change management for system implementation

Change ManagementThe People Side of Projects

Linda S. Misegadis, CPP, CPM, CCMIndustry Consultant, Public SectorTami Ellison, Bronner Group

© 2009 KRONOS INCORPORATED I FEBRUARY 3, 2010

Change Management Consulting

What is Change Management?g g

The application of p ocess tools The application of process, tools and techniques to manage the people-side of change to achieve

O i ti l R di

the desired results

Organizational Readiness

• Boulder County• DepartmentalDepartmental

Individual Readiness

© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

Change Management Planningg g g

Clear, Organized

C i ti

Leadership, Resources and

S t

Focus on people as DRIVERS of

hCommunication Support change


Recognizing Potential Landminesg g

TransformingTransforming Landmines Into Working Gears


Who Is Involved In Managing Changeg g g

The Working PartsThe Working Parts

PeopleProject Team

Senior Leadership

Working TogetherTeamp

Change M t

Managers &

Management

Employeesg

Supervisors


Why Change Management?y g g

The purpose of change management is to enable organizational adaptability flexibility and innovationorganizational adaptability, flexibility and innovation through significant improvements in business processes, policies and procedures, and reporting. Thi ill f ilit t ff ti d ti bThis will facilitate effective adoption by users.

• Increase probability of PROJECT SUCCESS• Manage employee resistance to change• Build change competency


The Change Management Teamg g

Recognize potential roadblocks threatening the replacement of EPIC and implementation of Kronosreplacement of EPIC and implementation of Kronos HR products under HUMER Project!

Roadblocks include:Roadblocks include:

• Poor communication

I d t t i i• Inadequate training

• Insufficient workforce planning

• Misalignment between project goals and stakeholder expectations


Who Is Involved In Managing Changeg g g

The short answer…we all are!

• Boulder County’s Change Management Team plays the role of enabler, a facilitator and troubleshooter

• Effective change management requires the involvement and action by many people


Change Management Council (CMC)g g ( )

CMC Members:County Project Manager, Kronos Project Manager, O i ti l R di T L d Ch M tOrganizational Readiness Team Lead, Change Management Lead, Change Management Coordinator, Functional Team Lead, Technical Team Lead, Advisors, Quality Assurance Lead

• The CMC is charged with the overall responsibility of seeing that the identified change management tasks are designed developed and completed as plannedare designed, developed, and completed as planned.

• The CMC is also responsible for quality delivery and the definition / implementation of any required remedial actions.


Change Management Council Charterg g

• Maintain a close pulse on project activities and escalate, arbitrate, and define change management issues.

To define and implement remedial action• To define and implement remedial action.

• To serve as a champion for change management at the POC levelat the POC level.

• To drive the communication of the HUMER! Project vision.j


Agenda | Times They Are A-Changin’The Roadmap to Organizational Changeg | y gThe Roadmap to Organizational Change

© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012 11

Elements of DCOM

Direction Build Confidence Through Leadership & Communication

Competence

Leadership & Communication Channels

Align Project Vision for ll St k h ld

Opportunity

all Stakeholders

Build Responsive Teams

Motivation Recognize Opportunities to Further Motivation

Recognize Opportunities forRecognize Opportunities for Managing Change & Mitigating Risks


Building Blocks of Successful Changeg g

A wareness of the need and reason for change

D esire to participate and support the change

K nowledge on how to change and attendant coping skillsg g p g

A bility to implement required skills and behaviors through training support and management guidance

R einforcement to sustain the change, highlighting benefits and identifying early wins


Organizational Change Management (OCM)

• Encompasses all activities aimed at understanding the impact of change and developing strategies tothe impact of change and developing strategies to manage the anticipated change.

• Offers supports to Boulder County to effectively accept and adopt new paradigms and supporting technologies to fulfill its goals and objectives.

Provides a comprehensive and structured approach• Provides a comprehensive and structured approach to organizational change management which is critical to the success of any project that brings b i ifi habout significant change.


Organizational Change Management (OCM)Effective change management enables the transformation of strategy, processes, technology, and people to enhance performance and ensure continuous improvement in an ever-changing environment.

• Facilitate a smooth transition from the As-Is state to the To-Be state through well-planned and executed change management strategy and activities

p g g

strategy and activities

• Help maximize stakeholder support for and utilization of the HUMER! Project and replacement system

• Inform and convince stakeholders that the benefits of implementing and using the HR package across Boulder County far outweighs potential negative impacts at the

ffenterprise, departmental and staff levels

• Create an environment to foster change at all levels.


Guiding Principles

Where possible…

I l t id tifi d h t tImplement identified change management program as cost effectively and maximizing time efficiencies where possible.

Re-purpose project deliverables and collateral for change e pu pose p ojec de e ab es a d co a e a o c a gemanagement communications to reduce work effort.

Schedule change management events in alignment with other project activities to gain project synergies (outreachother project activities to gain project synergies (outreach sessions with County departments, ongoing communications or program effort/initiatives, such as training and seminars).

Leverage project activities for change management purposes to avoid standalone events and to enhance utilization of project resources.


Agenda | Times They Are A-Changin’g | y g

CommunicationCommunication


Who to Communicate to and HowWho to Communicate to and How

WHO:Employees– Employees

– Managers and Supervisors– Executives and Sponsors– Constituents (the media)

HOW:HOW:– Town Hall– Open House– Department Liaison– Publications (website space, newsletters)– Electronic Surveys


Electronic Surveys

Interactive Ongoing CommunicationsInteractive Ongoing Communications

Electronic AssessmentsTh l k ll t th “ t it ti ” fThe survey looks generally at the “current situation” from a respondent’s perspective and can be used by the CM/Organizational Readiness Team in determining organizational readiness and identify trouble spots. g y p

Open HousesAll day sessions provide users with an opportunity for a hands-on experience of the new system and to also participate in system demonstrations with Functional Leads.


Interactive Ongoing CommunicationsInteractive Ongoing Communications

Department Liaison MeetingsM ti id f h D t t Li iMeetings provide a forum where Department Liaisons can interact with the project team to discuss project issues and concerns. These meetings also serve as a vehicle for project members to share project updates with the City departments. p j p y p

Town Hall MeetingsThese types of meetings are held as an open forum and will yp g pdiscuss various topics of the HUMER! project implementation to promote change and reduce resistance.


How to CommunicateHow to Communicate

• Identify potential communication vehicles or productsproducts– Publications (website, newsletter, eBLAST, posters)– Electronic Assessments– Open Houses– Department Liaison Meetings– Town Hall Meetingsg

• Ensure that the right messages are communicated to the right audience, at the right time.


Areas to Address with Communication

• Why are we changingy g g

• What will be changing

• How will it be changedHow will it be changed

• What’s in it for me (WIIFM)


Communication & Trainingg


Agenda | Times They Are A-Changin’g | y g

Questions?Questions?


change management for system implementation

Business