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ERP Change Management – Getting from Here to There. Pam Waters Change Management Team Leader Department of Technology & Information State of Delaware. Evolution of Organizational Change Management in Delaware. Delaware’s ERP Background. State of Delaware 67 Organizations 35 State Agencies

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Erp change management getting from here to there

ERP Change Management – Getting from Here to There

Pam Waters

Change Management Team Leader

Department of Technology & Information

State of Delaware


Evolution ofOrganizational Change Management in Delaware


Delaware s erp background
Delaware’s ERP Background

  • State of Delaware

    • 67 Organizations

      • 35 State Agencies

      • 19 School Districts

      • 17 Charter Schools

  • 36,000 Employees

  • 12 Unions Represented

    • 37 Different Locals


State of delaware erp systems

ERP Systems In Progress Implemented

PeopleSoft HCM V 8.8

(HR/Benefits/Payroll)

PHRST

X

eBenefits

X

Time & Labor V 8.8

X

X

PeopleSoft Financials V 8.9

X

State of Delaware ERP Systems


Payroll human resources statewide technology

Delaware Implemented

Payroll Human Resources Statewide Technology

PHRST


1990 s

G Implemented

G

1990’s

  • 1990’s — Various False Starts

  • July 1999

    • PeopleSoft Human Resource Version 6.02 implemented

      • Benefits Administration & Payroll — Unsuccessful

        • Rolled back to Mainframe Legacy System


August 1999 february 2000
August 1999 – February 2000 Implemented

  • Project managed by consultants

  • Low team morale

  • Multiple project plans to ‘fit’ budget

  • Production support for Human Resources

  • Chain of command – multiple reporting structure


March december 2000 phrst project
March – December 2000 ImplementedPHRST Project

  • Became a ‘state – managed’ project

  • Acquired additional state resources

  • Rearranged project team

    • Added full time Change Management team

    • Single reporting structure


December 2000 july 2001 phrst project
December 2000 – July 2001 ImplementedPHRST Project

  • Change Management Team formed

    • Strategy developed

    • Prepared (readied) State Organizations

    • End-User training (1300+)

  • Successful HR (V6.02 to 7.51) Upgrade & Benefits/Payroll implementation


Erp lessons learned
ERP Lessons Learned Implemented

  • High – level commitment

  • Acquire “Best of the Best” state resources

  • Avoid modifications – re-engineer 1st

  • Visionary Change Management

  • Production support project plan


Why erp implementations fail
Why ERP Implementations Fail Implemented

  • 42% Leadership

  • 27%Organizational & Cultural Issues

  • 23%People Issues

  • 4% Technology Issues

  • 4% Other

  • Organizational issues left unchecked often lead to project failure

Source: Organization Dynamics, Jim Markowsky


Addressed Primarily Implementedby OrganizationalChange Management

People

Addressed Primarilyby Package

Addressed Primarilyby BusinessProcess Redesign

Technology

Type

Process

Type

Type

Type

Type

Type

People and process issues are sometimes overlooked in planning for this type of project. They need to be addressed for the project to be a success.

Planning for ERP is a Critical Success Factor


Phrst upgrade 2004

PHRST Implemented Upgrade 2004

V 7.5 to V 8.8


Project french vanilla
Project “French Vanilla” Implemented

  • Formed to eliminate/reduce system modifications

  • Led by Cabinet Secretary

  • Identify areas needing new legislation

  • Optimize current business processes

  • Communicate with state organizations


Phrst upgrade v7 51 to v8 8
PHRST Upgrade V7.51 to V8.8 Implemented

  • Client Server to Web based

  • Not much functionality change

    • Back out of some modifications due to re-engineering effort of project French Vanilla

  • One year timeline

    • Planning began in April 03 before actual funding July 1

  • Tremendous change to look and feel!

    • Internet education

  • Go live was a non-event!


Department of technology information

Department of Technology & Information Implemented

Office of Major Projects

Change Management Team


State agency transformation
State Agency Transformation Implemented

  • Governor & General Assembly established new agency

    • The Department of Technology & Information

  • Office of Major Projects

    • Chief Program Officer

      • Project Management Team

      • Organizational Change Management Team


Technology Investment Implemented

Council

PMO


Process integration

Project Management Implemented

Change Management

Project Initiation

Preparing for Change

Project Planning

Managing Change-Planning

Project Executing

Managing Change-Execute

Reinforcing Changes

Project Controlling

Transition

Project Closing

Monitoring Change

Process Integration


Organizational change management

Organizational ImplementedChange Management


What is organizational change management
What is Organizational Change Management? Implemented

  • Definition

    • The organized, systematic application of knowledge, tools, and resources of change that provide organizations with a key process to achieve their business strategy

  • Goal

    • Provide the structure & guidance necessary to effectively prepare organizations for the successful acceptance of cultural change


Organizational change management objectives
Organizational Change Management Objectives Implemented

  • Provide awareness

  • Ensure understanding

  • Facilitate acceptance

  • Care, listen, and respond

  • Manage people’s expectations

  • Ensure readiness

  • Champion the project


Greatest success factors
Greatest Success Factors Implemented

  • Active and visible sponsorship

  • Use of organizational change management processes & tools

  • Effective communications

  • Employee involvement

  • Effective project leadership and planning

Source: Prosci Benchmarking Report


Greatest obstacles
Greatest Obstacles Implemented

  • Resistance from employees and managers

  • Inadequate senior management & sponsorship

  • Cultural barriers

  • Lack of change management expertise

Source: Prosci Benchmarking Report


Change management standards
Change Management Standards Implemented

  • Prepare with the project team

    • Assess change/culture

    • Develop/educate team

  • Manage the strategy

    • Develop and manage the plan

    • Track/report readiness

    • Develop training strategy

  • Reinforce/Support

    • Celebrate success

    • Analyze feedback and prepare to manage resistance

      http://dti.delaware.gov/majorproj/standards.shtml


Organizational change management tools
Organizational Change Management Tools Implemented

  • Organizational & Project Attributes Assessment

  • Project Readiness Assessment

  • Stakeholder Analysis

  • Sponsor Roadmap

  • DTI Readiness Methodology

    • Communication Standards

    • Reporting/tracking standards

    • Control Book

      • Measures of Success/Lessons Learned


Assessing the organization

Small incremental change to a change resistant organization Implemented

Large Disruptive Change to a Change Resistant Organization

Small incremental change to a change-able organization

Large Disruptive Change to a Change-able Organization

Assessing the Organization

Risk Determination Table

110

Medium Risk

High Risk

Organizational Attributes

44

Medium Risk

Low Risk

22

12

24

60

Change Characteristics

[1] Modified from Prosci.


Erp team model

Executive Implemented

Sponsors

Project

Director

Change

Management

Coach

. . .

Green Team

. . .

Change

Management

Coach

Yellow Team

Change Management Project Lead

Project Team

. . .

Change

Management

Coach

Blue Team

Communications Coordinator

Change

Management

Coach

RedTeam

. . .

ERP Team Model


Erp change management team project members

  • Manage the resources Implemented

  • Manages the CM project plan

  • Receives status from the Readiness Lead

  • Reports status to the Project Manager and Project Director

ERP Change Management Team – Project Members


Erp change management team project members1
ERP Change Management Team – Project Members Implemented

  • Works with the coaches to compile checklist activities, communications, workshops etc.

  • Receives status of organizations from the coaches

  • Reports status to the DTI CM Team Leader


Erp change management team project members2

ERP Change Management Team – Project Members


Erp change management team project members3

ERP Change Management Team – Project Members


Erp change management team organization

ERP Change Management Team – Organization


Readiness

“Readiness” resource within their organization

Preparing/Tracking/Reporting


Dti readiness methodology

Master Readiness Tracking Spreadsheet resource within their organization

Readiness Checklist

All Project Teams

Functional Impacts Documentation

INPUT

Functional Impacts

Successful System Implementation

End Users

DTI Readiness Methodology


Functional impacts
Functional Impacts resource within their organization


Master readiness tracking spreadsheet
Master Readiness Tracking Spreadsheet resource within their organization


Readiness checklists
Readiness Checklists resource within their organization


Executive sponsor reporting
Executive Sponsor Reporting resource within their organization


Managing change
Managing Change resource within their organization

On-site Tracking Station


End user identification skills inventory
End-User Identification & Skills Inventory resource within their organization

  • End-User Inventory

    • End-User Identification

    • Manager/Supervisor Identification

    • Specify Key-End User

    • Skills Gap Analysis

    • Identify IT Support Personnel and Technical Specifications


End user inventory

{ resource within their organization

{

1st End-user Identification and Demographic Information

2ndSkills Inventory

3rd IT sppt.

{

End-user Inventory


Readiness1

“Readiness” resource within their organization

Communication


Change management as communications hub
Change Management as Communications Hub resource within their organization


Organizational change phases and communication
Organizational Change Phases resource within their organizationand Communication

What is happening?

How do I staymotivated?

Transition through Analysis

Celebrate Success!

Understanding

through Awareness

Comfort

Unaware

Denial

Insight

Ability with

coaching

Desire through

impacts

Anxiety

What’s in itfor me?

How do I prepare?

Knowledge by

training

What will I do differently tomorrow?


Who what

Why is this system necessary? resource within their organization

Align the change with the mission/vision and strategic direction of the organization

Offer a broad overview of how the organization will transition – what & when

Present the benefits

Identify business risks of not changing

Make sure the organization knows this will happen – not an option

Who/What?

Senior Executives

The change and impact on the organization


Who what1
Who/What? resource within their organization

Managers

Supervisors

The change and the impact on the individual

  • Provide the ‘what's in it for me’ information – how will roles change?

  • How will I get the training to do my new job (will I be able to do the job)?

  • Ask for employee’s ideas/suggestions for implementing the change

  • Provide timely & and accurate status


Master communication plan sample

Release Authority resource within their organization

Status

Comments

Master Communication Plan Sample

  • Event

  • Scheduled date

  • Audience

  • Communicator


Communication tracking spreadsheet
Communication Tracking Spreadsheet resource within their organization

  • Communication Title

  • Media

  • Date Sent

  • Sent from and to

    • Organization/Team

    • Phone

    • Email Address

  • Follow-up Needed

    • Yes

    • No

  • Type of Follow-up Needed

    • Meeting

    • Phone call

    • Email

    • Other

  • Comments


Information sheets
Information Sheets resource within their organization

Awareness Info Sheet

Coaching Info Sheet


Training

Training resource within their organization


Training1

Develop resource within their organization

Training strategy

Training Plan

Training Design

Materials

Training


Training plan strategy
Training Plan Strategy resource within their organization

  • Identify different audiences who require training

  • Conduct training needs assessment and skill gap analysis

  • Document requirements for the training team

    • Training development schedule


Coaching

Coaching resource within their organization


Coaching plan
Coaching Plan resource within their organization

  • Customized Coaching Plan

  • Prepare managers and supervisors to coach their employees through the change


Transition

Develop resource within their organization

Transition plan

Train

Organization resources

Transition


Analyzing transitioning change
Analyzing/Transitioning Change resource within their organization

  • Transition

    • Knowledge Transfer Plan(Transfer ownership to Project Owner)

      • Communication

      • Focus Group Meetings

      • Key End-User Meetings

      • Manager/Supervisor Meetings

      • On-going Change Management responsibilities


Analyzing transitioning change1
Analyzing/Transitioning Change resource within their organization

  • Collecting, Reporting, and Analyzing Feedback

  • Transitioning to the Business Owner

  • Celebrate!


Analyzing transitioning change2
Analyzing/Transitioning Change resource within their organization

  • Collecting, Reporting, and Analyzing Feedback

    • Compliance Audit

    • Post-Implementation Review Process


Analyzing transitioning change3
Analyzing/Transitioning Change resource within their organization

  • Celebration & Recognition

    • Milestones/successes

    • Implementation success


Monitoring change

Survey End Users resource within their organization

Post implementation

Three months

Six months

One year

Complete control book

Lessons learned

Survey results

Training and meeting evaluations

Help desk call analysis

Checklist statistics

Monitoring Change


Lessons learned board
Lessons Learned Board resource within their organization

  • Describes knowledge gained from experience

  • Captures lessons learned throughout a project lifecycle

  • Process:

    • An onsite board is established and divided into the following categories:

      • What we did that we want to do again

      • What we did that we never want to do again

      • What we did not do and should have

      • What we did, worked okay, but could be improved in various ways.

  • Outputs: Lessons Learned Spreadsheet, Lessons Learned section in Control Book, Project Management updates as required.


Integration is key
Integration is Key resource within their organization


Achieving successful organizational change
Achieving resource within their organizationSuccessful Organizational Change

  • Dedicate resources to Organizational Change Management

  • Secure visible executive sponsorship early in the project

  • Repeat key messages early and often

  • Involve employees in the change process

  • Create a transition strategy with achievable timeframes


Change management team
Change Management Team resource within their organization

  • Tracks, measures, and reports readiness

  • Identifies critical roles and individuals to act in these roles

  • Plans for change and manages it as a process

  • Assesses organizational readiness


Change management team1
Change Management Team resource within their organization

  • Educates individuals about change

  • Communicates in a clear, honest, open manner

  • Demonstrates commitment through active involvement and role modeling

  • Solicits sponsor involvement when necessary


Dti strategic goals enterprise organizational change management

Workforce Excellence resource within their organization

Collaborative Solutions

IT Availability & Reliability

Enhanced Project Management

Physical & Cyber Security

Enhanced Customer Service

DTI Strategic Goals & Enterprise Organizational Change Management

  • CM partners with or advises many major projects within the state

  • CM participating in the EA initiative

  • Change Management certified team

  • 2 qualified MBTI

  • providers

  • 2 qualified EI

  • providers

  • Team memberpursuing PMIcertification

  • Team member pursuing BPR certification

  • CM participating in DTI security program

  • CM offers change management, and requirements gathering education

  • CM providing MBTI education to all teams in department

  • CM offers MBTI education to other organizations


Pamela M. Waters resource within their organization

Change Management Team Leader

State Of Delaware

William Penn Building

801 Silver Lake Boulevard

Dover, DE 19904-2407

Voice: 302-739-9815

Fax: 302-677-7068

Email: [email protected]

SLC: D-410

Q

A

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