2018 NASC Annual Conference SESSION M: CHANGE MANAGEMENT: CHANGE WITHIN THE ORGANIZATION IS ALL ABOUT PEOPLE, PEOPLE, PEOPLE! CHANGE MANAGEMENT:

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1 CHANGE MANAGEMENT: Robin Milne, Senior Manager, Plante Moran Sandy Urbanek, Deputy State Auditor (WY) Moderator: Kathleen Baxter, State Comptroller (AL) 2

2 CGI - Operational Assessment April 2014 Technology moved with time and with industry standards. Business needs changed yet, Business processes remained the same throughout time. Inefficient and redundant efforts. Lack of best accounting practices. Lack of approach and conversation to talk about what needed to change. 3 Hackett Benchmark Study September 2014 A high number of disparate systems across the State of Wyoming Higher technology cost to support the finance processes Without the added value WOLFS Agencies Disparate systems Audited, Trusted Book of Record 80% of the State of Wyoming s Finance resources are performing manual transactional processing activities. The State of Wyoming lacks the ability to provide proactive decisions. Finance performs budgeting and reporting with average effectiveness. Stakeholder s emphasized a greater need for communication. End-users expressed interest in testing the system. 4

3 Plante Moran Chart of Accounts Assessment December 2016 Views WOLFS as a way to pay the bills Yet, it is a fully integrated ERP WOLFS Audited, Trusted Book of Record Uses spreadsheets or disparate systems to do financial accounting. Uses WOLFS report to create spreadsheets. Inconsistent use of detail accounting elements. Unit and appropriation mean different things to different departments. Tracking of federal funding inconsistent (revenues, appropriation, program). Lack of focus on cash. Misunderstanding of cash vs. revenue. Inconsistently tracking grants / projects. Inconsistent use of organization structure (unit). 5 In a silo We assumed that since the State Auditor s Office by Wyoming State Statute was responsible to: Operate Maintain and Develop rules, policies and specify the procedures in how to use the Uniform Accounting System. End-users followed the rules and procedures. WRONG!!! End-users are individuals. They think and process differently from each other. Need to consider user perspective. 6

4 Change is made at the INDIVIDUAL LEVEL NOT at the ORGANIZATIONAL LEVEL ADKAR - Individual change model 7 AWARENESS and DESIRE started in the Wyoming State Auditor s Office Realized we needed to look within our own organization first, If we wanted the other state agencies to follow. Engaged the end-users earlier than later. Welcomed business transformation Aligned business processes with technology. Established standard accounting processes. Standardized COA elements & cost accounting procedures. 8

5 Plante Moran HIRED A CONSULTANT TO HELP US! FACE of the Chart of Accounts Project to the state agencies. Started with a survey 26 Respondents out of 45 Surveys Follow-up face-to-face or phone interviews 28 Interviews Conducted two Stakeholder meetings 10 agencies identified as champions Analyzed agency financial accounting data from WOLFS. Worked one-on-one to understand the agency s business and reporting needs. Created cross-walks to support modeling sessions. Collaboratively, Plante Moran, CGI and Wyoming State Auditor s Office met with 39 state agencies, regarding the Chart of Accounts and Cost Accounting project. Joint team effort, conducted face-to-face modeling sessions 31 agencies from June 2017 to present Participates in User Acceptance Testing, as the Independent Verification & Validation (IV&V) consultant. 9 Target Audience Business reasons for using change management Objectives and measures for success Successful Implementation (Examples below) Obtain ongoing Agency Commitment Engage End Users 10

6 Sizing the change Assessing the Organization We have a good Project Change Triangle of support and sponsorship (Ratings out of 30) Leadership Project Management Change Management Used the Prosci Assessment Survey to obtain the above results 11 Executive s role is unique team members take clues from them Everyone plays a role in a performance transformation Executive Leadership role Support and team collaboration is imperative Put the right skills and knowledge together: SAO Subject Matter Experts CGI at the table Plante Moran engaged User community SAO and Contractors Project team 12

7 Employee Resistance Gotta have Executive Leadership 13 Message Development The attributes of a successful message are: Why is the business change occurring now? Why is the change important to the success of the State? What are the resulting benefits to the State? What would happen if the change were not made? What does the change mean to me as an individual? What s in it for me? How will this change affect me? What will I do differently? Honest and clear. Sincere, transparent and accurate. Includes good and bad news. Messenger knows/doesn t know (Say what you know; admit what you don t know) Project Newsletter Bi-Monthly Google Blogger - Anytime User Forums Google Hangouts User Acceptance Testing 14

8 We needed a brand to tell our story 15 Blogging 16

9 Project Newsletter - BI-Monthly Issued 24 Newsletters 5/29/2017~Present Knowledge Transfer BI-Monthly 17 User Forums User Acceptance Testing - Training 236 Attended 142 Attended 31 Agencies Executive Leadership Letters 18

10 User Acceptance started March 5, end-users participating 20+ agencies. All branches of state government are testing so that each and every user role can be tested. Testing is performed from the end-user perspective. Validating and confirming from their perspective that WOLFS, Payroll, the Chart of Accounts and Cost Accounting meets their needs. Testing replicates the end-to-end functional and technical business processes to verify the system operates properly, as much as possible, to real-time scenarios. Plante Moran, CGI and State Auditor s Office function as proctors, answers question, triage issues, and assists the end-user every step of the way. WE are Here 19 Awareness: I understand why this change is happening. I understand why this change is happening now. I understand the risk of not changing. I understand the nature of the change s impact on me, my work and my group. Desire: I believe in the case for this change. I am supportive of this change. I know What s in it for me. I have made the decision to participate in this change. Knowledge: I have the knowledge I need to be successful after the change is implemented. I do not foresee any knowledge gaps that might make me less successful as a result of this change. I know where to go for additional knowledge and support. Ability: I have been able to practice new skills and behaviors. I am capable of implementing the changes to my behaviors, processes, tools, and workflows. I can overcome any barriers to implementing the change in how I do my job. I have the capacity to implement the changes in how I do my job. 20

11 5 UAT - Prerequisite Training Financial UAT 3/07/2017 AKA 307 Wyoming Day 22

12 THE GREATEST ABILITY IN BUSINESS IS TO GET ALONG WITH OTHERS AND TO INFLUENCE THIER ACTIONS John Hancock Have an Open Mind. Be open to business process changes. Be willing to listen to your end-users. Be mindful of the end-users perceptive. Include your end-users every step of the way. Communications should be well thought-out Communicate often. Hire consultant (third-party) experts. Include consulting services within your upgrade contract(s). Change Management Professional Independent Validation and Verification Professionals Functional Subject Matter Experts Technical Subject Matter Experts 23 Wyoming is an excellent Case Study: We know how to do it WRONG!!! We know how to do it RIGHT!!! Change is an evolving process WE ARE NOT DONE!!! As soon as we GO-Live, something will need to be changed. 24

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