1. 7/1/1436
1
Monief Eid
BSc, Lean Six Sigma Black Belt, PROSCI, C A P, ITIL V3 Foundation and Prince2 Certified
National PACS Program Director
The National BIG Picture: Tele-medical Imaging, The Vision
for Patient Services (modified based on non-disclosing
information about MOH)

2. 7/1/1436
2
MOH PACS Change Management
Is it the change or
the adaption to
change

3. 7/1/1436
3
MOH PACS Change Management
1)
Leadership
Involvement
4) MOH
Develops Tool
2) MOH CM
Centre
3) Invest in
local CM
Team Skills
6) Ongoing
Training
5) Clinical
Transform
Adaption to the
New Solution
To Maximize the
usage benefits
Success Factors of Change Management
@ MOH PACS Program

4. 7/1/1436
4
MOH PACS Change Management
States of change
How things are
done today
How things will be
done tomorrow
How to move from
current to future
Current
state
Transition
state
Future
state
Concept of Change Management

5. 7/1/1436
5
Organization
Individual
How I do my job
today
How I will do my job after the
change is implemented
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
MOH PACS Change Management
Concept of Change Management

6. 7/1/1436
6
Organization
Individuals
Documented and managed processes
One integrated database
Specialists in the call center
Supplier website integrated into supply chain
Merged organization
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
MOH PACS Change Management
Concept of Change Management

7. 7/1/1436
7
Technical side
of the project
People side of
the project
Current
state
Transition
state
Future
state
Project management
Change management
MOH PACS Change Management
Project Management & Change Management

8. 7/1/1436
8
MOH PACS Change Management
Focus:
Technical side of moving from
current state to future state
Focus:
People side of moving from
current state to future state
Process:
• Initiation
• Planning
• Executing
• Monitoring/
controlling
• Closing
Process:
Organizational:
• Preparing for
change
• Managing change
• Reinforcing change
Individual:
• ADKAR
Tools:
• Statement of work
• Project charter
• Business case
• Work breakdown
structure
• Budget estimations
• Resource allocation
• Schedule
• Tracking
Tools:
• Individual change model
• Readiness assessment
• Communication plans
• Sponsorship roadmaps
• Coaching plans
• Training plans
• Resistance management
• Reinforcement
Current
state
Transition
state
Future
state
Project management
Change management
Project Management & Change Management

9. 7/1/1436
9
MOH PACS Change Management
Project Management & Change Management
Solution is designed, developed
and delivered effectively
(Technical side)
Solution is embraced, adopted and
utilized effectively
(People side)
+
= Success
Current
state
Transition
state
Future
state
Project management
Change management

10. 7/1/1436
10
MOH PACS Change Management
Problem or
opportunity
Planning
Design
Development
Implementation
Business
improvement
steps
Concept of Change Management

11. 7/1/1436
11
MOH PACS Change Management
Concept of Change Management
Change
management
process
Assessments
Team and
sponsors
Communications
Coaching and
feedback
Resistance
management

12. 7/1/1436
12
MOH PACS Change Management
Concept of Change Management
Business
improvement
steps
Change
management
process
Integrating change management and
project management activities
• Project management and change
management activities are most
effective when they are integrated
• Unfortunately, in many instances change
management is an add-on after the project
has experienced obstacles

13. 7/1/1436
13
Research results
When to start change management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Project closure
Project implementation
Project design
Project planning
Project initiation
Percent of respondents
When did you start CM
activities this time?
When would you start CM
activities next time?
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
MOH PACS Change Management

14. 7/1/1436
14
MOH PACS Change Management
ADKAR
-change-
TRAIN THE
TRAINER
- Scale &
alignment-
VALUE
MAXIMISATION
- Continous
improvement -
Change Management Methodologies will be
used in the Tele-Radiology Project

15. 7/1/1436
15
Awareness Awareness of the need for change
Desire Desire to participate and support the change
Knowledge Knowledge on how to change
Ability Ability to implement required skills and behaviors
Reinforcement® Reinforcement to sustain the change
© 2012 Prosci and Bill Cigliano
Prosci
®
ADKAR®
Model
MOH PACS Change Management

16. 7/1/1436
16
Prosci’s Change Management ProcessProsci®
3-Phase Change
Management Process
MOH PACS Change Management
A structured process for managing the ‘people
side’ of change on a project or initiative

17. 7/1/1436
17
MOH PACS Change Management
To follow-up on this, we work with the
employees to assess their leve of Awareness,
Desire, Knowledge, etc. via ADKAR
worksheets (PROSCI sheets):
Not all people change at the same pace:
Prosci®
PCTTM
Model

18. 7/1/1436
18
MOH PACS Change Management
VALUE
MAXIMISATION
- Continous
improvement -

19. 7/1/1436
19
MOH PACS Change Management
TRAIN THE TRAINER
- Scale & alignment-
• Create a team of community-based trainers who are capable of delivering this
specific change management community program
• Train other community members: the radiologists, the radiographers, the nurses,
the administrative personnel, the radiology management teams of all the different
hospitals.
• The people who will be trained are suitable staff at Ministry of Health to
contribute to the expertise required by the project team.
• The following knowledge management elements are guaranteed to be part of the
“train-the-trainer” sessions:
1. WHAT?
1. Best practices
2. How to document processes
3. How to interview experts
4. How to do good audits?
5. How to do good knowledge management?
6. Where to document the knowledge?
7. How to follow up on actions?
8. Communities of practice
9. Mentoring
10. On the job training

20. 7/1/1436
20
MOH PACS Change Management
Project team
Change
management
Senior leaders
Managers and
supervisors
Employees
Who is involved in
managing change

21. 7/1/1436
21
MOH PACS Change Management
• Change management focuses on the ‘people side’ of organizational change
• Change management involves both an individual and an organizational
perspective
• Change management requires action and involvement by leaders and
managers throughout the organization
• Change management and project management are both tools that support
project benefit realization – project management is the ‘technical’ side and
change management is the ‘people’ side
• Change management is most effective when it is launched at the beginning of
a project and integrated into the project activities

22. 7/1/1436
22
Thank You ………. Q & A