UMBC Change Management Planning

1. UMBC Change Management Planning PS Internal Conference June 13, 2003Gerhard Friederich, RWD Jack Suess, UMBC, jack@umbc.edu http://umbc.edu/~jack/ps/umbc-change

2. Why Manage Change? @ UMBC “Change is certain. Progress is not.” -- E. H. Carr From Napoleon to Stalin, and Other Essays

3. Issues & Obstacles to Realizing System Benefits 2001 ASUG Conference Presentation —Sam Wee, Surgency

4. Why Organizational Transformations Fail: Avoiding the pitfalls • No maintained sense of urgency for change • Lack of an aligned leadership coalition • Unclear vision/strategy that engages all levels • Inconsistent and/or unilateral communication • No empowerment/involvement to act on changes • Change activities not rewarded/celebrated • Declaring success prematurely • Not institutionalizing the change in the culture * Adapted from John Kotter’s “Leading Change”

5. Change Cycle Acceptance Anger Bargaining Change Degree of Feeling Exploration Adaptation Denial Depression Ending Transition Zone Phases Beginning

6. We All Need to be Included in the Change Process “People whose lives are affected by a decision must be part of the process of arriving at that decision” -John Naisbitt “-ESPECIALLY if the decision has already been made for them” -Gerhard Friedrich

7. A x B x D E C = Change Formula* : Understanding the Core Dynamics of Change C= Degree to which the clearly defined change is successful is a function of: A= Desirability of the new vision / goalmultiplied by: B= Dissatisfaction with the status quo multiplied by: D= Practical steps available from B to A divided by: E= Effort, energy, cost involved in making the change (* Change “source code”) To Bring Organizations to Life, Not Just Getting Systems to “go live”

8. Leadership Alignment Team Development Communication Architecture Strategic Alignment with Business Process and Technical Infrastructure Knowledge Management/ Organizational Learning Organization Structure Competency Development Performance Management Systemic Organizational Change Drivers Adaptive Culture

9. The CHANGE ACT “Degree of Difficulty” Complexity(Interdependencies) Congruence Centrality (Distance from Status Quo) (Importance to Core Business) Critical Success Factor: Scale To The Change Capacity

10. Major Activities by Phase Testing& Training Deployment& Go Live Strategy& Planning Phases Design Build Initial Communication Plan Update & Execute Communications Stakeholder Impact Assess. Roll Out Communications Post Go-Live Communications Communication Develop Performance Scorecard Site Management Roll Out & Performance Metrics Sessions Leadership Alignment Executive Sessions Optimization Sessions Stakeholder Engagement Super User Strategy O2 Session Testing O2 Session O2 Session SE Strategy Organization Alignment Org. Impact Assessment Org. & Job Design Performance Management & Incentive/Reward Change Readiness Assessment Training & Support Documentation & Training Development Training Delivery Post Go-Live Support Training Assessment & Strategy Project Team Training Team Effectiveness Team Structure & Charter Steering Committee & Project Team Project Team & Site Teams Site Team & End Users

11. Organization Change by Those Who Make It Happen AnOverview

12. What is ? • A fast, proven, structured method for organizationalchange impact assessment, planning, course correction, sustaining • A unique combination of: • A validated change impact survey • Keypad technology for rapid polling • Action planning for managing potential problems • Designed to inform and engage large numbers of key stakeholders and opinion leaders from your organization Leading to quicker return on your program investment!

13. Pulse Pulse Pulse Pulse Pulse Pulse Leadership Alignment Process Change Leader Communication Sessions Formal Organization - Change Leaders Change Leader Session #3 Change Leader Session #1 Change Leader Session #2 Change Champion #1 Change Champion #2 Change Champion #3 Informal Organization - Change Champions • Change Champion Planning Sessions “Pulses”- Sensing Mechanisms

14. UMBC has a very strong shared governance structure. I had built a participatory structure into the project management review (see attachment) We had setup a Blackboard organization for the project and shared all information We involved many from the campus as subject matter experts (SME) I was spending much of my time meeting with groups and keeping key stakeholders informed Initial Change Plan

15. We thought we were doing OK with change management since we had involved over 150 people in project design and met with key groups. In November, we had a group (Strider & Kline) come in and do a project review. One of their findings was we had a wide variation in opinion and knowledge about the project and needed to do much more with change management. You Can Never Do Enough Change Management!

16. I knew I could not put in more time necessary to do this myself. Luckily, I anticipated this in building the steering committee and went to my Asst. VP for Communication & Marketing She pulled together a Change Management committee of 7. It had key staff and faculty stakeholders. We decided we needed outside help Interviewed RWD and decided to take advantage of their Change Management Practice First Step - Admit You Need Help!

17. We wanted an unbiased approach We wanted an approach that could work across other change efforts and where we did most of the work We felt their O2 change management approach was unique Why RWD

18. Ground Rules, Introductions, Roles, etc. Present “The Change” Share Action Plans DevelopAction Plans Team: Topic: Problem: Team: Topic: Problem: Team: Topic: Problem/Barrier: Actions Actions Actions Actions Responsible Responsible Responsible Responsible Mgt Support Mgt Support Mgt Support Mgt Support Timing Timing Timing Timing Who is Responsible Mgt. Support Required Actions Timing Team: Topic: Problem: Team: Topic: Problem: O2 Session Agenda Kick-off Share Analysis Findings Analyze Survey Results Conduct Survey Present Change Management Tutorial

19. UMBC Implementation of O2 event Identified stakeholder groups but decided to focus primary on everyday users of system. Spent a lot of time trying to identify “influencers,” positive and negative! Had President invite people to O2 session O2 session had ~100 people, about 80 took survey Spent 2 half-days reviewing the results

21. Change Survey Participants Role 60% regular users 36% managers 4% faculty Time at UMBC 54% 1992-present 18% 1986-91 28% 1966-1985

22. People are Realistic This is not a very complex change to implement 61% disagree This change will not require a lot of adjustment on my part 66% disagree PS will not greatly change how we do business 67% disagree

23. Baggage from Past Changes We do a good job communicating change to all levels 52% disagree Change projects are on time and on budget because management closely monitors 67% disagree Rules policies and procedures that interfere with a change are adjusted in a timely fashion 61% disagree

24. Yet…Strong Support for this Change I feel that the old systems no longer do an effective job 90% agree I clearly understand the benefit I will achieve by implementing this change 94% agree I support the benefit that UMBC will achieve by implementing this change even it if means I have to do things differently 100% agree

25. What Our Change Partners Want • Personal contact • Specifics about training • Advance notice about training • Backup support during training • Acknowledgement and appreciation • Live, ongoing support

26. What We Did Weekly update to change partners on project Identified SME in each area we call “Peer Mentors” to help support others in division Worked with change partners on planning end-user training, support, and documentation Bi-weekly lunches with stakeholders Thank you letters from President Provided channels for feedback and communications Creating a supportive environment for change

27. The Opportunity • Rewire how we introduce change • Change the talk in our heads about the way things work—or don’t work—at UMBC • Change how people feel about key administrative departments • Build reserve of goodwill that will help us with other challenges