IT Transformation People & Processes

7/27/2019 IT Transformation People & Processes

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Change management - the most important and

most undervalued part of any IT implementation

Lydia Murray

Chief Information Officer

September 2013

A case study of the Medical Examiner

Offices change management


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The Importance of Change Management

The technology solution will work technicallyI promise.

But will anyone use it?

Project Managementmanages the technical change

Change Managementmanages the people change

Transforming Cook County Page 3


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Thoughts on Change Management

Change management is the processes, tools and techniques formanaging the people-side of implementing a new system.

Change management is not:

A project newsletter.

Training.

Easy.

Change Management:Transforming Cook County

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Projects fail because we roll

out a system thatfunctionally works and we

try to get change by rules

and policies without

addressing an organizations

culture or individuals

interests and motivations.


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Change Management in the Medical Examiners Office


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Challenges in the Medical Examiners Office


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Cook County Morgue Inspection Reveals DisturbingNight Shift ShenanigansPosted: 10/17/2012 4:44 pm Updated: 10/18/2012 8:59 am

Inspectors on a surprise visit to the Cook County morgue caught night shift workers asleep on the job andwatching movies on county computers, according to report released Tuesday by county InspectorGeneral Patrick Blanchard.

On the May 3 visit to the already beleaguered CookCounty morgue, inspectors found certain overnightintake workers "nodding off" and napping out cold while at their post; others were watching a Bruce Lee

movie instead of working. The Chicago Tribune reportscounty investigators also found

"thousands of hidden documents dating as far back as 2004" that were supposed to

have been entered into a computer.All but one of the employees seen sleeping havebeen placed on temporary suspension.According to the Chicago Sun-Times, furtherinterviews on the matter revealed that suchbehavior is not an isolated occurrence. TheMedical Examiner's office has been under amicroscope ever since reports of bodies being"stacked in a storage cooler" surfaced earlier this
http://www.co.cook.il.us/portal/server.pt/community/inspector_general/302http://articles.chicagotribune.com/2012-06-20/news/ct-met-cook-county-medical-examiner-0620-2-20120620_1_board-president-toni-preckwinkle-preckwinkle-aides-officehttp://www.chicagotribune.com/news/local/ct-met-cook-county-morgue-report-1017-20121017,0,3667567.storyhttp://www.suntimes.com/photos/galleries/15788134-417/morgue-raid-one-worker-asleep-two-watching-bruce-lee-movie.htmlhttp://www.suntimes.com/photos/galleries/15788134-417/morgue-raid-one-worker-asleep-two-watching-bruce-lee-movie.htmlhttp://www.nbcchicago.com/blogs/ward-room/Preckwinkle-Announces-Shakeup-at-Morgue-138142788.htmlhttp://www.nbcchicago.com/blogs/ward-room/Preckwinkle-Announces-Shakeup-at-Morgue-138142788.htmlhttp://www.suntimes.com/photos/galleries/15788134-417/morgue-raid-one-worker-asleep-two-watching-bruce-lee-movie.htmlhttp://www.suntimes.com/photos/galleries/15788134-417/morgue-raid-one-worker-asleep-two-watching-bruce-lee-movie.htmlhttp://www.chicagotribune.com/news/local/ct-met-cook-county-morgue-report-1017-20121017,0,3667567.storyhttp://articles.chicagotribune.com/2012-06-20/news/ct-met-cook-county-medical-examiner-0620-2-20120620_1_board-president-toni-preckwinkle-preckwinkle-aides-officehttp://www.co.cook.il.us/portal/server.pt/community/inspector_general/302


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Medical Examiner New Case Management System

$1.1M new system

Vendor is LabLynx Inc.

Subcontractor is cgn global

Entirely focused on change management


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Medical Examiner Change Management Approach

Using the Prosci ADKAR Model

Awareness Awareness of the need for change

Desire Desire to participate and support the change

Knowledge Knowledge on how to change

Ability Ability to implement required skills and behaviors

Reinforcement Reinforcement to sustain the change


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Also includes both Lean process improvement

methodology, process mapping and Kaizens


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Process mapping education


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Making the change visual and prominent

Change Management:

Transforming Cook CountyPage 10


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Transforming Cook County Page 11


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Keys to Medical Examiner System Success

Well written RFP that included Case Management as a focus RFP No. 13-18-046 MedicalExaminer Office Reengineering and Case

ManagementSolution

Clear contract with vendor; budget for change management activities

Strong Executive Leadership; Dr. Cina is a champion for the new system

Change management implementation is the focus not just projectmanagement implementation

Change management needs are driving the project plan rather thandevelopment or configuration needs

Go Live is in May 2014

Change Management:



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Closing thoughts

Projects succeed or fail based on the quality of change managementdedicated to a project.

Get yourself a budget director who understands change management and

the importance of it in funding an IT project.

Change management shouldnt be an afterthought include it at the

concept stage. Focus your procurement around buying change

managementthe system is secondary. Change Management

requirements and needs should be in your specification documents/RFPs.

Change Management:



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Thank you!

Lydia Murray

Chief Information Officer

Cook County

[email protected]

(312) 603-1400


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L A R G E - S C A L E C H A N G E :

P E O P L E , P R O C E S S E S

Illinois Framework

Presenter:

Kathleen Monahan, Director, Illinois Framework

S e s s i o n : I T T r a n s f o r m a t i o nM o n d a y 9 / 3 0 2 : 3 0 p m

9/30/2013Illinois Framework

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Agenda


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Framework Overview

Stakeholder Engagement Crucial Conversations

Governance Leading Change

Lessons Learned


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Framework Overview


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The Framework is a seven-agencycollaborative

Human Services Healthcare and Family Services

Aging Children and Family Services Public Health Commerce and Economic Opportunity Employment Security

Goals:

Simplify and expedite consumer accesschannels, allowing critical information toflow when and where it is needed.

Empower clinicians and caseworkers withcomprehensive casework managementtools to improve outcomes.

Develop a comprehensive, roles- and rules-based approach to data access, protectingclient privacy and confidentiality.

Provide business analytics and data-driven

decision support to enhance planning,capacity, and program evaluation. Coordinate policies and share services

across the HHS enterprise. Improve performance management and

streamline service reporting.


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Framework Overview


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Current Framework Activities


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Project Description

Child Support Modernization (KIDS)Planning and Support

Department of Healthcare and Family Services

Provide strategic planning functions for the ongoing KIDSmodernization project

Identify a maturity model, budget estimates, and project risksfor KIDS modernization

MMIS Organizational Change Management

Department of Healthcare and Family Services Develop a plan for statewide change management to

implement as the MMIS upgrade project progresses

Framework Interoperability and IntegrationProject

Establish and implement a project governance model for theFramework

Ensure that interoperability and integration effortsundertaken through the Framework and institutionalized andmaintained for the Illinois healthcare and human serviceprograms

Enterprise Advance Planning Document(EAPD)

Create an enterprise-level Advance Planning Document for theFramework to plan for an interoperable health and humanservice delivery system

Secure increased Federal funding for Framework planningfunctions


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Coordinated Methodology


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Engagement Actively engage all key stakeholders Provide essential feedback to the

planning process Promote information sharing

through inclusiveness andtransparency

Planning Create enterprise approach to

healthcare and human services Advance a culture of

interoperability among Illinois HHSagencies

Identify and provide resources and

insights toward interoperability

Governance Develop equitable and sustainable

forum for key decision-makers instrategic planning, prioritizing, andimplementing recommendations


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Framework ApproachThree Coordinated Efforts


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Interacting with stakeholders at all levels Multi-year endeavor in parallel with ACA

elaboration

StakeholderEngagement

Foundation is the MITA and NHSIAarchitectures

FrameworkPlanning

Critical to effecting change in a cross program/ agency environment

Funded by an Interoperability grant from ACF

Governance Interoperability

Team


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Managing Change


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The Framework means Large Scale Change

Foundational Coordinated efforts in responding to regulatory shifts

Organizational Understand impact of change

Involve key stakeholders Clear and frequent communication to alleviate concerns

Promote service culture Vigilant focus on customer needs

Business Processes Identify commonalities Coordinate policies across programs

Technology Service Oriented Architecture

Focus on results Use the data to win hearts and minds


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GOALS 1) Introduce the Framework and its goals tostakeholders across Illinois.

2) Gather feedbackto design a system that works well forthe people who will use it.

3) Initiate an ongoing dialogue about the Frameworkthat will continue through implementation (and beyond).

Stakeholders include service recipients, providers, advocates and stateemployees.

Framework Stakeholder Engagement

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DRAFT Chicago Town Hall Conversations,August 2013


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Listen and Learn


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Illinois Public Health Institute Customer Focus Groups and Town Hall Meetings for provider

community and state employees 24 meetings with over 700 people since May Network of over 1200 stakeholders in 2011

World caf approach Fosters inclusiveness Develops trust and creates champions

Collects vital stories for our work Its all personal connects complex concepts to real people Reinforces mission to help customer/client Establishes common ground between management and labor Input into next steps

Building cadre of enthusiastic supporters Framework champions = key messengers


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Framework Governance


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Framework Governance Governance structure partially defined by Inter-Governmental

Agreement

Executive Steering Committee Chaired by State CIO

Seven Agency Directors plus ACA implementation leadership (IES, HIE, MMIS) Make financial and policy decisions

Towards the development of an enterprise approach

Operational Committee / subcommittees/ workgroups Centers of Excellence

ACF Interoperability grant Design and develop a sustainable governance model for IL Framework Ensure that interoperability and integration efforts undertaken through the

Framework are institutionalized and maintained for Illinois healthcare andhuman services programs

Share our work with other states engaged in similar work


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Framework Governance


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Membership

Responsibilities Decision Making Communication within and beyond the

Framework governance structures

Frequency of meetings and timecommitment

Formal change management focus

What does Governance mean inthis environment?


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Attributes of Good Governance


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Shared Vision

Executive Leadership

Formalization of Structure

Clear Decision Making

Adaptable

Transparent Communications and Processes


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Lessons Learned


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This is new territory for everyone

Agreement to act as an Enterprise

Focus on ongoing engagement and change

management critical PMO structure is necessary

Developing Centers of Excellence Around Framework critical data sharing issues

Build leaders

Develop state capacity


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Maturity Models


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EMCInitial

EnvisionDefine & Plan

Supply Focused

Build & Deploy

Service Focused

Operate & Refine

Demand FocusedMeasure & Manage

Market Focused

Optimize

APHSARegulative

Key policiesReactive

CollaborativeWorks across agcy/program boundaries

Integrative

Coordinate servicesProactive approach to problem solving

GenerativeProvider/client partnershipIdentify opportunitiesStrengthen communities


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Contact Information


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Kathleen Monahan Framework Director

[email protected]

773-383-6946

Learn more about the Framework and theGovernance work: http: //illinoisframework.org/

http://illinoisframework.org/illinois-framework-resource-

library/
mailto:[email protected]://illinoisframework.org/illinois-framework-resource-library/http://illinoisframework.org/illinois-framework-resource-library/http://illinoisframework.org/illinois-framework-resource-library/http://illinoisframework.org/illinois-framework-resource-library/http://illinoisframework.org/illinois-framework-resource-library/http://illinoisframework.org/illinois-framework-resource-library/http://illinoisframework.org/illinois-framework-resource-library/http://illinoisframework.org/illinois-framework-resource-library/http://illinoisframework.org/illinois-framework-resource-library/mailto:[email protected]


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IT Transformation People & Processes

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