Change Management        The People Side of ProjectsLinda S. Misegadis, CPP, CPM, CCMIndustry Consultant, Public SectorTam...
What is Change Management?            g      g   The application of p ocess tools                      process,   and tech...
Change Management Planning       g      g             g    Clear,                      Leadership,                        ...
Recognizing Potential Landmines    g     g                                                                     Transformin...
Who Is Involved In Managing Change                       g g      g                                                       ...
Why Change Management?  y     g      g   The purpose of change management is to enable   organizational adaptability flexi...
The Change Management Team        g      g   Recognize potential roadblocks threatening the   replacement of EPIC and impl...
Who Is Involved In Managing Change                       g g      g  The short answer…we all are!  • Boulder County’s Chan...
Change Management Council (CMC)    g      g              (   ) CMC Members:  County Project Manager, Kronos Project Manage...
Change Management Council Charter    g      g • Maintain a close pulse on project activities and   escalate, arbitrate, an...
Agenda | Times They Are A-Changin’ g                y           gThe Roadmap to Organizational Change  © 2012 KRONOS INCOR...
Elements of DCOMDirection                                   Build Confidence Through                                      ...
Building Blocks of Successful Change       g                          g A wareness of the need and reason for change D esi...
Organizational Change Management (OCM)• Encompasses all activities aimed at understanding  the impact of change and develo...
Organizational Change Management (OCM)Effective change management enables the transformation of strategy,processes, techno...
Guiding Principles  Where possible…       Implement id tifi d change management program as cost       I l         t identi...
Agenda | Times They Are A-Changin’ g                y           g                Communication  © 2012 KRONOS INCORPORATED...
Who to Communicate to and HowWHO: –   Employees –   Managers and Supervisors –   Executives and Sponsors –   Constituents ...
Interactive Ongoing Communications Electronic Assessments     The     Th survey l k generally at th “                 look...
Interactive Ongoing Communications Department Liaison Meetings     Meetings provide a f     M ti            id   forum whe...
How to Communicate• Identify potential communication vehicles or  products  –   Publications (website, newsletter, eBLAST,...
Areas to Address with Communication• Why are we changing    y            g g• What will be changing• How will it be change...
Communication & Training                       g  © 2012 KRONOS INCORPORATED   I   BRONNER GROUP JANUARY 31, 2012
Agenda | Times They Are A-Changin’ g                y           g                       Questions?  © 2012 KRONOS INCORPOR...
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Change management for System Implementation

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Change management introduction presentation for Kronos system implementation.

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Change management for System Implementation

  1. 1. Change Management The People Side of ProjectsLinda S. Misegadis, CPP, CPM, CCMIndustry Consultant, Public SectorTami Ellison, Bronner GroupChange Management Consulting© 2009 KRONOS INCORPORATED I FEBRUARY 3, 2010
  2. 2. What is Change Management? g g The application of p ocess tools process, and techniques to manage the people-side of change to achieve the desired results Organizational Readiness O i ti l R di • Boulder County • Departmental Individual Readiness © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  3. 3. Change Management Planning g g g Clear, Leadership, Focus on people Organized Resources and as DRIVERS ofCommunicationC i ti Support S t change h © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  4. 4. Recognizing Potential Landmines g g Transforming Landmines Into Working Gears © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  5. 5. Who Is Involved In Managing Change g g g The Working Parts Senior Project People p Leadership Team Working Together Change Management M tManagers & gSupervisors Employees © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  6. 6. Why Change Management? y g g The purpose of change management is to enable organizational adaptability flexibility and innovation adaptability, through significant improvements in business processes, policies and procedures, and reporting. This ill f ilit t ff ti Thi will facilitate effective adoption by users. d ti b • Increase probability of PROJECT SUCCESS • Manage employee resistance to change • Build change competency © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  7. 7. The Change Management Team g g Recognize potential roadblocks threatening the replacement of EPIC and implementation of Kronos HR products under HUMER Project! Roadblocks include: • Poor communication •I d Inadequate training t t i i • Insufficient workforce planning • Misalignment between project goals and stakeholder expectations © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  8. 8. Who Is Involved In Managing Change g g g The short answer…we all are! • Boulder County’s Change Management Team plays the role of enabler, a facilitator and troubleshooter • Effective change management requires the involvement and action by many people © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  9. 9. Change Management Council (CMC) g g ( ) CMC Members: County Project Manager, Kronos Project Manager, Organizational R di O i ti l Readiness T Team L d Ch Lead, Change Management M t Lead, Change Management Coordinator, Functional Team Lead, Technical Team Lead, Advisors, Quality Assurance Lead • The CMC is charged with the overall responsibility of seeing that the identified change management tasks are designed developed and completed as planned designed, developed, planned. • The CMC is also responsible for quality delivery and the definition / implementation of any required remedial actions. © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  10. 10. Change Management Council Charter g g • Maintain a close pulse on project activities and escalate, arbitrate, and define change management issues. • To define and implement remedial action action. • To serve as a champion for change management at the POC level. level • To drive the communication of the HUMER! Project vision. j © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  11. 11. Agenda | Times They Are A-Changin’ g y gThe Roadmap to Organizational Change © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012 11
  12. 12. Elements of DCOMDirection Build Confidence Through Leadership & Communication ChannelsCompetence Align Project Vision for all Stakeholders ll St k h ldOpportunity Build Responsive Teams Recognize Opportunities toMotivation Further Motivation Recognize Opportunities for Managing Change & Mitigating Risks © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  13. 13. Building Blocks of Successful Change g g A wareness of the need and reason for change D esire to participate and support the change K nowledge on how to change and attendant coping skills g g p g A bility to implement required skills and behaviors through training support and management guidance R einforcement to sustain the change, highlighting benefits and identifying early wins © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  14. 14. Organizational Change Management (OCM)• Encompasses all activities aimed at understanding the impact of change and developing strategies to manage the anticipated change.• Offers supports to Boulder County to effectively accept and adopt new paradigms and supporting technologies to fulfill its goals and objectives.• Provides a comprehensive and structured approach to organizational change management which is critical to the success of any project that brings about significant change. b i ifi h © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  15. 15. Organizational Change Management (OCM)Effective change management enables the transformation of strategy,processes, technology, and people to enhance performance and ensurecontinuous improvement in an ever-changing environment. p g g • Facilitate a smooth transition from the As-Is state to the To-Be state through well-planned and executed change management strategy and activities • Help maximize stakeholder support for and utilization of the HUMER! Project and replacement system • Inform and convince stakeholders that the benefits of implementing and using the HR package across Boulder County far outweighs potential negative impacts at the enterprise, departmental and staff levels ff • Create an environment to foster change at all levels. © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  16. 16. Guiding Principles Where possible… Implement id tifi d change management program as cost I l t identified h t t effectively and maximizing time efficiencies where possible. Re-purpose project de e ab es a d co a e a for c a ge e pu pose p ojec deliverables and collateral o change management communications to reduce work effort. Schedule change management events in alignment with other project activities to gain project synergies (outreach sessions with County departments, ongoing communications or program effort/initiatives, such as training and seminars). Leverage project activities for change management purposes to avoid standalone events and to enhance utilization of project resources. © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  17. 17. Agenda | Times They Are A-Changin’ g y g Communication © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012 17
  18. 18. Who to Communicate to and HowWHO: – Employees – Managers and Supervisors – Executives and Sponsors – Constituents (the media)HOW: – Town Hall – Open House – Department Liaison – Publications (website space, newsletters) – Electronic Surveys © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  19. 19. Interactive Ongoing Communications Electronic Assessments The Th survey l k generally at th “ looks ll t the “current situation” f t it ti ” from a respondent’s perspective and can be used by the CM/Organizational Readiness Team in determining organizational readiness and identify trouble spots. g y p Open Houses All day sessions provide users with an opportunity for a hands- on experience of the new system and to also participate in system demonstrations with Functional Leads. © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  20. 20. Interactive Ongoing Communications Department Liaison Meetings Meetings provide a f M ti id forum where D h Department Li i t t Liaisons can interact with the project team to discuss project issues and concerns. These meetings also serve as a vehicle for project members to share project updates with the City departments. p j p y p Town Hall Meetings These types of meetings are held as an open forum and will yp g p discuss various topics of the HUMER! project implementation to promote change and reduce resistance. © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  21. 21. How to Communicate• Identify potential communication vehicles or products – Publications (website, newsletter, eBLAST, posters) – Electronic Assessments – Open Houses – Department Liaison Meetings – Town Hall Meetings g• Ensure that the right messages are communicated to the right audience, at the right time. © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  22. 22. Areas to Address with Communication• Why are we changing y g g• What will be changing• How will it be changed• What’s in it for me (WIIFM) © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  23. 23. Communication & Training g © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012
  24. 24. Agenda | Times They Are A-Changin’ g y g Questions? © 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012 24

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