Don Wolfe. EWAM: A Change Journey Just-in-Time Change Management and Training for High End User Adoption at NV Energy

Transcription

1 Don Wolfe EWAM: A Change Journey Just-in-Time Change Management and Training for High End User Adoption at NV Energy

2 About NV Energy NV Energy is a gas and electric utility serving Nevada for over 150 years. Size: Serves 1.3 million electric and 155,000 gas customers in a service area that covers 45,592 square miles History: Began doing business as NV Energy in 2008 after a 1999 merger between Sierra Pacific Power and Nevada Power Ownership: Joined Berkshire Hathaway Energy in

3 About Mosaic Mosaic is a training and workforce consulting firm providing tailored solutions to the Oil & Gas and Utility industries. Founded: 1996 Size: 200+ workforce performance professionals Ownership: Private, certified woman-owned business Primary Services: Training, change management, and performance support tools to improve workforce competency, safety, and efficiency. 2

4 EWAM: A Journey Towards Excellence * The EWAM Phase 2.2 project created a foundation for NV Energy to make informed, datadriven decisions about asset and workforce optimization, sustaining the safe, cost-effective, and reliable distribution of energy to our customers through the 21st century and beyond. 3

5 EWAM Phase 2.2 Challenges North vs south Gas vs electric Bargaining units Prioritization Change fatigue OCM lacking 4

6 Change Management: A Holistic Solution The objective of Organizational Change Management (OCM) is to prepare individuals, and the organization, for change to ensure faster adoption in support of business goals. For EWAM Phase 2.2, NV Energy and Mosaic worked together to ensure a seamless, consistent experience for all end-users. 5

7 OCM Program Highlights Leadership Alignment Sponsor Committee Field Manager & Supervisor Engagement Leading Change Workshop & Guides Own the Cascade Project Participation 6

8 OCM Program Highlights Change Advocate Group Change Agents UAT Testers Super Users 7

9 OCM Program Highlights Communication Flexible Plan Visual Process Maps (VPMs) Road Shows 8

10 OCM Program Highlights Training & End-User Support Role- and Process- Based Curriculum SME Involvement Train-the-Trainer Job Aids, Quick Reference Guides EWAM Support Site Key Electric North Electric South EWAM 2.2 Training Calendar - Laptop only Gas North Common North April 15th - May 16, 2014 Common South Assumption: There are 26 laptops (after the Facilitator computers) to use for training. Last modified 5/5/14 Winnemucca 7 North 7 (+7 after Winnemucca training) Train the Trainer South 8 Room Calendar Week 2 Week 3 Week 4 Week 5 Week 6 Week 6 M T W Th F M T W Th F M T W Th F M T W Th F M T W Th F M T W Th F Room 14-Apr 15-Apr 16-Apr 17-Apr 18-Apr 21-Apr 22-Apr 23-Apr 24-Apr 25-Apr 28-Apr 29-Apr 30-Apr 1-May 2-May 5-May 6-May 7-May 8-May 9-May 12-May 13-May 14-May 15-May 16-May 19-May 20-May 21-May 22-May 23-May Working Working Working Working Working w/wo for Working w/wo for w/wo for w/wo Gas w/wo Gas Managing Working w/wo for Gas Gas Managing w/wo Gas Gas Managing Gas Field Gas Field Gas Service & Service & PM O&M Work Service & O&M Work 1 Ohm (8) Compliance and Ops (1 of Compliance Construction Construction Damage Damage Programs Orders (1 of 3) Damage Prev. Orders (2 of 3) 2) (7 total) and Ops (2 Prev. (1 of 3) Prev. (2 of 3) (Electric) (7) (16 total) (3 of 3) (18 (16 total) and Maint. and Maint. of 2) (7 (18 total) (18 total) total) (1 of 2) (8 (2 of 2) (8 total) total) total) Ventyx WA EWAM Large (Laptop room) Workforce Sched, Disp, Sched, Disp, Working w/electric O&M Working w/electric O&M Working w/electric O&M Working w/electric O&M Working w/electric O&M 1 laptop Ability (1 of & Admin CM Sched, Disp, & Admin CM & Admin CM WO for Field (1 of 5) WO for Field (2 of 5) (total WO for Field (3 of 5) WO for Field (4 of 5) WO for Field (5 of 5) (seats 11) & T-call (1 of & T-call (2 of 4) (33 total) & T-call (3 of 3 ) (34 (total 48) 48) (total 48) (total 48) (total 48) 3) (33 total) 4) (33 total) (4 desktop + 7 laptop) total) Sched, Disp, Elko (seats 7) set up Working w/electric O&M Working w/electric O&M Sched, Disp, & Admin CM break down & Admin CM 1 laptop (need 7 laptops until 5/5, then computers WO for Field (#5) (13 total) WO for Field (#6) (13 total) & T-call #3 (5 total) computers & T-call (4 of they go to "North room") 4) (33 total) Computer Basics (1 of Pearson B2 1)(PM class - 2 total) Swing Swing Working Working w/ Sched, Disp, Sched, Disp, EWAM 3 Managing Sched, Disp, & Admin CM Working w/ Electric O&M w/electric Working w/ Electric O&M Electric & Admin CM & Admin CM Maximo for PM & T-call WO for Field O&M WO for Field UDC 1 laptop (12 laptop) O&M WO & T-call & T-call Elec. Shop Programs (1 of 3) (1 of 4) Trouble (4 of 4) Beltway for Field (3 of 3) (2 of 3) (Electric) (4) (OJT) (OJT) (28 total) (29 total) Work for (29 total) (3 of 4) (28 total) (28 total) Field (29 total) (2 of 3) Maximo for Creating & Maint PM Claims (6 or 7) Depart (6 total) South Room Lab (NPC) Swing Working w/ Working Electric Working w/electric O&M w/electric O&M WO Trouble Work for Field O&M for Field (3 of 3) Trouble (2 of 4) (23 total) Work for Ryan Apprentice Lab (12) (29 total) Field Combo class Working w/electric O&M Trouble Work for Field/Working w/ Electric O&M WO for Field Laughlin (computers?) Computer Computer Basics (1/2 Basics (3 of of 3) 3) (AM & PM) (AM) (15 total) (15 total) Asset T&D #2 9

11 OCM Program Highlights Training Stats Days Attendees Classes Logistics 23 days of training 282 people attended 40 classes completed Average duration: 1.5 days Labs Available 11 courses 9 locations including remote field 11 Facilitators 19 Support Staff 50 Computers 3 Swing Shift classes in the south 10

12 Lessons Learned Select strong partners who are willing to collaborate seamlessly Know the strengths and weaknesses of your team Develop a strong relationship with front-line leaders Ensure key messages are delivered consistently and efficiently Assume nothing with respect to logistics Be willing to make a difficult decision 11

13 Don Wolfe Thank You

14 Q & A Q: Did NVE use social media to communicate change? Such as Yammer? A: No, NV does not utilize Social Media internally as a method to communicate. If a company has an effective Social Media network it is advised to utilize it as one avenue to communicate with end users. Q: How many workshops were there? A: 8-10 Q: Did NV Energy you hire OCM resources from an outside vendor? A: Yes, they hired The Mosaic Company to provide OCM and Training. Q: How did you measure success of the Communications Plan? A: NV was not big on the measurements, so a before and midstream survey was done. Mosaic believes it is a best practice to measure all aspects of the OCM project before, during and after to validate the effectiveness of the project. (continued next slide) 13

15 Q & A (continued) A robust OCM assessment approach provides timely, useful data for course correction and continuous improvement of the OCM Program. The key is linking levels of readiness and adoption to business results with specific, customized survey statements aligned to business metrics. Through individual readiness assessments, a company is able to measure progress through the Change Experience (Ready, Willing, and Able) and correlate the OCM activities to desired business results and long-term sustainment. Assessing Readiness, Adoption, & Sustainment Individual Assessments are recommended to measure employees levels of readiness and adoption at various points in time throughout a project. The collective results from individual employees paint a picture of an organization s overall readiness for the changes. Assessing individual readiness at multiple points throughout a project before go-live ensures affected audiences are progressing through the Change Experience (Ready, Willing, and Able). The data collected provides valuable insight into the current perceptions and confidence about the upcoming changes and allows for timely and appropriate course correction as needed. The change must be fully adopted by all end-users for long-term sustainment and achievement of desired business goals. By assessing levels of adoption, tied to business metrics, at specific points in time after go-live you are able to determine the level of adoption. A one-year post-go-live assessment cycle is recommended to confirm long-term adoption, ongoing sustainment of the change, and trended progress towards defined business results. Generally, if users have successfully sustained the change at the one-year mark, it can be assumed the change has become business as usual and continuous improvement efforts are in place. 14