IIBA Ottawa Kick-Off Meeting: Change Management with Sandee Vincent
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IIBA Ottawa Kick-Off Meeting: Change Management with Sandee Vincent

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IIBA Ottawa Kick-Off Meeting: September 18th, 2012

IIBA Ottawa Kick-Off Meeting: September 18th, 2012

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IIBA Ottawa Kick-Off Meeting: Change Management with Sandee Vincent IIBA Ottawa Kick-Off Meeting: Change Management with Sandee Vincent Presentation Transcript

  • Change Management for Business Analysts September 18, 2012Presented by Sandee Vincent, CBAP, PMP, RMP www.ctesolutions.com
  • Business Analysis Training• IIBA Endorsed Education that follows BABOK• No Fluff – only actionable items• Scenario based training with integrated case studies for practical experience• Written and delivered by practicing professionals• Valuable Job Aids• Central location – 11 Holland Ave (Tunney’s Pasture) 2
  • Agenda1.Past Projects2.Case Study3.Organizational Change - 8 Step Change Model4.Individual Change - Transition Curves5.Questions 3
  • What do these projects have in common? To the Moon The Ark Hoover Dam Christopher Columbus 4
  • A Case Study – The BackgroundA warehouse contains printed material and other items,that support various marketing campaigns. Much of thematerial is ordered in advance to be used in futurecampaigns.Some of the material is used once, but much of it can beused for many campaigns by many campaign managers.These campaign managers often browse through thewarehouse and take whatever material they need. Theyoften remove it without notifying the warehouse staff,thus inventory levels are not updated. 5
  • A Case Study – The ProblemDue to Health and Safety concerns, as well as recentshortages, employees should be forbidden access to thewarehouse unless accompanied by a warehouse staffmember.Steel toed shoes are required and proper access techniquesmust be followed by anyone entering the warehouse. 6
  • A Case Study – The Objectives• Have an inventory solution that tracks all shipping and receiving accurately, where all stakeholders can check the inventory levels of all products, not just their own.• The warehouse must be locked and only warehouse staff will have physical access to products. 7
  • Two Change Management Perspectives1.Organizational Change2.Individual Change 8
  • Kotter’s 8 Step Change Model for Organizational Change 9
  • Creating a Climate for ChangeThe first 3 steps involve creating a climate forchange:1. Increase Urgency2. Build Guiding Teams3. Get the Vision Right 10
  • Step 1: Increase UrgencyWhat it means: Key stakeholders understand why changeneeds to happen and why now (as opposed to next year).Establish a compelling case for change identifying key threatsand opportunities.How it was applied: The project was justified due to health andsafety concerns, as well as budget concerns by spending moneyon replacing misplaced products. Key stakeholders were thewarehouse, facilities, finance, and marketing.Tools that were used: Business Case; Risk Register; SWOTBABoK Reference: Determine the Business Need (EnterpriseAnalysis);Techniques 11
  • Step 2: Build Guiding TeamsWhat it means: A team(s) has been established and givenempowerment to lead the team through the change.How it was applied: The CFO, Marketing VP, andWarehouse Manager and a few key others, formed thesteering committee which provided guidance to any decisionmaking.Tools that were used: Monthly update meetings; statusreports; stakeholder analysisBABoK Reference: Conduct Stakeholder Analysis(Business Analysis Planning and Monitoring) 12
  • Step 3: Get the Vision RightWhat it means: Key stakeholders understand why changeneeds to happen. Create a vision to help direct the changeeffort, and develop strategies for achieving that vision.How it was applied: The Business Case was approved,aligned with the company’s strategic vision.Tools that were used: The TO BE context diagram wascreated and the vision agreed on.BABoK Reference: Vision Statement (Enterprise Analysis) 13
  • Engaging and Enabling the OrganizationThe next 3 steps involve engaging and enablingthe organization to accept and adapt to thechange.4. Communication for Buy in5. Enable action6. Create short-term wins 14
  • Step 4: Communication for Buy-inWhat it means: ‘Articulate an emotionally powerful pictureof the desired future state’.How it was applied: An elevator speech was created andcommunicated by senior management at every opportunitythroughout the change period and for a time after.Tools that were used: Stakeholder Analysis, CommunicationPlanBABoK Reference: BA Communication Plan (BusinessAnalysis Planning and Monitoring) CommunicateRequirements (Requirements Management andCommunication) 15
  • Step 5: Enable Action (empowerment)What it means: Moving beyond the planning andtalking and into action. Remove obstacles on the way.How it was applied: The AS IS process was reviewed,obstacles removed, and streamlined into a TO BEProcess by the people actually doing the work.Tools that were used: Process Modeling/RACI BABoK Reference: BABoK (Techniques) 16
  • Step 6: Create Short-Term WinsWhat it means: Success breeds success. Counternaysayers, and recognize the positive contributors.How it was applied: Each milestone was celebratedwith the entire team. The BA, being the closest projectteam member to the users, ensured accomplishmentswere acknowledged, as well as the workers focused onthe next task.Tools that were used: Status reports, emails, meetingminutes, agendasBABoK Reference: Techniques 17
  • Implementing and Sustaining the ChangeThe final 2 steps involve implementing andsustaining the change.7. Don’t let up8. Make it stick 18
  • Step 7: Don’t Let UpWhat it means: Don’t declare victory too soon. Celebratethe wins, but keep focused on the next goal. Increaseactivities, and bring new blood into the team if needed.How it was applied: After ensuring that the solution met thebusiness need, change was applied gradually and with thestakeholders informed and part of the process all along.Tools that were used: TO BE process, StakeholderwalkthroughsBABoK Reference: Solution Assessment and Validation 19
  • Step 8: Make it StickWhat it means: It means embedding the change in the ‘way wedo things around here’. It is the culture.How it was applied: Progress stories were celebrated in onlinecommunications. The original database was made read only toencourage use of the new solution. The solution became part ofoverall enterprise architecture.Tools that were used: TO BE process map became the AS ISprocess map and integrated in all procedures. Support wasintegrated into the current processes.BABOk Reference: Process Modeling (Techniques),Organizational Process Assets 20
  • People Need to be Transitioned too• Everyone adapts, or transitions, at their own speed.• Yet the project needs people to adapt now .• As a business analyst, you are the one closest to the people and have the best sense of how willing/able the users will be with the new solution. 21
  • John Fisher Model of Personal Change
  • Basic Building Blocks of Change Change  What is the scope? Where do Guiding  Who will bring us there?Definition we want to go? CoalitionCurrent State Path from Here to There Future State What do you need to do to ease theWhere are we What will the transition to go from here to there?today? future look like?What is the Who will be What will you do to support yourproblem? doing what? colleagues along the line?What Using what?‘organizational How good does What if they get stuck?process assets’ it have to be?do we currentlyhave? i.e. What if you get stuck?process maps,rules, policies,etc 23
  • Basic Building Blocks of Change Change  The scope was defined in the Guiding  A steering committee wasDefinition project charter. Coalition created.Current State Path from Here to There Future State Management was on board and supported theThe AS IS state The future context, change.and current process maps, andprocesses were procedures werecreated and Training was offered, and the change was created andapproved by the done slowly, to allow the staff to adapt. reviewed by thepeople actually users/workers.doing the work. Training aids were provided, and the project These were used in team was available for up to 30 days after training. deployment. 24
  • Implementation - Transition RequirementsThere are 3 types of transition:1. Transition to Support (Done by Technical Lead)2. Transition to Help Desk (Done by PM-BA)3. Transition to Business (Done by the BA-PM) 25
  • Transition to Support• Due to the technical nature of this step, it is typically performed by the development team.• For this project: Support was engaged at the beginning, sent on training, and installed and supported the new software. 26
  • Transition to the Help Desk1. Consider the ticket system2. Training3. SLA’s4. EscalationsFor this project: Users were trained by the vendor, andthe 1st and 2nd level support was set up using existingprocesses. 27
  • Transition to BusinessWhat do you need to consider?• Parallel systems, pros and cons• Capabilities• Process• Customers• Business Cycle• UAT signed off? Consider entrance and exit criteria• Is it good enough? As with any requirement, these need to be elicited, analyzed, managed, and communicated too. 28
  • Some closing thoughts• What do you need to consider to determine if the organization is ready to make effective use of the new solution?• Consider organizational, cultural, and stakeholder impact. 29
  • Consider Organizational Readiness• What do you need to consider to see if the organization is ready to make effective use of the new solution? 30
  • Cultural Assessment• Determine if the stakeholders want the change to be successful• What are the common beliefs, attitudes, and feelings?• Do they understand the benefits of the new solution?• …and how would a champion benefit? 31
  • Consider the Impact on Stakeholders• How will the change impact your stakeholders?• Will there be any difference in locations that could impact how they communicate with each other? Tool: RACI• Will the process affect what applications they use? Tool: AS IS vs. TO BE• Will it affects the tasks they do? Tool: AS IS vs. TO BE• Concerns: What are there preferences? Capabilities? Will their job be more or less demanding? Will they lose their job? Will the change affect work satisfaction? 32
  • What can you do to help?• What do you need in your tool kit to help your stakeholders, colleagues, friends, and lunch buddies cope with change?• Have you any tips you can offer? 33
  • Questions 34