dynamics day 2013 preparing your business for change
DESCRIPTION
Dynamics Day 2013 is focused on giving Microsoft Dynamics users the information they need to get the most out of their investments in the Dynamics range, or to help organisations who are considering any of these solutions insights into what’s possible and what’s on the roadmap in the future. Why do IT projects struggle? With careful planning and proper change management, organisations can improve the likelihood of a successful solution implementation. Intergen’s James Page and Mark Anderson provide an overview of change management, and how balancing the needs of people, processes and technology can help to deliver more successful outcomes.TRANSCRIPT
James Page & Mark Anderson
Preparing your business for change
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Dynamics Practice Principal
Over 15 years experience with Dynamics ERP
Responsible for process, methodology and strategy
Involved in over 50 implementations across multiple industry segments
James PagePractice Principal
Dynamics Practice Manager
Over 15 years experience managing the implementation of a variety of ERP solutions
Experienced in large project delivery and have exposure to both vendor and client perspectives.
Mark AndersonPractice Manager - Central
Your presenter/s
Business Solutions – The Reality
Your Awesome Presentation Title {Segoe UI 12 pt.}
4,164,383
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The Reality
YearCost
(USD millions)% of Cost Overruns
Duration (months)
Duration % of Duration Overruns
% Receiving 50% or Less Benefits
2012 7.1 53% 17.8 61% 60%
2011 10.5 56% 16.0 54% 48%
2010 5.5 74% 14.3 61% 48%
2009 6.2 51% 18.4 36% 67%
Average 7.325 59% 16.6 53% 56%
Source: 2013 ERP Report – Panorama Consulting
Enterprise Solutions – costs, duration, benefit
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The RealityProject size vs Failure
Source: Gartner (June 2012)
Implementation Challenges
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Implementation Challenges
“The single biggest failure point for ERP implementations is the need for change management”
Neville Turbit, Project Perfect
ERP implementation research
Panorama Consulting: 2013 Report Organisational Change and Process Management
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Implementation ChallengesProcess and Organisation Change Adjustment
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Preparing your business for changeOverview of the importance of organisational change management when implementing business solutions
Discussion of key OCM components to embed into your projects.
How to get started on this journey
Objective
A Framework for Change
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The Myths of Change ManagementChange Strategy and ExecutionMYTH: Resistance can be overcome
LeadershipMYTH: Leaders always “get it”
CommunicationsMYTH: To achieve change, you just have to communicate
TrainingMYTH: ‘They Just Need More Training’
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The Change Journey
Identifying Improvements Planning and Transitioning Operating and Integrating Managing and Improving
REALISATION
ANXIETY
ACCEPTANCE
STEADY STATE
ANTICIPATIONBENEFITS REALISATION
STAKEHOLDER EXPECTATIONS
REALITY
DENIAL
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Aligning Change to the Project Lifecycle
Chan
ge
Time
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Key Components of Change Management
LeadershipAlignment
Communication
Change Team
Business Culture/ History
Stakeholder
Relationship
Management
Training Transition
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Business Culture / History of Success
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Leadership Alignment
Pre-positioning
• Project Sponsor• Key Executive Buy-In• Leadership Roadshows• Leadership Action Plans• Leadership Contract
Implementation
• Steering Committee• Business Ownership
Consolidation
• Solution Evangelist
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Stakeholder Relationship Management
Pre-positioning
• Identify Stakeholders• Analyse Stakeholders• Stakeholder Management Plan
Implementation
• Proactive Engagement
Consolidation
• Engagement Process
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Communications
Pre-positioning
• Business Case• Articulate the Vision• Mandate for Change• Why/Where/How• WIIFM
Implementation
• Constant Reinforcement• Internal/External• Formal/Informal• Manage Expectations• Too Much ?
Consolidation
• Steering Committee• User Groups• Lessons Learned• Future Vision/Plans
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Training
Pre-positioning
• TNA• Training Strategy
Implementation
• Delivery• Feedback
Consolidation
• Maintenance• Ongoing training reqs
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Transition
Pre-positioning
• Transition/Support Strategy and Plan
Implementation
• Readiness Checklist• Training/Support• Expectation Setting• Go live Readiness Assessment
Consolidation
• Stabilisation Period• Help Channels• Change Agents• Comms/Expectation
Setting• On-going Business
Engagement
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Change Team Roles
Change Manager
Training Manager
Trainer(s)
CommsCo-
ordinator
Change Agents/ Coaches
Attributes of success
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Change Management Critical Success Factors
Effective Change Management Leadership and Planning
Secure visible executive sponsorship early in the project
Create a transition strategy with achievable timeframes
Effective communications
Employee Involvement
It’s a Journey….. Not a destination
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Getting started
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Fact
It has been identified that the most significant correlation to benefits realised in an ERP implementation is the amount of spend on change management.
In layman’s terms, the more an organization spends supporting its people and their transition, the more it receives; the less it spends, the less it receives. It really is that simple.
2013 ERP Report: Panorama Consulting
Email: [email protected]
Mobile: +64 21 241 9563
Twitter: daxpage
LinkedIn: james-page
Thank you
Email: [email protected]
Mobile: +64 21 241 9421
LinkedIn: mark-anderson