns

20. TEACH

21. Training Plan Effectiveness

22. End User Modes of Learning

23. Experience of Trainers 14% No Training Delivery 50% No EDRMS Experience 81% Training Delivery 86% EDRMS Experience Effect of prior experience in EDRMS and training delivery on success rate of project

24. EMBED

25. Ongoing Support Model

26. Retro-fitting strategy

27. Retro-fitting Strategy

28. MEASURE

29. Measuring is Concurrent with Success

30. Key Findings 1. Experience makes a difference 2. Disbelief foretells doom 3. Success demands business involvement 4. User options underpin success 5. Have purpose, Design in detail

31. The Presenters Kevin Dwyer is a Change Management professional with more than 30 years’ experience in the planning, design and delivery of change management programs. Since the establishment of Change Factory in 2001 he has been involved in a diverse range of projects ranging from re- engineering processes to reduce risk to creating and revising performance management systems. He commenced working in EDRMS projects in 2009 as a partner in the REX project which was awarded the J. Eddis Linton Award for Excellence – Most Outstanding Group in 2010. Kevin can be contacted on: 0408 508 490 or Kevin.Dwyer@ChangeFactory.com.auKevin.Dwyer@ChangeFactory.com.au www.ChangeFactory.com.au Michelle Linton is a Learning & Development Manager with 24 years’ experience in the planning, design and delivery of training programs. Michelle has developed and delivered innovative, outcome focused EDRMS training for over 30 government and private organisations since 2005. Michelle’s pragmatic approach to learning strategies leading to application adoption has been enthusiastically welcomed by the industry. Linked Training is the training partner in the REX project which was awarded the J. Eddis Linton Award for Excellence – Most Outstanding Group in 2010. Michelle can be contacted on: 02 8824 4677 or Michelle@LinkedTraining.com.auMichelle@LinkedTraining.com.au www.LinkedTraining.com.au