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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






Time & Labor V 8.8



PeopleSoft Financials V 8.9


State of Delaware ERP Systems

Payroll human resources statewide technology

Delaware Implemented

Payroll Human Resources Statewide Technology


1990 s

G Implemented



  • 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


Addressed Primarilyby Package

Addressed Primarilyby BusinessProcess Redesign









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



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


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

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


Medium Risk

High Risk

Organizational Attributes


Medium Risk

Low Risk





Change Characteristics

[1] Modified from Prosci.

Erp team model

Executive Implemented







. . .

Green Team

. . .




Yellow Team

Change Management Project Lead

Project Team

. . .




Blue Team

Communications Coordinator





. . .

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” resource within their organization


Dti readiness methodology

Master Readiness Tracking Spreadsheet resource within their organization

Readiness Checklist

All Project Teams

Functional Impacts Documentation


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


“Readiness” resource within their organization


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!


through Awareness





Ability with


Desire through



What’s in itfor me?

How do I prepare?

Knowledge by


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


Senior Executives

The change and impact on the organization

Who what1
Who/What? resource within their organization



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



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 resource within their organization


Develop resource within their organization

Training strategy

Training Plan

Training Design



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 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


Develop resource within their organization

Transition plan


Organization resources


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