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  • 1. [company] Change Management Strategy [company] America Medical Systems, Inc. October 2010
  • 2. Contents
    • What is Change Management?
    • Why do we need Change Management?
    • How will we address Change Management?
      • Methodology
      • Program Management
      • Program Leadership
      • Organization Design
      • Stakeholder Engagement
      • Communications
      • Skills and Knowledge
      • Culture Transformation
  • 3. What is Change Management?
    • Change Management is:
    • A structured approach to preparing the organization to fully utilize [company] and achieve project business objectives
    • Composed of multiple workstreams (e.g., communications, training, etc.)
    • Highly integrated with all other project teams
    Change Management is not:
    • Technical/system change control
    • “ Warm and fuzzy” activities
    • Project Management
    • Self contained
    • Human Resources (e.g., compensation, job satisfaction, etc.)
    • A process to move people from past expectations about “how we do things” to acceptance of the future vision
    It is important to first create the vision, then to help people move toward it.
  • 4. What is Change Management?
    • Individuals typically progress through four stages of change acceptance, as outlined in the Change Curve.
    Resistance: End user works against the change either actively or passively in order to maintain the current way of doing things. TIME BUSINESS TRANSFORMATION Awareness: End user is aware of emerging change, but unclear of full depth and how they will personally be impacted Understanding: End user understands the nature of the change, as well as how they “fit” into the change Buy-in: End user shows signs of buy-in and a willingness to embrace the change Commitment: End user adopts new system and performs new processes
  • 5. Why do we need Change Management?
    • Change Management addresses the people aspect of a project, reducing the loss of productivity due to change
    Decreases the “Valley of Despair”, reducing the length and severity of the performance dip
  • 6. Why do we need Change Management?
    • Additionally, our research demonstrates that the key success factors for transformation are organizational rather than technical
  • 7. How will we address Change Management: Methodology
    • [company]’s Better Change methodology identifies six enablers linked to value realization that provide a scalable framework for Change Management
    Value realization is the benefit an organization obtains as the result of a project implementation.
  • 8. How will we address Change Management: Program Management
    • Program Management = Change Management Program Management, NOT overall Project Management
    Plans are living documents and will be updated throughout the project to address new challenges and opportunities CM PM will consist of high-level approaches and detailed plans for major activities such as communications and training
  • 9. How will we address Change Management: Program Leadership
    • Sponsorship is one of the most critical components to ensure project success
    • Mark Mindell will serve as the main Project Sponsor. It is also important that all TAMS executives and managers engage in Sponsorship activities with their employees.
    • Executives will be engaged on a regular basis in a variety of ways
      • Monthly Updates
      • Executive Impact Analysis Interviews
      • Opportunities to communicate to the organization both formally (e.g., presentations at project events) and informally (e.g., discussions at department meetings)
  • 10. How will we address Change Management: Organization Design
    • Organization Design is largely outside the scope of the Change Management program
    Employee and departmental issues outside the scope of the CM program will be designated to the appropriate HR Business Partner Project Change Management TAMS HR
  • 11. How will we address Change Management: Stakeholder Engagement Project Timeline End User System Interaction Go-live Inception High Low Core Stakeholders: Project Team, IT General End Users
    • Sample General End User Activities: TAMS Employee Meeting, Orientation Lunches, Training, [company] Talk, E-mail Updates
    • Sample Core Stakeholder Activities: POC, CRP, UAT, Training
  • 12. How will we address Change Management: Communications TAMS Bi-directional Communications Broad Messaging Targeted Messaging Audience 1 Audience 2 Audience 3 Audience 4 Top-Down Bottom-Up Peer-to-Peer
  • 13. How will we address Change Management: Skills and Knowledge (Training) What: End users are confident in their knowledge of the new tools and processes and are able to apply them to their day-to-day job to maximize benefits realization. When: Post Go-live How: Problem-Solving Workshops, Tips and Tricks, On-going Support Mastery Understanding What: End users know how tools and processes work together and can use them with minimal guidance. They begin to apply training to their specific job activities. When: After training, but before Go-live How: Self-paced, job-specific practice exercises Experimentation What: End users understand the difference between As-is and To-be for tools and processes and have received formal training. End users understand how they relate to real-world scenarios. When: During training How: Instructor-led and Computer-based Training Foundational Knowledge What: End users are aware that tools and process are changing. They can describe the basic benefits and impacts of the change. When: Prior to training How: Executive Sponsorship, Communications, Demonstrations