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Change management


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April 2011 outline briefing for changing the organisations IT infrastructure.

Published in: Business, Technology

Change management

  1. 1. Change Management Updating IT system having chosen preferred supplier. How will Transition project be managed? In house Or Bought in Internal briefing April 2011 DRAFT v1.1 Author: Michael Beckett
  2. 2. Change Management <ul><li>In House </li></ul><ul><li>Has the organisation got the resources?
  3. 3. IT dept </li></ul><ul><ul><li>Capability?
  4. 4. Trained?
  5. 5. Can Hardware cope?
  6. 6. Capacity? </li></ul></ul><ul><li>Bought in </li></ul><ul><li>If it can’t be done in house </li></ul><ul><ul><li>This will Cost...
  7. 7. Do we want to be reliant on a third party for this project?
  8. 8. Contracting out. </li></ul></ul>
  9. 9. Change Management <ul><li>Practical Expertise: Liaise with both software vendor and other organisations using the new system to get an opportunity for staff to view software in operation.
  10. 10. Experience: Research what problems others who made this transition encountered or what precautions they took.
  11. 11. Risk assess and 'common sense test' plans. </li></ul>
  12. 12. Change Management <ul><li>Make Gantt Chart
  13. 13. Set Realistic Goals
  14. 14. Advise Staff of Goals and time line
  15. 15. Reviewing plan and snagging contingencies
  16. 16. Expectation Management
  17. 17. Resilience, robust disaster recovery procedure
  18. 18. Public information – Celebratory press release </li></ul>
  19. 19. Change Management Information <ul><li>To all staff in what is going to happen
  20. 20. To IT staff telling them what is going to happen – informing them of up & coming training
  21. 21. Admin staff – Advantages of new system
  22. 22. Advise on training </li></ul>
  23. 23. Change Management <ul><li>Train IT staff to either install or be able to maintain the system & the Projects internal troubleshooting plan to ensure continuity.
  24. 24. Ensure Users trained before go live date so they can seamlessly cope with the change.
  25. 25. Internal Communications Strategy: Inform other staff of developments of progress. </li></ul>
  26. 26. Change Management <ul>Key issues review <li>Change over allowing as much time as possible
  27. 27. Check before going live
  28. 28. Keep back up just in case of glitch
  29. 29. Get staff to try system before going live </li></ul>
  30. 30. Change Management <ul><li>Dummy run using as realistic data as possible to catch any glitches that may be thrown up.
  31. 31. Key staff for Day 1 5.30pm evening go live test.
  32. 32. Key staff for following morning 8.00am live review. In case of unresolvable system error able to roll back to previous system until 8.45am do or die A project deadline for Day 2.
  33. 33. Daily reviews at 5.15pm & 8.15am as required. </li></ul>
  34. 34. Change Management <ul>Governance reporting issues <li>Progress to day 1 - Go Live </li></ul><ul><li>Given time to bed in with regular review, date transition is deemed to have been completed.
  35. 35. Report on projects 'Snagging list' monitoring identified issues and progress against expected time frame for resolution. </li></ul>