• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Driving To Solution Adoption
 

Driving To Solution Adoption

on

  • 817 views

Getting to Solution Adoption...

Getting to Solution Adoption...

Statistics

Views

Total Views
817
Views on SlideShare
815
Embed Views
2

Actions

Likes
0
Downloads
0
Comments
0

1 Embed 2

http://www.linkedin.com 2

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Driving To Solution Adoption Driving To Solution Adoption Presentation Transcript

    • Driving beyond Implementation to Solution Adoption going beyond delivering usable products by leading to solution adoption via change management techniques
    • Topics 1. What is change? 2. When is change needed? 3. Translate in Terms People Understand 4. Identify Sponsor(s) and Stakeholders 5. Dealing with Committee Decisions 6. Project Team Creation 7. Three Key Questions 8. Don't let “Completion” be Defined as a Static Event 9. Types of Planning 10. Leadership Style 11. Types of Communication 12. The Importance of Momentum 13. Anticipating the Normal Response to Change 14. Handling Fear & other Potential Derailments 2 of 24
    • Yes, but not really 3 of 24
    • What is change? 4 of 24
    • What is Change? For this discussion, implementing software that makes organizational processes and employees more effective and efficient. However.... delivering a "usable" product does not ensure solution adoption and unadopted solutions lead to low renewal rates. 5 of 24
    • When is change needed? Change initiatives do not have to start at the top Problem & Potential Solutions, or Solution Identify, qualify and quantify the need for change Cost Savings Operational Efficiency Better relations between departments 6 of 24
    • Translating Change Change is ultimately about people, not configuration, etc. Affected individuals Affected groups Positive and negative impact What does this mean to them? Achieving Buy-In Using this during the project Psychology of individuals, groups and overall organizations 7 of 24
    • Sponsor(s) Identify sponsor(s) Typically the senior level person that champions the project within your organization This person typically explains the need for the project to the senior leadership team, provides "air cover" for the project and secures financing for the endeavor 8 of 24
    • Stakeholders Identify any person or group within your organization that will be impacted by changes, they are Stakeholders Should all stakeholders be members of your project team? What about groups/people negatively impacted by change? How do you handle stakeholders that are against the change? Who has influence in your organization? (management, star employee, etc.) 9 of 24
    • Dealing with Committee Decisions Three things to do prior to any committee decisions about a change initiative 1. Meet with all committee members individually before the big "committee decision" meeting 2. Assess the stance of each individual on the particular decision and explain what you are are doing 3. If negative, work toward positive 10 of 24
    • Three Key Questions 1. What are we doing? (What does done look like?) 2. How do we get there? (What is our plan? Have we addressed resource requirements and risks/impediments?) 3. How do we know we're making progress? Would you go on a hike with someone who was not sure where the destination was, did not know if there was a trail and who had no way of measuring time or distance? 11 of 24
    • “Completion” is not a static event Training: In-person, in-classroom sessions, online videos, documents Support: Help files, internal documentation, go-to people Improvement: Enhancement request process Instead of one big “change” far more effective to communicate processes for photo credit: 1 change management and talk about an upcoming change within these surrounding processes 12 of 24
    • Build the Right Project Team Project Lead Organized, comfortable working with other groups, capable of running efficient meetings, etc. Go-to person for project communication Every person on the project team should not be communicating status, etc… Domain Experts HR, IT, Sys Admin, etc “Selectively Involve” stakeholders Good vs. Bad Team Examples Good – 1 Project Lead, 3 domain experts, key stakeholders as needed Bad – 15+ people, no clear leader… 13 of 24
    • Planning What are we doing? / How do we know when we are done? How do we get there? Project plans Excel, email to-dos Task Name, Owner, Status, Due Date “I have always found that” out of date “plans are useless, but planning is indispensable.” - Dwight D. Eisenhower 14 of 24
    • Planning: MS Project 15 of 24
    • Planning: Excel 16 of 24
    • Leadership Style Leading change as though leading a country; what style would you chose? Dictatorship a ruler who has complete power in a country, especially power which was obtained by force and is used unfairly or cruelly Democracy a system of running organizations, businesses, and groups in which each member is entitled to vote and take part in decisions Oligarchy a small group of people who control and run a particular country or organization 17 of 24
    • Leadership Style continued Benevolent & consultative "dictatorship" with support of the oligarchy and feedback from the democracy… Benevolent dictator = Project Lead /decision driver Oligarchy = project team, sponsor and stakeholders; decision makers Democracy = stakeholders throughout organization; elicit feedback but not decision-making authority 18 of 24
    • Communication Frequency Between too much and too little, too much is better… Format Based on audience Meetings about key change-related decisions Who should be invited? Agendas Follow ups Set near-term dates and owners for all items 19 of 24
    • Normal Response to Change Fear Change is usually a dirty word Why?... “Silence only leads to speculation” How to lessen fear Communication – What is coming photo credit: 2 20 of 24
    • Maintain Project Momentum Driver’s seat Maintaining Momentum Duration of effort Avoiding “stops” Parallel activities Critical path Importance of word choice & phrasing “We have decided to implement this system, and we would really like photo credit: 3 your feedback on this functionality. Should it do this or that?” vs. “What would you think about implementing this?” “Moving forward”, “the next step is”, etc. 21 of 24
    • Common Pitfalls Disaffected individuals & groups try to derail change; grabbing the steering wheel… Change initiatives can get lost… Project loses momentum The goal should not be change, but the end result of that change Longer duration = greater chance of derailment photo credit: 4 Shorter duration with surrounding process allows for solution to adapt and evolve with organization over time 22 of 24
    • Summary 1. Define, Identify and Justify the need for change 2. Translate this to all affected groups in terms they understand 3. Identify sponsor(s) and stakeholders 4. Plan for success with committee decisions 5. Be selective in project team creation, most selective with project lead 6. Three Key Questions: 1) What are we doing?, 2) What does done look like?, 3) How do we measure progress? 7. Completion is not a static event 8. Planning 9. Leadership Style as a style of governing 10. Communication 11. Momentum, fear & other potential derailments 23 of 24
    • Photo Credits 1. http://www.flickr.com/photos/tomarthur/ / CC BY-SA 2.0 2. http://www.flickr.com/photos/spengler/ CC BY 2.0 3. http://www.flickr.com/photos/11755880@N00/ / CC BY 2.0 4. http://www.flickr.com/photos/photosoflessthanamazingjourneys/ / CC BY- ND 2.0 24 of 24