Organizational Change Management in New Systems Development Projects
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1 Organizational Change Management in New Systems Development Projects
2 Introductions MacKenzie Wright Organizational Change Coordinator Child Support System Project Division of Child Support Oregon Department of Justice W. Bruce Thompson Senior Manager MAXIMUS Leonard Villagomez Senior Manager Human Capital/Public Sector Deloitte Consulting LLP
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4 What is Organizational Change Management? Organizational Change Management is an enabling framework for managing the people side of change initiatives.
5 What is Organizational Change Management? Organizational Change cannot happen without Individual change Each individual deals with change in his or her own way Goal in a new system project is Adoption and Usage It takes more than just a Project Newsletter and End User Training
6 Why OCM Makes a Difference Why do projects fail?
7 Why OCM Makes a Difference People related issues
8 Perception of Change Why OCM Makes a Difference + High Expectations Real Business Benefits Optimism Start of Change Realization of effort and complexity Time _ Overwhelming Key Managed Change Unmanaged Change
9 Attributes of Successful OCM Successful Organizational Change Management uses a structured methodology Prosci ADKAR model John Kotter William Bridges Daryl Conner Internally developed model
10 Attributes of Successful OCM All of the methodologies have elements in common: Recognition of the importance of individual change to meet organizational goals Understanding of the individual psychology involved Acceptance that change management must be part of the project that is instituting the change Acknowledgment of the need for proactive tactics beginning early in the project lifecycle and adapting tactics as the project matures
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12 Building Individual Commitment to Change Moving key stakeholder groups along this continuum is critical to the success of the program.
13 Building OCM into Your Systems Project The Oregon Experience: - Magnitude of change Job roles would be impacted Organizational culture would change - System project success is dependent on the program adapting and staff embracing the changes - Be intentional in supporting staff through the journey of change
14 Building OCM into Your Systems Project Preparing a Foundation: - Managing change was a consideration within the Feasibility Study - Dedicated resources: Organizational Change Manager as a key role and part of the Core Project Team Additional dedicated OCM Coordinators were part of the Project Team before the Project officially started - OCM Project Plans and Strategy developed
15 The Tactics of Change Management Training Int./Ext. Communications Change Advisory Board Rollout Strategy Model Program Site Support Time and resources are needed to effectively execute against a tailored organizational change management strategy Change Agent Network Office Readiness Inter-Agency Coordination Oregon s OCM Strategy
16 The Tactics of Change Management J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A Design Development System Testing UAT C P Pilot R1 R2 R3 Warranty / Operations & Maintenance Stable Training Design Training Development D 2 P Dry Train the Pilot Run Trainer Training R Train 1 R Train 2 R Train 3 Implementation Model Program Committee Communications Other Organizational Change Management Activities INCEPTION & ELABORATION CONSTRUCTION TRANSITION OPERATIONS
17 A Closer Look: Oregon s Model Program Committee As a result of requirements, design, and development efforts related to the new system, the Oregon Child Support Program has opportunities and decisions to make that will change how business is run today. Centralized Functions Security Access Data Conversion Workflow Management Multi-Region Support Job Duties Case Assignments/ Case Processing Call Center Partner Access Case Distribution Across Offices Electronic Document Management The Model Program Committee was created. They meet monthly to facilitate people, process, policy and other organizational changes deemed necessary to support the successful implementation of the new child support system. ~25 Central Office and Regional Managers Over the next 2+ years, the Model Program Committee will design, develop, test and implement people and process changes across the Program that maximize the use of the new system either before, during, or after implementation. Pre Go-Live Go-Live Post Go-Live
18 Key Benefits of OCM Employee buy-in and project success Return on investment Morale and productivity during change Proactively identify needs and facilitate decisions Establish best practices and increase leadership competencies
19 If we asked you again In one word, what does Organizational Change Management mean to you? would your response change?
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21 Questions
22 Contact Information MacKenzie Wright Organizational Change Coordinator, Child Support System Project Division of Child Support, Oregon Department of Justice Office: W. Bruce Thompson Senior Manager, MAXIMUS Leonard Villagomez Senior Manager, Human Capital/Public Sector Deloitte Consulting LLP Cell:
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