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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

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
1990 s

G

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
  • 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 2000PHRST 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 2001PHRST 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
  • 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
  • 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

slide12

Addressed Primarilyby 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 Upgrade 2004

V 7.5 to V 8.8

project french vanilla
Project “French Vanilla”
  • 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
  • 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

Office of Major Projects

Change Management Team

state agency transformation
State Agency Transformation
  • 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
process integration

Project Management

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
what is organizational change management
What is Organizational Change Management?
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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

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

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

  • 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
  • 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

Communicate activities to the Readiness Coordinator

  • Track organizations’ progress
  • Report status to Change Management Lead
  • Help facilitate workshops & focus groups
ERP Change Management Team – Project Members
erp change management team project members3

Develops communication plan

  • Creates branding/logo
  • Tracks communications sent
  • Develops PPT presentations
ERP Change Management Team – Project Members
erp change management team organization

Is empowered to delegate checklist tasks to the appropriate resource within their organization

  • Ensures timely completion of tasks
  • Signs off on monthly checklists and returns to their coach
  • Forwards communication to the appropriate individual
  • Usually a subject matter expert (SME)
ERP Change Management Team – Organization
readiness

“Readiness”

Preparing/Tracking/Reporting

dti readiness methodology

Master Readiness Tracking Spreadsheet

Readiness Checklist

All Project Teams

Functional Impacts Documentation

INPUT

Functional Impacts

Successful System Implementation

End Users

DTI Readiness Methodology
managing change
Managing Change

On-site Tracking Station

end user identification skills inventory
End-User Identification & Skills Inventory
  • 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

{

{

1st End-user Identification and Demographic Information

2ndSkills Inventory

3rd IT sppt.

{

End-user Inventory
readiness1

“Readiness”

Communication

organizational change phases and communication
Organizational Change Phasesand 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?

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?

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

Status

Comments

Master Communication Plan Sample
  • Event
  • Scheduled date
  • Audience
  • Communicator
communication tracking spreadsheet
Communication Tracking Spreadsheet
  • 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

Awareness Info Sheet

Coaching Info Sheet

training1
Develop

Training strategy

Training Plan

Training Design

Materials

Training
training plan strategy
Training Plan Strategy
  • Identify different audiences who require training
  • Conduct training needs assessment and skill gap analysis
  • Document requirements for the training team
    • Training development schedule
coaching plan
Coaching Plan
  • Customized Coaching Plan
  • Prepare managers and supervisors to coach their employees through the change
transition
Develop

Transition plan

Train

Organization resources

Transition
analyzing transitioning change
Analyzing/Transitioning Change
  • 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
  • Collecting, Reporting, and Analyzing Feedback
  • Transitioning to the Business Owner
  • Celebrate!
analyzing transitioning change2
Analyzing/Transitioning Change
  • Collecting, Reporting, and Analyzing Feedback
    • Compliance Audit
    • Post-Implementation Review Process
analyzing transitioning change3
Analyzing/Transitioning Change
  • Celebration & Recognition
    • Milestones/successes
    • Implementation success
monitoring change
Survey End Users

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
  • 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.
achieving successful organizational change
AchievingSuccessful 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
  • 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
  • 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

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
slide71

Pamela M. Waters

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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