Change Management Proposal

IS 570 Enterprise System Implementation Final Project

Summer I Quarter, 2011

M-W 6:00PM - 9:15PM

Section 201

Class# 41576

Section 210, Online Learning

Class# 41577

Roy Hoppe

FINAL – DEHL COMPUTER – CHANGE MANAGEMENT PLAN

Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN

2

Table of Contents

Assumptions...................................................................................................................................................................................................... 3

Background & History Dehl Computer..................................................................................................................................................................... 4

Preparing for Change: Phase I - Create Awareness - What is happening and when it will happen? ...................................................................7

Impact Analysis ...................................................................................................................................................................................10

Organization Readiness ......................................................................................................................................................................11

AS-IS Process Maps .............................................................................................................................................................................22

Change Management Plan..................................................................................................................................................................25

Create Understanding: Phase II -Why it is happening and how it will happen - Leader Alignment................................................................27

Dehl Stakeholder Enrollment..............................................................................................................................................................29

Dehl Communication Assessment ......................................................................................................................................................31

Dehl Stakeholder Assessment.............................................................................................................................................................33

Dehl Stakeholder Prioritization...........................................................................................................................................................34

Dehl Stakeholder Survey.....................................................................................................................................................................35

Develop Commitment: Phase III - Understand what, when, why and how are now receptive to being involved..........................................36

Change Management Team................................................................................................................................................................36

Change Management Team Structure................................................................................................................................................37

Change Management Education Plan.................................................................................................................................................40

Resistance Management Plan.............................................................................................................................................................41

Risk Management Plan .......................................................................................................................................................................42

Communication Strategy ....................................................................................................................................................................43

Transition Banners ..............................................................................................................................................................................46

Move to Action: Phase IV - Commitment to business and its initiatives - Managing The Change..................................................................47

Implementation Plan ..........................................................................................................................................................................47

Training Plan .......................................................................................................................................................................................49

Internalize the Change: Phase V - Convinced with changing actions while promoting and maintaining for the long run.

Measuring our effectiveness – Reinforcement...................................................................................................................................50


3

Assumptions

• Project name: Dehl Computer

• Develop a Change Management Plan (CMP) for Dehl Computer Company's PC & Peripheral Repair Department.

• I am the Lead Manager of the Change Management Team

• Instructor will be role playing as various management personnel of Dehl Computer Company

• Dehl Computer Corporation is now a top vendor of personal computers in the US, with offices in 34 cities.

• Dehl has more than 15,000 employees serving customers in all 50 states

• Dehl sells custom-built personal computers (PCs) directly to the customers

• Dehl established a strong technical-support and service program.

• 50 percent of Dehl’s revenues come through this channel with an average of $2 million per day in online sales

• Dehl was the first to legitimize mail order PCs by providing quality telephone support.

• Dehl was also the first major manufacturer to pre-load applications selected by the customer.

• Dehl employs 2500 people in the PC Peripheral & Repair Department (PCPR) in 12 locations around the country

• All PC & Peripheral Repair Department work within the confines of each of their office locations, they do not work mobile.

• Dehl must add a network of 1000 employees at mobile locations to support the next day, on-site product service.

• Dehl must transition another 500 technicians from stationary office locations to mobile locations.

• In the spirit of promoting change, the “PC & Peripheral repairs department” references as the “Service Organization.” This will help to

establish a new philosophy, thus separating itself from its past.”

• TSA III receive all problems that are unresolved from TSA I & II.

• For process mapping interactive processes are denotes with double-sided arrow.

• PC computers come with a one year parts & labor warranty

• Dehl established the LMS Learning Management System for e-Learning configuration.


4

• The following are members of Dehl’s transition team:

Dehl Transition Team

Person Position Function

Mitchell Dehl President, CEO, Chairman Top executive, well respected and liked amongst employees

Roy Hoppe Change Manager Member of Dehl’s PMO well versed in Change management.

Larry Honbo Service Operations Executive Project Champion

Margery Fejes Service Operation Director –

Central Division

12-year company veteran worked her way up from a TSA position.

Cecilia Umgary Service Operation

Supervisor

Manages day to day operation of Dehl service department

Bonnie Lamondi Training Manager Manages Dehl’s Training

Ernest Kovacs Marketing Communications

Manager

Expert Marketing Material and Mass Communications Manager

Barbara Crawford Project Manager Top PMP, well qualified to manage Dehl through system implementation

Joannie Hoskins PCPR member PCPR’s top service representative, key user and peer change agent

Background & History

At age 12, he washed dishes in a Chinese restaurant to save money for his stamp collection. At age 18, he was selling personal

computers out of his dorm room at the University of Texas at Austin. Today, Mitchell Dehl is the CEO of Dehl Computer Company, a large

Personal Computer systems company.

Mitchell Dehl's breakthrough idea was to bypass the middleman and sell custom-built personal computers (PCs) directly to the

customers. No retailers, no bricks and mortar sales. To overcome consumer resistance to phone sales, Dehl established a strong technical-

support and service program. The strategy worked, here and abroad. Dehl Computer Corporation is now a top vendor of personal computers in

the United States, with offices in 34 cities and more than 15,000 employees serving customers in all 50 states. Dehl embraced the Internet as a

selling tool. Today, 50 percent of Dehl’s revenues come through this channel with an average of $2 million per day in online sales.

Originally selling under the "PCs Limited" brand, Dehl was the first to legitimize mail-order PCs by providing quality telephone support.

Dehl was also the first major manufacturer to pre-load applications selected by the customer.


5

The company grew rapidly since its start in 1984 as the PC was just starting to penetrate U.S. businesses. During the 90’s the home

market for PCs grew rapidly and accounted for much of the increased revenues. Today, with the drastic price wars of Personal Computers and

intense competition by major retailers such as Best Buy, Circuit City and Sam’s Club, Dehl’s sales have flattened out.

To counter the competition and increase sales, Dehl has made a major strategic decision to push into the market for student PCs. To this

end, Dehl has launched a major marketing campaign in toward this market. A popular, widely parodied television and print ad campaign in the

USA features a young actor playing the part of "Steven" - a cocky, and lightly mischievous blond-haired kid, who came to the assistance of bereft

computer purchasers. Each television advertisement usually ended with Steven's catch phrase: "Dude, you're getting' a Dehl!"

Along with the penetration into this market, Dehl service executives have noticed an increase in the number of service calls to its PC &

Peripheral Repair Department. This has caused a strain on the operations of this department and increased the length of time that it takes to

complete the repair. In addition, the company plans to be the first computer systems company to offer next day, on-site product service.

Customer service has always been a trademark of Dehl Computer Company and it markets this very heavily as a primary reason to purchase a

Dehl Computer.

The PC & Peripheral Repair Department

This Department employs 2500 people in the PC Peripheral & Repair Department (PCPR) in 12 locations around the country.

At present, all of these employees work within the confines of each of the office locations – they do not work mobile. To support

the next day, on-site product service, Dehl must acquire 1000 employees for work at mobile locations. In addition, Dehl must

transition another 500 technicians from stationary office locations to mobile locations.

Implementing a new customer service system accomplishes the PCPR’s transition and growth. The current system will not

support the mobile nature of its technicians in the on-site service program. This is a major change for the company. Given and

customer service is a major strategic element of Dehl Computers, the implementation of this system is critical to the company’s

success. The business process flow for its customer service operation is as follows:

Customers purchase computers and peripherals (printers, monitors, etc) from a computer manufacturer (Dehl). These

computers come with a one-year parts & labor warranty. When a computer malfunctions under warranty, Dehl has a customer

service department that helps the customers get their computer fixed. Sometimes, it may be a real warranty problem or it may be a

result of the software issue. Dehl must determine this whether it is a real warranty problem or whether it is a software problem. If


6

it is determined to be a software problem, Dehl directs the customer to the proper software company contact including their

frequently asked questions/issues web pages.

When the customer calls or emails, the customer service agent ("CSA") must ask a series of questions to determine whether

it is a software or hardware problem. If the problem is determined to be software, the CSA must determine what software is

causing the problem and direct the customer to the proper contact information. If the problem is determined to be a hardware

problem, the CSA must direct the customer to a Technical Service Agent ("TSA").

If the CSA determines the problem to be a primary computer (processor, hard drive, memory) problem, a TSA type I must be

consulted. If the problem is a peripheral problem (monitor, printer), then a TSA type II must be consulted. Whichever TSA level

consults, the TSA will attempt to run through troubleshooting techniques with the customer on the phone or by email to see the

probability of fixing the problem without shipping the computer to Dehl's repair shop.

If the troubleshooting techniques produce a fix for the customer, then the customer service ticket is closed and the customer

is happy. If the TSA cannot fix the problem over the phone with the customer, the TSA must contact a shipping company to arrange

to pick up the computer from the customer. The shipping company takes all of the relevant information and then contacts the

customer to arrange to get the computer picked up. Under an extended A+ warranty, the customer will get a loaner computer

during this time. The loaner comes with the basic configuration originally purchased by the customer.

Once the shipping company picks up the computer and delivers it to Dehl's repair shop, and then delivered to a master

technician, a TSA level III for repair. The TSA III completes the repairs and completes a full investigation report as to why the

computer failed. The TSA III may need to contact the customer to get certain additional information if there was a problem with the

primary processor, hard drive or memory circuit boards, but not if the problem was on a peripheral.

Once the repairs are complete, the TSA III contacts the shipping company to get the computer delivered back to the

customer. Once the computer is back with the customer's, the original CSA, who took the call, contacts the customer again to make

sure that they are happy. Even if the problem was, originally a software problem, the CSA contacts the customer again after 5 days

to make sure were able to get the problem resolved.


7

Preparing for Change Phase I: Create Awareness: What is happening and when it will happen?

1) Within the preparing for change section of the CMP, the following areas must be addressed:

a) Assessment of change

• Change triggers - internal and external factors that triggered the change

External

• Strong competition

o PC price wars and intense competition by major retailers such as Best Buy, Circuit City and Sam’s Club

• Competitive advantage

o Strategic decision to push into the educational market, targeting PCs for students

o Customer service trademark and customer loyalty maintenance Internal

• Customer Service

o Next day on-site product service implementation

• Support Strategic initiative of the company to make a foray into the student PC market.

o Service Organization service call increase from educational market

o Strained Service Organization operations due to increased PC repair time

• Type of change such as technology, people, structure and organization

Technology

With the addition of the new customer service system, the IT department will have to learn how to maintain, operate and

upgrade this new system. The IT department will also have to understand how this new system interacts and interfaces with the

other existing or legacy systems. This may involve researching current system manuals, researching online assistance, middleware

and outside consultants.

People

Considering all that is changing, people are extensively involved through out this whole process. People will not only have

to learn how to interact with new technology, but existing employees will have to accept and indoctrinate 1500 new employees into

their company, department and workflows. This will involved many hours of training and patience as the new employees learn the

systems while the existing employees assist, guide, answer questions and try to keep the work from backing up.


8

Structure

Two major areas will have to undergo major restructuring to keep pace with the changes. The first area to undergo

changes is the IT department, for they will be adding on 1,500 more employees to their staff. This may include restructuring the

department’s manager to employee ratio is reasonable to insure that employees have some one to go to for problems, counseling

and a proper channel to escalating any issues. The IT department may also have to restructure to insure the fast turn around of

equipment issues.

The second area needing restructuring is the marketing department. They will have to shift their focus on increasing their

market share in the educational sector, especially the student market. Dehl thinks this is the next hot area to engage in for

attracting new customers. With the advent of social networking and the explosion of the internet, Dehl wants to capitalize on

students as they make their way through high school and college. This is such a huge market share that it is important to jump on

the wagon early as students make their initial and upgrade purchases.

Organization

Dehl’s organization will undergo drastic changes as it makes it s way through. With the whole organization’s history of

focusing on customer service, everyone will have to chip in to help make this transition smooth. HR can help by creating banners,

posters, bulletin board memos and any use any other communication means available to get the message of change out to all

employees. This may also include lending an ear when tensions are high due to the stress of learning the new system and the new

processes. Everyone must adapt with the ADKAR approach so that they are aware of the importance of the changes, exhibit the

desire to make the changes, have the knowledge of how to make the changes, possess the ability to make the changes and then the

perseverance to reinforce the changes until they become second nature.

• Definition of the change requirements, including objectives, depth, time frame and benefits

Objective

Revolutionize Dehl’s customer service & support department by offering customers meticulous on location support. The aspiration of

Dehl’s service initiative distinguishes them from all competition through extensive customer PC support & repair service.

Depth

Company wide including value chain

TSA III’s dramatic job definition change

New routing and processing procedures for CASE, TSA I, TSA II and TSA III

New routing processes for service employees

New software applications


9

Service Organization focus shifts to global including distribution covering not only geographically but also culturally diverse

areas.

Influx of new employees

Sales and marketing depts. incorporate new marketing material and concepts

Timeline

Benefits

Evolving Service Organization

Quicker response to customers needs leading to improved satisfaction and loyalty

Increased PC market share

New market sectors


10

• Who is impacted by the change and the amount of change

Impact Analysis

Impact Assessment

CSA, TSAs (I, II, III): Broadens focus to include educational sector, particularly the student market locally and

globally High

CSA, TSAs (I, II, III): Learning and adapting to new customer service system

High

CSA, TSAs (I, II, III)-Impacted by change: The CSA and TSAs (I, II, III) are the initial contacts with Dehl’s

customers. They will feel and hear the brunt of complaints that customers will have once the new systems is in

place. The customers will be unaware of the behind the scene change that the Service Organization

department is going through. The CSA and TSAs will have to be extra patient and knowledgeable so that the

intake of problems goes seamlessly for the customers. Customers want quick and efficient resolutions.

High

TSA III-New mobile software for spot diagnostics: TSA III’s have an additional burden of supporting mobile

users subjecting themselves to various network configurations. TSA III's must be highly skilled in both computer

and customer service. When everything fails, the TSA II will receive the calls and must complete the service

request regardless.

High

Service Managers: Learning and adapting to new customer service system High

Service Managers: Change responsibilities/focus shift within service area. High

Service Managers: Adapting to 1,500 additional employees High

Service Managers-Impacted by change: Service Managers face a difficult task considering all the changes. They

must be especially ready, willing and able to handle questions, problems and stressed out subordinates as they

help to navigate Dehl’s transitions. They must be aware of everyone’s duties and responsibilities in case they

have to field questions or fill in for people who need extra assistance. They also must help to coordinate

changes interdepartmentally to insure everyone at Dehl is on the same page.

High

Vendors impacted by change: The Vendor’s impact has an indirect relational tie into the customer’s reaction to

Dehl’s changes. If Dehl’s customers do not appreciate the way Dehl is addressing their problems, the customers

will cut back on sales and upgrades. If sales are down, then Dehl does have to replenish their inventory as often

and this directly influences the vendors. The vendors will have to seek ways to make up for the loss in revenue

High


11

from Dehl, costing them time and money. This covers not only the vendors that furnish supplies that help them

assemble the computers but also the individual components themselves. This domino affect occurs when

anything that happens to Dehl triggers a ripple effect to their entire supply/value chain.

Competition: The competition will be directly impact by the success or failure of Dehl to manage their

transitions. Their strategies remain idle as Dehl navigates its way through, implementing the new customer

service system, expanding its markets to include students and expanding its employee’s base to accommodate

the influx of additional service calls. Whatever the outcome, the competition will watch and review with a fine

toothcomb.

High

Marketing/Sales: Marketing/Sales must dig deep to create a plan to reach and capture the student market.

This may include not only using social networking websites, but also others areas on the web that students

frequent. After ascertaining the student market, Dehl can then branch not only into other educational markets

(teaching, administrative…), but also other avenues of sales as well.

High

Dehl Organization: To aid Dehl in successfully completing their strategic transition goals, all departments must

be ready and able to support this initiative through encouragement, team spirit and any means possible. By

adding value to their every day duties, Dehl employees can help to steer company into smooth waters.

High

Organization Readiness for change (How) Dehl’s Readiness for Change

Step 1: Assess Amount of Change & Major Changes

Capability Shift Summary

Results of Capability Shift Analysis

Attach to this document the capability shift analysis for the Business Case

completed area.

Which capability shifts will this project deliver?

Highlight the key capability shifts in the spreadsheet above.

Amount of Change & Major

Changes

Quest

No. Question

Response


12

1 How much change will the department

experience because of this project?

100%, major undertaking includes business process

reengineering, expansion of workforce and implementing a

new customer service system.

2 How many processes/capabilities will

change?

Service Organization - 2, Marketing - 1

3 What % of all processes/capabilities

does this cover? Service Organization 80%, Marketing 25%

4 Is there a Project Plan against which to

measure progress?

Yes

5 Which are the biggest & most

significant capability shifts/changes

delivered by the project?

List and describe these in the column to

the right, try to limit to a maximum of

5.

• Consider those that have most

impact on people and the

Organization.

• What will we be asking people to

do in the future that they do not do

now?

• Which ones potentially have

impacts on the way we structure

our Organization?

1. Expansion into new market

2. Service request increase to match expansion

3. Service request process reengineering

4. Marketing plan

Improve customer service, faster service request

turnaround

All of them


13

Summary

Quest

No. Summary Questions

Summary Responses

1 In summary, do the changes affect a

small or large audience?

Large audience

2 Are the changes minor or major in

terms of their impact on people, for

example, do they involve small changes

in the way people do their job or do

they require people to change their skill

base drastically?

Major, reinvent customer approach

3 Overall Change Challenge

Considering all of the information we

have to date, how would you assess the

overall change challenge facing your

Organization? (High/Medium/Low?)

High

Business Readiness Assessment

Step 2: Impact on People & Organization

People & Organization

Overview

Understanding the environment or the context for change helps managers plan

and conduct activities that are appropriate to the situation. The purpose of this

section is to gain some “facts & figures” about the local organization to

understand the environment for change. Re-verified information before rollout,

checking for changes.

In order to gain as much benefit as possible from this process, it is important to

be as objective as possible. Therefore, it is advisable to solicit views from a

number of people. Surveys may be used later to gain more information.


14

Organizational Change History (Ideally completed by HR)

The following questions examine the major changes that have occurred over the previous 3 years and the

number of times they have occurred (e.g., if there has been a major initiative each year you would tick ‘3 X’,

indicating that this change happened once per year).

During the last 3 years, has your organization experienced any of the following changes?

Types of Change Number of Times Anticipated within 12 months

Merger or acquisition __1__ Yes No Not Sure

Divestment __0__ Yes No Not Sure

Key senior management changes _____ Yes No Not Sure

Significant change to customer markets __1__ Yes No Not Sure

Strike __0__ Yes No Not Sure

Major decline in employee/union relations __0 _ Yes No Not Sure

Major negative publicity __0__ Yes No Not Sure

Downsizing initiatives (headcount reduction) __?__ Yes No Not Sure

Increase in staff turnover __?__ Yes No Not Sure

Increase in amount of change/unpredictability __1__ Yes No Not Sure

New manufacturing system __0__ Yes No Not Sure

Major new HR initiative _____ Yes No Not Sure


15

Major change to organization in the plant __1__ Yes No Not Sure

(e.g., Production lines, working practice etc.)

Major site construction program __0__ Yes No Not Sure

Office move to a new site or location __0__ Yes No Not Sure

Major technology changes or implementations __0__ Yes No Not Sure

Change to pay or appraisal process __0__ Yes No Not Sure

Major change to the amount of training __2__ Yes No Not Sure

Major cost control initiative __1__ Yes No Not Sure

Significant change in growth of the business __2__ Yes No Not Sure

Organizational Background – Input from HR

As a computer manufacturing and Service Organization, change is always part of the culture at Dehl. Dehl constantly

grows and evolves to understand and service the new marketplace. Dehl constantly reengineers processes to ensure proper

business alignment. The root cause of change traces to a combination of internal and external factors to improve customer

service. Since Dehl computer has established a stellar reputation for customer service.

1. Locations , number of employees at each site and what, if anything, is produced at each site

Location Total No.

Employees

No.

Employees Product

Chicago 19,000 7,500 5

Boston 19,000 1,500 3

Los Angeles 19,000 10,000 8

2. How would you describe the leadership style in the organization? What impact might this have on the organization’s ability to

change? Strong, adaptive, tolerant of mistakes during transition period.

3. How do people generally respond to change in the organization? Slow in the beginning but eventually are caught up to speed.

4. What training facilities are available on-site or remotely and what is the training history? Combination of on and off sites.


16

5. What other organizational initiatives are taking place, which may affect the project, and what is their perceived impact? Nothing

at this time but the proposed changes spread wide and complete.

6.

Initiative Perceived Scale of

Impact on Organization

(High/Medium/Low)

Perceived Scale of

Impact on Saturn

(High/Medium/Low)

Completion Date

/Go-live Date

Marketing plan High High Jan 2014

Serv Org customer service

system

High High Jan 2014

Serv Org process

reengineering

High High Jan 2014

7. What do you believe are the top 3 Organizational “Helpers” and “Barriers” for the project (aspects of the Total Organization

which will help or prevent success)?

“Helpers” “Barriers”

Total employee buy-in Resistance, value not seen

Training Skill level

Senior management support Lack of business goals

8. Who are the key sponsors for the project rollout?


17

Name Position

Mitchell Dehl President, CEO

Roy Hoppe Change Manager

Larry Honbo SOE, Project Champion

Margery Fejes Senior Operation Director

Barbara Crawford Project Manager

9. What communication vehicles do you have available in the organization and associated functions, what are they used for and

how effective are they?

Vehicle Audience Purpose

Road show Company wide Feedback

Town Hall Company or dept. 2 way Q&A

Email Targeted Details

Banners Everyone Reminders

Intranet Everyone Communicates status, progress

Telephone/video conference Project team Team members communicate

over geographic regions


18

10. How effective is overall communication in your organization?

Question Response Rationale

Open or Closed? Open Keep everyone updated

Reactive or

proactive?

Proactive Prevent problems before they

occur

Effective Yes Involves everyone

11. Are there any external parties that may affect project implementation and if so how would you describe the relationship with

them (Poor/Acceptable/Excellent)? Shipping company – Excellent, Outside Vendors – Excellent, Customers – Improving.

Organization Summary

In order to complete the following questions we suggest you get a view from a number of key personnel who are able to give a

perspective. Please state who has been involved in making your choice. It would also be useful to supply some rationale for your

choice.

1. Circle the perceived level of impact you think the pending project will have on the organization’s affected functions)

Low High

1 2 3 4 5 6

Rationale: Major processes involved including customers, not sure, how they perceive the changes.


19

2. How “ready” do you think the overall organization is for this implementation?

Not ready Ready

1 2 3 4 5 6

Rationale: Service Organization needs more training and re-organization.

3. How “ready” do you think Senior Management is to implement this change?

Not ready Ready

1 2 3 4 5 6

Rationale: Solid consensus

4. How “ready” do you think the people affected in the business are to accept this change?

Not ready Ready

1 2 3 4 5 6

Rationale: Need to create stronger desire and knowledge


20

5. How confident do you feel that the project will be deemed “successful” locally?

Not confident Confident

1 2 3 4 5 6

Rationale: Looks good but must increase desire and knowledge

6. How risky do you think this project is for your organization?

Not risky Risky

1 2 3 4 5 6

Rationale: This can make or break Dehl

Business Readiness Assessment

Step 3: Assess Impact on Systems/Technology

What system(s) will be replaced with the implementation of this project?

The current customer service system


21

If appropriate please provide a mapping of the system architecture and/or table identifying the

key data exchanges with mention of the frequency and mode (batch/dynamic)

CustomerID, IncidentID

5. Has the project planned to upgrade or replace any of the systems mentioned in question 1 or 2? If so, describe the reason

why (technical or functional), the target system and planned date?

Yes, current system unable to support mobile locations, Jan 2014

6. What devices (e.g. laptops, hand held, and manual) are currently in use to manage the business? How many? How long

have they been using them?

Type of Device No. Users No of years

Desktop 10,000 2

Laptops 9,000 1

Blackberry 19,000 3

7. What main technological changes, in regards to the current users, would occur because of project implementation. New

customer service system

8. Is there existing organized business support? If so, what kind of impact would you anticipate with this project?

Yes, Major – process reengineering, workforce expansion


22

• Determine the current and future processes, significant of change (Leadership assessment)

The process for all leadership functions will stay the same. The process for the Service Organization (CSA, TSA I – III) will change to

compliment the new Customer Service system.

AS IS Process Maps


23


24


25

• Create a chart listing the change

Change Management Plan

page 1

Dehl Change Management Plan

Phase I:

Awareness

Phase II:

Understanding

Phase III:

Commitment

Phase IV:

Move to Action

Phase V:

Internalized

Change

Executive Communication

• Introduces the Project Management

Methodology and tool (DehlPM)

• Communicates executive sponsorship

• Delivered by Mitchell Dehl

Road shows

• Build awareness and excitement of Service

Organization Customer Service System

(CSS)

• Delivered by Julius Marx

DehlPM Web part

• Identify section of DehlPM to contain all

communication material

• Delivered by Barbara Crawford

Department Meetings

• Communication of Service organization CSS

to all select client groups management

(Service Organization, Marketing)


Manager Training

• Provide change management training and

toolkit for Service Organization group to

utilize with their employees


Training

• DehlPM

• Each session will have participants from

across departments

• Delivered by Bonnie Lamondi

Celebration

• Celebrate Go Live with

handout

• Delivered by Bonnie

Lamondi

Audio conferences

• Communicate update on

implementation progress

• Delivered by Barbara

Crawford

Lunch n Learn

• Discuss success stories

• Provide additional focus

to areas identified in

surveys

• Delivered by Roy Hoppe

Project Spotlights

• Showcase implemented

projects

• Delivered on DehlPM

website

Monitor Progress

• Surveys to determine

employees’ progress in

the change process


Audio-conferences

• 2 way communication on DehlPM and Service Organization Implementation plan and status


Monitor Progress

• Surveys to determine where employees are at in the change process



26

• Create a Change Profile/Impact Analysis Matrix (Page 53)

Final IS-570-201 Hoppe – Dehl Computer – Change Management Plan

1

Dehl Impact Analysis Matrix

- +

+

Lev

el o

f Effo

rt to Im

ple

me

nt

Level of Impact on the Organization

11

2233

44

High Impact

& High Effort

High Impact

& High Effort

High Impact

& Low Effort

High Impact

& Low Effort

Low Impact

& High Effort

Low Impact

& High Effort

Low Impact

& Low Effort

Low Impact

& Low Effort


27

Leadership Alignment Phase II: Create Understanding: Why it is happening and how it will happen

• Who

Person Position Function

Mitchell Dehl President, CEO, Chairman Top executive, well respected and liked amongst employees

Roy Hoppe Change Manager Member of Dehl’s PMO, well versed in Change management.

Larry Honbo Service Operations Executive Project Champion

Margery Fejes Service Operation Director –

Central Division

12-year company veteran worked her way up from a TSA position.

Cecilia Umgary Service Operation

Supervisor

Manages day to day operation of Dehl service department

Bonnie Lamondi Training Manager Manages Dehl’s Training

Ernest Kovacs Marketing Communications

Manager

Expert Marketing Material and Mass Communications Manager

Barbara Crawford Project Manager Top PMP, well qualified to manage Dehl through the new customer service

system

Joannie Hoskins PCPR(Service Org) member PCPR’s (Service Organization) top service representative and peer change

agent

Senior Executives Other departments need inclusion to rally support

• What

Spread Awareness/ Encourage Acceptance: Initial announcement sent via email followed up by Intranet

postings providing message reiteration and doubter reassurance how new process and customer service system

will improve workflow.

• When

Planning Meetings – Education: Awareness for all departments

Monthly/Quarterly Meetings: Provide updates / leverage clout


28

• Where

Quarterly Meetings: Prepared messages provided for updates and fielding questions.

Monthly Meetings: Prepared messages provided for updates and fielding questions.

Staff Meetings: Prepared messages provided for updates and fielding questions.

• Why

Process improvement

Cost Savings

Improve Customer Service and Satisfaction

• How

Face-to-Face (Town Hall) Meetings

Electronic Media (Email, Intranet, Videos)

Question & Answers

Quick Facts Cards

Training

Downloadable PDF Manuals


29

• What we need to accomplish to enroll stakeholders

Dehl Stakeholder Enrollment

Time

1Awareness

1Awareness

2Understanding

2Understanding

3Support& Buy-In

3Support& Buy-In

To achieve desired results, the

majority of stakeholders should be in

the Commitment & Action or

Advocacy & Ownership stage

Communication strategy facilitates stakeholders movement through five stages of

stakeholder enrollment

4Commitment

& Action

4Commitment

& Action

5Advocacy

& Ownership

5Advocacy

& Ownership


De

gre

e o

f E

nro

llm

en

t


30


De

gre

e o

f E

nro

llm

en

t

1

Awareness

1

Awareness

2

Understanding

2

Understanding

3

Support

& Buy-In

3

Support

& Buy-In

4

Commitment

& Action

4

Commitment

& Action

5

Advocacy

& Ownership

5

Advocacy

& Ownership

Awareness that the

program is in place and that

it will impose change

Provide information, create

awareness

Associates know change

champions

Printed publications,

banners, newsletters,

informational meetings

Comprehension of nature,

reasons and intent of the

change

Broaden awareness and

increase understanding

Knows change imperative,

purpose, content & phases

of program rollout,

milestones & deliverables

1 on 1 communication,

department / staff meetings

Positive personal

perception and disposition

toward the project

Enroll individuals, gain

support and personal buy-in

Program explanation

feedback; interview time

allocation, meeting, work-

shop; peer mobilization

Project leader facilitates

discussions, road shows,

workshops, interviews,

presentations and letters

Resource, time and

leadership investment

Achieve full commitment

and encourage action

Acts as business /

communication advisor;

supports change

Teams, focus groups and

review participation

Total ownership of the

program’s successful

implementation and

adoption

Exude change agent

characteristics

Change support through

new process participation

while transferring

capabilities

Round table, project

presentations and project

status discussions

DefinitionDefinitionObjectives of Objectives of

CommunicationCommunication

Proof of Successful Proof of Successful

CommunicationCommunication

Communication Communication

ChannelChannel


31

Stakeholder Communication Assessment

Current Level of Current Level of

Readiness for Change Readiness for Change

(H/M/L) and Key (H/M/L) and Key

Drivers of ReadinessDrivers of Readiness

StakeholderStakeholder

GroupGroup

Major ConcernsMajor Concerns

and Sources of and Sources of

ResistanceResistance

What We Need to What We Need to

Accomplish With This Accomplish With This


Specific Communication Specific Communication

Objectives (see Objectives (see

Objectives Tool)Objectives Tool)

Stakeholder Communication Assessment Tool

Customers M: Awareness,

Understanding

Marketing H: Marketing plan,

understanding customer

needs

Senior Executives H: Change buy-in, people

skills

Senior Managers H: Change buy-in, people

skills

CSA L: Training, change buy-in

TSA I & II M: Training, change buy-in

Dissatisfied, impatience Communication, Education

Inappropriate plan, missed

opportunity

Research, experience

w/student market

Wrong change management

plan, unable to muster

support

Comprehension,

presentation skills, influence

Unable to muster support,

inability to transfer message

from top

Lack of technical and people

skills

Customized training,

incentives

Lack of technical and people

skills

Additional training

Establish Need/Want,

Establish/Regain Trust

Influence the Influencers

Form/Change Opinion

Establish Need/Want

Form/Change Opinion

Establish Need/Want

Form/Change Opinion

Positive Association,

Establish Need/Want

Comprehension,

presentation skills, influence

Positive Association,

Establish Need/Want


32

Current Level of Current Level of

Readiness for Change Readiness for Change

(H/M/L) and Key (H/M/L) and Key

Drivers of ReadinessDrivers of Readiness


GroupGroup

Major ConcernsMajor Concerns

and Sources of and Sources of

ResistanceResistance

What We Need to What We Need to

Accomplish With This Accomplish With This


Specific Communication Specific Communication

Objectives (see Objectives (see

Objectives Tool)Objectives Tool)

TSA III

IT/IS Department

Vendors

Dehl

Positive Association

Generate Awareness


Generate Awareness


M: Training, change buy-in Lack of technical and people

skills

Additional training Positive Association,

Establish Need/Want


skills

Additional training

L: Education, change buy-in,

communicationImpatience with progress,

not enough profit

Project success, sales

increase


skills

Additional training,

incentives, education

• Create stakeholder activity chart

Stakeholder activity Project Team Stakeholders Employees

Preparing for Change Acquire project resources, provide

direction, and establish priorities

Build management support

and advocacy through

awareness and education.

Create awareness of sense of urgency and vision via

posters, banners and email.

Implementing Change Provide direct, visible support Develop sustaining sponsorship

through project buy-in and

clout leverage.

Communicate frequently, engage and prepare

Service organization, Marketing and all other Dehl

employees. Monthly, Quarterly and Staff meetings

Sustaining Change Maintain momentum, remove

roadblocks, and stay the course

Align leadership and manage

resistance from middle

managers

Reinforce key change messages, set expectations,

look for short-term wins, and reward with pizza

parties and pastries


33

Who are the stakeholders and conduct an assessment

Stakeholder Assessment - who, what, when, why and how

Dehl Stakeholder Assessment

Stakeholder Group Impact of Change on

them

Type (direct or indirect) What the Stakeholders Need to Do

What do we need from each stakeholder

Customers High impact Direct: New way of getting

service. If not satisfied may

take their business elsewhere

Change awareness

Understand new benefits

Understand how to use new support paradigm.

Marketing High impact Direct: Must successfully reach

student market, gateway to

others in educational sector

Change Awareness

Comprehend how to use new support paradigm and sell it to

customers

Senior Executives High impact Direct: Global vision,

operational change

Change Champions

Support change down through organization

Service Managers High impact Direct: Transfer changes into

duties for subordinates

Change Champions


CSA High Impact

Direct: New processes, roles

and software.

Learn new processes

Change Agents

New PC repair procedures for TSA II & III

TSA I & II High Impact Direct: New processes, roles

and software.

Learn new processes


34

Stakeholder Group Impact of Change on

them

Type (direct or indirect) What the Stakeholders Need to Do

What do we need from each stakeholder

Change Agents

TSA III High Impact Direct: New processes, roles

and software. Have ultimate

repair responsibility.

Learn new processes

Change Agents

IT/IS organization High Impact Direct: New processes, roles

and software.

Change Champions


Support new processes

Dehl High impact Indirect: If customers are

dissatisfied, then business

declines, profits decline leading

to deeper changes

Need to understand what Service Organization and Marketing

need to undertake must support the new initiative to enhance

customer’s experience.

Dehl Stakeholder Prioritization

The stakeholder prioritization rationale provides guidance to stakeholders in terms of change effort importance, ultimately determining which

stakeholders require urgent assistance.

Stakeholders Rationale

Senior Executives

Service Managers

Initial stakeholders, buy in is critical for the project success. Dehl’s service structure is directive

in nature. Changed attitudes start from top and flows downward.

CSA

TSA I & II

TSA III

Crucial change area, directly affected, must convey message to rest of department and

organization

IT/IS department Orchestrating transition, change agents.


35

Customers Must stay abreast of change details, may be more flexible and understanding if informed. Two-

way communication is vital to encourage feedback, opinions.

TSA III When else fails, they become customer’s last hope for repairs, must possess customer service

and technical skills.

Marketing

Questions displayed with a 1 – 5 rating answer system. Dehl will collect and tabulate the results allowing the assessment of individual change

readiness.

Dehl Stakeholder Survey Disagree Agree

Strongly

Agree

Question 1 2 3 4 5

Do I understand the rationale behind this transition? 5

Have I properly stated the purpose and objectives of our current changes? 5

Do I communicate that the transition is the proper way to adjust to

changing market conditions and competitive pressures? 4

Have I created an effective vision/picture of the future and found ways to

communicate it. 4

Am I aware of how I have handled past change reminding myself of lesson

learned? 3


36

Am I affirming transition management activities effectively, navigating

through changes adding value along the way. 5

I consciously model behaviors that are consistent and support the new

organizational purpose and objectives. 5

I feel sufficiently informed about the change reasons. 2

I sense Dehl’s commitment to a smooth transitional period. 4

I am getting what I need to be successful during the transition.

Develop Commitment: Phase III - Understand what, when, why and how are now receptive to being involved

c) Change management team

• Define Including internal or external individuals skill sets

1. Exceptional Communication Skills: Must be great listeners and speakers to communicate the change effectively while

constantly seeking feedback.

2. Supportive: Working well as a team member, sharing responsibility and supporting others promote a strong team concept.

3. Ambiguity flexibility: Adaptive and comfortable with the unknown. Flexible problem solvers accustomed to surprises.

4. Comprehension: Thoroughly understanding the organization's business can provide sound input to designing the change

management plan while displaying sympathy toward cross-functional issues.

5. Commitment: An effective team member believes in the purpose, vision and value of the proposed change.

6. Integrity and influence: When team member gain people’s trust, they will have the ability to persuade them and win their

support.

7. Persistence: Determined, work hard while overcoming change obstacles.


37

Define Team Structure and explain why

� Leverage design to reach all Dehl employees

� Provide continuity throughout Dehl promoting ownership and accountability

� Establish productive, two-way communication channels encouraging feedback fostering a “living” process

� Establish organizational infrastructure that can be used for various topics of concern or future projects


38

� Projects meet their objectives

� Projects stay on schedule and on budget

� Anticipated resistance is prevented or mitigated– Unforeseen obstacles are reduced

� Increases overall adoption of the new way

� Creates a ‘track record’ of success

� Better utilization of human capital

� Competitive advantage

� Bottom line: your business goals are achieved

Role Stakeholder represented Internal or

External

Who will fill this role Skill set – Reason they are in the

role

Change leader Dehl Employees – IT/IS

organization

Internal Roy Hoppe • Experience managing change

• Comprehends successful

implementations

• Builds and maintains excellent

project management team &

steering committee repoire.

Sponsor –

Executive

leadership team

Service Executives,

Service Manager

Internal Larry Honbo – Service

Operations Executive

• Change Champion

• Well-respected, longevity

• Fantastic management repoire

Sponsor -

Specialists

CSA, TSAI, TSA II, TSA III Internal Margery Fejes - Service

operation director –

Central Division

• Well respected by CSA\TSA’s

• Thorough understanding of

current and future service

structure.

• Management level

• Change process dedication

• Longevity.


39

Specialist –

training

CSA, TSAI, TSA II, TSA III Internal Bonnie Lamondi -

Technical Trainer

manager

• Management level

• Thorough understanding of

training techniques and the

work necessary to transition

the Service Organization’

• Thorough knowledge of CSA’s

& TSA I - III’s current duties.

Specialist -

Communications

All Employees and

customers

Internal Ernest Kovacs • Management level

• Communications specialist

• Define education plan for change management team

Change Management Education Plan The education plan builds a strong knowledge foundation regarding organizational change. The three main training philosophies are:

• Team formation

• Team building outing

• Training Seminar

Team formation – mission and team responsibilities

Forming guiding principles and the team’s mission statement follows training completion. The mission statements and guiding

principles below will preliminarily guide until the team forms and refines them.

Mission Statement

The change management team’s mission requires change agent portrayal sustaining productivity while advancing the Service

Organization to the next generation through on site customer service.

Guiding principles - Responsibilities

• Feedback, Feedback, Feedback: The team will coordinate all two-way communication related to the project.

• Lead the Service Organization process to match the new organizational design.

• Sensitivity towards Dehl employee needs facilitating a smooth transition.

• Coordinate effective training and project delivery strategies.


40

Team building outing

Team building exercises introduce cohesiveness and coordination while encouraging everyone to work effectively together.

Training Seminar

Attendance is mandatory for the change management team during the change management-training seminar. The theme

“Understanding Organizational Change Management,” will create a knowledge baseline and help everyone understand how to be

Dehl change agents.

• Change management team relationship with steering committee, project manager, management and employee

• Explain why we need the change management team

• Excellent communication skills: Must keep open communication with everyone providing timely updates aiding in smoother

transitioning and clearer understanding leading to stronger commitment.

• Business influence: Crucial for advising steering committee, management and project manager, which will trigger a downward

effect to rest of Dehl providing alignment of change plan to business mission and goals.

• Commitment to the change: Total commitment will enhance messages with everyone concerned thus creating an atmosphere of

trust.

• Business Knowledge: This will make the change management team respected, responsible and trustworthy.

• Ability to work in a team environment: Ability to give and take constructive criticism, resolve issues in a collaborative setting.

• Managing internal resistance: This will insure timeline adherence while promoting change plan buy-in.


41

2) Within the managing change section

a) Resistance management plan

• Define what resistance may look like for your change and how it may be identified

• For each level with the impacted organization, define a strategy for managing resistance to the change and prepare job

aides.

Dehl Resistance Management Plan

Where the resistance might come from What is the source of the resistance Plan for avoidance

CSA, TSA I - III. Fear Clear up any misunderstandings

Incentive promotion highlighting WIIFM (what is in it

for me).

Emphasize employee role and importance to Dehl’s

future, promote training plan.

Managers Control issues Engross in change process.

Clear up misunderstandings

Emphasize the importance of manager role to Dehl’s

future provide training plan.

Executives Return on Investment Highlight cost saving features, present AS-IS and TO-

BE processes stressing improvements.

Customers Quality assurance Educate on new process,

Open communication seeking feedback, Offer deals.


42

Vendors Business volume Include and educate in change process

Dehl Doubt Educate on new process

Highlight cost saving features

Emphasize the importance of their roles to Dehl’s

future provide training plan

Marketing Marketing plan not on target Educate on new process

Provide expert consultant assistance

IT/IS Department Compatibility issues new customer

service system

Provide maintenance and implementation training

on new system

Hire expert consultants

Investigate middleware possibilities

b) Risk management plan

• Identify at least two risk items and include the following...

• Risk description, probability, mitigation plan, monitoring, owner

Dehl Risk Management Plan

Just a few of the many risks that Dehl faces during this transition period, continuous updates provided.

Risk Probability Mitigation Plan Monitoring Owner

Missed timelines for new processes and

systems

80% Communicate through scrum

sessions that project timeline is

100% contingent on new

systems implementation.

GANTT Chart

Change Mgmt

timeline

Change &

Project teams

Marketing plan not attracting student market 75% Market research, hire expert

consultants

Sales figures Marketing


43

c) Communication Plan

• Create a Change Management framework plan.

• complete the communication profile

• develop several examples of change management notification

Dehl Communication Strategy Our communication strategy is demonstrated by the following graphic. Our strategy starts with a splash and as the project progresses; we

will build understanding and reel our stakeholders in to internalize the change.


44

Dehl Communication Plan

Communication Stakeholders Purpose of Communication Comm Objective

Channel Timing Deliverer Status

New Customer Service System to improve operations in Service Organization

Service Organization, IT/IS Department

Communicate the changes to all Service organization employees including, change management milestone dates, increased production quotas, new operating practices,

Understanding/Awareness/Involvement

Email/ town hall meetings/ road shows

01/11/11 Margery Fejes In process

Work Plan IS/ Business Practices Manager/Project Team

To keep all stakeholders on track Understanding/ Awareness

Email Audio Confs DehlPm website

Update as items are completed

Margery Fejes On-going

Training Plan Service Organization, Marketing, Managers, Dehl, Customer, Vendors

Establish dates and times needed to perform training

Involvement/ Understanding

email /Calendar

Week of 06/4/12

Bonnie Lamondi On- going

Training Reminder Service Organization, Marketing, Managers, Dehl

Remind users of upcoming training sessions

Awareness email 06/18/12 Bonnie Lamondi

Training Project Teams, Provide users with hands on training of New Features and Enhancements

Understanding Net Meeting Week of 07/25/12

Bonnie Lamondi

Ongoing Support Project Teams, employees,

Provide users with means to report issues and/or questions

Awareness/ Understanding

Email/ Audit Compliance Lunch n Learn DehlPM website

Beginning week of 01/25/14

Bonnie Lamondi

On going

Follow up Service Organization, Marketing, Dehl

Feedback Involvement Surveys Lunch n Learn

Week of July 18th

Project Team leads

In process

Information Sharing Dehl Some parts of the organization have uses Lotus Notes while others have enthusiastically adopted Adobe Acrobat as file sharing software. Team Future is preparing to recommend that everyone adopt the same package.

Awareness/ Understanding /Involvement

Town hall meetings/ email /net meetings road shows Lunch N Learn

Update as items are completed

Ernest Kovacs On going

Celebrate Successes Dehl Celebrate successful implementation, Thank you

Involvement All day - Cafeteria

01/28/14 Mitchell Dehl To come


45


46

Dehl Transition Banners

Dehl’s Service Organization presents:

The New Customer Service System

Benefits:

Quicker Problem Resolution

On site Customer Support

Customized market profiles

Join the breakthrough in customer service.

For more information visit http://intranetdehl.com/servorg and see

how were changing.

Dehl’s Service Organization presents:

The New Customer Service System

Benefits:

Quicker Problem Resolution

On site Customer Support

Customized market profiles

Come hear how customer service purrs

http://intranetdehl.com/servorg

See how were changing.


47

Move to Action: Phase IV - Commitment to business and its initiatives - Managing The Change

e) Implementation plan

• Major activities and schedule dates for those activities; major milestones

• Resources required for each of the major activities

• Who is responsible for managing and monitoring each of the major milestones?

Module 1 Collecting and analyzing feedback from survey

After Jan 2014 Go-Live by Roy Hoppe Change Manager

Rank the following statements (1=strongly disagree, 5=strongly agree, NA=not applicable).

Awareness

I understand the business reasons for the change.

1 2 3 4 5 NA

I understand the risks of not changing.

1 2 3 4 5 NA

I understand the impact on my day-to-day work activities.

1 2 3 4 5 NA

Desire

I am personally motivated to be part of the change.

1 2 3 4 5 NA

I look forward to the new, changed environment.

1 2 3 4 5 NA

My peers support the change.

1 2 3 4 5 NA

My supervisors and managers support the change.

1 2 3 4 5 NA

Executives and key business leaders support the change.

1 2 3 4 5 NA


48

Module 2 will focus on the second step of reinforcing change - diagnosing gaps and managing resistance

After Module 1 by Roy Hoppe Change Manager, Bonnie Lamondi Training Manager and Cecilia Umgary Service Operation Supervisor

� Audit Compliance - Methods for measuring compliance include:

– Observation

– Performance reports

– System usage

Analyze the input from feedback and compliance reviews

� Diagnosing gaps and managing resistance has three steps:

– Determine the root cause of resistance.

– Develop plans to address these root causes.

– Prepare sponsors and coaches to manage resistance

Module 3 will focus on the third step of implementing corrective actions and celebrating successes

After Module 2 by Mitchell Dehl, President, CEO

– Implement corrective action.

– Celebrate successes and reinforce the change

– Transfer ownership of the change to operational managers and conduct after-action reviews.


49

d) Training Plan

• Create a chart listing the courses

• Define the who, what, where, when and why

The following is an outline for training the each of some of the different groups involved with the project could receive. Please

note that the training outlined here does not relate to the training pertaining to the change management team discussed in the

Change Management training section above.

Group Training Topic Solution

CSA New customer service software On and offsite training classes

Onsite training DVD library

CSA Cross train TSA I - III functions in compliance with

Dehl workflow contingency plan

Job Shadowing

TSA I New customer service software On and offsite training classes


TSA I Cross train TSA II & III functions in compliance with

Dehl workflow contingency plan

Job Shadowing

TSA II New customer service software On and offsite training classes


TSA II Cross train TSA III functions in compliance with Dehl

workflow contingency plan

Job Shadowing

TSA III New customer service software On and offsite training classes


Marketing New customer service software On and offsite training classes


Managers New customer service software On and offsite training classes


IT/IS Department New customer service software On and offsite training classes


Senior Executives New customer service software On and offsite training classes


50


Dehl New customer service software On and offsite training classes


Vendors New customer service software Product pamphlets, brochures,

introductory video

Customers New customer service software Email, phone support,

introductory video

3) Within the measurement section of the CMP,

a) Determination success measurement

• This must include financial, productivity, employee acceptance, schedule and customer impact measures of

success.

b) Feedback and reinforcement

a. After the project is installed what will you do to ensure compliance.

Measuring our effectiveness - Reinforcement

Measurement Factors

The aligning of measurement factors for the change management team and project team will have these four measurement criteria.

• Project Satisfaction

• Schedule Adherence

• Problem ticket closure rate

• New Process adherence – Adoption rate

Project Satisfaction

Project satisfaction measures satisfaction with key project sponsors based survey and bonus based

Disagree Agree

Strongly

Agree

Statement 1 2 3 4 5

New processes add value.


51

Change management team communicated information effectively and efficiently

Satisfied with the quality and quantity of information provided

Satisfied with overall project

Customer service has drastically improved

Schedule adherence

Schedule adherence is project schedule based. Dates may change pending proper approval.

Problem ticket closure rate

This rate calculates the difference between the opening and closing times of a problem ticket, thus measuring new process

effectiveness.

New Process adherence – Adoption rate

A monthly survey will analyze the success rate of new process adoption

Disagree Agree

Strongly

Agree

Statement 1 2 3 4 5

Service Organization employees are using the new process

Efficient and effective implementation of process

We are following the new processes

Customer’s provide positive feedback with new process


52

Reinforcing the change

Celebrations consist of pizza; cake and beer will rewards and recognition to project standouts.

Finally, Dehl will analyze and correct any misalignments during monthly update meetings.

Change Management Proposal

Documents

Transcript of Change Management Proposal