Change management is critical for successful cloud-based human capital management (HCM) implementations to ensure user adoption. Effective change management programs are more likely to meet objectives on time and on budget by defining and addressing the people-side impacts of changes. Key aspects of change management include stakeholder engagement, communications, and integrating change management with project management to help users successfully adopt new processes and systems.
Includes articles on the following:
Change Management, Where to Next; Startegy Projects and Programmes, M & A - now or later?, Benchmarking, ‘ The City’ in the cross-wires, Russia
A view on a pace driven IT structure, enabling the integration of innovation and new business requirements through
efficient use of personnel work attitudes and strengths.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
When implementing a new business application, most organizations feel they need to choose between “build” versus “buy”. Building your own application means everything is possible, but building complex applications is a risky venture. Buying a standard application provides all the advantages of pre-configuration, but has limited flexibility. Although most organizations prefer standard applications, they end up adapting them, leading to high cost of ownership, and long change cycles.
However, a third approach has emerged, reconciling the differences between build and buy. Model-driven applications come with an out-of-the-box configuration, as would be expected of a packaged business application, yet it can be adapted without development effort.
The main characteristic of a model-based application is that the business rules and business logic are not stored within the application, but are defined, stored and maintained in a user-accessible repository. Making changes in that repository then automatically leads to changes in the application.
The paper focuses on strategy, organization and cultural aspects of managing model-driven business applications, such as Be Informed.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
Includes articles on the following:
Change Management, Where to Next; Startegy Projects and Programmes, M & A - now or later?, Benchmarking, ‘ The City’ in the cross-wires, Russia
A view on a pace driven IT structure, enabling the integration of innovation and new business requirements through
efficient use of personnel work attitudes and strengths.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
When implementing a new business application, most organizations feel they need to choose between “build” versus “buy”. Building your own application means everything is possible, but building complex applications is a risky venture. Buying a standard application provides all the advantages of pre-configuration, but has limited flexibility. Although most organizations prefer standard applications, they end up adapting them, leading to high cost of ownership, and long change cycles.
However, a third approach has emerged, reconciling the differences between build and buy. Model-driven applications come with an out-of-the-box configuration, as would be expected of a packaged business application, yet it can be adapted without development effort.
The main characteristic of a model-based application is that the business rules and business logic are not stored within the application, but are defined, stored and maintained in a user-accessible repository. Making changes in that repository then automatically leads to changes in the application.
The paper focuses on strategy, organization and cultural aspects of managing model-driven business applications, such as Be Informed.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
The key to successful Digital TransformationMegan Hunter
Many companies see technology as the key to delivering transformation and whilst technology plays a vital role in enabling business change, it is only one piece of the jigsaw.
Implementing transformational solutions is something most companies do once or twice a generation, and it’s like performing open heart surgery. The decision to undertake these projects is not taken lightly, and the business world is plagued by examples of implementations that haven’t delivered the desired business outcomes, are late and exceed budget.
With contributions from key Microsoft partners, including IBM, QuantiQ, PwC, Avanade, KPMG Crimsonwing, and Hitachi Solutions, this White Paper discusses the common features that differentiate the successful business transformation programmes from the failures, and why all programmes must address the following: clarity; having the right team; securing talent; selecting the right partner; adopt, not adapt; strong governance; external assurance.
Effective change management requires two components--an individual change management model that describes how a single person makes a change and an organizational change management process that supports the process and tools practitioners use.
Organisational change, Innovation and Transformation communicationStephen Tindi
The global business environment is turbulent and successful organisations must effectively communicate change, innovation and transformation to all stakeholders.
What Is The Right Digital Transformation Formula? | Endava Executive Network,...Endava
Digital Transformation. Not Buzzwords. | Read the highlights of our Endava Executive Network (EEN) series of events on Digital Transformation and find out how we can help you start the journey towards becoming a truly digital business.
DIGITAL EVOLUTION: A SUSTAINABLE APPROACH TO DIGITAL BUSINESS GROWTHEndava
From Digital Transformation to sustainable digital business growth through Digital Evolution, in a whitepaper by Endava’s Chief Digital Officer, Justin Marcucci.
The DevOps promise: IT delivery that’s hot-off-the-catwalk and made-to-lastPeter Shirley-Quirk
DevOps promises rapid delivery AND stable operations by integrating business, development, test, deployment and operations into a cohesive workflow with a rapid feedback cycle. So how is that possible?
The Critical Role of the Executive Sponsor in Enterprise Cloud AdoptionKPI Partners
This white paper explores how executive-level project sponsorship is vital in the successful disruption of IT-norms in favor of value-added and highly nimble cloud solutions.
As enterprise-level companies consider cloud strategies aligned to meeting corporate growth and performance objectives, executive sponsors have myriad considerations to undertake. Such considerations may include:
Cloud platform selection
Project portfolio strategy
Implementation, change, and risk tolerance
IT and business team synergies
Create Your Cloud With KPI.
KPI Partners provides the value, velocity, and quality our customers demand when optimizing an investment in the Salesforce.com application suite. From small and mid-market deployments to complex highly integrated enterprise-level initiatives, KPI's team of sales professionals, program managers, architects, developers, and quality assurance staff deliver outstanding results.
Leveraging Social Business Tools to better manage Performance Improvement pro...TefenManagementConsulting
We want to suggest a new approach to Performance Improvement projects, leveraging on Social Business Tools. The adoption of such tools (forums, repositories, wikis, etc.) enhances cooperation, integration and communication among individuals and groups, which are key for their success and sustainability.
A “Social” approach to Performance Improvement has already proven successful (e.g. pharmaceutical, financial services, manufacturing companies, etc.), thanks to:
o Greater amount of ideas and feedbacks exchanged by people at all levels, departments and sites;
o Joint development and implementation of improvement initiatives;
o Establishment of a Continuous Improvement culture - which led people to actually “own” the process of interactively generating, implementing and sustaining the improvement.
Key success factors were the strong sponsorship from Top Management, the bottom-up & involvement-based “Change engine” and the presence of clear responsibilities & accountabilities.
Service Management in a DevOps World - by Helen BealPlutora
Read this book to understand the evolution of Service Management in modern software delivery, including:
- How to evaluate your current state and create a path to continuously improve.
- The role of DevOps in Change, Releases, Security, Support and Incidents
- Product focused teams and value flows management.
Project Management CoE (Centre of Excellence)’ is an initiative led by seasoned project management leaders with an objective to establish a culture of excellence in project execution. Our Services range from taking ownership of end to end Project Management to staffing for Project Management requirements. PMCoE is one stop solution for all Project management/Transformation requirements.
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
The key to successful Digital TransformationMegan Hunter
Many companies see technology as the key to delivering transformation and whilst technology plays a vital role in enabling business change, it is only one piece of the jigsaw.
Implementing transformational solutions is something most companies do once or twice a generation, and it’s like performing open heart surgery. The decision to undertake these projects is not taken lightly, and the business world is plagued by examples of implementations that haven’t delivered the desired business outcomes, are late and exceed budget.
With contributions from key Microsoft partners, including IBM, QuantiQ, PwC, Avanade, KPMG Crimsonwing, and Hitachi Solutions, this White Paper discusses the common features that differentiate the successful business transformation programmes from the failures, and why all programmes must address the following: clarity; having the right team; securing talent; selecting the right partner; adopt, not adapt; strong governance; external assurance.
Effective change management requires two components--an individual change management model that describes how a single person makes a change and an organizational change management process that supports the process and tools practitioners use.
Organisational change, Innovation and Transformation communicationStephen Tindi
The global business environment is turbulent and successful organisations must effectively communicate change, innovation and transformation to all stakeholders.
What Is The Right Digital Transformation Formula? | Endava Executive Network,...Endava
Digital Transformation. Not Buzzwords. | Read the highlights of our Endava Executive Network (EEN) series of events on Digital Transformation and find out how we can help you start the journey towards becoming a truly digital business.
DIGITAL EVOLUTION: A SUSTAINABLE APPROACH TO DIGITAL BUSINESS GROWTHEndava
From Digital Transformation to sustainable digital business growth through Digital Evolution, in a whitepaper by Endava’s Chief Digital Officer, Justin Marcucci.
The DevOps promise: IT delivery that’s hot-off-the-catwalk and made-to-lastPeter Shirley-Quirk
DevOps promises rapid delivery AND stable operations by integrating business, development, test, deployment and operations into a cohesive workflow with a rapid feedback cycle. So how is that possible?
The Critical Role of the Executive Sponsor in Enterprise Cloud AdoptionKPI Partners
This white paper explores how executive-level project sponsorship is vital in the successful disruption of IT-norms in favor of value-added and highly nimble cloud solutions.
As enterprise-level companies consider cloud strategies aligned to meeting corporate growth and performance objectives, executive sponsors have myriad considerations to undertake. Such considerations may include:
Cloud platform selection
Project portfolio strategy
Implementation, change, and risk tolerance
IT and business team synergies
Create Your Cloud With KPI.
KPI Partners provides the value, velocity, and quality our customers demand when optimizing an investment in the Salesforce.com application suite. From small and mid-market deployments to complex highly integrated enterprise-level initiatives, KPI's team of sales professionals, program managers, architects, developers, and quality assurance staff deliver outstanding results.
Leveraging Social Business Tools to better manage Performance Improvement pro...TefenManagementConsulting
We want to suggest a new approach to Performance Improvement projects, leveraging on Social Business Tools. The adoption of such tools (forums, repositories, wikis, etc.) enhances cooperation, integration and communication among individuals and groups, which are key for their success and sustainability.
A “Social” approach to Performance Improvement has already proven successful (e.g. pharmaceutical, financial services, manufacturing companies, etc.), thanks to:
o Greater amount of ideas and feedbacks exchanged by people at all levels, departments and sites;
o Joint development and implementation of improvement initiatives;
o Establishment of a Continuous Improvement culture - which led people to actually “own” the process of interactively generating, implementing and sustaining the improvement.
Key success factors were the strong sponsorship from Top Management, the bottom-up & involvement-based “Change engine” and the presence of clear responsibilities & accountabilities.
Service Management in a DevOps World - by Helen BealPlutora
Read this book to understand the evolution of Service Management in modern software delivery, including:
- How to evaluate your current state and create a path to continuously improve.
- The role of DevOps in Change, Releases, Security, Support and Incidents
- Product focused teams and value flows management.
Project Management CoE (Centre of Excellence)’ is an initiative led by seasoned project management leaders with an objective to establish a culture of excellence in project execution. Our Services range from taking ownership of end to end Project Management to staffing for Project Management requirements. PMCoE is one stop solution for all Project management/Transformation requirements.
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
5 practical ways to efficient change and release managementEnov8
The revolutionising digitisation and technical transformation in the application development world have made two factors mandatory. These two factors are necessary to sustain, grow and enhance your IT business in the competitive world- fast releases and continuous change. Therefore irrespective of the type of software development you venture into, an efficient release plan and environment management tool is necessary.
4Ps of Digital Transformation (Platform, People, Project, Process), by Jasbir...Jasbir Sandhu
Digital Transformation strategy is driven by PEOPLE responsible for implementing successful PROJECTs to optimize and streamline PROCESS. The core foundation of Digital Transformation is the choice of PLATFORM, a Platform that can fit within the existing IT infrastructure or that can integrate with the greater IT ecosystem... by, Jasbir Sandhu
This tutorial presents an overview of integrating change management and project management, including data and findings from 822 change practitioners and project leaders around the globe who participated in Prosci's Best Practices in Change Management benchmarking study.
Qmoniqs Software is a Digital Transformation services Companies in Gurugram, India. The company mainly focuses on cloud, mobile, big data, innovation, and agile execution. We provide services like product engineering, quality analysis, develops, data analytics, enterprise security, and process automation in and around India and USA. Our expert team at motivity Labs will take care of everything that enhances efficiency and minimize overhead costs.
Visit:- https://www.qmoniqs.com/
The performances & activities of all businesses are affected significantly due to various aspects. It becomes essential for companies to seek constant business transformation to overcome competition. Each transformation is said to be determined by the content, context, participants, process & the effects. Such transformation is crucial for any business to survive & succeed in the ever-increasing competitive world.
Integrating Organisational Change within IT Transition and TransformationNUS-ISS
Presented by Jamie Donoghue, Principal Consultant, UXC Consulting at ISS-UXC Seminar: Move IT from Cost to Value Centre using IT Service Management and COBIT on 25 July 2014.
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
6 Steps to Confirm Successful Workday DeploymentZaranTech LLC
Workday HCM Training & Certification provided Online from USA industry expert trainers with real time project experience
Workday HCM Tutorial for Beginners | Learn Workday HCM Online | Workday HCM training - This is a video recording of a Live Webinar presentation by our Sr. SAP Solution Architect and trainer who is also a Manager in handling SAP Implementation projects.
Get More Free Videos - Subscribe ➜ https://goo.gl/5ZqDML
COURSE PAGE: https://www.zarantech.com/workday-hcm-training/
REGISTER FOR FREE LIVE DEMO: http://promo.zarantech.com/free-webinar-workday-hcm/
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Refer your friends to ZaranTech - http://www.zarantech.com/be-a-friend-tell-a-friend.
Managing a professional services firm is hard work. Firm leaders must juggle marketing, business development, client service, staff recruiting, development and retention to a successful outcome for everyone involved. There is one thing that
firm leaders must feel comfortable with that links all of these firm management initiatives together — technology.
1. Change Management for Cloud HCM Implementations
Author:
Julie Robert, Business & Change
Management Consultant
Version:
2016
EXECUTIVE SUMMARY
With the cloud making HCM solutions more accessible and flexible
than ever before, a broader range of organizations are engaging
and investing in new cloud-based HCM technologies.
There are many reasons to move to the cloud, including rapid
deployment, reduced support, improved flexibility, lower costs, as
well as simple, browser-based access for easy adoption. Cloud-based
solutions help organizations improve operations, achieve greater
business agility and adapt more rapidly to business needs that change
over time.
It is a fundamental question whether there is a need for Change
Management during cloud-based HCM implementations since cloud
technologies are simpler than their On-premise counterparts and
relatively easy to implement.
However, despite the lower costs and easy implementation, the
successful integration of new cloud-based solution into an organization
is a huge investment that you do not want to see fail. This is the primary
driver bringing Change Management into focus. After all, user adoption
is what drives the success of a new system deployment.
In this paper we will explore why Change Management is a critical
component for achieving successful cloud-based HCM implementation
and explore Change Management best practices.
CONTEXT
Cloud HCM Values & Benefits
There are many reasons to move to the cloud, including rapid
deployment, reduced support, improved flexibility, lower costs,
as well as others that may not be as obvious. The many benefits
of cloud-based HCM include:
WHITE PAPERA Rizing Company
CHANGE MANAGEMENT
FOR CLOUD HCM
IMPLEMENTATIONS
2. WHITE PAPER
/ 2 Change Management for Cloud HCM Implementations
»» Predictable and lower costs
»» Automatic updates
»» Reliability
»» Fast implementation (a typical implementation ranges from 4 weeks for the basic
platform to 6 months for core HR)
»» Simple, browser-based access with an intuitive interface you can customize easily
and a wide range of training offerings
»» Extensibility and scalability
»» Integration with all SAP applications
More and more organizations are investing in new cloud-based HCM technologies to support
their functional requirements and their workforces moving forward. This shift is precipitated
by the need to improve user experience, accomplish better integration of disparate existing
solutions, and gain crucial analytical insights into operations.
However, realizing the benefits of any ERP or cloud-based HCM solution requires that people
in the organization use that system to full advantage and embrace the changes created by
implementing a new system.
Why End-User Adoption Matters
Organizations often underestimate how much a new technology can change tasks, processes,
roles and structure within a company.
When implementing a new HCM solution it is likely that some existing processes and employee
roles will necessarily change. For example, when implementing a new Talent Management
solution, existing Talent Management and/or transactional HR processes would likely be
redesigned, simplified and aligned with industry best practices to improve the efficiency of
the overall HR function.
Because the process changes can be significant, it is essential that employees receive proper
training to enable them to use the system to its greatest advantage. In a worst-case scenario,
poorly trained users may enter data incorrectly, which could create further problems as the
HCM solution data flows across departmental boundaries.
For this reason, it is important to encourage and facilitate a high level of user adoption when
implementing a new HCM solution (or any enterprise solution for that matter). A strong
approach to Change Management can help people in the organization learn and adapt to the
new system, new roles, processes and responsibilities. It will also drive end-user engagement
and help users transition smoothly to the new system.
The Benefits of Change Management
Change Management is critical to the success of an HCM implementation and a necessary
link to gain the potential efficiencies and benefits from the new system. It will drive end-users
engagement and help users transition smoothly to the new system.
Moreover, studies have shown that projects with effective Change Management programs
are more likely to meet objectives, stay on schedule and on budget.
PROSCI
“Projects with effective Change Management programs were more likely to meet objectives,
stay on schedule and stay on budget than those without effective Change Management.”
(Prosci, 2014)
Software does not
deliver benefits
or performance
improvements,
people do.
3. WHITE PAPER
/ 3 Change Management for Cloud HCM Implementations
With a strong Change Management approach, you will be able to achieve the following benefits:
Business
Readiness
Changes are defined and impacts understood, and the business
is prepared for the changes.
Satisfaction Stakeholders are satisfied with communication, engagement
opportunities, training and support.
Engagement Leaders are engaged and fulfill their role in achieving business
readiness. The right stakeholders are engaged throughout the
project lifecycle. Impacted stakeholders are engaged by attending
meetings and participating in a constructive manner.
Commitment
& End-User
Adoption
Stakeholders are receptive to the change, understand the vision
and how they will be impacted. Stakeholders feel equipped
and supported to use the new processes and tools. Barriers
to sustainment are identified and addressed.
By ensuring that users are qualified and motivated to use the new system and helping people
in the organization successfully navigate new business processes and other operating changes,
the transition from the old system to the new one will be simplified and business goals and HCM
implementation benefits will be more achievable.
CHANGE MANAGEMENT APPROACH & BEST PRACTICES
What is Change Management?
Change Management is the process, tools and techniques used to manage the people-side of
change to achieve the required business outcome. It incorporates the organizational tools that
can be utilized to help individuals make successful personal transitions resulting in the adoption
and realization of change.
Ensure that users
have the knowledge
and ability to use
the new systems.
Realize the benefits
and efficiencies of
the system.
Help people in the
organization successfully
navigate new business
processes and other
operating changes.
DRIVE STAKEHOLDER ADOPTION,
UTILIZATION AND PROFICIENCY
IN NEW SYSTEMS AND PROCESSES
4. WHITE PAPER
/ 4 Change Management for Cloud HCM Implementations
Any change to processes, systems, organization structures and/or job roles will have a
“technical” side and a “people” side that must be managed. Project Management and Change
Management provide both the structure and the tools to realize the change successfully from
both a technical and a ‘people’ perspective.
The project change triangle below demonstrates the linkages between leadership/sponsorship,
Change Management and Project Management. For a project to succeed, each of these areas
must be managed effectively.
Change Management Approach
A “one-size fits all” approach to change management will not achieve optimal organizational
change, as each organization is different with its own structure, history, culture and needs. The
characteristics of each change also influence the way change is planned and effectively managed.
That being said, most approaches to change management share some common elements
for driving higher levels of employee adoption and usage of a solution. In particular, certain
elements contribute to a successful change: first, explaining the need for change, then teaching
users about the new processes, and finally reinforcing the learning to embed changes in culture
and daily routine.
The general guidelines for an effective Change Management process in the Change
Management Framework for Program and Project Management are:
Formulate
the change
By identifying and clarifying the need for change, assessing readiness
for change, and defining the scope of change.
Plan the
change
By defining the change approach and planning stakeholder engagement
as well as transition and integration with business operations.
Implement
the change
By preparing the organization for change, mobilizing the stakeholders,
and delivering project outputs.
Manage
the change
By transitioning the outputs into business operations, measuring
the adoption rate and the change outcomes and benefits, and adjusting
the plan to address discrepancies.
Sustaining
the change
On an ongoing basis through communications, consultation,
and representation of the stakeholders.
Projects
meet objectives
Projects finish
on time and on budget
Return on investment
(ROI) realized
Governance
Strategy
Direction
“People” side
of Change
“Technical” side
of Change
Prosci® PCT
TM
Model
Project
Management
Change
Management
Leadership/
Sponsorship
5. WHITE PAPER
/ 5 Change Management for Cloud HCM Implementations
It is important to note that the Change Management Framework is an iterative process where
adaptive change occurs on a continual basis in response to evolving circumstances.
Here is an example of typical Change Management activities and deliverables during a HCM
Cloud Implementation project:
Change Management Best Practices
The seven greatest contributors to a successful Change Management program with a focus
on user adoption and usage are:
Drive
employee adoption
and usage
Stakeholder
Engagement
Communications
Change Management
Resources
Integration with
Project Management
Change Management
Approach
Sponsorship
PREPARE REALIZE VERIFY LLAAUUNNCCHH
FORMULATE
THE CHANGE
PLAN
CHANGE
IMPLEMENT
CHANGE
MANAGE
CHANGE
Design
Develop
Deliver
Embrace
Adopt
Use
DESIGN
SUSTAIN CHANGE
» High level Change
Management
assessment
» Stakeholder
Engagement Plan
» Initial communication
plan and training
Strategies
» Prepare Sponsors
» Develop CM Strategy
» Detailed Stakeholder
Impact Assessment
» Training, Communication,
Stakeholder enggement
and Support strategies
» Update all plans
» Execute Plans
» Input to project
sustainment plan
» Training Materials
and delivery
» Lessons learned
» Final CM
Evaluation Report
» Adjust plan
to address
discrepancies
» Ongoing Communication, consultation and representation
of stakeholders
6. WHITE PAPER
/ 6 Change Management for Cloud HCM Implementations
Active and visible executive sponsorship
Employees look to and listen to senior leaders for direction and commitment. Active and visible
participation of sponsors in support of change is the number one predictor of success for a
Change Management program.
Frequent and open communication about the change and the need for change
Communication is a key contributor to success in any project. Communications catalyze
the required individual transitions by answering questions employees have:
Why are we doing this? What’s in it for me?
Why now? How am I impacted?
What if we are not changing?
Effective communication is consistent, open and honest, targeted at the specific recipient
and delivered through a variety of media.
Employee engagement and participation
Engagement and participation increase the likelihood of successful transitions. Engagement
with and support from middle management is also critical to the success of a project, as middle
managers are the closest to where the change comes to life. It is important to engage managers
and supervisors so they can effectively engage their direct reports.
Structured Change Management approach
To get sufficient Adoption and Usage, you must apply structure and intent to your Change
Management approach. Organization and planning contribute to the success of a project,
including the use of a methodology or specific plan, initiation of Change Management
activities early in the project, a systematic approach to the change and the anticipation
of specific resistance.
Dedicated Change Management resources and funding
Dedicated Change Management resources and budget are essential to drive usage and adoption
The greatest advantages of having a dedicated Change Management Resource are improved
focus on change management and having a single point of contact with clear responsibility
and accountability.
Engagement and Integration with Project Management
An integrated approach between the technical and people aspects of a project delivers results.
TECHNICAL SIDE
PEOPLE SIDE
Current Transition Future
Design | Develop | Deliver
Embrace | Adopt | Use
1“No change is
possible without
leaders being
on board.”
2
“The Right
communication
to the Right
stakeholder
at the Right
time during
the project.”
3Employees
are the ones
who have to
ultimately “adopt
and use” the
solution.
4Proactive
approach with
a focus on
“Adoption and
usage” from
the beginning.
5
“If it’s not
someone’s job,
it’s no one’s job.”
6
7. WHITE PAPER
A Rizing Company
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CONCLUSION
More and more organizations are investing in new cloud-based HCM technologies to support
their functional requirements and their workforces moving forward. This shift is precipitated
by the need to improve user experience, accomplish better integration of disparate existing
solutions, and gain crucial analytical insights into operations.
However, implementing a new software solution is never trivial. Studies have shown that 60%
of IT implementation projects fail due to human aspects and Change Management factors
such as increased costs/time and benefits not met due to poor end-user adoption.
How a company prepares for change matters. Any technology change (whether a corporate
wide HCM implementation, or a significant upgrade to an HR application) will affect those
who need to “touch” the software, even if it is only once in a while. The benefits and business
goals of a new solution can only be realized if the people in the organization are qualified and
motivated to use the new system, and use that system to its full advantage.
For these reasons, Change Management is critical to the success of any cloud HCM
implementation and is a necessary link to gain the efficiencies and benefits from the new
system. By maintaining a focus on the change process, as well as the technology during project
implementation, an organization will be more likely to meet their expectations and have a
successful implementation.
BIBLIOGRAPHY
Managing Change in Organizations: A practice Guide – PMI
Prosci (2012). Best Practices in Change Management (2012 Edition)
Bersin – Deploying HCM Technologies – Making Change Work – June 2014
Bersin – Predictions for 2015 – Redesigning the Organization for a Rapidly Changing World
Change Management and Adoption for Cloud ERP – Michael Kirsgman February 2012
Fearless Change Management in Strategic IT Implementation – /N SPRO
ABOUT /N SPRO
/N SPRO is a leading SAP implementation and resell partner with the second largest
SuccessFactors practice in North America. We specialize in all aspects of SAP SuccessFactors
Cloud HCM, from business planning to implementation, integration, customization and
sustainment services. Customer success, innovation and dedication to excellenceare at the core
of our practices. Using deep product knowledge, industry best practices and extensive quality
assurance, we are committed to ensuring the success of our clients.