SPBiz15 - Create an End User Adoption Strategy

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<p> 1. Online Conference June 17th and 18th 2015 WWW.SPBIZCONF.COM Create an End User Adoption Strategy 2. Online Conference June 17th and 18th 2015 End User Adoption or OrganizationalChange Management? 3. WWW.SPBIZCONF.COM Benefits of OCM A McKinsey study reviewed 40 major projects and examined the effect of an Organizational Change Management (OCM) program on a project's Return on Investment (ROI). 4. WWW.SPBIZCONF.COM Benefits of OCM 5. WWW.SPBIZCONF.COM What is Organizational Change Management (OCM)? A systematic process that mitigates risks and leverages change as a resource for project success An actionable, process-driven effort with work streams of activities and tasks Has templates, forms, checklists and quality measurements that drive the OCM process Credit: Fred Asher 6. WWW.SPBIZCONF.COM BusinessPerformance Time Uninformed Optimism/ Uncertainty Denial Anger Despair/ Skepticism Pessimism Testing Acceptance Informed Optimism Initiative Complete The Performance Dip Organizational Change Impact to your business Individual Change Valley of Despair How people feel Endings Transitions New Beginnings Phases of Transition Important! This is from the user perspective The Change Curve 7. Online Conference June 17th and 18th 2015 Adoption Steps Time LevelofChangeEffort Adoption/Ownership occurs over time &amp; with increasing effort Awareness Awareness: Sponsors, Stakeholders, and End Users are aware of the project objectives, activities, and timeline. Shared Understanding Shared Understanding: Sponsors, Stakeholders, and End Users understand the project and how the change it will impact them. Shared Commitment Shared Commitment: Sponsors, Stakeholders, and End Users agree with the objectives of the project and express their support for the change. Adoption/Ownership Adoption/Ownership: Sponsors, Stakeholders, and End Users demonstrate their commitment to the change initiative. They feel responsible and accountable for the projects success. 8. Online Conference June 17th and 18th 2015 OCM Work Streams Stakeholder Understanding Communication Training Gain understanding and agreement from leadership and those affected that the change is in their best interest. Have them follow through on calls to action. Support with the Right Roles Define how job descriptions change once the project is implemented. This includes how the solution will be maintained and what training is needed for whom. Use existing communication channels to get the right message to the right people at the right time. Plan training on specific solutions and processes. Use a variety of methods and timing, and address all learning styles. 9. Online Conference June 17th and 18th 2015 OCM Work Stream Activities Define Design Build Launch Operate Organizational Culture Risk Assessment Change Magnitude Assessment Leadership &amp; Stakeholder Assessment Communication Plan Training Plan Stakeholder Meetings Manage Resistance to Change Operations Plan Ongoing Training Create Training Execute Training Execute Communication Plan Change Champion Strategy Change Champion Execution Change Inventory and Role Mapping Support with the Right Roles Stakeholder Understanding Communication Training Technical Project Activities Project Management 10. WWW.SPBIZCONF.COM Assessments For a project, OCM costs should amount to 5- 30% of the total resource budget. We will determine the OCM effort (budget) needed for your project next. 11. WWW.SPBIZCONF.COM Organizational Culture Risk Assessment Use for: Understanding the organizations culture Identify risks to the project imposed by organizational change Informing the OCM budget What it is: A way for the OCM resources and project team to understand risks due to culture An analysis that can be used in stakeholder conversations Helps to plan for risk mitigation and OCM activities Use only once across many projects 12. Online Conference June 17th and 18th 2015 Organizational Culture Risk Assessment Low Risk 1 Medium Risk 2 High Risk 3 1 The number of existing change initiatives for end users None 1-2 3+ 2 Degree of cultural transformation required Low Medium Extensive 3 Organizations history of change Positive Neutral Negative 4 Quality and timely decision making within the organization Extensive Medium Low 5 Employees feel their voice is heard in their organization Definitely Sometimes Definitely Not 6 Degree of commitment from key stakeholder groups Much Some Little 7 There is a technology deterministic / isolation view in the organization Little Some Much 13. Online Conference June 17th and 18th 2015 Organizational Culture Risk Assessment Low Risk 1 Medium Risk 2 High Risk 3 8 Understand of need for and implications of change by end users Extensive Some Little 9 Effective methods of communication (formal and informal) are utilized in the organization Definitely Sometimes Definitely Not 10 Managers of the groups that will be affected are committed to the change Much Some Little 11 Measurable goals for the change have been developed Major Some Minor 12 A compelling need for change has been communicated by upper and middle management to end users Extensive Some None 13 Employees in the organization perceive that leader walk the talk Much Agreement Some Agreement No Agreement 14 The change is viewed as an ongoing process, and not an event within a specific time period Yes Some Groups Not at all 15 The organization has an fatalistic culture, based on fear No Somewhat Yes 14. Online Conference June 17th and 18th 2015 Organizational Culture: Scoring Add up your total: 15 24 Points: Low Risk 25 34 Points: Medium Risk 35 45 Points: High Risk 15. WWW.SPBIZCONF.COM Size of Change Assessment Use for: Understanding how large the change is and why Informing the OCM budget What it is: A way for the OCM resources and project team to understand risks due to scope A starting point for cataloging and mitigation of risks Informs the OCM strategy: training communications, etc. Complete once per project 16. WWW.SPBIZCONF.COM Size of Change Assessment Small 1 Medium 2 Large 3 1 The number of stakeholder group affected 1-5 5-15 15+ 2 Impact to stakeholders on core competencies Low Medium High 3 Number of individuals affected by the change 1-25 25-150 150+ 4 Centralized or decentralized locations One 2-4 4+ 5 Number of International Users One Country 2 Countries 3+ Countries 6 Required simultaneous changes to strategy, process, technology and skills 1 2-3 All 4 7 Degree of cross functional collaboration and involvement 1-2 BUs 2-4 BUs 5+ BUs 8 The degree to which departments are siloed Not siloed Some silos Many silos 9 Users have been involved in system design All Some None 17. WWW.SPBIZCONF.COM Size of Change Assessment Small 1 Medium 2 Large 3 10 Timeframe for implementation Extended Aggressive Compact 11 What is the business significance of the change? Non critical impact Important LOB impact Bottom line / mission critical 12 Involvement / presentence of multiple consultants, vendors and / or third parties Just You 1 other 2+ others 13 Degree of executive / leadership consensus regarding future vision Much Some Little or None 18. Online Conference June 17th and 18th 2015 Size of Change: Scoring Add up your total: 13 22 Points: Small Change 23 30 Points: Medium Change 31 39 Points: Large Change 19. Online Conference June 17th and 18th 2015 Approximate OCM Budget Need 20. WWW.SPBIZCONF.COM Change Inventory Use for: Understanding how many changes we are asking the organization to make Understanding what changes impact each role and / or stakeholder group Informs the communication plan: This is what you will tell people What it is: A list of the desired changes, categorized by role Later (in the define phase) these will be prioritized by business benefit and risk 21. WWW.SPBIZCONF.COM Change Inventory Change Name Description Impacted Groups Impacted Roles Business Benefit Risk Priority Expense Submission workflow re- engineering Employees will be asked to submit their expenses using a SharePoint workflow rather than emailing spreadsheets to finance. All Departments All employees Large Medium 1 Approval workflow for expense Approve expenses using a SharePoint workflow Finance; All Department Managers; Finance Employees Large Low 2 A change is anything that impacts people, process or technology. 22. WWW.SPBIZCONF.COM Stakeholder Inventory Use for: Understanding who is impacted by the change Understanding the current and future levels of commitment What it is: A way for the OCM resources and project team to accomplish the to-be state in a structured manner The basis of the communications plan 23. WWW.SPBIZCONF.COM Stakeholder Inventory Individuals or Groups Impact Current Commitment Level Future Commitment Level Project Risk Stakeholder Group Name Senior Executive High Aware Buy-in High Sales Managers Medium Unaware Aware Low Finance Workflow users High Unaware Owner Medium Legend: Impact on Project High, Medium, Low Current Commitment Level Unaware, Aware, Shared Understanding, Shared Commitment, Ownership Future Commitment Level Unaware, Aware, Shared Understanding, Shared Commitment, Ownership Project Risk High, Medium, Low 24. Online Conference June 17th and 18th 2015 Adoption Steps Time LevelofChangeEffort Adoption/Ownership occurs over time &amp; with increasing effort Awareness Awareness: Sponsors, Stakeholders, and End Users are aware of the project objectives, activities, and timeline. Shared Understanding Shared Understanding: Sponsors, Stakeholders, and End Users understand the project and how the change it will impact them. Shared Commitment Shared Commitment: Sponsors, Stakeholders, and End Users agree with the objectives of the project and express their support for the change. Adoption/Ownership Adoption/Ownership: Sponsors, Stakeholders, and End Users demonstrate their commitment to the change initiative. They feel responsible and accountable for the projects success. 25. WWW.SPBIZCONF.COM Activities Group Name Individuals or Groups Impact Current Commitment Level Future Commitment Level Aware Buy-In Commit Adopt Stakeholder Group Name Senior Executive High Aware Buy-in Email Meeting Sales Managers Medium Unaware Commit Group Meeting 1:1 Meetings Strategy Session Finance Workflow users High Unaware Owner Scavenger hunt Presentation Training Adoption Activities Plan Plan activities that move the stakeholders one step at a time through the Adoption Steps. Remember that commitment and adoption take more effort. Richard Harbridge Adoption Activities Michael Sampson User Adoption Strategies 26. WWW.SPBIZCONF.COM Stakeholder Meetings Use for: Creating awareness, buy-in and / or ownership among project stakeholders (depending on desired outcome) Clearly communicating project information and asks Provides an opportunity for two way communication What it is: A meeting or series of in person meetings 27. WWW.SPBIZCONF.COM Stakeholder Meeting Sample Agenda Agenda: 1. Review project objectives Gain agreement with stakeholder 2. Approach timeline (next artifact) 3. Impact to their group / employees 4. Asks / Feedback Make sure they understand their importance to making the change happen Need to understand their three biggest roles in the project 28. WWW.SPBIZCONF.COM Stakeholder Meeting Outcomes Awareness Shared Understanding Buy-In Ownership Knowledge of project and objectives X Stakeholder Agrees with project objectives X An understanding of how the change will impact their group X Awareness of groups policies to which you must adhere X Knowledge of existing processes that will be impacted X Identification of other stakeholders you may have missed X Knowledge of competing initiatives and busy times X Knowledge of preferred communication channels X Identification of change champions X Awareness of existing materials that can be leveraged by the project X Stakeholder agrees to be a project spokesperson X 29. WWW.SPBIZCONF.COM Communications Plan Use for: Creating shared understanding with the team about who we are telling what, when, how, and why Informing stakeholder how you will communicate with them going forward &amp; what they can expect Execution of the communications plan should create shared understanding &amp; commitment with stakeholders What it is: The master plan of who you are telling what Consists of a communication plan and channel plan 30. Online Conference June 17th and 18th 2015 Audience Sub Audience Channel Frequency Purpose Change Effort Content Developer Sender Finance Managers Status call and email recap Weekly Discuss key accomplishments, upcoming milestones, issues / risks, and action items. Awareness John Doe Jane Doe CFO Update Monthly Provide credibility to the project and create awareness and shared understanding through updates. Awareness John Doe Jane Doe Leadership Monthly Calls Monthly Continually evangelize work and highlight project wins. Awareness John Doe Jane Doe End Users Web Portal Weekly Updates Update on project efforts with links to supporting detail. Awareness John Doe Jane Doe Meeting Monthly To discuss the project and answer questions Shared Understandin g Design: CommunicationsPlan 31. WWW.SPBIZCONF.COM Design: Communications Checklist Use preferred senders to deliver the communication Use multiple voices and channels to communicate Honesty is the only policy Communicate clearly and predictably Answer why is this change happening and what is the risk of not changing Answer Whats in it for me Dont have communications come from the project team or project leaders Use face to face communication Repeat key messages 5-7 times Create opportunities for two way communication Evaluate the effectiveness of your communications 32. WWW.SPBIZCONF.COM Design: Training Plan Use for: Providing the knowledge stakeholders and users will need to obtain buy-in or ownership level of adoption What it is: The master plan of what training will be provided, by role and stakeholder group 33. WWW.SPBIZCONF.COM Change Champion Strategy Use for: Having a go-to person in each stakeholder group Owner level commitment to the change First place to ask questions Helps to identify and manage resistance to change What it is: A person who is selected as a change champion Also known as a super user, power user, etc. 34. WWW.SPBIZCONF.COM Design: Change Champion Strategy Characteristics: Be well networked within the organization and respected by peers Want to make a difference in a organization they are fully committed to Have the courage to speak up for what they believe in Be seen as go to people and opinion makers Have a broad understanding of the organization and how it works Be able to translate the overall change vision into local 'whats in it for me' scenarios Feel passionate about the change while being empathetic to the mindset...</p>

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