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Published byRoss Gardner Modified over 9 years ago
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Pam Waters Change Management Team Leader
DTI – State of Delaware
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ERP Change Management Getting from Here to There
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Delaware’s ERP Background
State of Delaware 67 Organizations 35 State Agencies 19 School Districts 13 Charter Schools 38,000 Employees 12 Unions Represented 37 Different Locals
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State of Delaware ERP Systems
ERP Systems In Progress Implemented PeopleSoft HCM V 8.8 (HR/Benefits/Payroll) X eBenefits eRecruit Time & Labor V 8.8 PeopleSoft Financials V?
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1990’s 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
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August 1999 – February 2000 Project managed by consultants
Low team morale Multiple project plans to ‘fit’ budget Production support for Human Resources Chain of command – multiple reporting structure
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March – December 2000 Became a ‘state – managed’ project
Acquired additional state resources Rearranged project team Added full time Change Management team Single reporting structure
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December 2000 – July 2001 Change Management Team formed
Strategy developed Prepared (readied) State Organizations End-User training (1300) Successful HR (V6.02 to 7.51) Upgrade & Benefits/Payroll implementation
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Why ERP Implementations Fail
42% Leadership 27% Organizational & Cultural Issues 23% People Issues 4% Technology Issues 4% Other Organizational issues left unchecked often lead to project failure Source: Organization Dynamics, Jim Markowsky
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ERP Lessons Learned High – level commitment
Acquire “Best of the Best” state resources Avoid modifications – re-engineer 1st Visionary Change Management Production support project plan
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State Agency Transformation
Senate Bill 215 established new agency The Department of Technology & Information Office of Major Projects Chief Program Officer Project Management Team Change Management Team
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What is Change Management?
Definition The organized, systematic application of knowledge, tools, and resources of change that provide organizations with a key process to achieve their business strategy Goal Provide the structure & guidance necessary to effectively prepare organizations for the successful acceptance of cultural change
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Change Management Objectives
Provide awareness Ensure understanding Facilitate acceptance Care, listen, and respond Manage people’s expectations Ensure readiness Champion the project
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Source: Change Management Learning Center
Risk and Flight Model Source: Change Management Learning Center
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The Goal of Change Management
Source: Change Management Learning Center
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Greatest Success Factors
Active and visible sponsorship Use of Change Management process & tools Effective communications Employee involvement Effective project leadership and planning Source: Prosci Benchmarking Report
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Greatest Obstacles Resistance from employees and managers
Inadequate senior management sponsorship Cultural barriers Lack of change management expertise Source: Prosci Benchmarking Report
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From ©Prosc Change Management Learning Center
Successful Change Post Implementation Implementation Concept & Design Business Need Desire Awareness Knowledge Ability Reinforcement BUY - IN INVOLVEMENT Successful Change From ©Prosc Change Management Learning Center
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Change Management Standards
Prepare with the project team Assess change/culture Develop/educate team Manage the strategy Develop and manage the plan Track/report readiness Develop training strategy Reinforce/Support Celebrate success Analyze feedback and prepare to manage resistance
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Change Management Tools
Scope of Change Assessment Organizational Readiness Assessment Stakeholder Analysis Sponsor Roadmap DTI Readiness Methodology Communication Standards Reporting/tracking standards Control Book Measures of Success/Lessons Learned
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DTI Readiness Methodology
All Project Teams INPUT Functional Impacts Master Readiness Tracking Spreadsheet Readiness Checklist Functional Impacts Documentation End Users Successful System Implementation
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Tracking Station
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Implementation Success Factors
Source Understanding PeopleSoft 8 Lynn Anderson, Cap Gemini Ernst & Young
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Continuous Improvement
Change Competency Linked to project management processes Start at the beginning Required for all ERP projects Systematic Change Management processes Defined methodology Consistent tools Greater Capacity for Change
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Q & A
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