IT Systems Deployment

♦

Change Management

Secrets

Strategic Planning Retreat

August 4-8th 2012

Sonoma, CA

Anne Pellicciotto, MSOD, Facilitator

Anne Pellicciotto, President

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Requirements Analysis/ Business Case

Systems Evaluation/ Acquisition

Systems Design/ Implementation

Planning

Deployment/Test Phases 1-X

Full Implementation

Systems Deployment Lifecycle

How is change coming into play?

What kind of system are you considering?

Where are you in the lifecycle?

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Change Throughout the Lifecycle

Requirements Analysis/ Business Case

Systems Evaluation/ Acquisition

Systems Design/ Implementation

Planning

Deployment/Test Phases 1-X

Full Implementation

Ignore

Embrace

Explore Resist

Change begins with you. 3

Perspectives on Change

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It’s not the progress I mind, it’s the change I don’t like. - Mark Twain

Organizations can be changed if you find and nourish the fringe lurkers and geeks. - Tom Peters

“It’s more fun when you choose to change, rather than have it imposed on you.” - Spencer Johnson

“You must become the change you want to see.” - Mahatma Gandhi

“Change is permanent whitewater. Every change is a plateau to the next change.”- Peter Vaill

Benefits of Embracing Change?

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Improve organization’s impact in the world

Use donor funding wisely –achieve ROI

Enhance morale Technology can be fun! Demonstrate leadership Success breeds success support for next project

Costs if you DON’T?

IT CHANGE Critical Success Factors

Strategic & Holistic

Collaborate with

Stakeholders

Patience, Persistence (& Resistance)

RESULTS!

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Holistic & Strategic

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Institutional strategy & clear vision drives project

IT is but one element

Change in one area creates/ requires change in others

Build plan considering all these elements

Ignore Culture and you will hit a brick wall

Clarity and alignment on impacts in all elements critical

What do you notice about this model?

Star Elements

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Strategy – The new direction the organization is taking, often in response to outside forces, in order to improve performance. Structure – Changes to organizational design and lines of reporting, often

depicted by an organization chart, which will be prompted by the new strategy.

People – Changes to the human resource needs, roles, responsibilities and competencies of individuals in the organization that result from implementing the new strategy.

Process – Changes to the processes, procedures, and workflows guiding the organization’s work, prompted by the new strategy, and often oriented around streamlining, removing duplication of effort, filling voids, and leveraging new talent and technology.

Info Tech – Changes to information systems used to support and facilitate the work of the organization that may be required to realize the strategic changes.

Culture – Changes to the norms, values, attitudes and beliefs held by the organization and its people that need to occur in order to support the new strategy.

KEY: All are implemented in a manner that fits/helps achieve the strategy.

Vision of Future

Focus on the WHAT & WHY, not the how…

What business problem are you trying to solve?

What’s working and what’s not working?

What’s possible?

What is the Scope of the ERP effort?

What are the benefits and metrics of success?

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Is Your IT Vision Clear?

Can you articulate it to your team?

Management? The Board?

Which Star Model element(s) are being most emphasized? Name 1 or 2.

Which Star Model elements are being neglected or de-emphasized?

What are the potential implications or questions regarding these elements?

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CO-labor-ation

• Get out of silos

• Work together toward same targets

• Increase two-way communication

• Widen the circle of involvement

• Emphasize questions more than answers

Collaboration – Why?

Gain critical buy-in to ensure smooth adoption

Gain critical input to the process from those who will rely on the new system/process

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Collaboration – Who?

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Conduct Stakeholder Assessment

Who are the users?

Backoffice? Frontoffice?

Who are the key managers? Will they

Make? Help? Let? Block?

What’s in it for them?

Facilitated Session – How?

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For planning, requirements analysis, design…

Two-way communication vs. downloads

Clear agendas

Right people in the room

Experienced, objective yet informed facilitator

Active listening, engaging

Brainstorming and envisioning future vs. automating the current state

Agreed next steps and follow-through

Patience, Persistence (& Resistance) F

OC

US

TIME

Denial Commitment

Resistance Exploration

Crisis & Opportunity

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2 3

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FuturePast

Internal/

Self

External/

Environment

15 Based on Elizabeth Kubler-Ross, On Death and Dying.

Change is a Process… • Where are you? • Where is your

team? • How do move

past Resistance?

All Along the Lifecycle

Stages of Change & Communication Strategies

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Stage Indicators Individual Strategy

Leader Strategy

Denial

People disengaged

Pretending not happening

Ask questions Announce plans

Disseminate information

Resistance Fear, uncertainty, and doubt

Comfort with status quo

Be open

Self-assess

Look at potential gains

LISTEN to Resistance - invite feedback Acknowledge feelings and fears Identify barriers

Exploration Ready to problem-solve

Have ideas

Want solutions

Offer ideas

Participate in solutions

Generate (brainstorm) ideas Make decisions Create rollout plans

Commitment People excited

Plans solidified

People taking action

Take action

Follow-through

Celebrate

Assign responsibilities Implement action plans Acknowledge accomplishments

Proof-of-Concept – Key Tool for Managing Change

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Involve stakeholders actively

Test not just the technology but the concept

All time for culture to catch-up, embrace collaboration and standards

Achieve small wins, build confidence, expand to new departments, processes, cases

Change Management Conclusions

Change initiatives take time

Incremental plan, small wins are critical – where to you begin?

Involve stakeholders from the beginning – facilitated solutioning sessions

Listen, listen, listen

Careful to repave the cow paths – this is an opportunity for overall performance improvement

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MANY THANKS!

Anne Pellicciotto, President

Washington, DC

www.seechangeconsulting.com

annep@seechangeconsulting.com

On Twitter: Anneseye

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