17/06/ ,348 students 11,000 staff approx 44 Colleges and Halls 300 Departments/units 5 Museums 100 Libraries. 800 years old So used to change..

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1 It will all be fine when we go live, won t it? Why business change management is vital. Sara Passmore Jackie Boyer Information about Oxford University 22,348 students 11,000 staff approx 44 Colleges and Halls 300 Departments/units 5 Museums 100 Libraries Information about Oxford University 800 years old So used to change.. 1

2 IT Services 3 years old 388 staff 60+ staff in Project Delivery group 64 Live Projects 76 in the pipeline IT Services Sample projects: Student Systems Network upgrade Research case mgt Museum ticketing New web platform Identity mgt Business Management: Why is it so vital to project success? The impact of IT projects on how people work, how ready they are for the new deployments or how soon they can be proficient and productive can be farreaching, and must be mitigated through organisational change management practices. Organisational Is Centric to IT Projects' Success: Gartner April

3 Prosci methodology Why Business Management is important We can deliver a gold plated technical solution on time and to budget but if it is not used by our customers the project will not deliver its benefits research shows that the number one obstacle to success for projects is employee resistance and the ineffective management of the people side of change The success of a project is dependent on the level of adoption and usage by our customers realisation for the organisation 3

4 Integrates with technical project delivery Current Transition Future Technical side People side Design Develop Deliver Embrace Adopt Use Results SUCCESS Installation Realisation Integrates with technical project delivery Current Transition Future Technical side Design Develop Deliver Results Installation only People side Embrace Adopt Use Defining Adoption and Usage Adoption Users are doing their jobs the new way Using new processes Usage Users are effective in their adoption Proficient in their use Exhibiting new behaviours Using new system/tools Minimal errors No manual workarounds 4

5 Is it relevant for every project? Value/benefit expected from the change Portion of benefit expected from employee adoption & usage People Dependency None Low Medium High All Correlation with project success Percent of respondents that met or exceeded project objectives 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Correlation of change management effectiveness to meeting project objectives 96% 77% 46% 16% Poor Fair Good Excellent (n=244) (n=653) (n=834) (n=165) Overall effectiveness of change management program * Data from 2007, 2009, 2011 and 2013 Copyright 2014 Prosci. Best Practices in Management 2014 Edition. Business Management should not be viewed as a project expense. but an investment in meeting project objectives and benefits. Result of poor BCM? Arguing about the need for change Disinterest in the current or future state Lower productivity Resistance active and passive Turnover of valued employees s not fully implemented People finding workarounds People revert to the old way of doing things The change being totally scrapped Divides are created between us and them 5

6 How do we do it? Process Inputs: Defined change Technical Solution Individual Management Work Stream Milestones needed for each person to make a change successfully Organisational Management Work Stream Deliverables (strategies and plans) that support individual transitions Outputs: Individual Adoption Usage Project Results Outcomes Value Individual ADKAR Model A D K A R Awareness of the need for change Desire to participate and support the change Knowledge on how to change Ability to implement required skills/behaviours Reinforcement to sustain the change Organisational 3 Phase Process Phase 1 Preparing for Phase 2 Managing Phase 3 Reinforcing BCM Strategy Comms Plan Coaching Plan Adoption & Usage Measures Readiness Assessments Sponsor Roadmap Resistance Management Plan Lessons Learned Training Plan Realisation 6

7 Example Current Timeline Kick Off Go Live IT Project Life cycle Idea Scoping Analysis & Planning Delivery & Acceptance ELS & Closure Realisation Individual Prosci ADKAR Model A D K A R Organisational Management Prosci 3 Phase Process Phase 2 Comms Training Ideal Timeline Kick Off Go Live IT Project Life cycle Idea Scoping Analysis & Planning Delivery & Acceptance ELS & Closure Realisation Individual Prosci ADKAR Model A D K A R Organisational Management Prosci 3 Phase Process Phase 1 Preparing for Phase 2 Managing Phase 3 Reinforcing Strategy Plans Measures In conclusion, business change management Supports project benefit realisation alongside project management: Project management is the technical side Business change management is the people side Is not just training and comms Is most effective when it is launched at the beginning of a project and integrated into project activities Requires action and involvement by leaders and managers throughout the organisation 7

8 We need to Assess every project for business change impact Build our business change capability Build our BCM methodology and embed it within the project methodology Educate our sponsors on their role in business change Educate our Project Managers on the important role BCM plays in benefit realisation and project success our mind set BCM is not an expense or nice to have QUESTIONS 8