What is Change Management?
Role of the BA in Change Management April 2016 IIBA Personal Development Day S. Ferguson
What is Change Management?* • Change Management is about leading and managing people through changes impacting the business environment. • “Change Management is the application of processes and tools to manage the people side of change from a current state to a new future state so that the desired results of change (and expected return on investment) are achieved.”*
• Change Management is about helping an organization through WHAT is changing and HOW people successfully change. * Change Management, The People Side of Change -Hiatt & Creasey
Overview for Today • Change Management(CM) or Organizational Change Management(OCM) Definition Alignment • Components • Process • Timing
• Alignment with BA Work in a Project Context
• Open Q&A – solutions for your current work
OCM Definition Components Process Timing
OCM Framework Work estimation, strategy, project/resource planning, and transition planning
On-going stakeholder management
Levers/ components to leverage to enhance adoption
Monitored, measured and interventions developed or changes to plans
Culture
5
Awareness and understanding of the cultural impact on change adoption
The process of change management
X Assess the change, its impacts & the people impacted
Develop plans to minimize impacts and support the change
Done
Working on now
Monitor progress on plans and Check for Adoption
Next step
Adjust plans and Develop interventions as needed
Ongoing
Monitoring Adoption Commitment to change
SUSTAIN ADOPTION ACCEPTANCE
GO-LIVE
UNDERSTANDING AWARENESS
Stakeholders
Time Sponsors
Communicate and participate in project kick-offs and events – be visible to program
Articulate program scope, benefits and timing, begin to remove barriers, Elevator Speech
Assumes responsibility for program benefits and delivery; maintains priority across enterprise; remove barriers
Visible during Go-Live and implementation; extols the benefits and reinforces “why;” holds leaders accountable to sustaining benefits
Reinforce Leaders
Read/participate in project communications and events, reinforce sponsor messages
Reinforce scope and benefits to team; identify issues and barriers to success
Assumes benefit responsibility in team; active participant in solution review; align team goals to project goals; drive to Go-Live
Accountable to peers and teams to deliver benefits, removes barriers and issues for team to succeed; integrates metrics into “run the business”
Change Agents
Prepare messages, participate in awareness events, evangelize project information
Reinforce WIIFM w/peers, develop solutions to address issues & barriers; seek Audience feedback
Reinforce WIIFM; finalize solution delivery and implementation; address barriers and issues; develop metrics for success
Measures project deployment and success; improves solutions to increase adoption results; supports peers in uptake; transitions to “RTB”
Impacted Audience
Seek to learn about project, who to contact, who represents me
Seek to understand project, WIIFM, scope, benefits, strategic impact
Participate in Go-Live activities; begin to articulate “why” of project – benefits, scope, improvements, job actions
Integrates new capability into business rhythms and actions – believes “this is how we work;” communicates benefits in their CDT/business team; suggests ways to improve new capability to drive greater benefit and value
7
Commitment to change
Addressing Resistance Stakeholders are unaware of the scope, impact, and outcomes, etc, for capability
UNAWARE
Misunderstanding of objectives, outcomes, impacts of capability
Stakeholders believe capability may present a negative impact to them (loss of control, capabilities, etc)
Stakeholders allow the project to progress but do not provide additional resources or assistance
Support (time/resources /involvement) that was previously allocated to the project is now retracted by stakeholders
CONFUSION NEGATIVE PERCEPTION
GO-LIVE
SUPPORT WITHDRAWN CAPABILITY TERMINATED
8
Stakeholders commit to termination of the project – either openly or covertly
Time
Closing The Gap Commitment to change
SUSTAIN ADOPTION ACCEPTANCE UNDERSTANDING UNAWARE AWARENESS
CONFUSION
Best Buy historically has limited success with adoption and sustainability of new capabilities and achieves only about 30% of targeted benefits
A 5% increase in benefits realization enabled by more effective Change Management approaches has the potential to add $15 - $20M annually to our bottom line.
NEGATIVE PERCEPTION
GO-LIVE
• Project Rework • Sub-Optimized Delivery • Lack of Leadership Alignment • CDT/Business Team Capability Gaps • Delay/No Adoption • Missing Accountability • Minimized/Missed Benefit Realization • Lost Investment Opportunity • Wall Street Impacts GO-LIVE Transformation
SUPPORT WITHDRAWN CAPABILITY TERMINATED
Source: Best Buy Enterprise Transformation/ PRG, June 2005
9
$$$
Gap
Time
Timing of Managing Change
Change Implementation Plan Timeline Discovery
Define
Design
Plan • • • • •
Assess magnitude of change from project & need for CM resources Identify & engage sponsors & leaders Identify change impacts from project Assess impacts on 7 levers of change Develop Change Readiness ApproachAssess baseline for readiness
Develop
Deploy
Do o • o • • •
Implement Change Readiness Approach, Assess results & Adjust plans Assess Communications, create and implement plan Assess & Design End-User Training Plan. Deliver Training Manage Stakeholders Complete & Start Comprehensive Change Implementation Plan Engage Change Network – including Super-users
Debrief
Sustain • • • • • •
Continue Communication dissemination Align Structures, roles & responsibilities Manage stakeholders Establish future state governance Monitor & Report Adoption Metrics Ensure Future State of people is secure
Alignment to BA Work Requirements to Outcomes
Parallel Work Throughout a Project Discovery
Define
Plan
Design
Develop
Do
Deploy
Debrief
Sustain
BA/BSA: solicit business requirements and develop functional and technical specifications .Test. Deliver required functionality.
CM: assess change magnitude & impacts, develop support plans and monitor adoption
Biggest Points of Leverage • STARTING with your requirements gathering (getting to know all audiences[impacted users]) and current state documentation[understanding where the people are coming from] • THEN as you clearly define the Future State solutionwhich uncovers and highlights the changes they will experience • ALONG THE WAY checking for understanding [multiple engagement opportunities] • WRAPPING UP with testing and training inclusion
Open Q&A Ideas & Solutions for Your Current Work
FOR ADDITIONAL INFORMATION or SUPPORT Stacey Ferguson [email protected]
What is Change Management?* • Change Management is about leading and managing people through changes impacting the business environment. • “Change Management is the application of processes and tools to manage the people side of change from a current state to a new future state so that the desired results of change (and expected return on investment) are achieved.”*
• Change Management is about helping an organization through WHAT is changing and HOW people successfully change. * Change Management, The People Side of Change -Hiatt & Creasey
Overview for Today • Change Management(CM) or Organizational Change Management(OCM) Definition Alignment • Components • Process • Timing
• Alignment with BA Work in a Project Context
• Open Q&A – solutions for your current work
OCM Definition Components Process Timing
OCM Framework Work estimation, strategy, project/resource planning, and transition planning
On-going stakeholder management
Levers/ components to leverage to enhance adoption
Monitored, measured and interventions developed or changes to plans
Culture
5
Awareness and understanding of the cultural impact on change adoption
The process of change management
X Assess the change, its impacts & the people impacted
Develop plans to minimize impacts and support the change
Done
Working on now
Monitor progress on plans and Check for Adoption
Next step
Adjust plans and Develop interventions as needed
Ongoing
Monitoring Adoption Commitment to change
SUSTAIN ADOPTION ACCEPTANCE
GO-LIVE
UNDERSTANDING AWARENESS
Stakeholders
Time Sponsors
Communicate and participate in project kick-offs and events – be visible to program
Articulate program scope, benefits and timing, begin to remove barriers, Elevator Speech
Assumes responsibility for program benefits and delivery; maintains priority across enterprise; remove barriers
Visible during Go-Live and implementation; extols the benefits and reinforces “why;” holds leaders accountable to sustaining benefits
Reinforce Leaders
Read/participate in project communications and events, reinforce sponsor messages
Reinforce scope and benefits to team; identify issues and barriers to success
Assumes benefit responsibility in team; active participant in solution review; align team goals to project goals; drive to Go-Live
Accountable to peers and teams to deliver benefits, removes barriers and issues for team to succeed; integrates metrics into “run the business”
Change Agents
Prepare messages, participate in awareness events, evangelize project information
Reinforce WIIFM w/peers, develop solutions to address issues & barriers; seek Audience feedback
Reinforce WIIFM; finalize solution delivery and implementation; address barriers and issues; develop metrics for success
Measures project deployment and success; improves solutions to increase adoption results; supports peers in uptake; transitions to “RTB”
Impacted Audience
Seek to learn about project, who to contact, who represents me
Seek to understand project, WIIFM, scope, benefits, strategic impact
Participate in Go-Live activities; begin to articulate “why” of project – benefits, scope, improvements, job actions
Integrates new capability into business rhythms and actions – believes “this is how we work;” communicates benefits in their CDT/business team; suggests ways to improve new capability to drive greater benefit and value
7
Commitment to change
Addressing Resistance Stakeholders are unaware of the scope, impact, and outcomes, etc, for capability
UNAWARE
Misunderstanding of objectives, outcomes, impacts of capability
Stakeholders believe capability may present a negative impact to them (loss of control, capabilities, etc)
Stakeholders allow the project to progress but do not provide additional resources or assistance
Support (time/resources /involvement) that was previously allocated to the project is now retracted by stakeholders
CONFUSION NEGATIVE PERCEPTION
GO-LIVE
SUPPORT WITHDRAWN CAPABILITY TERMINATED
8
Stakeholders commit to termination of the project – either openly or covertly
Time
Closing The Gap Commitment to change
SUSTAIN ADOPTION ACCEPTANCE UNDERSTANDING UNAWARE AWARENESS
CONFUSION
Best Buy historically has limited success with adoption and sustainability of new capabilities and achieves only about 30% of targeted benefits
A 5% increase in benefits realization enabled by more effective Change Management approaches has the potential to add $15 - $20M annually to our bottom line.
NEGATIVE PERCEPTION
GO-LIVE
• Project Rework • Sub-Optimized Delivery • Lack of Leadership Alignment • CDT/Business Team Capability Gaps • Delay/No Adoption • Missing Accountability • Minimized/Missed Benefit Realization • Lost Investment Opportunity • Wall Street Impacts GO-LIVE Transformation
SUPPORT WITHDRAWN CAPABILITY TERMINATED
Source: Best Buy Enterprise Transformation/ PRG, June 2005
9
$$$
Gap
Time
Timing of Managing Change
Change Implementation Plan Timeline Discovery
Define
Design
Plan • • • • •
Assess magnitude of change from project & need for CM resources Identify & engage sponsors & leaders Identify change impacts from project Assess impacts on 7 levers of change Develop Change Readiness ApproachAssess baseline for readiness
Develop
Deploy
Do o • o • • •
Implement Change Readiness Approach, Assess results & Adjust plans Assess Communications, create and implement plan Assess & Design End-User Training Plan. Deliver Training Manage Stakeholders Complete & Start Comprehensive Change Implementation Plan Engage Change Network – including Super-users
Debrief
Sustain • • • • • •
Continue Communication dissemination Align Structures, roles & responsibilities Manage stakeholders Establish future state governance Monitor & Report Adoption Metrics Ensure Future State of people is secure
Alignment to BA Work Requirements to Outcomes
Parallel Work Throughout a Project Discovery
Define
Plan
Design
Develop
Do
Deploy
Debrief
Sustain
BA/BSA: solicit business requirements and develop functional and technical specifications .Test. Deliver required functionality.
CM: assess change magnitude & impacts, develop support plans and monitor adoption
Biggest Points of Leverage • STARTING with your requirements gathering (getting to know all audiences[impacted users]) and current state documentation[understanding where the people are coming from] • THEN as you clearly define the Future State solutionwhich uncovers and highlights the changes they will experience • ALONG THE WAY checking for understanding [multiple engagement opportunities] • WRAPPING UP with testing and training inclusion
Open Q&A Ideas & Solutions for Your Current Work
FOR ADDITIONAL INFORMATION or SUPPORT Stacey Ferguson [email protected]
