Change Management Proposal
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Business Analyst, stakeholder management, continuous improvement and re-purposing, process modeling, change management, requirements gathering, observing structures/patterns, risk management, ...

Business Analyst, stakeholder management, continuous improvement and re-purposing, process modeling, change management, requirements gathering, observing structures/patterns, risk management, organizational skills, communication skills, problem solving, researching, technical liaison between business and technology, object oriented analysis and design with the unified process, SQL, Oracle, UML, use case, activity and sequence diagramming, disaster recovery, business continuity and technical writing, conflict resolution.

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Change Management Proposal Change Management Proposal Presentation Transcript

  • IS 570 Enterprise System Implementation Final ProjectSummer I Quarter, 2011M-W 6:00PM - 9:15PMSection 201Class# 41576Section 210, Online LearningClass# 41577Roy HoppeFINAL – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANTable of ContentsAssumptions...................................................................................................................................................................................................... 3Background & History Dehl Computer..................................................................................................................................................................... 4Preparing 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..................................................................................................................................................................25Create 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.....................................................................................................................................................................35Develop 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 ..............................................................................................................................................................................46Move to Action: Phase IV - Commitment to business and its initiatives - Managing The Change..................................................................47 Implementation Plan ..........................................................................................................................................................................47 Training Plan .......................................................................................................................................................................................49Internalize the Change: Phase V - Convinced with changing actions while promoting and maintaining for the long run. Measuring our effectiveness – Reinforcement...................................................................................................................................50 2
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANAssumptions • Project name: Dehl Computer • Develop a Change Management Plan (CMP) for Dehl Computer Companys 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. 3 View slide
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN • 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 – 12-year company veteran worked her way up from a TSA position. Central Division Cecilia Umgary Service Operation Manages day to day operation of Dehl service department Supervisor Bonnie Lamondi Training Manager Manages Dehl’s Training Ernest Kovacs Marketing Communications Expert Marketing Material and Mass Communications Manager 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 agentBackground & History At age 12, he washed dishes in a Chinese restaurant to save money for his stamp collection. At age 18, he was selling personalcomputers out of his dorm room at the University of Texas at Austin. Today, Mitchell Dehl is the CEO of Dehl Computer Company, a largePersonal Computer systems company. Mitchell Dehls breakthrough idea was to bypass the middleman and sell custom-built personal computers (PCs) directly to thecustomers. 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 inthe United States, with offices in 34 cities and more than 15,000 employees serving customers in all 50 states. Dehl embraced the Internet as aselling 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. 4 View slide
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN 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 homemarket for PCs grew rapidly and accounted for much of the increased revenues. Today, with the drastic price wars of Personal Computers andintense 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 thisend, Dehl has launched a major marketing campaign in toward this market. A popular, widely parodied television and print ad campaign in theUSA features a young actor playing the part of "Steven" - a cocky, and lightly mischievous blond-haired kid, who came to the assistance of bereftcomputer purchasers. Each television advertisement usually ended with Stevens catch phrase: "Dude, youre 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 tocomplete 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 aDehl 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 supportthe next day, on-site product service, Dehl must acquire 1000 employees for work at mobile locations. In addition, Dehl musttransition 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 notsupport the mobile nature of its technicians in the on-site service program. This is a major change for the company. Given andcustomer service is a major strategic element of Dehl Computers, the implementation of this system is critical to the company’ssuccess. 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). Thesecomputers come with a one-year parts & labor warranty. When a computer malfunctions under warranty, Dehl has a customerservice department that helps the customers get their computer fixed. Sometimes, it may be a real warranty problem or it may be aresult of the software issue. Dehl must determine this whether it is a real warranty problem or whether it is a software problem. If 5
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANit is determined to be a software problem, Dehl directs the customer to the proper software company contact including theirfrequently asked questions/issues web pages. When the customer calls or emails, the customer service agent ("CSA") must ask a series of questions to determine whetherit is a software or hardware problem. If the problem is determined to be software, the CSA must determine what software iscausing the problem and direct the customer to the proper contact information. If the problem is determined to be a hardwareproblem, 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 beconsulted. If the problem is a peripheral problem (monitor, printer), then a TSA type II must be consulted. Whichever TSA levelconsults, the TSA will attempt to run through troubleshooting techniques with the customer on the phone or by email to see theprobability of fixing the problem without shipping the computer to Dehls repair shop. If the troubleshooting techniques produce a fix for the customer, then the customer service ticket is closed and the customeris happy. If the TSA cannot fix the problem over the phone with the customer, the TSA must contact a shipping company to arrangeto pick up the computer from the customer. The shipping company takes all of the relevant information and then contacts thecustomer to arrange to get the computer picked up. Under an extended A+ warranty, the customer will get a loaner computerduring 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 Dehls repair shop, and then delivered to a mastertechnician, a TSA level III for repair. The TSA III completes the repairs and completes a full investigation report as to why thecomputer failed. The TSA III may need to contact the customer to get certain additional information if there was a problem with theprimary 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 thecustomer. Once the computer is back with the customers, the original CSA, who took the call, contacts the customer again to makesure that they are happy. Even if the problem was, originally a software problem, the CSA contacts the customer again after 5 daysto make sure were able to get the problem resolved. 6
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANPreparing 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 andupgrade this new system. The IT department will also have to understand how this new system interacts and interfaces with theother existing or legacy systems. This may involve researching current system manuals, researching online assistance, middlewareand outside consultants. People Considering all that is changing, people are extensively involved through out this whole process. People will not only haveto learn how to interact with new technology, but existing employees will have to accept and indoctrinate 1500 new employees intotheir company, department and workflows. This will involved many hours of training and patience as the new employees learn thesystems while the existing employees assist, guide, answer questions and try to keep the work from backing up. 7
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN Structure Two major areas will have to undergo major restructuring to keep pace with the changes. The first area to undergochanges is the IT department, for they will be adding on 1,500 more employees to their staff. This may include restructuring thedepartment’s manager to employee ratio is reasonable to insure that employees have some one to go to for problems, counselingand a proper channel to escalating any issues. The IT department may also have to restructure to insure the fast turn around ofequipment issues. The second area needing restructuring is the marketing department. They will have to shift their focus on increasing theirmarket share in the educational sector, especially the student market. Dehl thinks this is the next hot area to engage in forattracting new customers. With the advent of social networking and the explosion of the internet, Dehl wants to capitalize onstudents as they make their way through high school and college. This is such a huge market share that it is important to jump onthe 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 offocusing 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 allemployees. This may also include lending an ear when tensions are high due to the stress of learning the new system and the newprocesses. Everyone must adapt with the ADKAR approach so that they are aware of the importance of the changes, exhibit thedesire to make the changes, have the knowledge of how to make the changes, possess the ability to make the changes and then theperseverance 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 ofDehl’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 8
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN Service Organization focus shifts to global including distribution covering not only geographically but also culturally diverseareas. 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 9
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN• 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 High globally 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 High 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. 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 IIIs must be highly skilled in both computer High and customer service. When everything fails, the TSA II will receive the calls and must complete the service request regardless. 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 High 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. Vendors impacted by change: The Vendor’s impact has an indirect relational tie into the customer’s reaction to High 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 10
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANfrom Dehl, costing them time and money. This covers not only the vendors that furnish supplies that help themassemble the computers but also the individual components themselves. This domino affect occurs whenanything 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 Hightransitions. Their strategies remain idle as Dehl navigates its way through, implementing the new customerservice system, expanding its markets to include students and expanding its employee’s base to accommodatethe influx of additional service calls. Whatever the outcome, the competition will watch and review with a finetoothcomb.Marketing/Sales: Marketing/Sales must dig deep to create a plan to reach and capture the student market. HighThis may include not only using social networking websites, but also others areas on the web that studentsfrequent. 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.Dehl Organization: To aid Dehl in successfully completing their strategic transition goals, all departments must Highbe ready and able to support this initiative through encouragement, team spirit and any means possible. Byadding value to their every day duties, Dehl employees can help to steer company into smooth waters. Organization Readiness for change (How) Dehl’s Readiness for Change Step 1: Assess Amount of Change & Major Changes Results of Capability Shift Analysis Attach to this document the capability shift analysis for the Business Case completed area. Capability Shift Summary Which capability shifts will this project deliver? Highlight the key capability shifts in the spreadsheet above. Amount of Change & Major Changes Quest Response Question No. 11
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN1 How much change will the department 100%, major undertaking includes business process experience because of this project? reengineering, expansion of workforce and implementing a new customer service system.2 How many processes/capabilities will Service Organization - 2, Marketing - 1 change?3 What % of all processes/capabilities Service Organization 80%, Marketing 25% does this cover?4 Is there a Project Plan against which to Yes measure progress?5 Which are the biggest & most 1. Expansion into new market significant capability shifts/changes 2. Service request increase to match expansion delivered by the project? 3. Service request process reengineering List and describe these in the column to 4. Marketing plan the right, try to limit to a maximum of 5. • Consider those that have most impact on people and the Improve customer service, faster service request Organization. turnaround • What will we be asking people to do in the future that they do not do All of them now? • Which ones potentially have impacts on the way we structure our Organization? 12
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN Summary Quest Summary Responses Summary Questions No. 1 In summary, do the changes affect a Large audience small or large audience? 2 Are the changes minor or major in Major, reinvent customer approach 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? 3 Overall Change Challenge High Considering all of the information we have to date, how would you assess the overall change challenge facing your Organization? (High/Medium/Low?)Business Readiness AssessmentStep 2: Impact on People & Organization 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, People & Organization checking for changes. Overview 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. 13
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANOrganizational Change History (Ideally completed by HR)The following questions examine the major changes that have occurred over the previous 3 years and thenumber 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 14
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN 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 SureOrganizational Background – Input from HR As a computer manufacturing and Service Organization, change is always part of the culture at Dehl. Dehl constantlygrows and evolves to understand and service the new marketplace. Dehl constantly reengineers processes to ensure properbusiness alignment. The root cause of change traces to a combination of internal and external factors to improve customerservice. 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 Total No. No. Location Product Employees Employees Chicago 19,000 7,500 5 Boston 19,000 1,500 3 Los Angeles 19,000 10,000 82. 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. 15
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN5. 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 Perceived Scale of Completion Date Impact on Organization Impact on Saturn /Go-live Date (High/Medium/Low) (High/Medium/Low) Marketing plan High High Jan 2014 Serv Org customer service High High Jan 2014 system Serv Org process High High Jan 2014 reengineering7. 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 goals8. Who are the key sponsors for the project rollout? 16
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN Name Position Mitchell Dehl President, CEO Roy Hoppe Change Manager Larry Honbo SOE, Project Champion Margery Fejes Senior Operation Director Barbara Crawford Project Manager9. 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 17
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN10. How effective is overall communication in your organization? Question Response Rationale Open or Closed? Open Keep everyone updated Reactive or Proactive Prevent problems before they proactive? occur Effective Yes Involves everyone11. 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. 18
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN2. 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 consensus4. 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 19
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN5. 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 knowledge6. 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 DehlBusiness Readiness AssessmentStep 3: Assess Impact on Systems/Technology What system(s) will be replaced with the implementation of this project? The current customer service system 20
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN 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, IncidentID5. Has the project planned to upgrade or replace any of the systems mentioned in question 1 or 2? If so, describe the reasonwhy (technical or functional), the target system and planned date?Yes, current system unable to support mobile locations, Jan 20146. What devices (e.g. laptops, hand held, and manual) are currently in use to manage the business? How many? How longhave they been using them? Type of Device No. Users No of years Desktop 10,000 2 Laptops 9,000 1 Blackberry 19,000 37. What main technological changes, in regards to the current users, would occur because of project implementation. Newcustomer service system8. Is there existing organized business support? If so, what kind of impact would you anticipate with this project?Yes, Major – process reengineering, workforce expansion 21
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN• 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 tocompliment the new Customer Service system.AS IS Process Maps 22
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  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN• Create a chart listing the change Change Management Plan Dehl Change Management Plan Phase V: Phase I: Phase II: Phase III: Phase IV: Internalized Awareness Understanding Commitment Move to Action Change Executive Communication Department Meetings Celebration • Introduces the Project Management • Communication of Service organization CSS • Celebrate Go Live with Methodology and tool (DehlPM) to all select client groups management handout • Communicates executive sponsorship (Service Organization, Marketing) • Delivered by Bonnie • Delivered by Mitchell Dehl • Delivered by Barbara Crawford Lamondi Road shows Manager Training Audio conferences • Build awareness and excitement of Service • Provide change management training and • Communicate update on Organization Customer Service System toolkit for Service Organization group to implementation progress (CSS) utilize with their employees • Delivered by Barbara • Delivered by Julius Marx • Delivered by Barbara Crawford Crawford Training Lunch n Learn DehlPM Web part • DehlPM • Discuss success stories • Identify section of DehlPM to contain all • Each session will have participants from • Provide additional focus communication material across departments to areas identified in • Delivered by Barbara Crawford • Delivered by Bonnie Lamondi surveys • Delivered by Roy Hoppe Project Spotlights • Showcase implemented projects • Delivered on DehlPM website Monitor Progress Audio-conferences • Surveys to determine • 2 way communication on DehlPM and Service Organization Implementation plan and status employees’ progress in • Delivered by Barbara Crawford the change process Monitor Progress • Delivered by Roy Hoppe • Surveys to determine where employees are at in the change process • Delivered by Roy Hoppe page 1 25
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN• Create a Change Profile/Impact Analysis Matrix (Page 53) Final IS-570-201 Hoppe – Dehl Computer – Change Management Plan Dehl Impact Analysis Matrix + Low Impact High Impact Level of Effort to Implement & High Effort & High Effort 3 2 Low Impact High Impact & Low Effort & Low Effort 4 1 - Level of Impact on the Organization + 1 26
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANLeadership 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 – 12-year company veteran worked her way up from a TSA position. Central Division Cecilia Umgary Service Operation Manages day to day operation of Dehl service department Supervisor Bonnie Lamondi Training Manager Manages Dehl’s Training Ernest Kovacs Marketing Communications Expert Marketing Material and Mass Communications Manager 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 27
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN• 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 28
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN• What we need to accomplish to enroll stakeholders Dehl Stakeholder Enrollment Dehl Stakeholder Enrollment Communication strategy facilitates stakeholders movement through five stages of stakeholder enrollment 5 5 Advocacy Advocacy & Ownership & Ownership 4 Degree of Enrollment 4 Commitment Commitment & Action & Action 33 Support Support To achieve desired results, the & Buy-In & Buy-In majority of stakeholders should be in 22 the Commitment & Action or Understanding Advocacy & Ownership stage Understanding 11 Awareness Awareness Time 29
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANDehl Stakeholder Enrollment Objectives of Proof of Successful Communication Definition Communication Communication Channel 5 5 Total ownership of the Exude change agent Change support through Round table, project Advocacy program’s successful characteristics new process participation presentations and project Advocacy & Ownership implementation and while transferring status discussions & Ownership adoption capabilities Degree of Enrollment 4 4 Resource, time and Achieve full commitment Acts as business / Teams, focus groups and Commitment leadership investment and encourage action communication advisor; review participation Commitment supports change & Action & Action 3 Positive personal Enroll individuals, gain Program explanation Project leader facilitates 3 perception and disposition support and personal buy-in feedback; interview time discussions, road shows, Support Support toward the project allocation, meeting, work- workshops, interviews, & Buy-In & Buy-In shop; peer mobilization presentations and letters Comprehension of nature, Broaden awareness and Knows change imperative, 1 on 1 communication, 2 2 reasons and intent of the increase understanding purpose, content & phases department / staff meetings Understanding Understanding change of program rollout, milestones & deliverables Awareness that the Provide information, create Associates know change Printed publications, 1 1 program is in place and that awareness champions banners, newsletters, Awareness it will impose change informational meetings Awareness 30
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANStakeholder Communication Assessment Stakeholder Communication Assessment Tool Stakeholder Current Level of Major Concerns What We Need to Specific Communication Group Readiness for Change and Sources of Accomplish With This Objectives (see (H/M/L) and Key Resistance Stakeholder Objectives Tool) Drivers of Readiness Customers M: Awareness, Dissatisfied, impatience Communication, Education Establish Need/Want, Understanding Establish/Regain Trust Marketing H: Marketing plan, Inappropriate plan, missed Research, experience Influence the Influencers understanding customer opportunity w/student market Form/Change Opinion needs Senior Executives H: Change buy-in, people Wrong change management Comprehension, Establish Need/Want skills plan, unable to muster presentation skills, influence Form/Change Opinion support Senior Managers H: Change buy-in, people Unable to muster support, Comprehension, Establish Need/Want skills inability to transfer message presentation skills, influence Form/Change Opinion from top CSA L: Training, change buy-in Lack of technical and people Customized training, Positive Association, skills incentives Establish Need/Want TSA I & II M: Training, change buy-in Lack of technical and people Additional training Positive Association, skills Establish Need/Want 31
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN Stakeholder Current Level of Major Concerns What We Need to Specific Communication Group Readiness for Change and Sources of Accomplish With This Objectives (see (H/M/L) and Key Resistance Stakeholder Objectives Tool) Drivers of Readiness TSA III M: Training, change buy-in Lack of technical and people Additional training Positive Association, skills Establish Need/Want IT/IS Department M: Training, change buy-in Lack of technical and people Additional training Positive Association skills Vendors L: Education, change buy-in, Impatience with progress, Project success, sales Generate Awareness communication not enough profit increase Positive Association Dehl M: Training, change buy-in Lack of technical and people Additional training, Generate Awareness skills incentives, education Positive Association• Create stakeholder activity chart Stakeholder activity Project Team Stakeholders EmployeesPreparing for Change Acquire project resources, provide Build management support Create awareness of sense of urgency and vision via direction, and establish priorities and advocacy through posters, banners and email. awareness and education.Implementing Change Provide direct, visible support Develop sustaining sponsorship Communicate frequently, engage and prepare through project buy-in and Service organization, Marketing and all other Dehl clout leverage. employees. Monthly, Quarterly and Staff meetingsSustaining Change Maintain momentum, remove Align leadership and manage Reinforce key change messages, set expectations, roadblocks, and stay the course resistance from middle look for short-term wins, and reward with pizza managers parties and pastries 32
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANWho are the stakeholders and conduct an assessmentStakeholder Assessment - who, what, when, why and howDehl Stakeholder Assessment Stakeholder Group Impact of Change on Type (direct or indirect) What the Stakeholders Need to Do them What do we need from each stakeholderCustomers High impact Direct: New way of getting Change awareness service. If not satisfied may Understand new benefits take their business elsewhere Understand how to use new support paradigm.Marketing High impact Direct: Must successfully reach Change Awareness student market, gateway to Comprehend how to use new support paradigm and sell it to others in educational sector customersSenior Executives High impact Direct: Global vision, Change Champions operational change Support change down through organizationService Managers High impact Direct: Transfer changes into Change Champions duties for subordinates Support change down through organizationCSA High Impact Direct: New processes, roles Learn new processes and software. Change Agents New PC repair procedures for TSA II & IIITSA I & II High Impact Direct: New processes, roles Learn new processes and software. 33
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN Stakeholder Group Impact of Change on Type (direct or indirect) What the Stakeholders Need to Do them What do we need from each stakeholder Change AgentsTSA III High Impact Direct: New processes, roles Learn new processes and software. Have ultimate Change Agents repair responsibility.IT/IS organization High Impact Direct: New processes, roles Change Champions and software. Support change down through organization Support new processesDehl High impact Indirect: If customers are Need to understand what Service Organization and Marketing dissatisfied, then business need to undertake must support the new initiative to enhance declines, profits decline leading customer’s experience. to deeper changesDehl Stakeholder PrioritizationThe stakeholder prioritization rationale provides guidance to stakeholders in terms of change effort importance, ultimately determining whichstakeholders require urgent assistance.Stakeholders RationaleSenior Executives 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.Service ManagersCSA Crucial change area, directly affected, must convey message to rest of department andTSA I & II organizationTSA IIIIT/IS department Orchestrating transition, change agents. 34
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANCustomers 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.MarketingQuestions displayed with a 1 – 5 rating answer system. Dehl will collect and tabulate the results allowing the assessment of individual changereadiness. Strongly Disagree Agree Agree Dehl Stakeholder Survey 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 35
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANAm I affirming transition management activities effectively, navigatingthrough changes adding value along the way. 5I consciously model behaviors that are consistent and support the neworganizational purpose and objectives. 5I feel sufficiently informed about the change reasons. 2I sense Dehl’s commitment to a smooth transitional period. 4I 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 involvedc) 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 organizations 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. 36
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANDefine 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 37
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN 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 achievedRole Stakeholder represented Internal or Who will fill this role Skill set – Reason they are in the External roleChange leader Dehl Employees – IT/IS Internal Roy Hoppe • Experience managing change organization • Comprehends successful implementations • Builds and maintains excellent project management team & steering committee repoire.Sponsor – Service Executives, Internal Larry Honbo – Service • Change ChampionExecutive Service Manager Operations Executive • Well-respected, longevityleadership team • Fantastic management repoireSponsor - CSA, TSAI, TSA II, TSA III Internal Margery Fejes - Service • Well respected by CSATSA’sSpecialists operation director – • Thorough understanding of Central Division current and future service structure. • Management level • Change process dedication • Longevity. 38
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN Specialist – CSA, TSAI, TSA II, TSA III Internal Bonnie Lamondi - • Management level training Technical Trainer • Thorough understanding of manager training techniques and the work necessary to transition the Service Organization’ • Thorough knowledge of CSA’s & TSA I - III’s current duties. Specialist - All Employees and Internal Ernest Kovacs • Management level Communications customers • 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. 39
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN 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. 40
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN2) 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. 41
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN 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 Provide maintenance and implementation training service system on new system Hire expert consultants Investigate middleware possibilitiesb) 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 80% Communicate through scrum GANTT Chart Change & systems sessions that project timeline is Project teams 100% contingent on new Change Mgmt systems implementation. timeline Marketing plan not attracting student market 75% Market research, hire expert Sales figures Marketing consultants 42
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANc) Communication Plan • Create a Change Management framework plan. • complete the communication profile • develop several examples of change management notificationDehl 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. 43
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN Dehl Communication Plan Communication Stakeholders Purpose of Communication Comm Channel Timing Deliverer Status ObjectiveNew Customer Service Service Organization, Communicate the changes to all Service Understanding/ Email/ town 01/11/11 Margery Fejes In processSystem to IT/IS Department organization employees including, Awareness/Inv hallimprove operations in change management milestone dates, olvement meetings/Service Organization increased production quotas, new road shows operating practices,Work Plan IS/ Business To keep all stakeholders on track Understanding/ Email Update as Margery Fejes On-going Practices Awareness Audio Confs items are Manager/Project DehlPm completed Team websiteTraining Plan Service Organization, Establish dates and times needed to Involvement/ email Week of Bonnie Lamondi On- going Marketing, perform training Understanding /Calendar 06/4/12 Managers, Dehl, Customer, VendorsTraining Reminder Service Organization, Remind users of upcoming training Awareness email 06/18/12 Bonnie Lamondi Marketing, sessions Managers, DehlTraining Project Teams, Provide users with hands on training of Understanding Net Meeting Week of Bonnie Lamondi New Features and Enhancements 07/25/12Ongoing Support Project Teams, Provide users with means to report Awareness/ Email/ Audit Beginning Bonnie Lamondi On going employees, issues and/or questions Understanding Compliance week of Lunch n 01/25/14 Learn DehlPM websiteFollow up Service Organization, Feedback Involvement Surveys Week of Project Team In process Marketing, Dehl Lunch n July 18th leads LearnInformation Sharing Dehl Some parts of the organization have Awareness/ Town hall Update as Ernest Kovacs On going uses Lotus Notes while others have Understanding meetings/ items are enthusiastically adopted Adobe Acrobat /Involvement email completed as file sharing software. Team Future is /net preparing to recommend that everyone meetings adopt the same package. road shows Lunch N LearnCelebrate Successes Dehl Celebrate successful implementation, Involvement All day - 01/28/14 Mitchell Dehl To come Thank you Cafeteria 44
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN 45
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANDehl Transition Banners Dehl’s Service Organization presents: The New Customer Service System Benefits: uicker 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: uicker Problem Resolution On site Customer Support Customized market profiles Come hear how customer service purrs http://intranetdehl.com/servorg See how were changing. 46
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANMove to Action: Phase IV - Commitment to business and its initiatives - Managing The Changee) 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 47
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN 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. 48
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANd) 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 Job Shadowing Dehl workflow contingency plan 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 Job Shadowing Dehl workflow contingency plan 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 Job Shadowing workflow contingency plan 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 49
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN 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 video3) 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 Strongly Disagree Agree AgreeStatement 1 2 3 4 5New processes add value. 50
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLANChange management team communicated information effectively and efficientlySatisfied with the quality and quantity of information providedSatisfied with overall projectCustomer 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 Strongly Disagree Agree AgreeStatement 1 2 3 4 5Service Organization employees are using the new processEfficient and effective implementation of processWe are following the new processesCustomer’s provide positive feedback with new process 51
  • Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN Reinforcing the changeCelebrations 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. 52