uc ref group nov08 part 1
TRANSCRIPT
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IPTel ‘Generic’
Business Change Management and site Engagement Process
UC Reference Group 20 Nov. 08
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What Change Management seeks to doFacilitate/accelerate project outcomesFacilitate/accelerate user uptake to achieve full benefit realisation
• Encourage management involvement and support• Keep everyone informed• Build enthusiasm and positive expectation• Respond to ‘people issues’ and needs• Keep engagement sequenced and coordinated• Skill up users• Make it a positive experience for all
Soft skills applied to achieve hard, tangible outcomes
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Starting point – define the changes
• Compare old with new– What changes, who it affects, how
• Was copper/PABX, Now data/computer– Extension mobility - Login anywhere, keep profile– Unified Messaging (voicemail in email - anywhere)– Easy conferencing, call transfers– Manage settings through the web– Enriched University Directory– Easy/immediate MACs– Lower running costs
• It’s not ‘just a new phone’
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Who and what they need• P/EA’s, Executives, Telephone Inquiry points,
Academics, Professional Staff – everyone!• They need to know:
– What’s coming and when– What will change, why and what’s better– How it will happen, how to learn and use– Why to pay attention and give it the time
• FGM/Senior Management– How all this will be managed with least interruption to
operations• Facilities Mngrs, LITEs
– Changes to support provision• Initial peak in support demands
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Change Process considerations
• This is a generic approach - will vary to suit environments
• Vetted/improved through the IPTel Working Group
• Drawn from thinking through how the Uni will respond and how best to achieve acceptance
• Will be tested through the Pilot phase
• Requires key stakeholder commitment to translate into reliable local resourcing of project activity
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Days before deployment- 60 - 55 - 50 - 40 - 35 - 30 - 25 - 16 - 14 DEPLOY 0 +3 +7 +14
IP Phone Generic Change Management Process
Sup
port
ing
Com
s/ac
tiviti
es
Site
Par
tner
: LI
TE
s &
Fac
il M
ngrs
Sen
ior
Man
agem
ent
Pro
ject
ste
psT
ele.
Inqu
iry
Poi
nt s
taff
Site
Par
tner
: S
taff
Co-
ord.
Management Kick Off Mtg
Information Pack, including various
Memos
Review operational
implications and requirements
Assign Site Partner roles
Project Briefing:Review site
partner roles and responsibilities
Set up site partners
Project Briefing:Review site
partner roles and responsibilities
Management advice/memo about project
Confirmation of arrangements
Identify User Groups
Review User Requirements Sheet (audit)
Set up Training engagement
process
Brief Tel. Inquiry Point staff
Project Briefing:Operational
changes, training process, timing,
etc.
User training and com plan
Management update
Project status/issues review
Staff advice/memo about
project
Rollout training
Coordinate users to training
Deploy early adopters
Deploy remaining staff
Provide on-site support
Close project and handover
to Ops
Project closure advice email
Project (and Support Users) provide support (from Day 7 to
Day -3)
Survey
Survey all users:* Quality of Project
engagement * Satisfaction with
new phone
Faculty Executive Presentation
OPERATIONAL WEBSITE: About UC Program/IPTel Project; Site rollout status; About phones; Training and Learning resources; Support; FAQs; Contact points;
Periodic StaffNews
success stories
Commence “Did You Know?” knowledge enhancement email
program
Conduct directory update Give-Away program
(optional) present at department manager and/or staff meetings
Free IPTel mouse pads to demo/
training attendees
Staff advice/memo about
go live
Training and Deployment Schedule(Days before final deployment)
Group Training DeploymentSupport Users 16 Days 14 DaysSuper, Inquiry Point 9 Days 7 DaysStandard (Demo’s) 4 Days 0 Days
Each phone deployed includes:* QRC* Site Support Contacts List* Web Resources URL* Service Desk no.
Col. Key: Green - Project; Yellow - Management involvement, Blue key site stakeholders
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Change Management Risks• Not much flexibility in the process• Insufficient support from local management• Insufficient support from local site partners• Operating in multi-manager/dept.
environments– Dilution of authority/accountability
• Concurrent area/building rollouts– Extra complexity = increased risk/slower progress
• Users too busy/disinterested - “it’s just a phone…”
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What the Project needs from sites
• FGM/Senior Manager– Appoint site partners and hold them accountable– Timely release of communications over their name– ‘Talk up’ the project with colleagues, staff
• Important, see the demo, lots of good features coming…
– Monitor and support Project as may be needed
• Site Partners– Understand rollout process and their roles– Follow through with key tasks
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“It’s just a phone – what could go wrong?”• Telephone Inquiry points can't transfer calls fast enough - customers kept
waiting
• Voicemails accidentally deleted
• Voicemail email attachments not recognised
• PA unable to manage their boss’ extension
• Staff never check their voicemail (“what's that flashing light on my
phone?”)
• Don’t know how to answer a second call that’s just come in (Call Waiting)
• What’s happened to my headset??
• People complain your phone rings out (you forgot to logout of that other
phone – your calls now end up in meeting room #3)
• Conferencing and other useful features never used
• Overall dilution of benefits to the University
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Questions?
Feedback?
Thank you