change management strategy/plan

[company] Change Management Strategy[company] America Medical Systems, Inc.October 2010

Contents

What is Change Management?

Why do we need Change Management?

How will we address Change Management?

Methodology

Program Management

Program Leadership

Organization Design

Stakeholder Engagement

Communications

Skills and Knowledge

Culture Transformation


Change Management is:

A structured approach to preparing the organization to fully utilize [company] and achieve project business objectives

Composed of multiple workstreams (e.g., communications, training, etc.)

Highly integrated with all other project teams

Change Management is not:

Technical/system change control

“Warm and fuzzy” activities

Project Management

Self contained

Human Resources (e.g., compensation, job satisfaction, etc.)

A process to move people from past expectations about “how we do things” to acceptance of the future vision

It is important to first create the vision, then to help people move toward it.

Resistance: End user works against the change either actively or passively in order to maintain the current way of doing things.


Individuals typically progress through four stages of change acceptance, as outlined in the Change Curve.

TIME

BU

SIN

ES

S T

RA

NS

FO

RM

AT

ION

Awareness: End user is aware of emerging change, but unclear of full depth and how they will personally be impacted

Understanding: End user understands the nature of the change, as well as how they “fit” into the change

Buy-in: End user shows signs of buy-in and a willingness to embrace the change

Commitment: End user adopts new system and performs new processes


Change Management addresses the people aspect of a project, reducing the loss of productivity due to change

Decreases the “Valley of Despair”, reducing the length and severity of the performance dip

Sponsoring of senior management 82%

Fairness with staff 82%

Involvement of staff in change programs 75%

Honest communications 70%

Good training programs 68%

Usage of performance management 65%

Usage of super users 60%

Availability of resources for program 48%

Sponsoring of senior management 82%

Fairness with staff 82%

Involvement of staff in change programs 75%

Honest communications 70%

Good training programs 68%

Usage of performance management 65%

Usage of super users 60%

Availability of resources for program 48%

Software functionality 44%

System performance 35%

Realistic program planning 31%

Source: IBM Institute for Business Value 2004

Software functionality 44%

System performance 35%

Realistic program planning 31%

Source: IBM Institute for Business Value 2004

Change Management is a key driver of success


Additionally, our research demonstrates that the key success factors for transformation are organizational rather than technical

How will we address Change Management: Methodology

[company]’s Better Change methodology identifies six enablers linked to value realization that provide a scalable framework for Change Management

Strategic

Tactical

ValueRealization

Strategic

Tactical

ValueRealization


ValueRealization

Program Strategy and Management

Program Leadership and

Governance

Organization Design

Stakeholder Engagement and Communications

Skills & Knowledge

Focus onPeople Change

Focus on Strategic Execution



Value realization is the benefit an organization obtains as the result of a project implementation.

How will we address Change Management: Program Management

Program Management = Change Management Program Management, NOT overall Project Management

Plans are living documents and will be updated throughout the project to address new challenges and opportunities


Governance

Organization Design




ValueRealization






CM PM will consist of high-level approaches and detailed plans for major activities such as communications and training

How will we address Change Management: Program Leadership

Sponsorship is one of the most critical components to ensure project success

Organization Design



ValueRealization








Governance

Mark Mindell will serve as the main Project Sponsor. It is also important that all TAMS executives and managers engage in Sponsorship activities with their employees.

Executives will be engaged on a regular basis in a variety of ways

Monthly UpdatesExecutive Impact Analysis Interviews

Opportunities to communicate to the organization both formally (e.g., presentations at project events) and informally (e.g., discussions at department meetings)

How will we address Change Management: Organization Design

Organization Design is largely outside the scope of the Change Management program

Employee and departmental issues outside the scope of the CM program will be designated to the appropriate HR Business Partner

Project Change Management




ValueRealization



Governance

Organization Design





TAMS HR

How will we address Change Management: Stakeholder Engagement


Governance

Organization Design



ValueRealization







Project Timeline

End

User S

ystem Intera

ction

Go-liveInception

Hig

hL

ow

Core Stakeholders:

Project Team, IT

General End U

sers • Sample General End

User Activities: TAMS Employee Meeting, Orientation Lunches, Training, [company] Talk, E-mail Updates

• Sample Core Stakeholder Activities: POC, CRP, UAT, Training

How will we address Change Management: Communications


Governance

Organization Design



ValueRealization







TAMS

Audience 1

Audience 2

Audience 3

Audience 4

Bi-directional Communications

Top-D

own

Bottom

-Up

Peer-to-Peer

Broad M

essaging

Targeted M

essaging

How will we address Change Management: Skills and Knowledge (Training)

What: End users are confident in their knowledge of the new tools and processes and are able to apply them to their day-to-day job to maximize benefits realization.

When: Post Go-live

How: Problem-Solving Workshops, Tips and Tricks, On-going Support

Mastery

Understanding

What: End users know how tools and processes work together and can use them with minimal guidance. They begin to apply training to their specific job activities.

When:After training, but before Go-live

How: Self-paced, job-specific practice exercises

Experimentation

What: End users understand the difference between As-is and To-be for tools and processes and have received formal training. End users understand how they relate to real-world scenarios.

When:During training

How: Instructor-led and Computer-based Training

Foundational Knowledge

What: End users are aware that tools and process are changing. They can describe the basic benefits and impacts of the change.

When: Prior to training

How: Executive Sponsorship, Communications, Demonstrations


ValueRealization



Governance

Organization Design


Skills & Knowledge



