organizational change management in new …...• organizational change cannot happen without...
TRANSCRIPT
Organizational Change
Management in New Systems
Development Projects
Introductions
MacKenzie Wright Organizational Change Coordinator Child Support System Project Division of Child Support Oregon Department of Justice
W. Bruce Thompson Senior Manager MAXIMUS
Leonard Villagomez Senior Manager Human Capital/Public Sector Deloitte Consulting LLP
What is Organizational Change Management?
Organizational Change Management is an
enabling framework for managing the
people side of change initiatives.
• Organizational Change cannot happen without Individual change
• Each individual deals with change in his or her own way
• Goal in a new system project is Adoption and Usage
• It takes more than just a Project Newsletter and End User Training
What is Organizational Change Management?
Why OCM Makes a Difference
Why do projects fail?
Why OCM Makes a Difference
People related issues
Why OCM Makes a Difference
High Expectations
Start of Change
Optimism
Key Managed Change
Unmanaged Change
Time
Pe
rce
pti
on
of
Ch
an
ge
+
_
Realization of effort and complexity
Overwhelming
Real Business Benefits
Successful Organizational Change Management uses a structured methodology – Prosci ADKAR model – John Kotter – William Bridges – Daryl Conner – Internally developed model
Attributes of Successful OCM
All of the methodologies have elements in common: – Recognition of the importance of individual change to meet
organizational goals
– Understanding of the individual psychology involved
– Acceptance that change management must be part of the project that is instituting the change
– Acknowledgment of the need for proactive tactics beginning early in the project lifecycle and adapting tactics as the project matures
Attributes of Successful OCM
Building Individual Commitment to Change
Moving key stakeholder
groups along this continuum is critical to the success of the
program.
The Oregon Experience:
- Magnitude of change • Job roles would be impacted • Organizational culture would change
- System project success is dependent on the program adapting and staff embracing the changes
- Be intentional in supporting staff through the journey of change
Building OCM into Your Systems Project
- Dedicated resources: • Organizational Change Manager as a key role and part of the Core
Project Team
• Additional dedicated OCM Coordinators were part of the Project Team before the Project officially started
Preparing a Foundation:
- Managing change was a consideration within the Feasibility Study
- OCM Project Plans and Strategy developed
Building OCM into Your Systems Project
Oregon’s OCM Strategy
Model Program
Rollout Strategy
Training
Office
Readiness
Change Agent
Network
Change Advisory
Board
Site Support Inter-Agency
Coordination
Int./Ext.
Communications
The Tactics of Change Management
Time and resources are needed to effectively execute
against a tailored organizational change management strategy
The Tactics of Change Management
J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A
INCEPTION & ELABORATION CONSTRUCTION TRANSITION
J O N D S A J
2016 2017 2018 2019 2020
Design Development System Testing UAT CP
Pilot R1 R2 R3 Warranty / Operations &
Maintenance
Stable
Training Design
Training Development D 2 P
Dry Run
Train the Trainer
Pilot Training
R
Train 1
R
Train 2
R
Train 3
Other Organizational Change Management Activities
Communications
Implementation
OPERATIONS
Model Program Committee
Electronic Document
Management
Multi-Region Support
As a result of requirements, design, and development efforts related to the new system, the Oregon Child Support Program has opportunities and decisions to make that will change how business is run today.
Centralized Functions
Case Assignments/
Case Processing
Case Distribution Across Offices
Partner Access
Security Access
Job Duties
Data Conversion
Workflow Management
Call Center
A Closer Look: Oregon’s Model Program Committee
The Model Program Committee was created. They meet monthly to facilitate people, process, policy and other organizational changes deemed necessary to support the successful implementation of the new child support system.
Over the next 2+ years, the Model Program Committee will design, develop, test and implement people and process changes across the Program that maximize the use of the new system either before, during, or after implementation.
Pre Go-Live
Post Go-Live
Go-Live
~25 Central Office and Regional Managers
• Employee buy-in and project success
• Return on investment
• Morale and productivity during change
• Proactively identify needs and facilitate decisions
• Establish best practices and increase leadership competencies
Key Benefits of OCM
If we asked you again –
In one word, what does Organizational Change Management mean to you?
– would your response change?
Questions
Contact Information
MacKenzie Wright Organizational Change Coordinator, Child Support System Project Division of Child Support, Oregon Department of Justice Office: 971.915.5144 Email: [email protected]
W. Bruce Thompson Senior Manager, MAXIMUS Email: [email protected]
Leonard Villagomez Senior Manager, Human Capital/Public Sector Deloitte Consulting LLP Cell: 512.484.5952 Email: [email protected]