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ERP Change Management – Getting from Here to There

ERP Change Management – Getting from Here to There. Pam Waters Change Management Team Leader Department of Technology & Information State of Delaware. Evolution of Organizational Change Management in Delaware. Delaware’s ERP Background. State of Delaware 67 Organizations 35 State Agencies

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ERP Change Management – Getting from Here to There

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  1. ERP Change Management – Getting from Here to There Pam Waters Change Management Team Leader Department of Technology & Information State of Delaware

  2. Evolution ofOrganizational Change Management in Delaware

  3. Delaware’s ERP Background • State of Delaware • 67 Organizations • 35 State Agencies • 19 School Districts • 17 Charter Schools • 36,000 Employees • 12 Unions Represented • 37 Different Locals

  4. ERP Systems In Progress Implemented PeopleSoft HCM V 8.8 (HR/Benefits/Payroll) PHRST X eBenefits X Time & Labor V 8.8 X X PeopleSoft Financials V 8.9 X State of Delaware ERP Systems

  5. Delaware Payroll Human Resources Statewide Technology PHRST

  6. G G 1990’s • 1990’s — Various False Starts • July 1999 • PeopleSoft Human Resource Version 6.02 implemented • Benefits Administration & Payroll — Unsuccessful • Rolled back to Mainframe Legacy System

  7. August 1999 – February 2000 • Project managed by consultants • Low team morale • Multiple project plans to ‘fit’ budget • Production support for Human Resources • Chain of command – multiple reporting structure

  8. March – December 2000PHRST Project • Became a ‘state – managed’ project • Acquired additional state resources • Rearranged project team • Added full time Change Management team • Single reporting structure

  9. December 2000 – July 2001PHRST Project • Change Management Team formed • Strategy developed • Prepared (readied) State Organizations • End-User training (1300+) • Successful HR (V6.02 to 7.51) Upgrade & Benefits/Payroll implementation

  10. ERP Lessons Learned • High – level commitment • Acquire “Best of the Best” state resources • Avoid modifications – re-engineer 1st • Visionary Change Management • Production support project plan

  11. Why ERP Implementations Fail • 42% Leadership • 27%Organizational & Cultural Issues • 23%People Issues • 4% Technology Issues • 4% Other • Organizational issues left unchecked often lead to project failure Source: Organization Dynamics, Jim Markowsky

  12. Addressed Primarilyby OrganizationalChange Management People Addressed Primarilyby Package Addressed Primarilyby BusinessProcess Redesign Technology Type Process Type Type Type Type Type People and process issues are sometimes overlooked in planning for this type of project. They need to be addressed for the project to be a success. Planning for ERP is a Critical Success Factor

  13. PHRST Upgrade 2004 V 7.5 to V 8.8

  14. Project “French Vanilla” • Formed to eliminate/reduce system modifications • Led by Cabinet Secretary • Identify areas needing new legislation • Optimize current business processes • Communicate with state organizations

  15. PHRST Upgrade V7.51 to V8.8 • Client Server to Web based • Not much functionality change • Back out of some modifications due to re-engineering effort of project French Vanilla • One year timeline • Planning began in April 03 before actual funding July 1 • Tremendous change to look and feel! • Internet education • Go live was a non-event!

  16. Department of Technology & Information Office of Major Projects Change Management Team

  17. State Agency Transformation • Governor & General Assembly established new agency • The Department of Technology & Information • Office of Major Projects • Chief Program Officer • Project Management Team • Organizational Change Management Team

  18. Technology Investment Council PMO

  19. Project Management Change Management Project Initiation Preparing for Change Project Planning Managing Change-Planning Project Executing Managing Change-Execute Reinforcing Changes Project Controlling Transition Project Closing Monitoring Change Process Integration

  20. Organizational Change Management

  21. What is Organizational Change Management? • Definition • The organized, systematic application of knowledge, tools, and resources of change that provide organizations with a key process to achieve their business strategy • Goal • Provide the structure & guidance necessary to effectively prepare organizations for the successful acceptance of cultural change

  22. Organizational Change Management Objectives • Provide awareness • Ensure understanding • Facilitate acceptance • Care, listen, and respond • Manage people’s expectations • Ensure readiness • Champion the project

  23. Greatest Success Factors • Active and visible sponsorship • Use of organizational change management processes & tools • Effective communications • Employee involvement • Effective project leadership and planning Source: Prosci Benchmarking Report

  24. Greatest Obstacles • Resistance from employees and managers • Inadequate senior management & sponsorship • Cultural barriers • Lack of change management expertise Source: Prosci Benchmarking Report

  25. Change Management Standards • Prepare with the project team • Assess change/culture • Develop/educate team • Manage the strategy • Develop and manage the plan • Track/report readiness • Develop training strategy • Reinforce/Support • Celebrate success • Analyze feedback and prepare to manage resistance http://dti.delaware.gov/majorproj/standards.shtml

  26. Organizational Change Management Tools • Organizational & Project Attributes Assessment • Project Readiness Assessment • Stakeholder Analysis • Sponsor Roadmap • DTI Readiness Methodology • Communication Standards • Reporting/tracking standards • Control Book • Measures of Success/Lessons Learned

  27. Small incremental change to a change resistant organization Large Disruptive Change to a Change Resistant Organization Small incremental change to a change-able organization Large Disruptive Change to a Change-able Organization Assessing the Organization Risk Determination Table 110 Medium Risk High Risk Organizational Attributes 44 Medium Risk Low Risk 22 12 24 60 Change Characteristics [1] Modified from Prosci.

  28. Executive Sponsors Project Director Change Management Coach . . . Green Team . . . Change Management Coach Yellow Team Change Management Project Lead Project Team . . . Change Management Coach Blue Team Communications Coordinator Change Management Coach RedTeam . . . ERP Team Model

  29. Manage the resources • Manages the CM project plan • Receives status from the Readiness Lead • Reports status to the Project Manager and Project Director ERP Change Management Team – Project Members

  30. ERP Change Management Team – Project Members • Works with the coaches to compile checklist activities, communications, workshops etc. • Receives status of organizations from the coaches • Reports status to the DTI CM Team Leader

  31. Communicate activities to the Readiness Coordinator • Track organizations’ progress • Report status to Change Management Lead • Help facilitate workshops & focus groups ERP Change Management Team – Project Members

  32. Develops communication plan • Creates branding/logo • Tracks communications sent • Develops PPT presentations ERP Change Management Team – Project Members

  33. Is empowered to delegate checklist tasks to the appropriate resource within their organization • Ensures timely completion of tasks • Signs off on monthly checklists and returns to their coach • Forwards communication to the appropriate individual • Usually a subject matter expert (SME) ERP Change Management Team – Organization

  34. “Readiness” Preparing/Tracking/Reporting

  35. Master Readiness Tracking Spreadsheet Readiness Checklist All Project Teams Functional Impacts Documentation INPUT Functional Impacts Successful System Implementation End Users DTI Readiness Methodology

  36. Functional Impacts

  37. Master Readiness Tracking Spreadsheet

  38. Readiness Checklists

  39. Executive Sponsor Reporting

  40. Managing Change On-site Tracking Station

  41. End-User Identification & Skills Inventory • End-User Inventory • End-User Identification • Manager/Supervisor Identification • Specify Key-End User • Skills Gap Analysis • Identify IT Support Personnel and Technical Specifications

  42. { { 1st End-user Identification and Demographic Information 2ndSkills Inventory 3rd IT sppt. { End-user Inventory

  43. “Readiness” Communication

  44. Change Management as Communications Hub

  45. Organizational Change Phasesand Communication What is happening? How do I staymotivated? Transition through Analysis Celebrate Success! Understanding through Awareness Comfort Unaware Denial Insight Ability with coaching Desire through impacts Anxiety What’s in itfor me? How do I prepare? Knowledge by training What will I do differently tomorrow?

  46. Why is this system necessary? Align the change with the mission/vision and strategic direction of the organization Offer a broad overview of how the organization will transition – what & when Present the benefits Identify business risks of not changing Make sure the organization knows this will happen – not an option Who/What? Senior Executives The change and impact on the organization

  47. Who/What? Managers Supervisors The change and the impact on the individual • Provide the ‘what's in it for me’ information – how will roles change? • How will I get the training to do my new job (will I be able to do the job)? • Ask for employee’s ideas/suggestions for implementing the change • Provide timely & and accurate status

  48. Release Authority Status Comments Master Communication Plan Sample • Event • Scheduled date • Audience • Communicator

  49. Communication Tracking Spreadsheet • Communication Title • Media • Date Sent • Sent from and to • Organization/Team • Phone • Email Address • Follow-up Needed • Yes • No • Type of Follow-up Needed • Meeting • Phone call • Email • Other • Comments

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