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Anna Kompanets: Change Management for PMO Implementation (UA)

Lviv Startup Club
Lviv Startup ClubLviv Startup Club

Anna Kompanets: Change Management for PMO Implementation (UA) Lemberg PMO School 2023 Website – https://lembs.com/pmoschool Youtube – https://www.youtube.com/startuplviv FB – https://www.facebook.com/pmdayconference

Anna Kompanets: Change Management for PMO Implementation (UA)

Lviv Startup Club
Lviv Startup ClubLviv Startup Club

Anna Kompanets: Change Management for PMO Implementation (UA) Lemberg PMO School 2023 Website – https://lembs.com/pmoschool Youtube – https://www.youtube.com/startuplviv FB – https://www.facebook.com/pmdayconference

Anna Kompanets: Change Management for PMO Implementation (UA)

1 of 83
Lecture 8.
Change Management for
PMO Implementation
Lemberg PMO School 2024
25/01/2024
Имя Фамилия
Давайте
знакомиться
Занимаемая должность
Anna Kompanets,
PMP®, CCMP ™, PMI-ACP®, PMO-CP®
Change management lead, Program manager
About Trainer
14 Years of Project and Change management in IT
Active participant, trainer and volunteer of PMI Ukraine Chapter and ACMP
Ukraine.
Passionate about People side of change, actively promoting Change
management practices in leadership communities
Change curve and
resistance management
Change management definition
Change management - the practice of applying a structured approach to
transition an organization from a current state to a future state to achieve
expected benefits.
-STANDARD FOR CHANGE MANAGEMENT©, 2014
Change management focuses on PEOPLE’S side of the Change
Enterprise Level
Project Level
Individual Level
Organizations do not change, people do
Levels of change management
Key reasons of change failure
1. Unmanaged change resistance
2. Unclear vision and benefits of the change
3. Low sponsorship engagement
4. Lack of new skills
5. Organizational misalignment

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Anna Kompanets: Change Management for PMO Implementation (UA)

  • 1. Lecture 8. Change Management for PMO Implementation Lemberg PMO School 2024 25/01/2024
  • 2. Имя Фамилия Давайте знакомиться Занимаемая должность Anna Kompanets, PMP®, CCMP ™, PMI-ACP®, PMO-CP® Change management lead, Program manager About Trainer 14 Years of Project and Change management in IT Active participant, trainer and volunteer of PMI Ukraine Chapter and ACMP Ukraine. Passionate about People side of change, actively promoting Change management practices in leadership communities
  • 4. Change management definition Change management - the practice of applying a structured approach to transition an organization from a current state to a future state to achieve expected benefits. -STANDARD FOR CHANGE MANAGEMENT©, 2014 Change management focuses on PEOPLE’S side of the Change
  • 5. Enterprise Level Project Level Individual Level Organizations do not change, people do Levels of change management
  • 6. Key reasons of change failure 1. Unmanaged change resistance 2. Unclear vision and benefits of the change 3. Low sponsorship engagement 4. Lack of new skills 5. Organizational misalignment
  • 7. Typical challenges in PMO launch 1. Identifying blockers in the organization that inhibit or prevent the development of information necessary for decision-making. 2. Implementing a PMO for the first time and not knowing how it can or will affect the organization. 3. Lack of understanding of the pace and speed of absorption of changes that the organization can accept. 4. Resistance to the idea of a PMO or strengthening of a PMO from senior management, middle managers, and/or staff to change and accountability coming from the project organization.
  • 8. Change adoption is… Choosing to accept and demonstrate a new way of thinking or behaving. Adoption occurs when stakeholder behavior is consistent with the future state behavior. STANDARD FOR CHANGE MANAGEMENT©, 2014 Change adoption
  • 9. 5. Optimism 6. Realistic results Perception of change Time 2. High expectations 4. Depression 3. Understanding the difficulties • Resistance to change among employees • Absence of support from management • Limited communications Unmanaged changes Managed changes 1. Beginning of change Employees go through a path of emotions while coping with change How people react to changes - + Change management allows to increase effectiveness of project implementation
  • 10. ● Self-interest: People fear the effect that change will have on them. ● Misunderstanding and lack of trust: People fear that management do not have their best interests at heart. This is about good communication. ● Different opinion: Stakeholders may not always agree that those who are initiating change are doing the right thing or at least going about resolving a problem in the right way. Resistance for this reason however, may well highlight issues that have not properly been considered. ● Low tolerance for change: This is about people’s ability to change, and going through the transition successfully. Why people resist changes
  • 11. PASSIVE CHANGE RESISTANCE ATTACHMENT CHANGE RESISTANCE When you strike resistance, the first step is to uncover what barrier is stopping a person stepping forward with you. ACTIVE CHANGE RESISTANCE Forms of change resistance OVERLOAD CHANGE RESISTANCE UNCERTAINTY CHANGE RESISTANCE
  • 12. ● Link the change to other issues people care about ● Show you care and understand concerns ● Identify members of the team who support the change ● Open conversation ● Offer resources ● Timing is everything ● Have a plan Strategies to address resistance
  • 13. 1. Have you talked one-on-one with individuals who are resistant to change to better understand their reactions? 2. Did you encourage them to express their thoughts and feelings openly? 3. Did you explore their concerns by asking clarifying questions? 4. Did you listen carefully to their responses and take their comments seriously? 5. Have you communicated the benefits of the change in terms of what might be of value to them? 6. Have you incorporated their suggestions into the plan to improve it? 7. Have you explored ways to engage these individuals in the planning and implementation processes so that they feel more invested in the change program? 8. Did you consider the ways in which you may be adding to their feelings of resistance? Steps to address resistance
  • 14. Individual change – the ADKAR model
  • 15. Source: Prosci® ADKAR® Model Reinforcement Sustain the change Build a culture and competence around change Prosci ADKAR model Awareness Understand the need for change Understand nature of the change Desire Support the change Participate and engage Knowledge How to change Implement new skills and behaviors Ability Implement the change Demonstrate performance A D K A R
  • 16. Individual change starts with Awareness of the need for Change Awareness is understanding of: • the nature of the change • why the change is being made • and the risk of not changing To do: • Communicate reasons for change • Emphasize on the vision of the change • Engage Change Sponsors • Foresee Coaching by Leaders • Provide access to information about the change ”What’s in it FOR ME?”
  • 17. Awareness is followed by Desire to participate and support the Change Desire is a personal choice or decision to be a part of the Change, which considers individual factors and historical experience with the changes in the organization To do: • Communicate benefits and address challenges • Empower Change Agents and Champions • Address fears and resistance actively • Engage employees into the change process • Build focus groups “Will I be a PART of this change?”
  • 18. As soon as you are successful with Desire – Knowledge on how to change is enabled Knowledge represents the information, training and education necessary to know how to change and how to operate in the future state (Behaviors and skills; Processes, tools and systems; Roles and responsibilities) To do: • Prepare Learning curriculum • Educate Effectively • Develop Job Aids and reference guides • Launch Communities of practice “What do I NEED to learn?”
  • 19. Ability to apply new skills and behaviors is the fourth step in the individual change process Ability is applying knowledge in practice, demonstrating intellectual understanding in a real-world environment To do: • Provide expert support and mentorship • Practice and allow mistakes • Measure adoption • Adjust processes “How can I do this NOW?”
  • 20. Reinforcement to sustain the change is the final step and it is critical Reinforcement is the ability to sustain the change over the time and preventing individuals from slipping back into old ways of doing work To do: • Celebrate success • Reward and recognize achievements • Collect employees’ feedback • Evaluate the progress • Measure performance • Build accountability “Can I do this the way I did it BEFORE?”
  • 21. Consequences of not managing change ● More people taking sick days or not showing up ● Changes not fully implemented ● People finding work-arounds ● People revert to the old way of doing things ● The change being totally scrapped ● Divides are created between ‘us’ and ‘them’ ● Lower productivity ● Passive resistance ● Active resistance ● Turnover of valued employees ● Disinterest in the current or future state ● Arguing about the need for change
  • 23. Change Management Areas Change scope & impact Communications Leadership & Sponsorship Engagement Performance Metrics & Benefits Realization Stakeholder engagement Resource Management Transition & Hypercare Sustainability & Continuous Improvement Learning & Development Adoption Risks & Resistance Management
  • 24. Sustain change & Evaluate Effectiveness Execute change management plans & Monitor Progress Formulate change management strategy & develop plans Define change and its impacts CHANGE MANAGEMENT PROCESS 1. Define change and its impacts Identifies the reason for change. Reviews the overall change and how it will impact the organization and establishes whether the organization is ready and able to handle the proposed change. 2. Formulate change management strategy & develop plans Defines change strategy and infrastructure; articulates and defines the entire change process to bridge the gap between “current state” and “future state”. Documents the scope, actions, timelines and resources needed to deliver the change. 4. Sustain the change and evaluate effectiveness Reviews results of change process with appropriate follow-up actions; supports culture change; shares success stories and learning points; reward and recognize successful change. 3. Execute change management plans & Monitor Progress Performs planned activities. Monitors the change transition and transformation process; assesses and measures change effectiveness on people, processes and systems; addresses resistance to change. Change Management Lifecycle
  • 25. Имя Фамилия Давайте знакомиться Занимаемая должность Assess the current state Before you start any change or transition, you need to understand the current state of your project management environment and your PMO. This includes assessing the strengths, weaknesses, opportunities, and threats of your PMO, as well as the needs, expectations, and perceptions of your stakeholders. You also need to identify the gaps and issues that your PMO needs to address or resolve. This will help you define the scope, objectives, and benefits of your PMO change or transition. Define the future state Once you have a clear picture of the current state, you need to define the future state of your PMO. This involves creating a vision, mission, and strategy for your PMO, as well as defining the roles, responsibilities, processes, standards, tools, and metrics that your PMO will use to deliver value to your organization. You also need to align your PMO with the organizational strategy, culture, and values, and ensure that your PMO supports the strategic goals and initiatives of your organization.
  • 26. ● Case for Change defined and shaped ● Change program branding developed ● Organizational gaps related to change identified ● Impact of change to people, processes, technologies is clear on high level ● Change Sponsor and key stakeholders understand and support the change 1. Define change and impacts: outcomes
  • 27. Имя Фамилия Давайте знакомиться Занимаемая должность Plan the change and transition After you have defined the future state, you need to plan how to get there. This involves developing a detailed change and transition plan that outlines the activities, tasks, resources, timelines, risks, and dependencies involved in establishing or transforming your PMO. You also need to establish a governance structure and a communication plan for your PMO change or transition, and assign roles and responsibilities to your team members and stakeholders. You should also consider the change management principles and practices that will help you facilitate the change and transition smoothly and effectively.
  • 28. ● Change Management team defined and structured ● Change management effort defined based on the scale of the change and its impact ● Gaps between current and future state identified, action plans integrated into comprehensive change management plan ● Communication approaches defined (key messages, audiences, timing, senders, channels, formats, styles, feedback mechanisms) ● Learning and development approaches defined (training, mentorship, coaching plans, training content, tools, styles, formats) 2. Formulate CM strategy & develop plans: outcomes ● List of stakeholders prepared (segmented, prioritized, needs defined, impacts defined, adoption risks defined, potential resistance defined) ● List of activities for Sponsor defined ● Change Champions defined and available to support the change ● Initial change adoption risks identified and reported ● Approaches to benefits measurement and monitoring identified ● Business support model developed
  • 29. Имя Фамилия Давайте знакомиться Занимаемая должность Implement the change and transition The next step is to execute your change and transition plan and monitor the progress and performance of your PMO change or transition. This involves managing the scope, schedule, budget, quality, and risks of your PMO change or transition, as well as communicating regularly and transparently with your team members and stakeholders. You should also provide training, coaching, and support to your PMO staff and project managers, and ensure that they have the skills, knowledge, and tools to perform their roles and responsibilities. You should also solicit feedback and input from your stakeholders and incorporate them into your PMO change or transition.
  • 30. ● Change is clearly communicated to associates through out the project implementation ● Associates are well-trained and educated about the change and have enough skills to perform effectively in the future state ● Change adoption increased to target levels and is growing ● Sponsor is visibly engaged throughout the change implementation ● Change management activities are timely performed and monitored 3. Execute CM plan: outcomes
  • 31. Имя Фамилия Давайте знакомиться Занимаемая должность Evaluate the change and transition The final step is to evaluate the outcomes and impacts of your PMO change or transition, and measure the value and benefits that your PMO delivers to your organization. This involves conducting a post-implementation review and a benefits realization analysis of your PMO change or transition, and identifying the lessons learned, best practices, and areas for improvement. You should also celebrate the achievements and successes of your PMO change or transition, and recognize and reward the contributions and efforts of your team members and stakeholders. You should also ensure that your PMO is continuously improving and adapting to the changing needs and expectations of your organization.
  • 32. ● Change is adopted immediately, or short after being launched ● Tangible and intangible benefits related to change are released and effectively measured ● Continuous improvement process defined ● Change sustained over time with no rolling back to the past ● Lessons learned collected, communicated and stored 4. Sustain change: outcomes
  • 33. High-Level Change Management Plan Change management as separate parallel stream Change management plan requires flexibility and should be updated based on people’s feedbacks and reactions. Change Impact Prep, Workshops Change Impact Reporting Go-Live CRA 1 Training plan and TTT Content Development EUT Content Development EUT supporting material development Communications #1 Project Announcement #2 Changes, Benefits, Training #3 Post TTT, upcoming EUT, Cutover #4 Pre Go-Live Announcement #5 Go-Live Announcement #6 Post Go-Live Announcement Communication Plan Development Train-the-Trainer End User Training Post Go-Live Training (if any) CRA 2 Stakeholder groups analysis BUILD TEST GO-LIVE POST GO-LIVE
  • 35. Vision Change vision definition • The case for change to support the organization’s vision and clearly articulate its expected benefits to the organization. • A clear description of the consequences of not changing. • A misunderstood or incomplete change rationale may be one of the biggest risks in successfully gaining stakeholder adoption. Determine Why the Change is Required • The development of the organization’s operating state after the change has been adopted. • Developing and describing a common direction for the future state so that stakeholders can envision it in operation and foresee the value of the future state. Develop a Clear Vision of the Future State
  • 36. ● The North Star is the vision for the change and the long term test for all actions. ● Articulate the change vision and crystallize it into actionable goals. ● Crystallize your strategy in 3-7 bullet points. This will act as your checklist for the change. Creating the Northern Star To be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online, and endeavours to offer its customers the lowest possible prices We believe that we are on the face of the earth to make great products and that’s not changing The metaverse is the next evolution of social connection. Our company’s vision is to help bring the metaverse to life, so we are changing our name to reflect our commitment to this future.
  • 37. Vision. A clearly defined change is needed to determine the approach necessary to implement the change successfully. Defining change scale • departmental or enterprise-wide? • people-, process-, or technology-oriented? • part of or in conjunction with other changes happening in the organization? • transformational or incremental? • how will the organization and its structure be affected by the change? Define the Change
  • 38. Goals, objectives, and strategies are the outline of what needs to be done to address the needs/problems. In setting goals, objectives, and strategies, consider these questions: ● What are the expected outcomes? ● What are the cost and time to accomplish the goals and take action? ● Is there any research demonstrating that interventions are effective? ● What group of stakeholders is willing to assume responsibility for achieving the goal or taking action? ● Are there baseline data so the goals and strategies can be tracked? Goals, objectives, strategies
  • 39. Change Lean Canvas Describe the change that is happening Why did we decide to do this change? Who will be impacted by this change? What will we do to prepare impacted stakeholders? When will they be impacted by this change? What are the business outcomes we want to reach? What are the business outcomes we are reaching? What are the next steps? Enter the name of the change Change Name Enter Business owner name Business Owner Enter Change manager name Change manager Insert what the employee, customer or user used to be able to do Insert what the employee, customer or user will be able to do with this new change Insert the different stakeholder groups impacted by this change Describe the rational behind the decision to do this change Insert date Insert what we will do to ensure proper adoption of the change (i.e. communication, training, pilot group,…) Insert the business outcomes we want to reach When available, insert the business outcomes and their source Include the next steps if any Enter Change Canvas version & submit date Submit Date
  • 40. When implementing a change in the workplace, it is imperative to have success metrics. Defining success criteria Success metrics - metrics that help leadership to assess the overall health and achievement of the change. 1 Design success metrics strategy 2 Collect Data 3 Analyze Data 4 Adjust success metrics strategy 5 Communicate results Success metrics and feedback are used to understand the current landscape of the change effort through all stages of the initiative: • Quantitative data can be disseminated via metrics reporting. • Qualitative data must be combined and grouped into common themes in order to bubble up relevant information.
  • 41. Success Metrics are quantitative data obtained from: Feedback is qualitative data obtained from: Qualitative and Qualitative metrics • Customer Satisfaction • Financial Performance (e.g. cost, revenue) • Operational Performance (e.g. rework, lead time, handoffs) • Product and/or Service Quality (e.g. quality, defects, volume, frequency) • Public Outreach (e.g. number of people impacted) • Supplier Performance (e.g. reliability, durability) • 1:1 Meetings • Team Meetings • Focus Groups • Surveys • Open Comment Box (Live URL available 24/7) • Incentivized feedback
  • 42. Determine the metrics that speak to the change initiatives objectives and are critical to sustaining success. Success Metrics Template What is changing? What is the measure? Success metrics data category Currently exists as a metric? (Y/N) Data owner? (Wkly, Mnthly Frequencyetc.) Success Metrics Data Categories: Financial Performance (e.g. cost, revenue) Operational Performance (e.g. rework, lead time, handoffs) Product and/or Service Quality (e.g. quality, defects, volume, frequency) Customer Satisfaction Public Outreach (e.g. number of people impacted) Supplier Performance (e.g. reliability, durability)
  • 43. Identification of sponsors and development of the engagement strategy
  • 44. Organizations with executives who actively communicate the value and benefit of the Change are more likely to be successful with their rollout. As you create your dedicated rollout and adoption team, be sure to secure an executive sponsor who will drive the "top-down" messaging and actively communicate the value and benefit of the Change throughout the rollout. For example, the executive sponsors should write and sign the awareness and rollout emails. They should also participate in awareness activities and meetings. Engaging change sponsors
  • 45. Leadership / Sponsorship as Change Success Factor Sponsor exists! and: • Has the necessary authority • Willing and able to build a sponsorship coalition • Actively and visibly involved • Resolve issues and make decisions • Can build awareness of the need for the change • Visibly reinforce the change and celebrate successes The organization has defined vision and strategy • Change is aligned with the strategy and vision • Priorities have been set and communicated
  • 46. Support executive sponsors Hold the sponsor accountable in their role Hold regular meetings Ensure the sponsor communicates directly with employees Coach the sponsor on their role Provide behind-the-scenes assistance to the sponsor on their role 1. 4. 2. 3. 5.
  • 47. Sponsorship Plan 47 This sponsorship plan will help you lay out what the sponsor needs to be doing with the project team and the different relevant stakeholders. List of actions Action goal Key messages Audience Project phase ADKAR Goal When / Frequency Communication Channel Status Action #1 Provide key information regarding… Message #1 Project team Initiation 1.Awareness Before Project Start Date Annual conference Done Action #2 Provide key information regarding… Message #1 Peers and other senior managers Design 1.Awareness Before Project Start Date Annual conference On Track Action #3 Provide key information regarding… Message #2 Front-line employees Implementation 2.Desire At Project Start Date Email Late Action #4 Provide key information regarding… Message #3 Front-line employees Implementation 3.Knowledge Monthly Email Done
  • 48. Executive Alignment Framework Executive alignment – shared vision, purpose and goals of the proposed change The strategic change leadership alignment process develops change leadership capability so the organisation’s leaders are aligned, as a high performing team, with change leadership skills and knowledge to successfully lead your organisation’s change, transformation or improvement to accelerate employee change adoption and deliver sustainable long-term benefits
  • 51. CIA - analyzes how stakeholders will be impacted by the change and the change’s specific impact on people, processes, tools, organizational structure, roles, and technology. Change Impact Assessment
  • 52. Change Impact Assessment • Roles & Responsibilities adjustment • Reporting line modification • Work procedure alignment Organizational Alignment Communication Training • End-User Communications • Change promotion • End-User Training • Post-Training Support Inputs and Outputs Change Impact Assessment • Business Requirements/ To-Be Documents • Current practice of Existing System • Organisation Structure/ Function Description • New & Existing Processes/workflow
  • 53. CONDUCT INITIAL ASSESSMENT HIGHLIGHT INITIAL FINDINGS DOCUMENT FINDINGS VALIDATE FINDINGS WITH BUSINESS DEVELOP ACTION PLAN Populate Change Impact Assessment template with preliminary change impacts from To-Be process documents Socialize initial change impacts with Project Team Highlight information gaps Refine Change Impacts and Prep for Change Impact Validation Workshop Validate findings of initial change impact assessment with business SMEs. Develop change impact report and heat map. Develop targeted solutions and action items to mitigate major change impacts before Go-Live What Time Data collection Reporting and Execution Steps to assess Change Impacts
  • 54. Types of Change Impact People Process Technology • Location • Structure • Roles & Responsibilities • Sizing • Skills & Knowledge • Policy & Procedure • Processes • Integration • Workflow • Reporting • Tools
  • 55. Change Impact Analysis Tracker Mitigation Action(s) - Recommendations Category Process ID Countrie s Current State Future State Anticipated Benefits Anticipated Challenges Impacted Roles People Process Technology Communicat ions Training Other actions High Medium Medium Medium Medium Low Change Impact Analysis Tracker Action Plan
  • 56. Documenting approach 1/3 The Change Impact Assessment Tracker is used to collect the information needed to assess and prioritize the impact of changes. An additional validation workshop should be conducted to confirm this information and obtain additional information about the documented changes Change Overview Category Process ID Location Current State Future State Expected Benefits Anticipated Challenges Policy Requests PL 03 UA Applications with receipts older than 3 months require justification for the delay and approval from N+2. Refunds will only be made after N+2 approval. Applications for expenses must be submitted no later than 3 calendar months after the date of the expenses. Users will not be required to provide comments to justify an overdue submission. Reducing the burden on applicants and N+2 approvers Applicants and approvers will need knowledge and skills in using the New System, in particular in relation to submitting applications
  • 57. Impacted Roles Impact Areas Impacted Roles People Impact Level Process Impact Level Technology Impact Level > Requesters > Approvers > Accounting team End users will no longer need to provide comments to justify overdue submissions Approvers (N+1) will be responsible for reviewing and approving any expenses submitted after 3 months Low End users and approvers will need to submit claims no later than 3 months in advance. Comments with justifications from applicants and N+2 approval are no longer required Medium The approval submission process will take place in the new system. A yellow flag business rule will be in effect to notify approvers of any overdue submissions Medium Documenting approach 2/3
  • 58. Mitigation Actions - Recommendations Comments Communication Training Other organizational Comments > Communicate to end users and approvers that receipts must be submitted no later than 3 months in the new system and that approvers will pay more attention to receipts older than 3 months > Training on applications and the mandatory commenting process in the new system (for applicants and approvers) > The policy will need to be updated by the accounting team to reflect changes in the process (no approval from N+2 required, no comments from applicants)) Documenting approach 3/3
  • 61. Stakeholder can clearly articulate: ▪ What is changing ▪ How the change benefits or affects the organization ▪ How the change affects him or her individually Effective Communication A message is a simple and clear idea and it should summarize the essence of the change Right message through the right channels Relevant and appropriate to the audience
  • 62. Right Message to the Right Audience at the Right Time via the Right Channel Communication Timing & Key Messages Enforcement Through Corporate Events Communication Feedback
  • 63. Communications Approach A communications approach ensures that stakeholder groups are kept informed/effectively engaged throughout the project GOAL A snap shot of the communications in terms of approach, style, audience and frequency A statement of intent with principles and identified mechanisms The Plan defines how the organisation will structure Communications activity, and what resources and tools are needed Communications are developed, approved and disseminated. This may be via a number of channels Communications should be measured and evaluated to ensure continuous improvement Stakeholder Engagement Change Impact Assessment 1. Analysis 2. Strategy and Plan 3. Infrastructure and Governance 4. Develop and Deliver 5. Measure and Evaluate SAMPLES OF COMMS Introduction Email Training Schedule Email Agency Briefing APPROACH
  • 64. № Name Channel Date Stakeholder group Responsible persons Status #1 Project Announcement Email End users Done #2 Changes, Upcoming EUT Email, Intranet End users #3 Training, Cutover Email, Intranet End users #4 Pre Go-Live Announcement Email, Intranet End users #5 Go-Live Announcement Email, Intranet End users #6 Post Go-Live Announcement Email, Intranet End users 2 Intranet page Create content for Web Page Intranet End users Monthly Page update Intranet End users Go-live Countdown Intranet End users 3 Materials Quick Referents Cards (types by roles) Brochures End users Hot-line set up (VIP, Local, International) Brochures End users 4 Feedback Change Readiness Assessment Survey circle 1 Email End users Change Readiness Assessment Survey circle 2 Email End users Feedback channels Email End users Communication Plan
  • 65. Example #1 Example: Company Email Announcement ________________________________________ Email Subject Line: [company/organization name] is moving to [XYZ]! To all [company/organization name] employees: We’re excited to announce that [company/organization name] will soon move its email and calendar platform from [ABC] to [XYZ]. With [XYZ], we'll gain the benefits of a robust and innovative feature set, the ability to access email and calendar services from any Internet-connected computer, much more storage capacity, and lower infrastructure and support costs. What's more, [XYZ] is easy to use, and we think you'll find it to be a more efficient way to manage your email and calendar! In the coming [weeks/months] you'll receive additional announcements as we begin switching employees' [ABC] accounts to [XYZ]. But don't worry, you won't lose important data, and your email address won't change! Learn more... <<link to your posting on intranet>>
  • 66. Example #2 Example: [XYZ] Training Announcement ________________________________________ Email Subject Line: Don’t miss your [XYZ] training! Thanks for being a [pilot user/early adopter] of [XYZ] for [company name]. To help you get ready for your move to [XYZ], we've arranged the following live, online training sessions for you. Please add these events to your calendar so you don’t miss out on this learning opportunity: [Insert your training schedule] If you're unable to attend You'll have the opportunity to attend additional training sessions as we roll out the services to other groups of employees. For your convenience, we'll also record the training sessions and publish them on our [company name] intranet. If you have questions [Your Help desk phone/email, IT contacts, or other support information]
  • 68. What is training? Training is about CHANGE. It is about TRANSFORMATION. It is all about LEARNING. Training is a PROCESS designed to assist an individual to learn new skills, knowledge, or attitudes Mentoring is a relationship in which a more experienced or more knowledgeable person helps a less experienced or less knowledgeable person learn certain competencies. What is mentoring? Coaching is a method of consulting and training in which a special person, a "coach", helps other people to achieve a certain goal in their profession or in their personal life. Coaching focuses on achieving a specific goal in a way that the person has to figure out on their own. What is coaching?
  • 69. Learning Needs Analysis is identifying the new knowledge, skills, and attitudes which people require to meet their own and their organisation’s development needs We need to assess: 1.who needs training or learning? 2.what training or learning they need 3.how to design effective learning and training for those people 4.the impact of the training we are planning 5.the cost and resource budgets, to assess value for money Learning Needs Analysis
  • 70. Learning Needs Analysis Area / Department / Job Role Employee Type Key Skills Gaps Required Priority Ranking Number of staff Number to be trained in 2023
  • 71. Training Approach ▪ Develop a training plan that will equip users with skills to successfully operate the new system ▪ Develop sustainable training content in order to meet training needs GOAL Training strategy definition Development of training plan Development of supportive training materials Training Delivery Training Tracking and Evaluation Train the Trainer End User Training ▪ Pre-identified trainers (Local change leads/key users) will be trained on system functionalities and process/policy changes ▪ Educate Trainers on new system features as a result of the New System implementation ▪ Facilitate trainers’ learning on delivering training to End Users ▪ Ensure that Company will have in-house support post Go-Live ▪ Company trainers train End Users close to Go-Live ▪ Trainers will document country-specific changes and update training materials post Go-Live ▪ Educate End Users on New System system functionalities, policy/process changes ▪ Prepare end users for Go-Live to minimize business disruptions ▪ Build confidence among end users by communicating the post Go-Live support structure TRAINING CONTENT APPROACH
  • 72. Training Plan Audience Trainer Due Date Status PHASE 1: Improve the ability to [insert your own text] Sales representatives Anna K Mar 14 On Track 1Training on [insert your own text] Sales representatives Mar 7 On Track 2Training on [insert your own text] Sales representatives Mar 7 Late 3Training on [insert your own text] Sales representatives Mar 7 Done 4Training on [insert your own text] Sales representatives Mar 14 On Track 5Training on [insert your own text] Sales representatives Mar 14 Done PHASE 2: Improve the ability to [insert your own text] Managers Anna K Mar 31 On Track 1Training on [insert your own text] Managers Mar 21 On Track 2Training on [insert your own text] Managers Mar 21 Late 3Training on [insert your own text] Managers Mar 21 Done 4Training on [insert your own text] Managers Mar 21 On Track PHASE 3: Improve the ability to [insert your own text] Christian G. Anna K Dec 31 On Track 1Training on [insert your own text] Sales representatives Mar 31 On Track 2Training on [insert your own text] Sales representatives Apr 7 Late 3Training on [insert your own text] Sales representatives Apr 14 Done
  • 73. Training Evaluation: ensuring knowledge readiness Feedback on the Training Via Online based survey Level 1: Reaction Knowledge acquired by participant Via Online based survey Level 2: Learning Purpose: • To understand the effectiveness of the training execution and ways to improve • To gauge the knowledge acquired by the users to determine their readiness to use the new system • To gather feedback on any changes/ improvements to be made to the training materials/execution etc. • To receive input on the support mechanisms that can be put in place to ensure a smooth transition to the new system for the employees
  • 75. ● Reinforcing change is necessary to make sure a change actually sticks. ● Without reinforcement, your target audience – such as employees or managers – may revert to the old ways of doing things. Reverting old habits is common because: ● People prefer what is familiar, comfortable, and easy ● Those who resisted change may continue to resist change, even after the project is complete ● If the project requires extensive employee training – or if people are less involved – then people may actually forget what needs to be done In short, if you don’t reinforce change, all your hard work may vanish. Why Reinforce Change?
  • 76. When you want to increase a behavior – reinforce When you want to decrease a behavior – punish When you introduce a stimulus – it’s positive When you take away a stimulus – it’s negative Positive Reinforcement (treating) Negative Reinforcement (Nagging) Positive punishment (additional work) Negative punishment (lack of smth) Types of Reinforcement
  • 77. Transition Strategy Definition Objectives: ▪ secure smooth transition from *** system to XXX system with minimum disruption to the operation of existing processes ▪ identify the best method to transition to the new system for the particular application ▪ ensure organizational readiness to start working with XXX system Develop Action Plans and Communications Execute Cut-Over Plans Develop Change Readiness Check-Lists Define Transition Approach Monitor Risks and Effectiveness Analysis of Transition approaches based on User and Team effort, Operational Risks and Costs Develop Action plans to support Change readiness Monitor, evaluate and report on Transition strategy effectiveness based on People, Process and System Performance Detailed readiness checklists: People, Processes, Systems readiness for launch Perform Cut-over activities according to Check-list and Action plans
  • 78. Parallel. Both systems run in parallel and outputs from each system are compared and all discrepancies resolved. Pilot. Either a subset of the system is implemented or the full system is made available to a subset of the user group, e.g., one office. Phased. Various subsets of the system are phased in over time until the full system is implemented, e.g., full or partial application release to one or more offices. Immediate. The old system is retired and immediately replaced by the new system. Transition Strategies Note: strategies can be combined depending on the development stage and approach
  • 79. Sustaining change is critical to the success of an initiative, as people have a natural tendency to revert to old ways of doing things, or they often develop workarounds to new solutions for various reasons. 1. Collection and analysis of post-launch feedback 2. Diagnosis of gaps and problems after implementation 3. Implementation of corrective actions to eliminate identified problems 4. Celebrating successes and quick wins 5. Disbanding the change management team Measures include: Sustaining changes 1/2
  • 80. Take corrective action Diagnose gaps and problems Track and measure/collect and analyze feedback • Track the success of change adoption by gathering feedback from employees through surveys and communication with managers and change leaders. • Monitor system usage to see how people are using new systems. • Monitor how new business processes are being used and how often the "old way of doing things" is still being used • Analyze the feedback received. • Look for patterns, problems, gaps, supports, and insights. • Prepare a summary of your findings. Organize the results in an easy-to-understand manner and present them to project managers and stakeholders. • Work with the project team and managers to develop a remediation plan to address any new signs of resistance. • Check with interns and department heads to determine additional training needs. • Contact managers to identify post-deployment issues. • Work with all parties to resolve issues and obstacles. Sustaining changes 2/2
  • 81. ● The Standard for Change Management© - by the Association of Change Management Professionals (ACMP) ● Managing Change in Organizations: A Practice Guide – by Project Management Institute, Inc. ● The Prosci ADKAR® Model – by PROSCI INC. Useful reading
  • 83. Имя Фамилия Давайте знакомиться Занимаемая должность Find me at https://www.linkedin.com /in/annakompanets/ https://www.theways.io/ment ors/anna-kompanets