UC Ref Group Nov08 Part 1

www.uc.unimelb.edu.au1

IPTel ‘Generic’

Business Change Management and site Engagement Process

UC Reference Group 20 Nov. 08


What Change Management seeks to doFacilitate/accelerate project outcomesFacilitate/accelerate user uptake to achieve full benefit realisation

• Encourage management involvement and support• Keep everyone informed• Build enthusiasm and positive expectation• Respond to ‘people issues’ and needs• Keep engagement sequenced and coordinated• Skill up users• Make it a positive experience for all

Soft skills applied to achieve hard, tangible outcomes


Starting point – define the changes

• Compare old with new– What changes, who it affects, how

• Was copper/PABX, Now data/computer– Extension mobility - Login anywhere, keep profile– Unified Messaging (voicemail in email - anywhere)– Easy conferencing, call transfers– Manage settings through the web– Enriched University Directory– Easy/immediate MACs– Lower running costs

• It’s not ‘just a new phone’


Who and what they need• P/EA’s, Executives, Telephone Inquiry points,

Academics, Professional Staff – everyone!• They need to know:

– What’s coming and when– What will change, why and what’s better– How it will happen, how to learn and use– Why to pay attention and give it the time

• FGM/Senior Management– How all this will be managed with least interruption to

operations• Facilities Mngrs, LITEs

– Changes to support provision• Initial peak in support demands


Change Process considerations

• This is a generic approach - will vary to suit environments

• Vetted/improved through the IPTel Working Group

• Drawn from thinking through how the Uni will respond and how best to achieve acceptance

• Will be tested through the Pilot phase

• Requires key stakeholder commitment to translate into reliable local resourcing of project activity


Days before deployment- 60 - 55 - 50 - 40 - 35 - 30 - 25 - 16 - 14 DEPLOY 0 +3 +7 +14

IP Phone Generic Change Management Process

Sup

port

ing

Com

s/ac

tiviti

es

Site

Par

tner

: LI

TE

s &

Fac

il M

ngrs

Sen

ior

Man

agem

ent

Pro

ject

ste

psT

ele.

Inqu

iry

Poi

nt s

taff

Site

Par

tner

: S

taff

Co-

ord.

Management Kick Off Mtg

Information Pack, including various

Memos

Review operational

implications and requirements

Assign Site Partner roles

Project Briefing:Review site

partner roles and responsibilities

Set up site partners

Project Briefing:Review site

partner roles and responsibilities

Management advice/memo about project

Email

Confirmation of arrangements

Identify User Groups

Review User Requirements Sheet (audit)

Set up Training engagement

process

Brief Tel. Inquiry Point staff

Project Briefing:Operational

changes, training process, timing,

etc.

User training and com plan

Management update

Project status/issues review

Staff advice/memo about

project

Rollout training

Coordinate users to training

Deploy early adopters

Deploy remaining staff

Provide on-site support

Close project and handover

to Ops

Project closure advice email

Project (and Support Users) provide support (from Day 7 to

Day -3)

Survey

Survey all users:* Quality of Project

engagement * Satisfaction with

new phone

Faculty Executive Presentation

OPERATIONAL WEBSITE: About UC Program/IPTel Project; Site rollout status; About phones; Training and Learning resources; Support; FAQs; Contact points;

Periodic StaffNews

success stories

Commence “Did You Know?” knowledge enhancement email

program

Conduct directory update Give-Away program

(optional) present at department manager and/or staff meetings

Free IPTel mouse pads to demo/

training attendees

Staff advice/memo about

go live

Training and Deployment Schedule(Days before final deployment)

Group Training DeploymentSupport Users 16 Days 14 DaysSuper, Inquiry Point 9 Days 7 DaysStandard (Demo’s) 4 Days 0 Days

Each phone deployed includes:* QRC* Site Support Contacts List* Web Resources URL* Service Desk no.

Col. Key: Green - Project; Yellow - Management involvement, Blue key site stakeholders


Change Management Risks• Not much flexibility in the process• Insufficient support from local management• Insufficient support from local site partners• Operating in multi-manager/dept.

environments– Dilution of authority/accountability

• Concurrent area/building rollouts– Extra complexity = increased risk/slower progress

• Users too busy/disinterested - “it’s just a phone…”


What the Project needs from sites

• FGM/Senior Manager– Appoint site partners and hold them accountable– Timely release of communications over their name– ‘Talk up’ the project with colleagues, staff

• Important, see the demo, lots of good features coming…

– Monitor and support Project as may be needed

• Site Partners– Understand rollout process and their roles– Follow through with key tasks


“It’s just a phone – what could go wrong?”• Telephone Inquiry points can't transfer calls fast enough - customers kept

waiting

• Voicemails accidentally deleted

• Voicemail email attachments not recognised

• PA unable to manage their boss’ extension

• Staff never check their voicemail (“what's that flashing light on my

phone?”)

• Don’t know how to answer a second call that’s just come in (Call Waiting)

• What’s happened to my headset??

• People complain your phone rings out (you forgot to logout of that other

phone – your calls now end up in meeting room #3)

• Conferencing and other useful features never used

• Overall dilution of benefits to the University


Questions?

Feedback?

Thank you

UC Ref Group Nov08 Part 1

Business

Transcript of UC Ref Group Nov08 Part 1