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
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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
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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.
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• 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.
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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
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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.
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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.
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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
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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
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• 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
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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
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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
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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.
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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
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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.
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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?
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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
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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.
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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
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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
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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
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• 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
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• 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)
• Delivered by Barbara Crawford
Manager Training
• Provide change management training and
toolkit for Service Organization group to
utilize with their employees
• Delivered by Barbara Crawford
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
• Delivered by Roy Hoppe
Audio-conferences
• 2 way communication on DehlPM and Service Organization Implementation plan and status
• Delivered by Barbara Crawford
Monitor Progress
• Surveys to determine where employees are at in the change process
• Delivered by Roy Hoppe
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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• 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
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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• 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
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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• 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
Dehl Stakeholder Enrollment
De
gre
e o
f E
nro
llm
en
t
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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Dehl Stakeholder Enrollment
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
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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
StakeholderStakeholder
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
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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
StakeholderStakeholder
Specific Communication Specific Communication
Objectives (see Objectives (see
Objectives Tool)Objectives Tool)
TSA III
IT/IS Department
Vendors
Dehl
Positive Association
Generate Awareness
Positive Association
Generate Awareness
Positive Association
M: Training, change buy-in Lack of technical and people
skills
Additional training Positive Association,
Establish Need/Want
M: Training, change buy-in Lack of technical and people
skills
Additional training
L: Education, change buy-in,
communicationImpatience with progress,
not enough profit
Project success, sales
increase
M: Training, change buy-in Lack of technical and people
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
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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
Support change down through organization
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
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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 change down through organization
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.
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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.
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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� 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.
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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.
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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.
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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.
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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.
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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
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Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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.
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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
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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.
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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
Onsite training DVD library
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
Onsite training DVD library
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
Onsite training DVD library
Marketing New customer service software On and offsite training classes
Onsite training DVD library
Managers New customer service software On and offsite training classes
Onsite training DVD library
IT/IS Department New customer service software On and offsite training classes
Onsite training DVD library
Senior Executives New customer service software On and offsite training classes
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Onsite training DVD library
Dehl New customer service software On and offsite training classes
Onsite training DVD library
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.
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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
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
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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.
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