Post on 20-Jun-2020
Change Network Kick-OffLeading through ChangeNorm SchultzChange Management
April 19, 2017
Agenda
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• Welcome and Opening Comments• Timeline and Project Update• Evidence of Success• Change Agent Network• Readiness Review • Upcoming Action Items
Meeting Objectives
Feel Know DoResponsible for representing your respective stakeholders
Project time-line and transformation benefits
Leverage the Change Agent toolkit
Aligned with change management strategy
Change Agent Team Leadrole and responsibilities
Take actions as described in the “Next Steps” section
Supported by the project team
How the Transformation Change Agent Network will operate
Feel – Know – Do
3
Welcome Opening Comments
4
What’s changing?
Why now?
Who is affected?
TimelineProject Schedules
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Timelines
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Change NetworkWorking Together
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Leading the Transformation
What is a Change Network?• Each project (EAM, HCM and Finance) will have it’s own network• Network is comprised of department or business unit resource linked to
each deployment team
Building a Network
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• They help lead change initiatives in their specific deployment area
Leading the Transformation Building a Network
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Structure:• Designed around roles that support the project• Varies based on business unit or departmental
size and complexity
Leading the Transformation Building a Network
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Purpose:To establish a network of respected and influential employees that can serve as a trusted bridge between the project team and the local employees and managers.
Change Network
• Familiar face supports managers and employees through transition
• Ensures stakeholder representation
Assess Local Needs
• Disseminate information• Familiar face delivers
tailored communications and reinforces messages
Share information • Serve as liaison
between local employees and project teams
• Is a sounding board for their community
Feedback Loop
Responsibilities and Benefits
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Change Network
• Identify right resources
• Build relationships
Identify
• Standard messages and tools
• Tailored communications
• Enforce deadlines
Develop • Create feedback channels
• Take action
Act
Responsibilities and Benefits
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Change Agents
• Representation from all stakeholder groups/geographies• Leaders (formal or informal)• Influencers• Reputation of success• Know the details• Know the escalation paths• Able to execute
Role
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Change Agents
Meetings• Regular• In-person (if possible)• Formal agenda that encourages dialogue
Website• Document management• Announcements• Social media• Tracking• Contact information
Engaged and Informed
Communications• Regular
Tools & Resources• Communication tools & templates• Training tools & templates• Contact information
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Change AgentsTime Commitment
T-3 Months1-5 hours weekly
T-1 Month to T+1 Month5-10 hours
weekly
Post Go-live5 hours monthly
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Change Agents
• Respected, liked by the organization• Buy into the change and can articulate the WIIFM (What’s In It For Me) • Persistent and willing to “stand up” for their project• “Voice of conscious” when a mid-course correction is contemplated• Ability to work in the “grey area” – OK with instability and
uncertainty• Dedicated to the project• Sense of humor
Right Attitude
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Change Agents
• Understands the business rationale for the project• Well connected in the organization• Knows the tell tale signs of resistance• General knowledge about organizational change techniques (or is open to
learning about them!)• Good general knowledge about the impacted organization
Knowledgeable
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Change Agents
• Good facilitation skills• Good communicator• Provides feedback effectively• Provides “bad news” constructively• Manages people, time, and budget• Good recruiting skills• Effectively deal with resistance• Empathetic• Good listener• Creates a sense of urgency
• Tactful and diplomatic• Manages conflict effectively• Organized, disciplined, analytical (when
needed), but not RIGID!• Possesses good people skills• Good negotiator• Can bounce between strategy and
tactics
Necessary Skills
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Pulse Check - Activity
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Think about your past experiences with change at Purdue.
• What worked well? • What are some good lessons learned?
Change Agents
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Broad Communications
Leadership - Key MessagesSay, Do, Reinforce
Sponsors & Steering Committee Members
Change Agents
All Key Stakeholder
Groups
Manager/Supervisor
End User - Key MessagesSay, Do, Reinforce
All End Users
Exec. Leadership Meetings
All Key Stakeholder
GroupsAll Sites
All End Users
Supports Communication and Reinforces Leaders
Change Agents
Change Agent Team Lead (CAL) Name Project Function represented CAL Location (Dept/College)
Angie Delworth, DFA – College of Technology HCM Business Management KNOY
Kristi Hartwick, DFA – Provost HCM Business Management HOVD
Amy Boyle, Dir – Student Life, Physical Facilities HR HCM Human Resources SCHL
Pam Nesbitt, Senior Director, Human Resources HCM Human Resources KPTC
Katherine Prochno, College of Liberal Arts HR Consultant HCM Liberal Arts/Human Resources BRNG
Jan Metzinger, Asst Athletics Admin, HR HCM Athletics/Human Resources IAF
Kara Bohlinger, Payroll Operations HCM Comptroller KPTC
Kirk Willing, DFA – College of Liberal Arts and Education G/L Business Management BRNG
Cherise Hall, DFA – College of Agriculture G/L Business Management AGAD
Kathy Vanderwall, Fund Accounting Manager, Accounting Services G/L Comptroller KPTC
Tim Riley, Asst Comptroller and Bursar G/L Comptroller/Bursar HOVD
Amada Carlson, Managing Director – Operations, PFFA G/L Physical Facilities Financial Affairs PTCA
Ryan Gallagher, Sr Director Buildings and Grounds, PF EAM – Maintenance Physical Facilities PTCA
Jim Keefe, Sr Director, Capital Project Management, PF EAM – Capital Projects Physical Facilities PTCA
Al Gilewicz, Director Energy and Utilities, PF EAM – Maintenance Physical Facilities PTCA
Brad Bowen, Sr Director Asset Management, PF EAM – Capital Projects Physical Facilities PTCA
Rita Clifford, Sr Director, Student System Comp Center (all to some degree) Information Technology ROSS
Network Structure
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Change ImpactsToday vs. Tomorrow
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Change Impacts
“Change Impacts” are:• Anticipated effects or reactions experienced by the business resulting from the
project design• Measures the gap between the 'current state' and ‘end state’.
Current State vs. End State
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Changes are brought about by process
redesign and system enablement
Impacts of these changes can affect many areas of the
businessActions need to be
taken to mitigate risks & gain acceptance for these
impacts
Change Impacts Current State vs. End State
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Process
g
Roles
FSS Clerk
Select SAP transaction code &
Enter remaining invoice details in SAP
Post as Parked Invoice ?
OmniflowDatabase
Post Invoice (Tcode : MIRO /MRKO )
Price Variance within
tolerance ?
Quantity variance?
Park Invoice (Tcode : MIR 7)
YesInvoices in Omniflow ?
Page 5.1
No
Start Process
Page 3.1
Page 2.1
Page 2.2
Invoice match with PO/GR? No
Yes
Yes
Yes Yes
Page 4.3
Data will be sent online to
Omniflowvia Interface
Inform Buyer /Vendor and FSS
Clerk
No
No
No
Risk 1, 2 Control 3,4
Process
g
Roles
FSS Clerk
Select SAP transaction code &
Enter remaining invoice details in SAP
Post as Parked Invoice ?
OmniflowDatabase
Post Invoice (Tcode : MIRO /MRKO )
Price Variance within
tolerance ?
Quantity variance?
Park Invoice (Tcode : MIR 7)
YesInvoices in Omniflow ?
Page 5.1
No
Start Process
Page 3.1
Page 2.1
Page 2.2
Invoice match with PO/GR? No
Yes
Yes
Yes Yes
Page 4.3
Data will be sent online to
Omniflowvia Interface
Inform Buyer /Vendor and FSS
Clerk
No
No
No
Risk 1, 2 Control 3,4
Changes are brought about by process
redesign and system enablement
“Current” vs. “Future” Processes
-Key design decision-Position Papers
Impacts of these changes can affect many
areas of the business
Processes
System/Technology
People
Culture
Communications
Training
Actions need to be taken to mitigate risks & gain acceptance for these
impacts
Standard Operating Procedures/Policies
Leadership Support &
Engagement
Change ImpactsDocumentation
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Readiness ReviewMeasuring for Success
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Measuring Readiness
Three scheduled reviews provide visibility of stakeholder readiness for Go Live.
Four Readiness Goals:1. End User Readiness2. Operational Readiness3. Project Execution Readiness4. System Support Readiness
Goals
End Users can do their job
Operational preparedness
Project ready to execute
System supports business
operations
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Measuring Readiness
First Readiness Review(Get Ready)
Second Readiness Review(Get Set)
Final Readiness Review(Go)
• Introduces measurements• Sets expectations for all
Readiness Reviews • Establishes baseline and
Target Change Impact risk index
• Reports current level of readiness and risk
• Shows significant progress in reaching goals
• Shows decreased Change Impact risk index
• Reports current level of readiness and risk
• Confirms readiness activities are complete
• Determines final Change Impact risk index
• Reviews operational contingency plans
• Reports current level of readiness and risk
• Leadership confirms site is ready to go
Three Reviews
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Definitions
Term DefinitionRed Deliverable is off track. At least one issue with no
mitigation plan or the deliverable is behind schedule.
Yellow At least one issue. Mitigation plans are in place.
Green Project is on target, no issues.
Gray No target due for Readiness Review
Readiness Status
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Readiness Report
Read
ines
s
Site
Re
adin
ess
Users can do their jobs
Busi
ness
Op
Read
ines
sPr
ojec
t Re
adin
ess
Syst
em
Read
ines
s
IT Project is able to execute
Deployment Project is able to
execute
The organization is
prepared to operate on the
system
The system meets business
needs
Infrastructure is set-up and testedBusiness requirements have been met by designData Cleanup / Conversion are on track and monitoredSystem Development is on trackTesting & validation of system is on trackData converted successfullyCutover activities completed successfullyHypercare support is in-place
IT Program is readyProject is appropriately resourcedThe required processes/procedures are preparedProject team training is complete
The business is readyProject resourced to meet business needThe required processes/procedures are preparedProject team training is complete
Operating procedures are aligned with the new systemData Cleansing is on-track
Organization is prepared to track performance post-go-liveOrganization staffing is sufficient to operate successfullyBusiness issues/concerns have been addressed (risk mitigation)Business success measures are definedThe required process/procedures are preparedSite Leadership is prepared to support a successful deployment
Sites are prepared to operate effectively at go-liveEnd Users have the appropriate access End Users are certified/trainedEnd Users are aware of why the implementation is occurringManagers support the implementationManagers are aware of why the implementation is occurring
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Readiness ReportGo to Green Plan
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Readiness: Data Driven
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Readiness: Data Driven
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Action Items
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What – How – When
Action Items
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What How When
Build Your Change NetworkConfirm you have enough and correct change agents.
Nominations from LeadersLeverage Managers & Supervisors
April - May
Change Agent NetworkEstablish a communication cadence with your respective Change Agents
Use the monthly Key Message andSay/Do/Reinforce communication
May
Participate in Readiness Review DesignDevelop strategy to deploy
Attend team meetings to develop RR criteria and/or participate in reviews
May
CommunicationsID best communication channels for your work-stream and let us know
Leverage tools & mediums that are already in place
May
Become familiar with change impacts Review project change impact templates
Now and as they become available
Action Items
What do you need from us?
Questions
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Resources
Current website: https://www.purdue.edu/treasurer/BPR/Dev website: https://dev.www.purdue.edu/treasurer/BPR/transform/Backgrounder: Transforming the Way We do Business
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