confidential 1 dubai municipality e-government implementation project change management presentation...
TRANSCRIPT
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DUBAI MUNICIPALITY
E-GOVERNMENT IMPLEMENTATION PROJECT
Change Management Presentation
21st July 2001
DUBAI MUNICIPALITY
E-GOVERNMENT IMPLEMENTATION PROJECT
Change Management Presentation
21st July 2001
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Agenda
Background – Importance of Change Management
Sample Case Studies
Issues/Obstacles facing e-Government projects
The Pillars of Change
Change Management Framework
Your Role as a Change Champion
Conclusions
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Where does this workshop fit within the e-Government project?
For
each
serv
ice
For
each
serv
ice
Integrated Programme and Project ManagementIntegrated Programme and Project Management
Technology Foundation ExecutionTechnology Foundation Execution
Analyse Process(As Is)
Analyse Process(As Is)
Define Process(To Be)
Define Process(To Be)
Define Organisationand Change
Requirements
Define Organisationand Change
Requirements
Define SystemsRequirements
Define SystemsRequirements
DesignApplications
DesignApplications
Plan ServiceTransition
Plan ServiceTransition
Develop processand systems
Documentation
Develop processand systems
Documentation
Provide Userand Technology
Training
Provide Userand Technology
TrainingDeploy systemsDeploy systems
ProvidePost-Implementation
Support
ProvidePost-Implementation
Support
MeasureSuccessMeasureSuccess
RefineE-Government
Strategy and Vision
RefineE-Government
Strategy and Vision
Organisation & Change ManagementOrganisation & Change Management
DevelopApplications
DevelopApplications
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All projects or development activities involve a certain degree of change. The e-Government implementation project fundamentally changes the way things are done currently and affects people within DM and others outside DM.
From our experience, we have seen Governments take two different approaches to managing a change project of this magnitude:
• Enforce the change on your customers and your staff (since you are the Government and your customers do not have a choice); OR
• Try and actively involve those affected by the change during the project so that they become champions for the change.
Background/Importance of Change Management
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So what is change management about?
• Who are the people affected by the change?
• How does the change affect them?
• Can the change be enforced on them and is this approach likely to succeed?
• What benefits will the change (the e-Government project) deliver for people involved?
• What benefits do we (DM) expect from this change and how can we manage these expectations?
Background/Importance of Change Management
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SMART PERMIT PROJECT – USA
• Project began in 1994
• 8 cities involved in project
• Objective to e-enable the building permitting process
• Pilot project completed in December 2000
• Key lessons learnt
• Building technology does NOT mean people will use it
• Only “simple” permits are being processed on-line – more complex processes are still being done manually
• There is a need to refine processes before automation
• Need to MARKET the service
• Need to INVOLVE users in developing the service
Case Studies
Change NOT managed effectively
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Saudi Telecom Company – Implementation of ERP system
• Project to implement new Financials system started in 1998
• Project initially treated as a systems/IT project
• System could not be used by client on completion of implementation (end 1998)
• Relevant users not involved in project resulting in failure of original implementation
• Project re-implemented in 1999-2000 involving
• Refining of processes
• Involvement of stakeholders (process & technology)
• Lost over US$ 2 million in the process
Case Studies
Change NOT managed effectively
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• Excellent business model
• Company still losing money!
Case Studies
Amazon.COM
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Case Studies
DELL
• Success Story!
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From our experience, e-Government projects can face problems at a number of levels ranging from bureaucracy to political issues. Some of the challenges facing e-Government projects are shown below
Ownership issues
Project set-up issues
The public trust in Government
Legislative or regulatory constraints
Support issues
Experience issues
Marketing issues
Added value
Expertise issue
Issues/obstacles facing E-government projects
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“Top Ten” Lessons Learned
1. Value Proposition (for all stakeholders) is critical.
2. Marketing of the service is critically important.
3. Success needs to be driven by a customer or client-centric
approach.
4. Avoid “channel conflicts” by developing a comprehensive
strategy to integrate across channels (avoid confusion)
5. Building “community” loyalty needs to be addressed -- portal
strategy issue.
6. Senior management champions and enterprise-wide
participation are necessary.
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7. Integration with back end legacy applications must be well-
managed with appropriate resources.
8. Involvement of the end user or customer in the process of
developing the e-Service significantly enhances the chances
of success.
9. Early focus on infrastructure translates to huge business
advantage later. New types of infrastructure services will
provide cost and efficiency advantages.
10.Sensitivities around advertising for government portal
strategies will need to be addressed.
“Top Ten” Lessons Learned
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Build teams.
Manage stakeholders.
Manage communications.
Transfer skills.
The Pillars of Change
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Acceptance of Change - Change Path – Stages of Change
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Initiation
Definition
Transition
Improvement
Change Pillars Implementation Staircase
Develop application
Provide user and technology training
Deploy system
Provide post implementation support
Measure success Refine e-government strategy and vision
Define process (TO BE)
Define organisation and change requirements
Define system requirements
Plan service transition
Design application
Develop process and system documentation
Analyse process (AS IS)
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Stakeholders
Initiation
Definition
Transition
Improvement
Identify stakeholders groups and issues
Conduct initiation stakeholder workshops/meetings “inform”
Conduct definition stakeholder workshops/meetings “explain and provide details - get commitment”
Define change agents and assign roles.
Conduct transition stakeholder workshops/meetings “involve”
Conduct improvement stakeholder workshops/meetings “get feed back”
Change Pillars Implementation Staircase
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Mange Communication
Initiation
Definition
Transition
Improvement
Define overall communication plan (build project level staircase)
Define service communication plan (build service specific staircase).
Execute initiation stage communication”Generate Interest”
Need to develop overall programme level actions
Execute communication Plan for specific service ”Communicate Value and Road Map”
Need to develop overall programme level actions
Execute communication Plan for specific service “Maintain enthusiasm”
Need to develop overall programme level actions
Execute communication Plan for specific service “Celebrate Success and communicate achievement”
Change Pillars Implementation Staircase
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Transfer Skill
Initiation
Definition
Transition
Improvement
Identify technology foundation skill gaps.
Develop technology foundation training plan
Identify service skill gap
Develop Training plan and Execute initiation phase training “Build Basic/Core Skills/capabilities”
Execute technology infrastructure training plan
Execute definition stage training plan “Build advanced/sophisticated Capabilities”
Execute technology infrastructure training plan
Execute transition stage training plan “Nominate and develop key service experts”
Execute technology infrastructure training plan
Change Pillars Implementation Staircase
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Building Teams
Initiation
Definition
Transition
Improvement
Establish the Implementation Teams
Conduct implementation team introductory workshop
Monitor team dynamics
Monitor team dynamics Establish future
implementation team member roles
Engage teams in project review exercise
Establish the Steering Committee
Establish the Change Sponsor Establish the Change
Champions Establish the Core Change
Team Establish the project reporting
structure Communicate the team
framework
Change Pillars Implementation Staircase
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Change Pillars Implementation
Staircase
Change Pillars Implementation
Staircase
Initiation
Definition
Transition
Improvement
Establish the Implementation Teams
Conduct implementation team introductory workshop
Monitor team dynamics Conduct stakeholder
workshops/meetings “explain and provide details - get commitment”
Define change agents and assign roles.
Need to develop overall programme level actions
Execute communication Plan for specific service”Communicate Value and Road Map”
Execute technology infrastructure training plan (Gopal)
Execute training “Build advanced/sophisticated Capabilities”
Monitor team dynamics Establish future implementation
team member roles Conduct stakeholder
workshops/meetings “involve” Need to develop overall
programme level actions Execute communication Plan for
specific service “Maintain enthusiasm”
Execute technology infrastructure training plan
Execute training “Nominate and develop key service experts”
Engage teams in project review exercise
Conduct stakeholder workshops/meetings “get feed back”
Need to develop overall programme level actions
Execute communication Plan for specific service “Celebrate Success and communicate achievement”
Execute technology infrastructure training plan
Change Pillar LegendBuild TeamsManage StakeholdersManage CommunicationTransfer Skills
Establish the Steering Committee Establish the Change Sponsor Establish the Change Champions Establish the Core Change Team Establish the project reporting
structure Communicate the team
framework Identify stakeholders groups and
issues Conduct stakeholder
workshops/meetings “inform” Define overall communication
plan (build project level staircase) Define service communication
plan (build service specific staircase).
Execute communication”Generate Interest”
Identify technology foundation skill gaps.
Develop technology foundation training plan
Identify service skill gap Develop Training plan and
Execute training “Build Basic/Core Skills/capabilities”
Change Pillars Implementation Staircase
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Steering Committee
Change Champion
Service Champion
Core Change Team
Implementation Team(s)
PwC Project Manager DM Project Manager
Support Staff Support Staff
E-government Organization Chart
PwC Service Team Leader
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Service
Champion
There will be a Service Champion for each of the e-Government
services. The responsibility of the Service Champion will be to
monitor and implement the four change pillars. In other words the
Service Champion will be responsible for planning and
implementing change management activities, and later
transferring change planning and implementation skills to other
members of the DM. For example, a Service Champion for the
initial services to be launched will transfer knowledge to his staff
and to other Service Champions of later services. The Service
Champion will also be responsible for allocating and monitoring
resources selected to participate in the delivery of the services.
Service Champion Role
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Core Change Team The Core Change Team will support the Service Champion in
the implementation of the change management activities
stemming from the four change pillars. This involves support
in preparing for change meetings or workshops, playing the
role of facilitator in meetings/workshops and the such. In
addition the Core Change Team will be responsible for
facilitating cross-functional, multi-disciplinary teams in
performing tasks and activities.
Core Change Team Role
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Change Pillar Build Teams Stage Definition
Action Title Establish the implementation teams
Responsibility Service Champions, DM Project Manager
Execution Service Champions
Description: The purpose of this activity is to identify the members of the implementation teams across all services, to explain their role to them and to begin to include them in the project communications loop.
Tasks Identify DM implementation team members per serviceDefine the timeframe within which the implementation team will become effective.Communicate to all implementation team members the fact that they have been selected for that role and what will be expected of them
Tips Refer to the ‘Responsibilities in Change Management’ table for a description of the Implementation Teams’ role.Refer to appendix LO_1 for a description of the elements of a successful implementation team.Refer to Appendix LO_2 for a description of some techniques for ensuring team member performance.Not all Implementation Teams will be effective at the start of the project but they all need to be aware of their roles from the start. They all need to be involved in the project communication loop from the start.Establish Implementation Team, drawing members from among the DM functions that will be affected by or that may be required to respond to change drivers. Ensure that each implementation team includes a facilitator capable of both facilitating the group and helping group members learn to facilitate.Staff the teams with people who perform the work and people who make decisions in the process being redesigned, look for good communicators and change agents.The attributes of the Implementation Team members include:Experience in or knowledge of business process analysis, design and implementation Strong knowledge in the service they are working onGood understanding of the systems supporting current processes Appreciate for quality management
Sample Work Sheet
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Revise performance measures Build change agents
Adopt a stakeholder Recognise those "getting out the daily wash
Implement early wins Use training as a reward
How do you secure Commitment to change?
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Banners Project Plans Process walk-thorough
or role plays electronic Mail Teleconferencing Phone-mail with daily
updates
Messages in paycheck envelopes
Personal correspondence to team members
Some ideas for communication media include:
Hotlines Videos or music videos Discussion databases Management round tables Informal lunch sessions
City Hall meetings E-government newsletter DM weekly newsletter Newspapers
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Communication Planning Aspects
Audience
Messages
Media
Schedule
Frequency
Responsibility
Feedback Mechanisms
Performance measures and targets