1. Session led by CIO 1 Improving Change Enablement: Program Sponsorship Awareness Session

2. Agenda 2 Discuss criticality of sponsorship Review what makes a sponsor effective Share program sponsorship expectations Share more about Change Management as a discipline

3. Program Sponsors 3 Regulatory & Risk ManagementOperations Re-architect Security (Phil) Wireless Local Area Network (Barb) File Share Access Security Remediation (Kim) McAfee Anti-Virus (Joy) e-Discovery (Barb) Re-architect Server Platform (Sam) IT Service Management (Phil) Go to Green (Fred) Re-architect Desktop Data Center Move (Phil) Re-architect Network, Monitoring and End User Experience (Kay) Email Infrastructure Upgrade (Sam) GrowthInnovation Geographic Expansion (Barb) ABH Integration (Bill) Japan Local Operating Company (Sam) ERP Program (Phil) SharePoint 2010 Upgrade (Kim) Information Architecture Improvements (Fay)

4. Criticality of Program Sponsorship 4 Program success hinges on IT being effective in 3 competencies. Success means reaching our objectives on time and on budget – providing value to our end users. Your role… Prosci’s Project Change Triangle - Copyright Prosci 2009

5. 5 Studies show.. as effective sponsorship increases… so does the achievement of program objectives. Criticality of Program Sponsorship

6. What makes a Program Sponsor effective? 6 Participate actively and visibly throughout the program / project Hold your teams accountable for results (define objectives, conducted ongoing reviews) Ensure program has the right team members, budget and resources for success Build a coalition of sponsorship with peers and managers Communicate to employees and managers See the IT Project / Program roles and responsibilities matrix on SharePoint.

7. IT Quarterly Report to Executives 7 Report changed from monthly (2011), to quarterly (2012) Updates will be due 3 business days after the close of the quarter You will receive a reminder email 5 business days prior to the due date with directions on providing updates Each sponsor will be asked to provide content. End Date is when users or company will realize value. End date needs to stay consistent to build credibility.

8. Program Sponsorship – “How to’s” 8 How does a Sponsor actively participate and remain visible throughout the program / project? Attend status meetings, be accessible to the team. Hold your teams accountable for results (define objectives, conducted ongoing reviews). Be involved in critical decision making. Ensure program has the right team members, budget and resources for success. How does a Sponsor build a coalition with peers and managers to help support the change? Create awareness of the need for change, built support and follow up. Create a sponsorship cascade with managers; ensure that they are building support with their direct reports. Provided frequent updates and status information; listen to and address concerns. Sponsor the change upward How does a sponsor effectively communicate to employees and managers? Be visible to employees; effectively communicate why change is happening, the risks of not changing and the vision Enable communications to be two-way (allow for feedback and question/answer sessions). Communicate frequently throughout the project. Interact effectively with managers; help them create and communicate a consistent message to employees. Prosci’s Effective Sponsorship of Change - Copyright Prosci 2009

9. Summary It’s extremely important that we manage change effectively and Program Sponsors play a critical role I’m counting on each of you to lead by example and be active and engaged sponsors for your teams The dates we publish to executives needs to be managed to closely and reflect when value of change will be realized 9

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11. 11 Who “Does” Change Management? Each ‘gear’ plays a specific role based on how they are related to organizational change

12. 12 Key Roles in Change Management Employee-facing Executives and senior leaders – fulfilling the role of sponsors of change Middle managers and supervisors – fulfilling the role of coach for their direct reports Enabling Change management resource or team – applying a structured approach and enabling others Project team – integrating the “people side” of change Copyright Prosci 2009

13. 13 Integrating Project & Change Management Complimentary disciplines with a common objective Solution is designed, developed and delivered effectively (Technical side) Solution is embraced, adopted and utilized effectively (People side) = SUCCESS +

14. 14 Integrating Project & Change Management Focus: Technical side of moving from current state to future state Focus: People side of moving from current state to future state Process: Initiation Planning Executing Monitoring/ controlling Closing Process: Preparing for change Managing change Reinforcing change Tools: Statement of work Project charter Business case Work breakdown structure Budget estimations Resource allocation Schedule Tracking Tools: Individual change model Readiness assessment Communication plans Sponsorship roadmaps Coaching plans Training plans Resistance management Reinforcement