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

2. Evolution of Organizational Change Management in Delaware

3. 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

4. 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

5. 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

6. 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

7. 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.

8. 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.

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

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

11. 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

12. Department of Technology & Information Organizational Change Management
Processes

13. Integrating Processes

14. 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

15. 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


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

17. 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

18. 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

19. 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

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

21. 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


22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

28. 1st End-user Identification and Demographic Information
End-user Inventory {
1st End-user Identification and Demographic Information {
2nd Skills Inventory {
3rd IT sppt.

29. 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

30. 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

31. 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

32. CM as Communications Hub

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

34. 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?

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

36. Information Sheets
Awareness Info Sheet
Coaching Info Sheet

37. Communication Tracking Spreadsheet
Communication Title
Media
Date Sent
Sent from and to
Organization/Team
Phone
Address
Follow-up Needed
Yes No
Type of Follow-up Needed
Meeting
Phone call
Other
Comments

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

39. 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

40. 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

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

42. Functional Impacts

43. Master Readiness Tracking Spreadsheet

44. Readiness Checklists

45. Executive Sponsor Reporting

46. 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.

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

48. 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

49. 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

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

51. Transition Steps

52. 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

53. Knowledge Transfer Plan

54. Knowledge Transfer – Action Plan

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

56. 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

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

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

59. 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

60. Reinforcing Organizational Change

61. Integration is Key

62. 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

63. 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