when change runneth over:
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When Change Runneth Over:. Lessons Learned From Implementing Multiple Change Projects Simultaneously PDN Presentation July 2013. Change Network. A Change Network was established consisting of Power Users, members of the Project Teams and CF Senior Leadership - PowerPoint PPT PresentationTRANSCRIPT
When Change Runneth Over:
Lessons Learned From Implementing
Multiple Change Projects Simultaneously
PDN Presentation
July 2013
A Change Network was established consisting of Power Users, members of the Project Teams and CF Senior Leadership
•Power Users – Key Elements for Success– Regularly scheduled meetings and web conferences to communicate
information and receive feedback from sites and process areas.
– In-depth training and participation in testing to learn new systems.
– Developmental plans and stretch assignments designed to increase level of competency and foster professional development.
– Conducted End User training creating in-house capacity at each facility.
– Initial point of contact for End User support during and post Go Live.
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Change NetworkChange Network
Change Management Lead Role
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• The volume of change undertaken simultaneously must be carefully weighed beforehand
• Be involved from the start – it is much harder to catch up
• Ensuring consultant “fit” is a key driver of success
• Having employees as members of the change management team is critical
• Securing external, expert resources is a worthwhile investment (e.g. ROC Group for communications support)
• Integrated change delivery services are key to overall success
• Change management’s work doesn’t end at go-live
• Flexibility, adaptability and persistence support project progress and personal sanity
• Commitment to collaboration must be a guiding principle
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Lessons Learned…..Lessons Learned…..
Key Components of Success
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Change Gaps
Vision
Vision
Vision
Vision
Skills
Skills
Skills
Skills
Incentives
Incentives
Incentives
Incentives
Resources
Resources
Resources
Resources
Action Plan
Action Plan
Action Plan
Action Plan
Successful Change
Confusion
Anxiety
Gradual Change
Frustration
False Starts
Adapted from Managing Complex Change model by Ambrose, 1987
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The Inevitable “Valley of Despair”View Change as a process, not an event
“Valley of Despair”
With Change Management maximum performance increase can be achieved
Without Change Management predictable outcome cannot be achieved
Time
Per
form
ance
Start of
program
Go-live
Program Lifecycle
This “Valley of Despair” is normal and should be expected. With a strong Change Network, this valley can be minimized and post
Go-Live performance can be achieved.
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• The objective of Change Management is to achieve successful implementation and acceptance of changes through:
Change Readiness & AcceptanceChange Readiness & Acceptance
The Three Key Pillars of Successful Change ManagementThe Three Key Pillars of Successful Change Management
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