Deltek Insight 2016 Managing Your Change FAST Andrea Caro November 14, 2016 OCM Lead/Deltek University
Greetings 1. Your Name 2. Your Organization and Role 3. One interesting fact about yourself 4. Tell us about a recent change you went or are going through. 2
Let s Talk About Change 3
Defining Change change noun 1 2 An act or process through which something becomes different. A transformation or transition from one state, condition, or phase to another. 4
What is OCM? Organizational Change Management A definition: The organized, systematic application of knowledge, tools, and resources of human and organizational behavior that provide organizations with a key process to achieve their business strategy 5
SELF-PERCEIVED COMPETENCE The Phases of Change The Transition Curve 1 2. DENIAL That any change is necessary. Retreat/withdrawal, false competence and blocking 2 1. SHOCK surprise, in extreme cases, panic and immobilization. Mismatch between expectations and reality can lead to drop in confidence 3 3. AWARENESS that change is necessary. Understanding limits of own competence 4 5 6 7 4. ACCEPTANCE of reality change is necessary. Letting go of past comfortable habits and attitudes 7. INTEGRATION of new skills and behaviors 6. SEARCH FOR MEANING understanding reasons for success and failure. New models/personal theories created 5. EXPERIMENTATION/ PAXIS - testing new approaches and skills. Practice phase, trying to do things differently. Feedback of results, success and failure BEGINNING OF TRANSITION TIME 6
Organizational Impacts Process People Technology People and process issues are often overlooked. They need to be addressed equally for the project to succeed. 7
Change Game 8
Cross Your Arms 9
Change is Difficult Why? 10
Cold Hard Statistics What you can expect to encounter 30% 20% Accept Change Sit on the Fence 50% Resist Change 11
The Top 5 Reasons That System Implementations Fail A number of studies cite the top 5 challenges to successful system implementations as: 01 02 03 04 05 Lack of Top Management Commitment (Management is involved but not dedicated). Education (Not understanding what the new 'system' is designed to achieve). Inadequate role and outcome definition (Current processes are not adequately understood/ addressed). Internal Resistance (To changing the 'old' processes. Human nature.) Unrealistic Expectations (Of the Benefits. Users starts expecting miracles.) 12
Belief into Action Actions Beliefs Personal Experience Organizational Experience 13
The FAST Methodology For Managing Change 14
The FAST Methodology Future Arm & Prepare Support Transition Document the strategy & need Assess & involve key stakeholders Assess skill gaps and inform training plan Monitor continuing leadership commitment Determine the desired state Address governance & process issues Develop incentives & motivation strategies Manage resistance responses & support positive responses Assess & document risk & readiness Develop communication strategy, key messages Monitor progress and respond to issues Implement reward & recognition systems Incorporate previous learnings Organize Transition Teams (PR, Roles, Process, Policies) to implement the change Manage technology issues (integrate with testing) Develop and implement user adoption dashboard Prepare Org. Readiness Report & Populate OCM Toolkit Assess functional impacts and prepare plan to address Manage and provide feedback Assess & measure to show results 15
Project Alignment Vision is Key FUTURE understanding where we are going, why we are going and how ready we are for the journey Unmet expectations Desired Results Organizationally Unmet expectations Time 16
Vision is Key FUTURE understanding where we are going, why we are going and how ready we are for the journey Stating the Need Worksheets Question Your Response Why is this change urgent? Why does it matter to the organization? What could happen if we do not make this change successfully? What results (success) do we want to produce by making the change? How will w know that we have? By when (will we see them)? What kinds of new capabilities will we need to develop to ensure the change is successful? 17
Impact Analysis Purpose The Impact Analysis identifies the processes and job level changes that the project will inflict. Each impact is then evaluated against level of impact, specific change criteria, knowledge needs and technology.. Approach Analyze results of design decisions with implementation consultants Work with project stakeholders to identify subject matter experts for identified processes and activities Capture and maintain detailed plans 18
Get Ready for the Ride ARM AND PREPARE by determining stakeholder needs 19
Get Ready for the Ride Start Here Change Team initiates communication NO Project Manager reviews communication ARM AND PREPARE by establishing communication mechanisms Approve? YES Marcom Approval Require? YES Marcom Review NO Executive Approval Required? YES Project Sponsor NO NO Approved? YES Approved? NO Steer Comm review (if Required) AND/OR Change Lead confirms communication Comms Lead Executes YES 20
Business Impact Analysis BIA Summary Get Ready for the Ride SUPPORT monitor progress and respond to issues of organizational and technology impact 21
Balancing Implementation and OCM 6 Implementation OCM 5 4 3 2 1 0 INITIATION DESIGN CONSTRUCTION READINESS DEPLOYMENT 22
Balancing Implementation and OCM TRANSITION by monitoring leadership, commitment, resistance and feedback. Establish and implement an adoption dashboard. Change Adoption Metric Definition Process Brainstorming Identification Agreement Alignment Measurement Ask the appropriate questions to guide determining change adoption metrics? Identify desired outcomes or anticipated behaviors as a result of the change and ensure to link the overall business objectives and goals of the program Obtain Program team consensus on change adoption metrics Confirm Sponsor and Steering Committee buy-in for change adoption metrics Begin measurement of change metrics 23
BREAK Let s Stretch! 24
Change Game 25
Change Your Seat Insert Graphic of people changing seats 26
FAST In Action 27
Handouts include: Visioning Handout Business Impact Analysis Template (all tabs) Stakeholder Analysis Worksheet Interview Questions Communications Plan Template (all tabs) User Adoption OCM Go-Live Checklist 28
Questions And Closing Discussions 29
Questions? 30