The document discusses the essentials of change management in technology projects, emphasizing a structured approach to handle change while maximizing stakeholder involvement and minimizing risks. It highlights the importance of clearly defined roles, effective stakeholder communication, and necessary training for successful implementation. A case study showcases the challenges faced by law enforcement in accessing data and the strategic solutions adopted to promote coordinated information delivery.

1. The Art of Managing Change
Reflections on Change Management for Technology Projects

2. The Art of Managing Change
“If you want to make enemies, try
to change something” – Woodrow Wilson

3. The Art of Managing Change
Agenda
• What is change management ?
• Change management basics.
• Case study.

4. The Art of Managing Change
What is Change Management?
• Change management is the process
of developing a planned approach to
change in an organization.
• Objectives:
– Maximize collective efforts of stakeholders
– Minimize risk of failure

5. The Art of Managing Change
Icebergs

6. The Art of Managing Change
Technology
Process
People / Organization
The IT Project Iceberg

7. The Art of Managing Change
People / Organization
Process
Technology
Easy
Hard
90% - need
to address
these first
10%
The IT Project Iceberg

8. The Art of Managing Change
The IT Project Iceberg
Failure to recognize that technology is just the tip of
the iceberg will doom your project to an early grave !

9. The Art of Managing Change
Don’t Just “Wire it Together”

10. The Art of Managing Change
How to Manage Change
• Find a great sponsor.
• Have a clear sense of mission or
purpose – develop a shared vision.
• Build a team. Pick people with
relevant skills and high energy levels.
Ask for volunteers.
• Identify and manage stakeholders.
• Communicate early and often.
• Train early and often.

11. The Art of Managing Change
Project Sponsor is Critical
All IT projects must have a
business sponsor or “owner”:
• Establish vision and business case for change.
• Provide overall project direction.
• Report status / significant issues to stakeholders.
• Ensure that system meets needs of users and
managers.
• Ensure that resultant changes in business process
are implemented consistently.
• Ensure that project benefits are realized.

12. The Art of Managing Change
Make a Case for Change
Develop a business case that…
• Addresses a problem or opportunity
• Recommends a solution
• Defines the boundaries
• Creates a compelling case for change

13. The Art of Managing Change
Make a Case for Change
Everyone sings off the same sheet of music…

14. The Art of Managing Change
Manage Stakeholders

15. The Art of Managing Change
Identify and Map Stakeholders
People / Organizations Stake Expected
Disposition
Proposed Role
Internal:
 Process owner
 Affected business units
 System users
 IT organization
 Support organizations
(HR, Finance, Admin)
External:
 External customers /
users
 Public
 OFT
 Control agencies
 Media
Define each
individual’s and
group’s interest in
the project and
describe how it
impacts them
Support,
Neutral or
Oppose
Describe how you would
engage each individual or
group in the project. Some
individuals and groups play
direct roles (approver,
decider, builder, user,
operator, etc.). Others have
indirect roles requiring you
to keep them informed.

16. The Art of Managing Change
Understand Stakeholders
• Supporters
• Neutrals
• Opposers

17. The Art of Managing Change
Understand Stakeholders
Stakeholder management -
The “Wild West” approach:
– Pioneers
– Settlers
– Outlaws

18. The Art of Managing Change
Leverage the Pioneers
• Pioneers
– Unbridled enthusiasm for the project -- they
can see the promised land.
– Good source of project “champion” or
sponsor.
– Early adopters to demonstrate initial success.
– Project spokesperson -- keep the settlers
informed and get them on board for
implementation.

19. The Art of Managing Change
Bring Along the Settlers
• Settlers
– They’ll follow, if you have
a good leader (pioneer).
– Important to communicate the “message of opportunity”
early and often:
• What’s in it for them ?
• What will things “look like” after the project ?
• How will their job change ?
• What new opportunities will the project create ?
• How can they participate ?

20. The Art of Managing Change
Listen to the Outlaws
• Outlaws
– Equally important to identify.
– Change resistant -- lurking in the cubicles to
ambush your project.
– Expend some energy to convert as many as
possible.
– Listen to their concerns – encourages due
diligence to ensure your change strategy is
sound.

21. The Art of Managing Change
“If your horse is dead, dismount !”
• Alternatives to dismounting:
– Buy a stronger whip.
– Change riders.
– Declare: "This is the way we have always ridden this
horse."
– Appoint a committee to study the horse.
– Arrange to visit other sites to see how they ride dead
horses.
– Create a training session to improve employees' riding skills.
– Change the requirements and declare the horse undead.
– Outsource contractors to ride the dead horse.
– Harness several dead horses together for increased speed.
– Provide additional funding to increase the horse's performance.
– Promote the horse to a supervisory position.
Total Support is Impossible

22. The Art of Managing Change
Stakeholder Management
Capability Maturity
1. Ad-hoc
2. Basic Capability
3. Standardized Approach
4. Managed Process
5. Optimized Process
Few processes in place. Projects succeed by happenstance and heroics. Key stakeholders
known but not formally identified. No stakeholder communication actions identified.
Basic stakeholder management procedures are identified for some projects.
Sponsors informally committed to the project.
Stakeholder management processes fully defined and
documented with full buy-in throughout the organization.
Most Organizations at Level 1 (or 0/-1), Striving to Achieve Level 2
Sponsors fully engaged. Stakeholder commitment
and communications strategies routinely reviewed
and adjusted as required. Performance measured.
Lessons learned drive continuous
improvement of stakeholder
management process.

23. The Art of Managing Change
Communicate, Communicate
• Project Business Case
– Plain English description (business
purpose, resource requirements, expected
outcomes).
– Sends clear message of agency
commitment to project.
• Weekly Team Meetings
– Keeps project team on point.
– Surfaces issues for resolution.

24. The Art of Managing Change
Communicate, Communicate
• Project Steering Committee Meetings
– Maintain agency focus on project.
– Keep project “owners” engaged.
– Decide major issues -- scope, budget,
resources.
– Opportunity to update key stakeholders.

25. The Art of Managing Change
Communicate, Communicate
• Project Status Reports
– Weekly reports on Intranet.
– Pilot surveys.
• “Strut Your Stuff”
– Agency newsletter.
– Press articles.
– Agency’s external web site.
• Town hall meetings with stakeholders

26. The Art of Managing Change
Key Skills
• People
• Political
• Analytical
• Business
• Systems

27. The Art of Managing Change
Training is Critical
• Change agent skills:
– Leadership
– Visioning
– Listening and inquiry
– Coaching and facilitation
– Dealing with complexity
– Analyzing systems and processes

28. The Art of Managing Change
Training is Critical
• Business training:
– New organizations and relationships
– Changed staff roles and responsibilities
– Changed business operations
– New policies, procedures

29. The Art of Managing Change
Training is Critical
• Technology and tools training:
– New forms and documentation
– New information systems

30. The Art of Managing Change
Case Study

31. The Art of Managing Change
The Problem
• Law enforcement workers need quick
and easy access to crime fighting data
from state, local and federal sources:
– Criminals don’t heed jurisdictional
boundaries.
– Heightened need for intelligence sharing
post 9/11.

32. The Art of Managing Change
The Problem
• Traditional agency-centric (e.g., “stove
pipe”) approach to technology gets in
the way:
– Individual agency resources strained supporting
redundant systems and databases.
– Limited resources available to build new capability.
– Users forced to deal with multiple entities to get
the data they need.
– Multiple PCs and devices in the field.

33. The Art of Managing Change
The Vision for Change

34. The Art of Managing Change
Coordinated delivery
of criminal justice
information
Easy to use
Graphical Interface

35. The Art of Managing Change
The Strategy
• Individual criminal justice agencies keep their
data and applications.
• Give users access via a single web portal.
• Build new / upgrade old applications to
provide improved capability.
• Consolidate agency infrastructure (networks,
mainframes, servers, etc.) for improved
efficiency and lower cost.

36. The Art of Managing Change
Managing Change
• Leadership communicated the vision.
• Project sponsor and change leader identified.
• Key participants trained in consensus building.
• Agencies established a governance board:
– Coordinate budgets
– Prioritize and oversee common projects
– Manage consolidated technology services
• Incremental change initiated:
– Mainframe migration to OFT
– Single network organization created
– Common architecture and portal environment designed

37. The Art of Managing Change
Parting Thoughts…
Building and managing relationships
is critical to success. Figure out
what’s required to inspire individual
stakeholders to work together
toward a common project goal.

38. The Art of Managing Change
Parting Thoughts…
“Things do not change - we do.”
– Henry David Thoreau

39. The Art of Managing Change
Thank you !!!