Organizational Change Management in New Systems Development ...
Organizational Change Management in New Systems Development Projects
Introductions
MacKenzie Wright
W. Bruce Thompson
Leonard Villagomez
Organizational Change Coordinator Child Support System Project Division of Child Support Oregon Department of Justice
Senior Manager MAXIMUS
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.
What is Organizational Change Management?
• 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
Why OCM Makes a Difference
Why do projects fail?
Why OCM Makes a Difference
People related issues
Why OCM Makes a Difference
Perception of Change
+
Real Business Benefits High Expectations
Optimism
Realization of effort and complexity
Time Start of Change
Key Overwhelming
_
Managed Change Unmanaged Change
Attributes of Successful OCM 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
Building Individual Commitment to Change
Moving key stakeholder groups along this continuum is critical to the success of the program.
Building OCM into Your Systems Project
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
Preparing a Foundation: - Managing change was a consideration within the Feasibility Study - 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
- OCM Project Plans and Strategy developed
The Tactics of Change Management Int./Ext. Communications
Training
Change Advisory Board
Rollout Strategy
Model Program
Time and resources are needed to effectively execute against a tailored organizational change management strategy
Change Agent Network Office Readiness
Inter-Agency Coordination
Site Support
Oregon’s OCM Strategy
The Tactics of Change Management 2016 J
J
A
S
O
2017 N
D
2019
2020
J F MAM J J A S O N D J F MAM J J A S O N D J F MAM J J A S O N D J F MA System Testing
Development
Design
2018
UAT
C P
Pilot
R1
R2
Warranty / Operations & Maintenance
R3 Stable
Training Design
Training Development
D Dry Run
2 Train the Trainer
P Pilot Training
R
R
R
Train 1 Train 2 Train 3
Implementation Model Program Committee Communications Other Organizational Change Management Activities
INCEPTION & ELABORATION
CONSTRUCTION
TRANSITION
OPERATIONS
A Closer Look: Oregon’s Model Program Committee 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
Call Center Partner Access
Data Conversion
Multi-Region Support
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.
Case Assignments/ Case Processing
Security Access
Workflow Management
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.
Pre Go-Live
Case Distribution Across Offices Job Duties
Electronic Document Management
~25 Central Office and Regional Managers
Go-Live
Post Go-Live
Key Benefits of OCM • 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
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]
Introductions
MacKenzie Wright
W. Bruce Thompson
Leonard Villagomez
Organizational Change Coordinator Child Support System Project Division of Child Support Oregon Department of Justice
Senior Manager MAXIMUS
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.
What is Organizational Change Management?
• 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
Why OCM Makes a Difference
Why do projects fail?
Why OCM Makes a Difference
People related issues
Why OCM Makes a Difference
Perception of Change
+
Real Business Benefits High Expectations
Optimism
Realization of effort and complexity
Time Start of Change
Key Overwhelming
_
Managed Change Unmanaged Change
Attributes of Successful OCM 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
Building Individual Commitment to Change
Moving key stakeholder groups along this continuum is critical to the success of the program.
Building OCM into Your Systems Project
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
Preparing a Foundation: - Managing change was a consideration within the Feasibility Study - 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
- OCM Project Plans and Strategy developed
The Tactics of Change Management Int./Ext. Communications
Training
Change Advisory Board
Rollout Strategy
Model Program
Time and resources are needed to effectively execute against a tailored organizational change management strategy
Change Agent Network Office Readiness
Inter-Agency Coordination
Site Support
Oregon’s OCM Strategy
The Tactics of Change Management 2016 J
J
A
S
O
2017 N
D
2019
2020
J F MAM J J A S O N D J F MAM J J A S O N D J F MAM J J A S O N D J F MA System Testing
Development
Design
2018
UAT
C P
Pilot
R1
R2
Warranty / Operations & Maintenance
R3 Stable
Training Design
Training Development
D Dry Run
2 Train the Trainer
P Pilot Training
R
R
R
Train 1 Train 2 Train 3
Implementation Model Program Committee Communications Other Organizational Change Management Activities
INCEPTION & ELABORATION
CONSTRUCTION
TRANSITION
OPERATIONS
A Closer Look: Oregon’s Model Program Committee 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
Call Center Partner Access
Data Conversion
Multi-Region Support
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.
Case Assignments/ Case Processing
Security Access
Workflow Management
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.
Pre Go-Live
Case Distribution Across Offices Job Duties
Electronic Document Management
~25 Central Office and Regional Managers
Go-Live
Post Go-Live
Key Benefits of OCM • 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
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]
