Change Management Managing Transition & Transformation Change Programs Anand Subramaniam
<ul><li>“There are no secrets to success. It is the result of preparation, hard work, and learning from failure.&quot;  </...
Highlights <ul><li>Challenges </li></ul><ul><li>Align Change Program with Project </li></ul><ul><li>Transformation Change ...
Challenges
Why Change is Necessary? Source: Flint, D., “The User’s View of Why IT Projects Fail,” © 2005 Gartner, Inc. Findings based...
Communication Challenges Failure to  train staff in new skills Special Interests lobbying against change Customers/ Benefi...
Align Change Program with Project
Align Change Program with Project Define Requirements & Build Plan Build Awareness & Desire Develop Understanding Knowledg...
Change Elements (Conceptual) Stakeholder  Participation Leadership End Users IT Experts Continuous Reviews / Measurement T...
Change Process (Detailed Level) 20061121 Build Commitment Heighten  awareness Involve  Stakeholders who need to change <ul...
Managing Change in a Project
Mange Change - ERP Implementation Planning Determine Vision and Governance Conduct Readiness Assessment Develop Strategy  ...
Aligning Change with PMBOK Process
Transformation Change
Conceptual Overview Program plan Drivers for change Program objectives Program Management & Governance Plan and priorities...
Benefit Realisation Effective and efficient service delivery Program governance in place and all roles and forums fully re...
Teams’ – Roles & Responsibility
Change Team in a Project Organisation Change Management  Coach Executive Sponsor Change Coach Green Team Yellow  Team Blue...
Project Team <ul><li>Project / Program Mng </li></ul><ul><li>Ultimate accountability for the success of the project / prog...
Project Team (Contd.) <ul><li>Business Analyst </li></ul><ul><li>Business representation & leadership </li></ul><ul><li>Ow...
Project Team (Contd.)  <ul><li>Database Administrator </li></ul><ul><li>Design & maintain database environments </li></ul>...
Stakeholder Communication
Responsible for Communication Change Mgmt Team Leader 6% Change Management Team Member 7% CEO / President  25% Employee's ...
Assessments
Customer Needs Assessment <ul><li>What customer group(s) will be impacted, and how? </li></ul><ul><li>When will each group...
Communication Needs Assessment <ul><li>Who are the key stakeholders (internal and external)?  </li></ul><ul><li>What poten...
Supplier Readiness Assessment <ul><li>What information, documentation, or training will the service providers (SP) require...
Customer Readiness Assessment <ul><li>What information, documentation, or training will the customer groups (CG) require? ...
Lessons Learned <ul><li>What was learned from the pilot?  </li></ul><ul><li>How will/was this incorporated into the projec...
Sample Documents
Change Management Checklist How will the above components be included in the overall plan (to do list) for this change? Co...
Information Distribution
Impact – As Is ~ To Be
Stakeholder Assessment
Monitor Stakeholder Expectations
Stakeholder Engagement -  Plan & Control Approach Identify stakeholders Measure Stakeholder Expectation Identify Needs Ide...
Managing Behavioural Change Align Performance, Reward and recognition Schemes  Provide opportunities for practice and feed...
<ul><li>“One of the secrets of life is to make stepping stones out of stumbling blocks.&quot;  </li></ul><ul><ul><li>- Jac...
<ul><li>Good Luck </li></ul><ul><li>http://www.linkedin.com/in/anandsubramaniam   </li></ul>
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Transition &amp; Transformation Change

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Transition, Transformation, Program, PMBOK, Prince 2, Roles &amp; Responsibilities, Stakeholder Communication / Relationship Building, Assessment, As Is ~ To Be

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Transition &amp; Transformation Change

  1. 1. Change Management Managing Transition & Transformation Change Programs Anand Subramaniam
  2. 2. <ul><li>“There are no secrets to success. It is the result of preparation, hard work, and learning from failure.&quot; </li></ul><ul><ul><li>- Colin Powell </li></ul></ul>
  3. 3. Highlights <ul><li>Challenges </li></ul><ul><li>Align Change Program with Project </li></ul><ul><li>Transformation Change </li></ul><ul><li>Teams’ – Roles & Responsibility </li></ul><ul><li>Stakeholder Communication </li></ul><ul><li>Assessments </li></ul><ul><li>Sample Documents </li></ul>
  4. 4. Challenges
  5. 5. Why Change is Necessary? Source: Flint, D., “The User’s View of Why IT Projects Fail,” © 2005 Gartner, Inc. Findings based on 520 failed IT Projects with over 1000 staff.
  6. 6. Communication Challenges Failure to train staff in new skills Special Interests lobbying against change Customers/ Beneficiaries Internal Workforce Internal Managers and Supervisors External Business Partners Other Key Audiences Legislators Public Media Leadership Team’s Messages Benefits of change not clear Leadership not aligned Unclear vision Fear of change Failure to communicate Lack of resources Interference Interference
  7. 7. Align Change Program with Project
  8. 8. Align Change Program with Project Define Requirements & Build Plan Build Awareness & Desire Develop Understanding Knowledge & Ability Create Acceptance & Reinforcement Take Ownership Change Management Practices Identify Requirements Design Solution Build Solution Test / Pilot Implement Transition to Business Project Management Practices Stakeholder Engagement Communication Resistance Management Leadership Plan Project
  9. 9. Change Elements (Conceptual) Stakeholder Participation Leadership End Users IT Experts Continuous Reviews / Measurement Two way Change Communications Proactive Resistance Management Education and Training Ongoing Support and Reinforcement Workflow and Process Design (As Is ~ To Be) Management / Leadership Team - Support <ul><li>Process to manage the people aspects of change </li></ul><ul><li>Tools & checklist for planning & managing change </li></ul><ul><li>Coaching / mentoring leaders and change teams </li></ul>
  10. 10. Change Process (Detailed Level) 20061121 Build Commitment Heighten awareness Involve Stakeholders who need to change <ul><li>Do we understand the issues? </li></ul><ul><li>How do we stimulate the need to change? </li></ul>Examine Options for change Assess what’s in it for key stakeholders Get sanction and joint commitment for the process Stakeholder Approval to proceed with change Set Vision and direction CHECKPOINT Do we have the desire to continue? Can we provide support, sanction, direction and resources? Develop interim Change targets Establish structure to design and coordinate change Set Rules of the Road Implement Change & Training Make changes Evaluate Continuous improvement Monitor Assess readiness to proceed Communicate Communicate Communicate Detailed Organisational Analysis CHECKPOINT Recognise the need to change Create the Vision for Change Management Commitment Planning Change Delivered Review Business Process Design or Redesign
  11. 11. Managing Change in a Project
  12. 12. Mange Change - ERP Implementation Planning Determine Vision and Governance Conduct Readiness Assessment Develop Strategy and Plan Deliver Change Mgmt Workshops Review and Align Business Processes Transition Organisation Stakeholder Communication Conduct Communication Assessment Develop Strategy and Plan Develop Communication Material Information Distribution Performance Reporting Manage Stakeholders Training Conduct Needs Analysis Develop Strategy and Plan Develop Training Material Conduct Train-the-Trainer Workshops Deliver Training Evaluate Training Documentation Conduct Documentation Assessment Develop Strategy and Plan Develop Templates & Standards Develop Business & Technical Doc. Develop Online Help Maintain Documentation Support Conduct Support Assessment Develop Strategy and Plan Develop Service Level Agreement Select Help Desk Software Establish Help Desk Manage Ongoing Support Testing Determine Testing Needs & Develop Strategy Prepare Test -Plans, Scenarios & Scripts Co-ordinate Test Data Conduct Testing Support UAT Validate Software in Production Data Conversion Determine Data Conversion Needs Develop Strategy and Plan Develop Decommission Strategy Conduct Data Analysis & Design Develop and Test Data Conversion Manage Conversions Configuration Mgmt (CM) Conduct CM Assessment Develop Strategy and Plan Build Environments Support Environments Develop CM Documentation Rollout to Production Authority Levels / Change Budget Manage Risks, Issues, Change Control Change Management Approach Conduct Reviews at Milestone, Deliverables, Stage Gates and Post Implementation QA / Audits / Health Checks Benefit Realisation / Change Readiness Monitor and Evaluate Progress
  13. 13. Aligning Change with PMBOK Process
  14. 14. Transformation Change
  15. 15. Conceptual Overview Program plan Drivers for change Program objectives Program Management & Governance Plan and priorities Resourcing Change baseline Core Program Governance Checkpoints Case for Change Services effectiveness and quality Client needs and satisfaction Improvement opportunities (IT, process, organisation) Common design principles Savings potential Program Management, Communication and stakeholder engagement Change Management Design Preparation Implementation Diagnostic Service performance Improvement potential Benchmarking Staff inventory Common issues/opportunities Program planning & organisation Change baseline Future services Roles & responsibilities Service delivery model Structure Implementation Plan Blueprint for the future Service portfolio Service delivery model Management & organisation model Staffing profile IT systems map and plan Implementation plan Design principles Process & IT improvement Capability building People Management & Development Work Organisation Benefit realisation LEGEND Capacity Building/Leadership Development Within service area Across service areas Governance milestone
  16. 16. Benefit Realisation Effective and efficient service delivery Program governance in place and all roles and forums fully resourced Functional coordinators and team members identified, committed to the program and clear about their roles External resource requirements identified and engaged Program budget established Program Management Plan considered and endorsed by Reference Groups and Steering Group All stakeholders identified and initial communication undertaken Future delivery blueprint complete Potential benefits & change articulated Mobilisation of the change program Preparation Diagnostic Design Savings potential determined Quality improvement potential determined Cultural change requirement articulated (Functional) change priorities established Broad improvement program (clusters of improvement opportunities) defined All stakeholders aware of potential change impacts on them Continued stakeholder commitment to change Implementation Post implementation review and further development Service delivery models defined (incl. roles & responsibility & org structure) Target savings known and impacted areas identified Staff transition plans complete Program to develop service culture defined Program of improvement initiatives defined Tailored communication to all stakeholders defined Capability and leadership to drive the implementation defined Demonstrable improvements in service delivery & Savings realised Staff appointed in new roles Reengineering of business processes completed Service oriented culture embedded Implementation of enabling projects completed Staff and management training & development programs delivered Organisational development capability established
  17. 17. Teams’ – Roles & Responsibility
  18. 18. Change Team in a Project Organisation Change Management Coach Executive Sponsor Change Coach Green Team Yellow Team Blue Team Red Team Project Director Project Team Change Leader Communications Co-coordinator Change Coach Change Coach Change Coach
  19. 19. Project Team <ul><li>Project / Program Mng </li></ul><ul><li>Ultimate accountability for the success of the project / program, including the realisation of program benefits & embedding the required changes </li></ul><ul><li>Interacts with the Team on a frequent basis, providing guidance and resolving issues </li></ul><ul><li>Change Administrator </li></ul><ul><li>Maintains risk and issues register </li></ul><ul><li>Collates work stream inputs into Progress and Status Reports </li></ul><ul><li>Produces Steering Committee and other executive reports </li></ul><ul><li>Maintains the program / project schedule </li></ul><ul><li>Change Manager / Lead </li></ul><ul><li>All communication and information sharing activities; feedback channels & Compliance, </li></ul><ul><li>Conflict resolution </li></ul><ul><li>Corporate knowledge </li></ul><ul><li>Along with HR Address people issues & leads the change process </li></ul><ul><li>Enterprise Architect (EA) </li></ul><ul><li>Supports the business modelling during the design phase & ensures EA reflects the design </li></ul><ul><li>Supports the implementation & ensures project priorities are aligned with the change program outcomes </li></ul><ul><li>Management Advisor </li></ul><ul><li>Coaches senior staff & facilitates decision making at critical junctures </li></ul><ul><li>Assists in the development and roll-out of tools and templates that are used across the functional working </li></ul><ul><li>Coordinator </li></ul><ul><li>Works closely with the Change Mng and assists in facilitation </li></ul><ul><li>Develops an integrated communication plan </li></ul><ul><li>Ensures the execution of all communication (web, newsletters, events) in accordance with the communication plan </li></ul><ul><li>L&D Consultant </li></ul><ul><li>Design and delivery of programs to enhance the capacity of the staff to deliver and sustain change </li></ul><ul><li>Design and delivery of programs that - support collaboration: team-based learning & development : mentor teams at all levels </li></ul><ul><li>HR Director / Manager </li></ul><ul><li>Develops Change processes for Steering Committee approval </li></ul><ul><li>Aligns HR policies with the change program </li></ul><ul><li>Design and implement cultural impact evaluation </li></ul><ul><li>Build internal capacity for ongoing organisational development </li></ul>
  20. 20. Project Team (Contd.) <ul><li>Business Analyst </li></ul><ul><li>Business representation & leadership </li></ul><ul><li>Owns subset of core business processes </li></ul><ul><li>Liaison between User Organisation & Project Team </li></ul><ul><li>Application Specialist </li></ul><ul><li>Guiding Project Team through industry best practices </li></ul><ul><li>Integration consultant across product lines </li></ul><ul><li>Extended Team </li></ul><ul><li>Validate project scope & direction </li></ul><ul><li>Validate project progress </li></ul><ul><li>Suggest improvements </li></ul><ul><li>Communicate project details </li></ul><ul><li>Business Process User </li></ul><ul><li>Attend training </li></ul><ul><li>Participate in testing </li></ul><ul><li>Implement the system </li></ul><ul><li>Gain benefits of the system </li></ul><ul><li>Report issues to Process Team Lead </li></ul><ul><li>Project Team </li></ul><ul><li>Problem escalation </li></ul><ul><li>Develop roll out plans </li></ul><ul><li>Communication </li></ul><ul><li>Build team relationship </li></ul><ul><li>Control project budget, & scope </li></ul><ul><li>Conduct project progress reviews </li></ul><ul><li>Monitor project status </li></ul><ul><li>Problem resolution </li></ul><ul><li>Infrastructure Team </li></ul><ul><li>Design, develop & deploy technical infrastructure </li></ul><ul><li>Support & maintain infrastructure </li></ul><ul><li>Functional Team </li></ul><ul><li>Create test script </li></ul><ul><li>User documentation </li></ul><ul><li>Validate configuration </li></ul><ul><li>Train the trainer </li></ul><ul><li>Monitor implementation effort </li></ul><ul><li>Escalate problems to PM </li></ul><ul><li>User acceptance -solution </li></ul><ul><li>Steering Committee </li></ul><ul><li>Set business priorities </li></ul><ul><li>Allocate resources </li></ul><ul><li>Approve project plan </li></ul><ul><li>Set project goals & objectives </li></ul><ul><li>Problem resolution </li></ul><ul><li>Conflict Management </li></ul><ul><li>Meet a minimum of twice/month </li></ul>
  21. 21. Project Team (Contd.) <ul><li>Database Administrator </li></ul><ul><li>Design & maintain database environments </li></ul><ul><li>Migrating data </li></ul><ul><li>Maintaining security </li></ul><ul><li>Programmer / Analyst </li></ul><ul><li>Design, develop, test all required modifications, interfaces, conversions, workflows, security & reports </li></ul><ul><li>Skills to complete development tasks </li></ul><ul><li>End User </li></ul><ul><li>Employees, managers & executives using the solution </li></ul><ul><li>Functional Lead </li></ul><ul><li>Leader of business analysis </li></ul><ul><li>Business representation and leadership </li></ul><ul><li>Liaison between User Organisation and Project Team </li></ul><ul><li>System Administrator </li></ul><ul><li>Assesses computer related need of user community </li></ul><ul><li>Assigns User ID’s, setup security access, & workstation setup </li></ul><ul><li>Knowledgeable about LAN, WAN, SAN & desktop configuration </li></ul><ul><li>Technical Lead </li></ul><ul><li>Assures integrity of design across business processes </li></ul><ul><li>Team lead of Programmer Analysts </li></ul><ul><li>System Architect </li></ul><ul><li>High level design of technical solution & use of technology </li></ul><ul><li>Technology Specialist </li></ul><ul><li>Designs and creates technology solutions to business requirements </li></ul><ul><li>Specific knowledge of emerging technologies </li></ul>
  22. 22. Stakeholder Communication
  23. 23. Responsible for Communication Change Mgmt Team Leader 6% Change Management Team Member 7% CEO / President 25% Employee's Supervisor 31% Department Head 9% Senior Mgmt 11% Executive Manager 11%
  24. 24. Assessments
  25. 25. Customer Needs Assessment <ul><li>What customer group(s) will be impacted, and how? </li></ul><ul><li>When will each group be impacted and / or how many times? </li></ul><ul><li>How will the change affect the people responsible for the work and the reporting structures? </li></ul><ul><li>What are the current expectations of each customer group? </li></ul><ul><li>What are the potential barriers to each customer group’s acceptance of change and / or to meet key business needs? </li></ul><ul><li>When must customer involvement occur? </li></ul><ul><li>What objections might customers express and to whom? </li></ul><ul><li>How will appropriate buy-in be gained from affected leadership inside and outside the organisation? </li></ul><ul><li>What customer involvement is needed? </li></ul>
  26. 26. Communication Needs Assessment <ul><li>Who are the key stakeholders (internal and external)? </li></ul><ul><li>What potential supporters exist within customer groups? </li></ul><ul><li>What are the communication goals? </li></ul><ul><li>What communication vehicles will be most effective? </li></ul><ul><li>When do stakeholders need to receive communication? </li></ul><ul><li>Are there any project spokespeople or project champions? </li></ul><ul><li>What are the key messages that need to be communicated? </li></ul><ul><li>Is there an existing mechanism for handling customer questions or complaints? </li></ul>
  27. 27. Supplier Readiness Assessment <ul><li>What information, documentation, or training will the service providers (SP) require? </li></ul><ul><li>Will there be impacts on service provider’s internal work design, staffing requirements or organisational structure? </li></ul><ul><li>What action items must the service provider complete to promote readiness? </li></ul><ul><li>How will we know if the service provider is ready? </li></ul>
  28. 28. Customer Readiness Assessment <ul><li>What information, documentation, or training will the customer groups (CG) require? </li></ul><ul><li>Is there an actual or perceived cost or effort shift? </li></ul><ul><li>Will there be impacts on customer group(s) internal work design, staffing requirements or organisational structure? </li></ul><ul><li>What action items must the customer group(s) complete to promote readiness? </li></ul><ul><li>How will we know if the customers are ready? </li></ul><ul><li>Are there lessons learned that could be discovered through a pilot? </li></ul>
  29. 29. Lessons Learned <ul><li>What was learned from the pilot? </li></ul><ul><li>How will/was this incorporated into the project </li></ul><ul><ul><li>What have you learned about: </li></ul></ul><ul><ul><li>The project in general </li></ul></ul><ul><ul><li>Project management </li></ul></ul><ul><ul><li>Working with your sponsors </li></ul></ul><ul><ul><li>Working with your targets </li></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><li>What went well </li></ul></ul><ul><ul><li>What needs to change </li></ul></ul>
  30. 30. Sample Documents
  31. 31. Change Management Checklist How will the above components be included in the overall plan (to do list) for this change? Coordinate the Project Plan with the Change Management Plan To whom and how will status be reported? Report Status To whom will feedback be directed and how will they be accountable for response and resolution? Track Feedback and Resolve Issues How will you train customers and/or service providers on the new procedure or skills? Plan Training - Internal (Organisation) - Service Providers - External (Customers) How will you communicate about this effort? Plan Communication - Internal (Organisation) - Service Providers - External (Customers) How will you partner with customers, service, providers, and staff? And provide opportunities for input, involvement, and co-planning? Partner with Customers What is the nature of the change and who will it affect? Assess Change
  32. 32. Information Distribution
  33. 33. Impact – As Is ~ To Be
  34. 34. Stakeholder Assessment
  35. 35. Monitor Stakeholder Expectations
  36. 36. Stakeholder Engagement - Plan & Control Approach Identify stakeholders Measure Stakeholder Expectation Identify Needs Identify Gaps Develop Plan for Engagement Monitor and Measure Key Planning Questions Key Planning consideration <ul><li>Who are the key individual stakeholders? </li></ul><ul><li>What are their current expectation? </li></ul><ul><li>What specific needs should we need to address to make the programme a success? </li></ul><ul><li>Where are the gaps between the desired (To~ Be) and the current (As~Is) state? </li></ul><ul><li>What activities can we undertake to close these gaps? </li></ul><ul><li>How do we know when they are at the desired point of the To~Be? </li></ul><ul><li>How do we keep them informed? </li></ul><ul><li>Decide who has influence over, or is impacted by the outcome of the project </li></ul><ul><li>Stakeholders will be both internal and external to the organisation </li></ul><ul><li>Understand how things are done today and watch their behaviours </li></ul><ul><li>Consider the importance that each stakeholder has to the success of the project </li></ul><ul><li>Different stakeholders will have different desired levels of expectations </li></ul><ul><li>Consider what the activities are required to build the To~Be state </li></ul><ul><li>Try to use current forums where possible (e.g. update meetings etc.) </li></ul><ul><li>Consider who is best placed to undertake these activities </li></ul><ul><li>Track the activities that are being undertaken </li></ul><ul><li>Monitor the stakeholder levels as a result of these activities </li></ul>
  37. 37. Managing Behavioural Change Align Performance, Reward and recognition Schemes Provide opportunities for practice and feedback Create and share success stories Role model desired behaviour Involve people in the change Appreciate the past and leverage Strengths
  38. 38. <ul><li>“One of the secrets of life is to make stepping stones out of stumbling blocks.&quot; </li></ul><ul><ul><li>- Jack Penn </li></ul></ul>
  39. 39. <ul><li>Good Luck </li></ul><ul><li>http://www.linkedin.com/in/anandsubramaniam </li></ul>

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