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AbstractFultonCountySchoolsimplementedSAPsEmployeeSelfService(ESS)andManagerSelfService(MSS)

withtheexpectationsthattheapplicationswould:

a)reduceemployeetimespentonmanagingpersonaldata

b)decreasetheadministrativeburdenoncentralofficeemployeeswhichwouldallowthemto

refocustheirenergyoncorebusinessprocessesandimprovecustomerservices

c)assistwithmaintainingcompliancewithpayrollbestpractices

Mycapstonepaperwilloutline:

a) howwelltheexpectationsweremetb)howtheteamandI(districtschangemanagementlead)addressedthecultural,

communication,training,andbusinessstrategychallengesthatwefacedduringtherollout

c) lessonslearnedandtheongoingeffortstorealizethefullbenefitoftheapplications.Introduction

AsthefourthlargestschoolsysteminGeorgia,FultonCountySchools(Fulton)hasmorethan

12,000fulltimeemployees,includingmorethan6,800teachersandothercertifiedpersonnel,who

workin99schoolsand15administrativeandsupportbuildings.Duringthe200910schoolyear,more

than90,000studentswillattendclassesin58elementaryschools,19middleschools,16highschools

(includestwoopencampushighschools)andsixcharterschools.

ThoughnotGeorgia'slargestschoolsystemintermsofstudentenrollment,itis,however,one

ofthelargestsystemsingeographicarea.FromitssouthernendintheCityofChattahoocheeHillstoits

northernmosttipinJohnsCreek,thecountyismorethan70mileslong.Whatisknownaspresentday

FultonCountywasformedbythe1932consolidationoftheformerCampbellandMiltoncounties,

makingFultonthesizeofthreecounties. FultonCountySchoolsisbisectedbyAtlantaPublicSchools.1

1Source:www.fultonschools.org

SituationIn2006Fultonsigneda5year,$28milliondollarcontractwithSAPfortheimplementationand

postproductionsupportforbackofficefunctions,ESSandMSS. PriortoimplementingESSandMSS

(PhaseII),FultonhadimplementedSAPforitsbackofficefunctions(PhaseI):Purchasing,Financeand

Logistics,PlantMaintenance,InvestmentManagement,Payroll,Personnel,TimeManagementand

OrganizationManagement.


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ThroughacompetitiveRequestforProposalprocess,FultonselectedCiberastheSAP

implementerforPhaseII. IBMprotestedCibersselectionastheimplementerandtheBoardof

EducationbroughtinGardnertoreviewthecriteriaandprocessesthatFultonusedtoselectCiber.

GardnervalidatedCibersselection.

TheFultonTeamconductedresearchonindustrybestpractices(e.g.Accounting,Purchasing)as

wellasspeakingwithrepresentativesfromschooldistricts(e.g.HoustonIndependentSchoolDistricts,

PrinceGeorgesCountySchools,OrangeCountySchools)andgovernmentalagencies(e.g.Pennsylvania

TurnpikeAuthority,StateofKentucky)todeterminewhatwentwellandwhatdidntworkduringtheir

largescaleEnterpriseResourcePlanning(ERP)projects. Fultonalsoconductedfocusgroupswith

variousschoolbasedandcentralofficeemployeestodeterminewhattheirpainpointswereandwhat

theywouldlikeasystemtohelpthemdo. Thepainpointsandwishlistwerefactoredintothe

specificationsandrequirementsthattheprojectteamultimatelydeveloped.

AfterPhaseIwentliveinJanuary2008andastheprojectteamwasplanningtoheadintoPhase

II,therewasashiftindistrictleadershipwithDr.CindyLoesarrivalalongwithanewChiefFinancial

OfficerandChiefInformationOfficer. ThenewleadershipquestionedwhyFultonhadchosenSAPover

Peoplesoft(someassumethatthiswasduetothefactthatGwinnettCountyhadPeoplesoft)andthere

werentalotofdistrictsthathadimplementedSAPsotheunfamiliaritywiththeproductalsocaused

resistance. Also,therewasalackofownershipoftheprojectsincethenewleadershiphadnotbeen

involvedinthedecisiontomoveforwardwithSAP. ThebusinessblueprintoutliningAsIsandToBe

processeshadbeencreatedforPhaseIIinMarch2008priortoDr.LoesarrivalinApril2008. Duetothe

resistancefromleadership,PhaseIIwasshelveduntilSeptember2008.

PhaseItrainingandcommunicationsweregivenmixedreviews. Theprojectteamdecidedto

allowparticipantstodeterminewhentheywantedtoattendthetrainingwithoutgivingthemadeadline

bywhichtheyhadtotakeit. Manyemployeesdidnotbelievethattheimplementationwouldactually

occursomanypeoplewaiteduntilthelastminutetotakethetraining. Manyemployeeswhowouldnt

haveaccesstoSAPalsosignedupforthetraininginanefforttomakethemselvesmorelikelytoget

promoted. Whenpeoplerealizedthattheimplementationwasactuallygoingtooccur,therewasamad

rushtoattendtrainingandthetrainingspotswereatapremium. Employeeswerealsoupsetbythe

factthat(unlikeinthepast)theyhadtopassanassessmentinordertogetcreditforthecourseandto

gettheiruseridandpasswordtotheSAPsystem. Principalsdidnotunderstandtheamountofdaily


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functionsthattheywouldhavetoperformviaSAPandthustheywererequiredtoattendextensive

trainingwhichtookthemoutoftheirbuildingsforseveraldays. Thetrainingwasalsodeliveredinmore

ofalectureformatandmanyemployeesfeltthatthetrainingwasnotinteractiveenoughforthemto

trulylearnthesystem.

Inspiteofthesetbacksanddelays,theimplementationofPhaseIwassuccessfulinitwas

completedontimeandwithinbudgetwhichisrareonprojectsofthisscale. Fultonwasrecognizedin

severalpublicationsasoneofasmallgroupofschooldistrictsthathadtheforesighttouseitsfinancial

resourcesimplementasystemascomplexasSAP.

ContributionThisinitiativewasmanagedbytheSAPProjectManager,apositioninInformationTechnology

thatreportstotheChiefInformationOfficer(CIO). TheCIOreportstoMarthaGreenway,theDeputy

SuperintendentofOrganizationalAdvancement. MarthareportstotheSuperintendent,Dr.CindyLoe.

InApril2009,Martha(mySupervisor),mentionedtomethatthedistrictneededsomeonetoserveas

theChangeManagementcounterparttotheconsultants(Ciber)ChangeManagementlead.

Coincidentally,IhadledchangemanagementactivitiesforlargetechnologyimplementationswhenI

wasatDeloittesoIvolunteeredmyservices. AftersharingmyresumewithCharlesSipos,(SAPProject

Manager),IwasaskedtojointheprojectandImetbrieflywithCharlesandAmyTilghman(CiberChange

Managementconsultant). Asthedistrictschangemanagementlead,Iwasresponsibleforcreatingand

executingachangemanagementplanwhichincludedatrainingplanandcommunicationsplanforMSS

andESSaswellasworkingwithmycounterpart(Amy)fromtheconsultancythatweengagedasour

partneronthisproject. ThepurposeoftheChangeManagementplanistooutlinethegoals,purpose,

andstrategiesofacomprehensiveChangeManagementplan(ExhibitA).

Theworkingteam(bymydefinition)iscomprisedoftheindividualsthatwereactivelyand

regularlyinvolvedinmakingthisimplementationasuccessandIllputthemintofour(4)buckets:

8 SteeringCommitteeThisteammetonaweeklybasispriorto,duringandaftertheimplementationuntil

March

2010.

This

forum

is

where

critical

issues

were

brought

up

and

decisions

were

made

that

hadfarreachingimpactsfortheproject.TheteamincludesmanyoftheSuperintendentsdirect

reportsChiefHumanResourcesOfficer,ChiefFinancialOfficer,ChiefFacilitiesOfficer,Deputy

SuperintendentofOrganizationalAdvancement,ChiefInformationOfficer,SAPProjectManagerand

ChangeManagementLead(me),AreaSuperintendent,CiberProjectManagerandChange

ManagementLead.


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8 HumanResources,PayrollandBenefitsTheteamsfromthesedepartmentsworkedwithCibertodocumentthecurrentstateandfuturestatebusinessprocesses. TheyalsoworkedwithCiberto

determinewhatsystemcustomizationsneededtobemadetofitFCSbusinessprocesses. They

executedtestplanstoensurethatthesystemwasworkingpriortoandduringimplementationand

theyoftentimestroubleshootissuesthatarise.

8 InformationTechnologyTheITteamhelpedussetupemployeesinthesystemwiththeappropriatesecurityaccessandemailaddressessotheycouldusethenewESSandMSSsystem.

TheITgroupalsohousestheHelpDeskwhichemployeescallwhentheyhavequestionsaboutany

ofthedistrictssoftwareorhardware.

8 ChangeManagementTeam(madeupofCiberandFCSresources)wereresponsiblefordevelopinganddeliveringtrainingmaterials,coordinatingtraininglogistics,managingtheChangeAgentteam

communications

troubleshooting

issues

when

contacted,

and

communicating

to

employees

about

trainingandGoLivedates.

Therearefivemajorstepsinanytechnologyimplementation:

8 ProjectPreparationProjectManagementandChangeManagementteamsbeginworkingduring

thisphase. Highlevelexecutivebuyinshouldbebuiltaroundthistimeaswell. Towardstheendof

projectpreparation,thereshouldbeateamkickoffwhichwillfocusonbuildingteameffectiveness

andbuyinaswellasdiscussingprojectprocessesandlogistics(e.g.weeklyteammeeting,where

theprojectplanwillbehoused),

8 BlueprintAsisandToBeprocessesshouldbemappedanddepartmenthead/midmanagerlevel

buyinshouldbebuiltduringthisphase. Individualswhothoroughlyknowcurrentbusiness

processesshouldbeincludedintheblueprintsessions.

8 RealizationThesystemshouldbedevelopedduringthistimeandtheprojectteamshouldbeunit

testing. Integrationtestingshouldbeconductedbyindividualswhounderstandbusinessprocesses

andwereinvolvedwithbuildingtheblueprint. Individualswhohavehadnoinvolvementwiththe

projectwillconducttestingviatestscripts(i.e.UserAcceptanceTesting). Afinalpushof

communicationsaboutprocesschangesshouldbecommunicatedtoendusers.

8 FinalPreparationTestingshouldbealmostcompletedduringthistimesothataccuratetraining

materialscanbefinalizedanddeliveredtothetrainingaudience.

8 GoLiveandSupport Troubleshootanynewissuesandprovidephoneandemailsupport(e.g.Help

Desk)andongoingcommunicationstoanswerenduserquestions.


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FrommyexperienceinChangeManagementconsulting,thetermChangeManagement

meansdifferentthingstodifferentpeoplesoIthoughtitwasimportanttomakesurethatAmyandI

wereonthesamepage. Ialsothoughtitwasimportanttotakethetimetohelpothersunderstand

whatChangeManagementissotheywouldknowourperspectiveandwhenwewouldneedtobe

includedinvariousdiscussions. MarthaaskedmetobeginattendingtheweeklySteeringCommittee

meetingsandIinvitedAmytojointhediscussionsaswell. TheSteeringCommitteeiscomprisedofthe

ChiefFinancialOfficer,ChiefHumanResourcesOfficer,ChiefInformationTechnologyOfficer,Chief

FacilitiesOfficer,DeputySuperintendentofOrganizationalAdvancement(MarthaGreenway,my

Supervisor)alongwiththeCiberprojectmanager. IknewitwasimportantforAmyandItobeinthe

roomtoprovideourperspectivesanditalsohelpedifweweregettingthesameinformationatthe

sametime. Wealsowereabletoprovidevaluableinputthatwehadheardfromenduserstothe

Steering

Committee

as

they

were

making

critical

project

decisions.

For

my

first

Steering

Committee

meeting,Ibroughtadocumentthatoutlineswhylargescaleimplementationsfailand10outofthe15

reasonswererelatedtothesoftorpeoplesideoftheimplementation. IalsoaskedtheCiber

ProjectManagerifIcouldhaveafewminutesonhisteamsweeklyagendasothatIcouldsharethis

document,describewhatChangeManagementisanddiscusstherolethatIwouldbeplayingonthe

project. Iwantedhisteamtoalsoknowthattheyhadanadvocateinmesothatiftheyfeltthat

somethingwasntrightthattheycouldcometome. Duringsubsequentmeetings,AmyandItriedto

bringinfeedbackfromChangeAgentsorendusersthatwehadinteractedwithduringfacilitatedlabs

andtraining.

AmyandIworkedverycollaborativelythroughoutthisprocessandwethoughtitwouldbea

greatideatoutilizeaChangeAgentnetworkandtohaveaweeklymeetingwithotherkeymembersof

theChangeManagementteam. TheChangeAgentnetworkwouldservetwo(2)purposes:a)provide

feedbackfromdepartmentsandschoolstouspriortoandduringtheESSandMSS implementationto

helpusshapecommunicationsandtraining,b)providefeedbackoncommunicationsthatwewere

sharingwithemployees,andc)toshareinformationwiththestaffthattheyworkedwitheveryday. We

metwiththeChangeAgentsmonthlyandfoundthistobeavaluablewayofcommunicatingwith

employeesinvariousdepartmentsandschools. Duringtheweeklymeetings,theteamhadaset

agenda,gotupdateson,andbrainstormedideasontrainingandcommunications.

Ialsocreatedseveralcommunications(e.g.FrequentlyAskedQuestions,TipsnTricks,)that

weresentoutto12,000+employeesaswellascreatingpresentationsthatweresharedwithprincipals


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andcentralofficeemployeesduringourmonthlyAdStaffmeetingtoprovideupdatesontherolloutas

wellasclarifyingsystemquestionsthatstillcontinuedtoarise. AmyandIpresentedatthelarger

generalsessionmeetingsaswellasduringthelevel(elementary,middle,andhighschool)breakout

sessions. IalsoworkedverycloselywiththeDirectorofCommunicationstodevelopseveraldistrict

widecommunications.

Duringthecourseofthephasedrollout,Ialsoservedasa4thmemberoftheSAPHelpDesk

fromJulythroughSeptember. Isentoutalloftheemailstoallemployeesinformingthemaboutthe

onlinetrainingandthatthesystemwaslive. Duetothat,whenemployeeshadquestions,theyemailed

andphonedme. Thisinteractionwiththeendusergavemeatremendousamountofinsightintowhat

topicsweneededtoaddressfurtherinsubsequentcommunications(e.g.TipsnTricks,FAQs,AdStaff).

Ialsoservedasalabfacilitatorforcomputerlabsessionsthatweheldforemployeesto

completetheonlinetrainingforESS. Somesupervisorsmandatedthattheiremployeesattend

facilitatedlabssothatatrainercouldassistthemandanswertheirquestionsastheywentthroughthe

onlineESStraining.

IcontinuetoserveontheSteeringCommitteeandIalsoattendtheCiberProjectManagers

weeklymeetingwithMarthaandtheBusinessProcessOwners(BPO)meeting. TheBPOmeetingisthe

weeklymeetingwheretheownersofthebackofficefunctionsandapplicationsmeettodiscusssystem

upgradesandissues,training,andupcomingchanges.

LessonsLearnedandKeyQuestionsThelessonsinprojectmanagement,teamdynamics,andleadershipthatIlearnedfromthis

projectareinvaluable. Belowarejustsomeofthecriticallessonslearnedorreinforcedandkey

questionstoaskduringanyproject:

8 EnsurethatthedistrictorCMOhasastrongprojectmanagerandexecutivesponsorthatwilladvocateforthedistrictorCMOwhenaconsultingfirmhasbeenengaged. Itiscriticalthattheinternalresourcehastheknowledge,executivelevelsupportandthecouragetoensurethatthedistrictorCMOisdrivingtheprojectandnottheconsultant. Theinternalresourceshouldbe

adamantaboutensuringthatthesystemisdesignedtomeettheorganizationsbusinessprocesses.

Theinternalresourcewillalsoensurethataplanforknowledgetransferisdevelopedandexecuted

fromDay1oftheprojectbecausetheconsultanthasnoincentivetoleavetheclientiftheyare

continuingtogeneraterevenue. Clientandconsultingresourcesshouldworkinthesamephysical

space. Knowledgetransfershouldbeagradualprocessthatoccursfromtheonsetandoneofthe


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easiestwaystofacilitatethatistocolocatetheresourcesinthesamespace. Theclientsmanager

shouldalsoconstantlyreinforceadeadlinetotheorganizationsemployeestoletthemknowwhen

theconsultingresourceswillleavetheorganization.

8 Makesuretheprojectteamiscomprised ofpeoplewhoknowthebusinessprocesses,workwellwithothersandwillspeakfavorablyabouttheproject. Ifyouhavetochoosebetweena)thosewithbusinessprocessknowledgeandb)thosethatareteamplayersandhaveapositiveoutlook,always

choosethelatter. Aprojectmanagercanpullintheknowledgeresourceswhennecessary. Building

buyinthroughvariouslevelsoftheorganizationiscrucialandpeoplewiththerightattitudecan

helpbuildbuyinandserveasthefacesoftheproject. Perceptionisrealitysohavingpositive

facesoftheprojectisimportanttoitsoverallperceptionandsuccess. Devotetimetomakingsure

thattheprojectteamisfunctioningeffectivelyandhavingfunaswell. Examplesofactivitiesmay

include

organizing

team

outings,

open

discussions

(or

anonymous

suggestions)

about

how

the

team

canfunctionmoreeffectively,etc.

8 BringinChangeManagementexpertsassoonastheprojectbegins. Manyofthereasonsthatlargescaleimplementationsfailisbecauseinsufficientattentionispaidtoproperlycommunicatingand

trainingendusers,transferringknowledgetotheclienttopreparefortheconsultantsexit,and

makingsurethattheprojectteamisworkingeffectively. Experiencedchangemanagement

consultantscanmakesurethattheentireprojectteamgivespropertimeandresources. Theywill

alsomakesurethatkeydecisionsarebeingmadewiththeenduserinmind.

8 Shiftworkingresponsibilitiestofreepeopleuptodevotetimetotheproject. Aprojectofthissizeisahugeundertakinganditisgoingtobereallydifficultforpeopletocompletetheirfulltimetasksas

wellastheirprojecttasks. Considershiftingsomeworktoexistingstaffthatarentinvolvedinthe

projectsothatprojectresourcescandevotesufficienttimetoprojecttasksinordertoensureanon

time,onbudgetprojectdelivery. Theprojectwasalwaysbattlingforresourcesbecausethose

resourcesworkloadwasnotshiftedtoaccommodatetheirprojecttasks. Asaresult,sufficient

systemstestingwasnotalwaysconductedduetotheresourcecrunchandseveralissuesthat

shouldhavebeenidentifiedduringtestingaroseafterthesystemwentlivewhichnegatively

impactedenduserperceptionofthesystem.

8 Makedecisionsthattakeintoaccounttheenduserandnotjustwhatwillworkforcentralofficeoranyoneparticulardepartment. MajordecisionsabouthowtheMSSsystemwouldworkweremadewithoutreallyconsideringhowthosedecisionswouldaffecttheenduser. Forexample,thedecision

wasmadetoonlyallowtheprincipaltohaveMSSapprovalofleaveandtimeforschoolbased


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employees. Insomecases,thismeansthataprincipalisapprovingleavefor100200peopleand

thisisahugeadministrativeburdenforprincipals.

8 Beawareoftheorganizationscultureandtakestepstoreinforcenewwaysofdoingbusiness.FultonemployeesareaccustomedtocallingtheHelpDeskandhavingsomeonetakethemstepby

stepthroughtroubleshootingandsolutions. Peopleareusedtoandlikecallingsomeoneatcentral

officetomanagetheirinformationasopposedtodoingitontheirown. Theydontusuallywantto

searchforanswersontheirownormanagetheirowninformation. Thiscultureofhandholdingis

ahardhabittobreakforemployeesandtheHelpDesksoinformtheHelpDesktoalwayspoint

peopletothewebsitetofindtheinformationasopposedtotakingthemthroughthesteps.

Reinforcingtheonlinehelpinformationandstepbystepinstructionsiscrucial.

8 Segmentusers,determineeachusergroupscomputeraccessandlevelofcomfortandcreatecommunications,

resources,

and

training

to

meet

each

groups

needs.

Many

employees

dont

use

computersintheireverydayworkandmanydonthaveaccesstoacomputersotheirlevelof

comfortandaccessislow. Beverydeliberateandthoughtfulaboutdevelopingtrainingand

communicationsthatmeetstheneedsofemployeeswithsuchavaryinglevelofaccessandcomfort

soastoensureasmoothimplementationacrosstheentireemployeespectrum.

8 Knowhowprevioustechnologyimplementationshavegone. TheperceptionofPhaseIwasthatthetrainingandcommunicationswasnotwellreceivedsowhenpeoplehearSAPtheythinkofthe

firstimplementationandtraining. Youhavetobeawareofandovercomethenegative

connotationsofpreviousprojects.

8 Institutionalizeproperprocessesandproceduresespecially forsupportfunctionsthatarecriticaltosuccess. DuringPhaseIaCiberconsultantworkedcloselywithourHelpDesktoimplementsome

standardprocessesandproceduresbutaftertheconsultantleft,theHelpDeskrevertedbacktoits

oldwayssowehadtohelpthemreinstatemoreefficientwaysofworking. Wealsodidntfindthis

outuntilwewerebeginningtheimplementation.

8 Thinkthroughtheprosandconsofeachmajorprojectdecision. Peopleneedtorealizetheprosandconsandshorttermvs.longtermapproachofdecisions. Forexample,thedecisiontolimitMSS

trainingtoonly3hours(duetothecriticismaboutPhaseItraining)severelylimitedourabilityto

providehandsonlearningthatwouldhaveenabledparticipantstofeelmorecomfortablewiththe

system.


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8 Setasideadditionalfinancialresourcesforunexpectedchanges. Duetobudgetcuts,theboardofeducationdecidedtoreducetheannualworkingdaysofcertainpositions. Thiswasacostlyand

timeconsumingprojectforwhichtheprojecthadnotplannedorexpected.

Thequestionsthatshouldbeaskedbeforeembarkingonthistypeofinitiative:8 Whatisourdecisionmakingprocess? Isitagoodoneordoweneedtorevisit/reviseit?

8 Dowehavealltherightpeopleinthisconversationorisittooonesidedinanydepartmentsor

personsfavor?

8 Whataretheprosandconsofcertaindecisions? Forexample,whataretheprosandconsoftaking

aphasedapproachtorollingoutthenewsystemvs.abigbangapproach?

8 Whatisthewrittenprocessvs.whatisreallygoingonontheground?

8 Whatareweaskingpeopletododifferentlythantheydonow?

8 Areweprovidingenoughhandsonlearningduringthetrainingprocess?

8 Whataretherealskillset/strengths/weaknessesoftheleaderssittingatthetablemaking

decisions? Whentheyarenoddingtheirheadsinagreement,dotheyreallyunderstandtheirrolein

thesuccessofthedecision? Anddotheyhavetheskillsettofulfillthoseresponsibilities? Ifnot,

whatcansomeonedotofillthosegapssothattheprojectdoesntsuffer?

8 Ifyouhaveoutsideconsultants,issomeonefromtheclientsideactivelymanagingconsultanthours,

thebudgettoactualandongoingknowledgetransferaswellastheclientsdependenceon

consultants?

8 Howdoweexpectthatpeoplesjobactivitieswillchangeasaresultoftheimplementation? Have

wecommunicatedthesechangesanddoweneedtoshiftworkactivitiesamongemployeesortrain

peopleonnewactivitiesduetothechanges?

8 Doestheclienthavetheskillsettoperformthedutiesthattheconsultantisperforming? Ifnot,

whatistheplantobringthatskillsetonboardfulltimeforthedistrict?

8 AnyadditionalquestionsonthedocumentPlanningforSuccessfulChange(ExhibitB)

Outcomes,NextSteps,andTrendsThegoalistocontinuallyfindwaystoincreaseefficiencybyautomatingpaper/manual

processeswhichwillallowemployeesthatserveschoolbasedemployeestofocusonmorestrategicand

customerfocusedactivities. Wealsowantedtohavebetterdatawhichwouldallowusmanageriskin

termsofpayrollcomplianceandtointegratethedatafromvariousdepartments. Betterservingour

customers(districtemployees)willcreatemoretimeforthemtospendoneffortstoraisestudent


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achievement. Raisingstudentachievementisourreasonforbeingandourcorebusiness. Ourstrategy

istoeliminateorreduceactivitiesthatdistractusfromourcorebusiness.

PhaseIIwasrolledoutinaphasedapproachfromJulythroughSeptemberand12,000+

employeeswereliveonESSandapproximately400principalsandSupervisorswentliveonMSSasof

September30,2009. TheimplementationofESSputusincompliancefortimerecordingfornon

exemptemployeesanditputtheresponsibilityonbuildingleveladministratorstoapprovetimeas

opposedtothePayrolldepartment doingitwhichposedatremendousconflictofinterest. TheESS

datathatwehaveandwillhavegoingforwardiscleanerandmoreaccuratebecauseitisbeingentered

directlybyemployees. Betterdataallowsthedepartments(e.g.HumanResources,PersonnelRecords)

toprovideahigherlevelofcustomerservicebecausetheycanansweremployeequestionsbettersince

thedataismoreaccurate. Employeesareempoweredbecausetheycanmanagetheirowndatareal

timeinsteadofhavingtospendtimefillingoutpaperworktomakechangestotheirmailingaddress,

bankinginformation,andbenefits. Thereislessmanualinterventionsincethedataisnolongerkeyedin

andithasfreedupapproximately15%ofPersonnelRecordstimeduetoeliminatingmanualentryof

employeedata. Thistimecannowbebetterspentonthedepartmentscorebusinessprocesses. In

termsofnextsteps,Fultonneedstofocussomeenergyandresourcesonaddingthefunctionalitythat

willallowemployeestoupdatetheirtaxexemptionsviaESSaswellasprovidingmoreaccesstoguided

procedureswhichtakesanemployeethroughallofthestepswhenthereisalifeeventchange(e.g.

marriage,divorce,birthofthechild). ImplementingESSwasahugeculturalshiftformanyemployeesin

thatitrequiresthattheywereaccustomedtocallingsomeonetomanagetheirinformationandthey

wereusedtohavingtheirhandsheldandtakenstepbystepthroughaprocess. ESSrequiresthat

theymanagetheirowninformationandutilizeonlineresourcestoanswertheirownquestions.

MSSisstillverymuchaworkinprogress. Unfortunately,decisionsweremadepriortome

comingonboardtheprojectthatwerebasedmoreonwhatwouldworkbestforcentralofficeas

opposedtowhatwouldworkbestfortheenduserandtheyweremadewithouttakingintoaccount

whatwasactuallyhappeningontheground. Forexample,TheHumanResourcespolicystatesthat

principalsandSupervisorsaretoapproveleavebeforeitistaken. Inactuality,nooneisquitesureto

whatextentthiswashappening. Ifitwashappening(especiallyattheschoollevel),theassistant

principalsweremanagingthisprocess. Thedecisionwasmadetoonlygivetheprincipalateachschool

theauthoritytoapproveleaveandtimeviatheMSSsystem. Theimplicationsforthisdecisionarehuge.

AsImentionedearlier,someschoolshave100200employeessothatmeansthataprincipalis


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responsibleforapprovingtheleaverequestsandtimeworkedforalloftheseemployeessoprincipals

hadtolearntheMSSsystemaswellasaddanotherresponsibilitytotheiralreadyoverloadedday. This

isstilladecisionthatprincipalsarepushingbackonandtheteammayhavetoexploreloweringthe

spanofcontrolandgivingchiefaccesstoassistantprincipalsandpossiblyevendepartmentchairsso

astolightentheadministrativeburdenonprincipals. Theteamalsoneedstoworkonenhancing

functionalityforandtrainingmanagersoncreatingstandardreports. Thiswillmakethedatamuch

moreeasilyaccessiblefordecisionmakingandauditing.

Moregovernmentagencies,schooldistrictsandnonprofitorganizationsareimplementinglarge

scaletechnologysystemsbuttheyareslowertoexecutethesetypesofprojectsthanintheprivate

sectorduetothehighcost. Theseorganizationsbelievethesesystemsareimportantbuttheyneedto

understandthattheprojectsaremajorinvestmentsandthatthereturnoninvestmentdoesntoccurin

oneyearbutovermultipleyears.

Note:IconductedinterviewswiththefollowingindividualsformyCapstonepaper:CharlesSipos,SAPProjectManager;MarthaGreenway,DeputySuperintendentforOrganizationalAdvancement;AmyTilghman,CiberChangeManagementLead,andDawnRose,SAPSystemAnalyst


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AppendixA.

ChangeManagementPlan


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FULTONCOUNTYSCHOOLSSAPProjectPhaseII

ChangeManagementPlan

Preparedby:PhaseIIChangeManagementTeam

CariceAnderson,FCS

AmyTilghman,CIBER

Issued:April16,2009


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TableofContents

1. Introduction......................................................................................................................................... 16

2. Purpose ................................................................................................................................................ 18

Figure1:PerformanceCurve ............................................................................................................... 18

3. LeadershipAlignment..........................................................................................................................18

4. Communications..................................................................................................................................20

Figure2:CommunicationbyAudience................................................................................................20

Attachment:PhaseIITraining&CommunicationsActivitiesSchedule .............................................. 21

Figure3:ChangeandCommitmentCurve ..........................................................................................22

5. EndUserTraining.................................................................................................................................24

Attachment:TrainingPlan ................................................................................................................... 25

6. OrganizationalTransition(Impact)......................................................................................................25

7. ProjectTeamEffectiveness.................................................................................................................. 28

8. CapabilityTransfer Placeholder............................................................ Error!Bookmarknotdefined.

9. ChangeManagementRolesandResponsibilities................................................................................ 30

Attachment:PhaseIIProjectOrganizationalChart.............................................................................30


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1. Introduction

FultonCountySchoolsimplementation(i.e.,PhaseII)ofEmployeeSelfService(ESS),ManagerSelf

Service(MSS)andEnterpriseLearning(EL)willprovidethefollowingbenefitstoemployeesofFulton

CountySchools:

ESS/MSSwill:

Improveservicetoemployees Automatemanualreportsforvariousemployeeactivities(e.g.,LeaveRequests,ChangesinBenefits) Improvetheaccuracyofdatathatisentered Allowallemployeestoreviewrealtimedata

EnterpriseLearningwill:

Improveservicestoinstructionalstaffasitwillallowthemtominimizetheeffortrequiredtofindandenrollinclasses

Integrateprofessionaldevelopmentdataandhumanresourcesdata Allowsupervisorstoreviewinformationfordirectreports

PhaseIIwilladoptanapproachthatisfoundeduponbestchangemanagementpracticesandknown

factorsinensuringsuccessfulchange.ChangeManagement(CM)isasetofprinciplesandactivities

designedtopreparepeopleforandsupportthemthroughasignificantorganizationalortechnological

change,suchasthePhaseIIimplementation.TheChangeManagementPlanoutlinestheFultonCounty

Schoolsapproach,guidelines,goals,andstakeholdersthatwilldriveactivitiesforthePhaseII

implementation. Thisdocumentisiterativeandwillcontinuetoevolvetoaddressthemostrelevant

audienceandissuesastheprojectprogresses.

Thismethodologyrecognizesthateachinitiative/implementationisunique.Asstrategiesare

determined,theythendriveCMprojectplans,activities,andtasks.Anintegralpartofthismethodology

requiresconstantmonitoringandassessingofCMeffectiveness;asaresult,thesestrategiesare

dynamicandwillbeadjustedandrevisedtoincreaseeffectivenessalongthelifeoftheproject.Itshould

alsobenotedthatCMassessmentswilldrivetrainingstrategies.(SeethePhaseIITrainingPlanformore

information.)

ChangeManagementiscomprisedofsixareas:


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1. LeadershipAlignmenteffortstoalignleadershiptotheprojectvision,goals,andbenefitsandprovidethemwithanincentiveandbusinessrationaletochampiontheeffort

2. Communicationsactivitiestodeterminerelevantaudience,timing,andfrequencyforcommunicatingkeymessages,projectprogression,andimpactandtoprovideaudiences

withampleopportunitiesforfeedbackandinput

3. EndUserTrainingeffortstoprovideemployeeswithadequatetraining,resources,andsupporttoperformtheirjobsatGoLive

4. OrganizationalTransition(Impact)creationofnewemployeeroles,jobs,andorganizationalstructurestosupportthenewprocessesandtechnology

5. ProjectTeamEffectivenesssupportprovidedtotheprojectteamtoimproveteamefficiency,morale,andperformance

6. CapabilityTransferactivitiestoshareinformationsothatFultonCountySchoolscanfullysupportandsustainthenewsystempostGoLivewithoutexternalassistance

ChangeManagementis:

intendedtomaximizeachievementofdesiredbusinessobjectiveswhileminimizinglossinproductivity

structuredtoalignwithandsupportthebroadertechnologyandbusinessprocesstransformation designedtosupportandpromotethepeopleaspectsoftheproject designedtolessenoreliminatethebarrierstolongtermsuccessfulimplementation


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2. Purpose

Theultimatepurposeofthisapproachisto:

Helpmitigatetheindividualandorganizationalresistancetochangesothattheprojectsbenefitscanbemorequicklyrealized.RefertothestandardPerformanceCurve(Figure1)wherethegreen/uppercurverepresentstheapplicationofchangemanagementmethodology.

Figure1:PerformanceCurve

Accelerateorganizationalacceptanceofthenewbehaviorsrequiredasaresultoftheproject. Helpexecutives,management,andkeychangeagentsbecomeawareofthedynamics,risks,and

challengesposedbyresistancetochangesandprovidetheseleaderswithguidanceinactively

championingthechanges.

3. LeadershipAlignment

Leadershipalignmentisachangemanagementprocessusedtocreateasharedsetofgoalsand

prioritiesforprojectleadership.BybuildingstrongsupportforthegoalsofPhaseIIinitiatives,the

leadershipalignmentprocessensureslongtermsuccessofthePhaseIItransformation.

ThepurposeofLeadershipAlignmentisto:


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presentupdatesandstatusaboutvariousphasesorrollouts engageleadershipandgettheirbuyin provideaforumforvaluabledebateamongstleadership providetoolsthatleaderscanutilizetocommunicatewiththeiremployeesThisdocumentseekstoemphasizethespecialfocusrequiredofleadershipinorderfortheprojecttobe

successful.Theresponsibilityforensuringleadersunderstand,advocate,andcommunicatethechange

fallsontheprojectteamandtheleadershavearesponsibilitytoensurethattheyareequippedto

undertaketherolerequiredofthem.

Theleadershipalignmentprocessfocusesonachievingthefollowingobjectives:

Maintainasinglefacetokeyleadersbyadheringtoconsistentprocessesandactivities. Helpbuildstrongcollaborativeworkingrelationshipsthataresupportedbymutualtrustamongall

theexecutivemanagementandPhaseIIGovernancemembers

CreateaclimateofsupportandownershipforthePhaseIIProjectgoals.ActivesponsorshipisoneofthemostcriticalelementsofthisCMapproach.Withinthisapproach,a

cascadingsponsorshipnetworkisdeveloped.Sponsorsrangefromsteeringcommitteememberstokey

businessstakeholders,middlemanagement,andchangeagents.Onceidentified,theseindividualsare

chargedwithchampioningthechange(s)withintheirorganizationsinvariouswaysthatdemonstrate

commitmentandconvictionduringallstagesoftheproject,includingpostgolive.Dependingonthe

individualssphereofinfluence,stakeinthechanges,andlevelintheorganization,someresponsibilities

ofthesechangechampionsinclude:communicatingandsupportingcascadingkeymessages(suchasthe

caseforchangeandtheinitiativesimportance),issueresolution,resourceallocation(dollars,time,

people),resourceaccountability,decisionmaking,empowermenttorepresentatives,andidentifying

andactinguponchangeresistance.

Thesponsorshipapproachisdynamicandisappliedandrepeatedthroughoutthelifeofaproject.

Sponsorshipisdrivenbyformalandinformalassessmentstohelpensurethatreadinessandchallenges

areaddressedandsponsorshipactivitiesareeffective.

ItiscriticalthattheFultonCountySchoolsleadershipserveasChangeChampionswhounderstandthe

businesscaseforPhaseII,supportPhaseII,andspeakpositivelyaboutPhaseIIwithvarious

stakeholdersthroughoutthedistrict.

ChangeManagementpresenceintheSteeringCommitteemeetingswillserveasthetouchpointfor

leadershipalignmentandotherchangemanagementactivities.KeymessagesfromChangeAgentswillbeconveyed;anymessagesreceivedbyLeaderswillalsobediscussedandaddressed.Resultsofthese

discussionswillbeusedtoupdatecommunicationandtrainingplans.


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4. Communications

Effectivecommunicationisanessentialcomponentofsuccessfullymanagingthechangesthatwill

accompanyaproject/initiative.Providingtimely,accurate,andusefulinformationcanhelpbuildwide

spreadacceptanceofnewprocessesandfunctionality.

TheCommunicationselementoftheCMmethodologyisextremelyadaptiveandresponsivetotheother

CMelements(changereadiness,organizationaltransition,andsponsorship).Theplanandscheduleare

iterativeandwillbeconstantlyupdatedtoremaineffective.InadditiontoinputfromtheCMelements,

thescopeoftheproject/initiativeandtheculture/environmentdeterminecommunicationstrategies,

activities,andvehicles.Thesefactorsandinputsdriveanddeterminecommunicationmessagetone,

frequency,timingfordeliveryandauthors.

ThegoaloftheStakeholder/CommunicationPlanistoprovidemethodsforcommunicatingthe

implicationsonprocessesandpeopletoalllevelsoftheorganization.Effective,twowaycommunication

throughouttheprojectisvitaltosuccess.Itisthefirststeptobreakingdownthebarriersandfunctional

silosthatmayexist.Eachaudienceneedsinformationthatmeansthemosttothem.SeeFigure2.

Figure2:CommunicationbyAudience

Potential CommunicationActivities:

Identifyeffectivecommunicationvehicles Identifykeytargetaudiences Developcommunicationmatrix Designinitialcommunicationplan Developkeyawarenessmessagesfromchangeimpactmaps,changereadinessinputs,etc. Designhighlevelcommunicationstrategyandplanandalignthiswithtrainingplan/strategy Developcommunicationtrackerinalignmentwithcommunicationplanandstrategytomanage

communication

activities

Revisecommunicationstrategytoincreaseeffectivenessbasedonfeedback,readiness,andorganizationaltransitionassessmentsandactions

Middle Management /

Process Owners

Business

Related

Process

Related

Executives and Top

Management

Key Users /

End Users


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TheGuidingPrinciplesforCommunicationare: BetargetedandtailoredtotheappropriateaudiencesandwheretheyareintheChangeand

CommitmentCurve(seeFigure3below)

Beshort,sweetandtothepoint AnswerthefiveWswhat,who,where,when,andwhy Bepersontoperson,whenpossible Precedekeyeventsandmilestones Beconsistent,regardlessofthesourceorthemediaused Alwayshighlighttheactionsrequiredoftheaudience Provideopportunitiesforfeedback(e.g.,alloutboundcommunicationsincludeacontactnumberor

feedbackmechanism)

Simplicity:Eliminatealljargonandtechnobabble Metaphor,Analogy,andExample:Averbalpictureisworthathousandwords MultipleForums:Bigandsmallmeetings,memosandnewspapers,formalandinformalinteraction Repetition:Ideassinkindeeplyonlyaftertheyhavebeenheardmanytimes LeadershipbyExample:Behaviorfromimportantpeoplethatisinconsistentwiththevision

overwhelmsotherformsofcommunication

ExplanationoftheSeemingInconsistencies:Unaddressedinconsistenciesunderminethecredibilityofallcommunications

GiveandTake:TwowaycommunicationisalwaysmorepowerfulthanonewaycommunicationFormoredetailedinformation,pleaseseetheattachedTraining&CommunicationsActivitiesSchedule.Attachment:PhaseIITraining&CommunicationsActivitiesSchedule

Phase II Training andCommunications Activ

StakeholderManagement

Thefirststepindevelopingacommunicationsplanistoidentifykeystakeholdersthatwillbe

communicatedwithoverthecourseofthePhaseIIproject.

WhatisaStakeholder?Astakeholderisdefinedasapersonorgroupofpeople,internalorexternaltotheorganization,

involvedinand/orimpactedbythechangeprocess. Stakeholdersmaybegroupedbycommon

characteristicssuchasorganizationallevel,businessunits,country,accountabilityforthechange


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process,theextenttowhichtheyaredirectlyimpactedbythechangeprocess,ortheextenttowhich

theycaninfluencethechangeprogramanditsoutcomes. Thegoalforchangemanagementisto

increasestakeholderslevelofcommitmentfromcontactandawarenesstocommitmentandadvocacy

asindicatedbelowonTheChangeandCommitmentCurve.

Figure3:ChangeandCommitmentCurve

T I M EStatus Quo Vision

COMMITMENT

High

Low

ContactIndividualshave

heardaboutthe

ERPproject

Advocacy

Individualsmakethenew

processestheirownand

createinnovativewaysto

useandimprove

Awareness

Individualsareaware

ofbasicscopeand

conceptsoftheERP

project

Understanding

Individualsunderstand

howtheERPproject

impactstheirfunctional

area

PositivePerception

Individualsunderstandthenew

systemandprocessesimpacts

andbenefits

Collaboration

Individualsarew

illing

toworkwithand

implementthenew

processes

Commitment

Thenewprocessesaretheway

workisdone--thenewstatus

quo

The Change and Comm itment Curve

Copyright 2004 Deloitte Development LLC. All rights reserved.

StakeholdermanagementistheseriesofactivitiesthattheChangeManagementteamwillengageinto

movestakeholdersthroughthevariousstagesoftheCommitmentCurve.Stakeholdermanagement

includesthreeprocesses:IdentificationandAnalysis,Inquiry,andEngagement.

StakeholderIdentificationandAnalysisincludes: Identifyingstakeholders:thoseindividualsandgroups,bothinsideandoutsidetheorganization,

whohaveastakeintheprojectandwhocaneitherhelporhinderitssuccessfulimplementation

Segmentingthestakeholdersintomeaningfulclustersofindividualsandgroups. Identifyingthetypeanddegreeofsupportthatwillberequiredfromeachstakeholder. Assessingthecurrentlevelofstakeholdercommitmentandidentifythemostsignificantgaps. Outliningtheapproachforclosingeachgapandencouragetheneededstakeholdersupport.

StakeholderEngagementEngagementconsistsofaseriesofinteractionsthatarewellplannedandexecuted,tosystematically

drawalllevelsofanorganizationintotheimplementationoftheproject.ItisthroughtheEngagement

ProcessthatthestewardshipforthesuccessofaninitiativeistransferredfromtheProjectTeamtothe

peopleintheorganizationwhomanageanddothework.Itisthroughengagementthatthe


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ImplementationTeamcancreatealignmentwithpeopleintheorganization.Thebasicpremiseof

engagementisthatalllevelsoftheorganizationhavetheopportunitytodialogwitheachotherinorder

tounderstandwhattheyneedtopersonallydotoensuresuccessfulimplementation.

However,engagementisnotthesameascommunication.Wherecommunicationinvolvesimpartingortransmittingmessagesthroughletters,presentationorothermeans;engagementinvolvesdialogand

takingpersonalaction.

Engagementisacontinualprocessthatensuresthatthepeoplemostaffectedbytheimplementation

aregivenopportunitiesto:

participateinplanningimplementation visiblyleadtheimplementation developapersonalunderstandingofwhatisbeingproposed discoverthesourceoftheirownresistance identifyandremovebarriershinderingimplementation decidehowtomonitor,measureandreinforcebehaviors

TheChangeManagementteamwillneedtocontinueto: understandtheneedforinformationandinvolvementwithinandoutsidetheorganization; ensuretherightpeoplereceivetherightinformation,attherighttime,intherightway; ensuretherightpeopleparticipateattherighttime,intherightway; proactivelymanagethepaceandamountofchangethateachstakeholdergroupmustundergoto

avoid

change

overload;

buildorganizationalbuyin,commitmentandcapacityforchange;and maximizethepotentialforsuccessfultransitiontothefuture

Stakeholdergroupsareassessedbasedon:desiredlevelofawarenessandcriticalitytosuccessofthe

project.TheChangeManagementCommunicationsplanisdesignedtoachievecongruencywiththis

assessment.Itisessentialthatallstakeholderswithsignificantinfluenceunderstandthegoalsandbe

supportiveof(oratleastneutralabout)thesuccessofthisproject.Thetiming,type,andfrequencyof

keymessageswillbealignedwiththestakeholderassessmentforPhaseII.

ChangeReadiness

Engagement: "To involve; to attract

and hold attention; to enter into

conflict with; to mesh together; topledge oneself; to bind;"

-

Communication: "Imparting or

transmitting; a giving or exchanging

of information, messages; a message,letter; means of communicating"

-


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ThisCMelementisfocusedonensuringthatsponsorship,communication,andorganizationaltransition

strategiesandactivitiesareeffectivelypreparingenduserstoquicklymovetowardacceptingand

owningthechangesahead.

Changereadinessassessmentsaredonebysurveyingormeetingwithkeyfocusgroupsto:measure

effectivenessofsponsorship,determinelevelofawareness,gaugetheperceivedpriorityoftheproject

asitrelatestootherinitiativesandtheirdailywork,andidentifycompetitiveinitiatives(barriers),

trainingsuccessfactors,communicationsuccessvehicles,systemcompetence,andotherunique

departmentalbarriersordriversthatmayneedactionorleveraging.Thesesessionsarealsoheldto

manageuserexpectations,communicatechangeimpacts,andgatherinformationonperceivedimpacts

thatmayneedaction.

PotentialChangeReadinessActivities:

ConductaninitialChangeReadinessAssessmentwithprojectteam Identifykeytargetaudiencesrepresentingimpactedgroups BasedonChangeImpactMapsandinitialChangeReadinessAssessment,establishassessment

topics/questionsforkeystakeholderassessment

ConductChangeReadinessAssessmentforkeystakeholders Analyze,assess,andreportonreadinessstate Developactionsandrevisestrategiestoincreasereadinessprogress(e.g.,revisecommunication

and/ortrainingplans)

5. EndUserTraining

TrainingwillbeacrucialcomponentofyourChangeManagementPlan.Especiallywherebusiness

processischangedornewskillsarerequired,itisparamountthatemployeesbefullypreparedbefore

theyareexpectedtoperformnewduties.

TheGuidingPrinciplesforTrainingare: AligntheTrainingplanwithFultonCountySchoolsandHumanResourcesstrategicgoals. BuildEmployeeCompetencyandCapability Ensurethatemployeesunderstandtheperformance

requirementsandcanmeetthoseperformancerequirements.

Buildafoundationforongoingeducationandtraining Establishasustainabletrainingandperformancesupportinfrastructurewhichwillcontinuetosupporttheorganization.

Thegoalsfortrainingare:

Traininginthenewtechnologymustequipbothemployeesandmanagerswiththeskillsandknowledgetoproperlyutilizeandintegratethenewtechnologyintotheirworkprocesses.

Provideemployeeswithclearandmeaningfulperformanceobjectivesthatarerelatedtotheirperformancemeasures.

Ensureemployeesarecapableandconfidentintheirabilitiestousenewsystemaspartoftheirbusinessresponsibilities


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Ensurethatemployeesdisplaycompetencyintheirareasofresponsibilitybymeetingpredefinedperformanceandlearningobjectives.

Provideemployeeswithafoundationforcontinuousskillsdevelopmentandimprovement. EnsureappropriatenessandcosteffectivenessoftheEndUserTrainingprogrambyconcentrating

on

the

critical

and

essential

training

required

for

startup,

and

developing

a

plan

for

ongoing

training

needs.

Thefollowingtraininganddocumentationobjectiveshavebeenidentifiedtoensureasuccessfultraining

effort:

Enduserfocused(i.e.,userfriendly) Highquality Comprehensive Rolefocused Justintime(trainingshouldoccurasclosetogoliveaspossible)

PleaserefertotheTrainingPlandocumentformoredetailsaboutthetrainingstrategy,delivery

methods,andrisks.

Attachment:TrainingPlan

Phase II - TrainingPlan - v3.doc

6. OrganizationalTransition(Impact)

OrganizationalTransition(Impact)isthechangemanagementelementthatensuresthatan

initiative/projectisnotconsideredjustatechnicalchange.Itconsidersandpreparestheorganization

forallotherimpacts,includingchangesto:processes,policies,systems,organizationalstructure,and

individualsjobresponsibilities.Organizationaltransitionactivitiesprovidevaluableinputtothe

comprehensivedevelopmentoftargetedstrategiesandactivitiesforallotherchangemanagement

elements.Theseactivitiesfosterthepartnershipofbusinessandteammembersasakeyingredientin

implementingPhaseIIinitiatives/projectsthatareconnectedtobusinessgoalsandprovidevaluewith

anoptimizedandsupportinginfrastructure.

Impactassessmentsareusedtodeterminethedegreeofchangeandriskthatwillneedtobemanaged

throughoutanenterprisetransformation. Thisprocessiscriticaltoleadingandmanagingachange

processthatiseffectiveatmaintainingworkforceproductivityduringachange,andelevatingproductivityfollowingamajororganizationalchange. Impactassessmentsprovideafoundationfor

stakeholderrelationshipmanagement,riskmanagementandcommunications.

TheorganizationalimpactassessmentprocessforFultonCountySchoolswilldeliverthefollowing

benefits:

ProvidetheProjectTeamsandotherkeystakeholderswithaconsolidatedviewoftheanticipatedbusinessimpactsthatwillresultfromeachprocessarea


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ProvideamechanismtoengageFultonCountySchoolsleadershipandotherkeystakeholdersinmeaningfulconversationabouttheplannedchanges,thebenefitsanticipatedfromthesechanges,

andapproachestomanagingorganizationalrisks

FocustheFunctionalandTechnicalTeamsonthoseareasmostinneedofchangesupport Provideinputintoseveralchangeprogramareas,includingcommunications,executiveand

stakeholderalignment,endusertraining,organization/team/roleredesign,andHRTransformation

integration(workforcetransitionplanningandhumanresourcesprogramchanges)

Allorganizationalimpactsarecategorizedinthefollowingdimensions:

ImpactDimension Description

Work

Design/Responsibilities

Changesinneworshiftingworkprocesses/activities,primary

responsibilitiesandjobtasksbyrole

Skills/Training Changesinkeyskillsandknowledgerequired/changesintypesof

trainingrequiredtoreskill/retoolexistingemployees

DecisionMakingand

Information

Changesinscopeandtypesofdecisionsemployeesandmanagers

willmake;changesintypesofinformationrequiredbyemployees

tomakedecisions

InternalRelationships/Org

Structure

Changesinlayersoforganizationstructure,typesofworkgroups

andinteractions,reportingrelationships

Staffing Changesinsizeofworkforce(additionalstaff,numberof

outplacements,siteconsolidationsetc)foreachfunctionalarea

ExternalRelationships Changesinrelationshipsthatextendacrosstheenterprise

Goals/ObjectivesandPerformanceMeasures

Changesinthegoals/objectivesandcorrespondingperformancemetrics(includingaccountability)ofthosedoingthework

Rewardsand

Compensation

Changesincompensationandrewardsthatsupportthenewly

designedprocessesandstructures

Culture Changesinculture(teamwork,politicalpower,discipline,protocol,

visionandgoalalignmentetc.)requiredtosupport,driveand

sustaindesiredemployeebehaviors

Facilities Changesinfacilities(newlocations,integratedworkareas,key

workflowtoolsetc.)requiredtosupport,driveandsustaindesired

employeebehaviors

Policies Changesinexistingpolicies(orcreationofnewpolicies)required

tosupportorregulatenewlydesignedprocesses

OncetheToBeprocessesarefinalizedtheFunctionalandChangeManagementteamsneedtofacilitate

organizationaltransitionworkshops(ifnecessary)withandprovideresourcestokeymanagementto

determinethelevelofimpactandhowbesttomanagetheimpactofthePhaseIIproject.


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Theprocessdesignworkprovidesthefoundationforcompletingtheimpactassessments.Theimpacts

canbethoughtofasthegapbetweentheexistingworkflows,andtheworkflowsthatwillresultfrom

theproposed,redesignedcorebusinessprocessesandtechnologychanges.


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Approachstepsforcompletingthisworkinclude:

EngagetheTeamLeadsbyprovidinganoverviewoftheImpactAssessmentprocessandvaluetobederived.Reviewimpactassessmenttemplates.

ProvidetheImpactAssessmenttemplatetoteamsforuse. Teamscapturekeyimpactsaspartofthevisioningprocess. Documentinitialimpactsusingtheimpactassessmentworksheets. Getadditionalreviewandinputasneeded.PotentialOrganizationalTransitionActivities:

HelpSubjectMatterExperts(SMEs)createImpactmapsthatidentifytheimpact,personsaffected,andrisklevelforeachbusinessprocesschangeassociatedwiththeimplementation

UsingImpactworksheets,workwithSMEsandChangeAgentstoidentifyactivitiesandownerstohelpmitigatethereactiontoeachchange

Aligncommunicationsstrategy/activitiesandtrainingstrategy/activities/materialsasappropriate Conductperiodicriskassessmentsofhighchangeimpactsandensurethereisaneffectivemigration

strategybeingapplied

ConductperiodicStakeholder/SteeringCommitteecheckpointsessionstoensurebusinessalignmentwithteamanddevelopactionplanstoaddressopportunities,challenges,andissues

Ifneeded,developjobmapstoidentifychanging/newjobresponsibilitiesandskillrequirementsanddevelopanactionplantoaddressthesechangespriortogolive

Monitorandrevisechangeimpactmapsthroughouttheproject Developgolivesupportplanandidentifystructureandresponsibilities Implementgolivesupportplan Postgolive,conductprojectlearningsession(s)

7. ProjectTeamEffectiveness

Teameffectivenessreferstothesystemofgettingpeopleinacompanyorinstitutiontoworktogether

effectively.Theideabehindteameffectivenessisthatagroupofpeopleworkingtogethercanachieve

muchmorethaniftheindividualsoftheteamwereworkingontheirown.Teameffectivenessis

determinedbyanumberoffactors,suchas:

Therightmixofskills.Teameffectivenessdependsinpartonbringingtogetherpeoplewhohavedifferentskillsthatsomehowcomplementeachother.Thiscanmeandifferenttechnicalabilities

orcommunicationskills.Infact,teaminguppeoplewhosharetheexactsamecharacteristicsis

oftenarecipefordisaster.Teameffectivenessdependsonpeopletakingondifferentrolesina

groupsetting.Ifthereisnoagreementonwhodoeswhatinthegroup,itisunlikelythatthe

teamwillprosper.

Therightmotivation.Teameffectivenessisdirectlylinkedtotheinterestthatthegrouphasontheproject.Ifthejobistooeasyortoodifficult,oriftherewardsforachievingtheendresultdo

notseemworththeeffort,theteammayendupworkinghalfheartedlyintheproject.Thetask

shouldalsohaveaclearoutcome.Workingtowardsaspecificgoalenhancesteameffectiveness

significantly.


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Theabilitytosolveconflictswithoutcompromisingthequalityoftheproject.Teamworkhasonemajordownfall.Sometimesgroupsendupmakingdecisionstheyknowarenotinthebest

interestoftheproject,justsotheycankeeptheprocessmoving.Conflictisinnatetoanywork

doneingroups,andshouldbetakenaspartofthechallengeratherthanassomethingtobe

avoidedbycompromising.Teameffectivenessshouldbeincreased,notcompromised,through

conflict.

Onewaytoenhanceteameffectivenessistoagreebeforehandonacodeofconduct.Asconflictsarise,

itisimportanttoknowhowtodealwiththem.Whatisallowedandwhatisnot?Howwilltheteamdeal

withdisagreements?Isopendiscussionfavoredorwillthegroupvoteonmajordecisions?Knowing

whattoexpectandhavingtheplanwillmaketheprocessofworkingingroupmucheasier.

Researchhasshownthatthevariablestomeasuregroupeffectivenessare:

1. Goals:Doestheprojectteamknowwhatneedstobeaccomplishedandwhen?Doteammembersknowwhatthefirmistryingtoachieve?

2. Participation:Doteammembershaveanopportunitytocontributeinteammeetings?Inteammeetingsareallteammemberslistenedto?

3. Feelings:Architectsandengineersusuallyprefertodealwithcontent,ratherthanwithfeelings.Nevertheless,members'feelingscanplayanimportantroleintheeffectivenessoftheteam.

Canteammembersexpresstheirfeelings?Iftheydo,dotheygetempatheticresponses?

4. Diagnosisofteamproblems:Whenprocessproblemsarise,arecausesaddressed,ratherthansymptoms?

5. Leadership:Doestheteamdependtoomuchonasingleperson?Doteammembersotherthanthenominalleaderfeelfreetovolunteertomeetgroupneeds?

6. Decisions:Isconsensussoughtandtested?Aredeviationsappreciated?Oncemade,aredecisionsfullysupportedbytheteam?

7. Trust:Doteammemberstrustoneanother?Cantheyexpressnegativereactionswithoutfearingreprisal?

8. Creativity:Doestheteamseeknewandbetterwaystodothings?Areindividualschangingandgrowing?Sincemoreeffectivegroupsproducebetteroutcomes,bothquantitativelyand

qualitatively,itisobviousthatmakinggroupsmoreeffectiveisveryimportant.Aparticularly

goodwayistomonitorandmeasuretheireffectivenessinthevariousaspectsofgroupactivity.

Scheinhassuggestedtheuseofadiagnosticinstrumenttohelpmonitorandassesseffective

groupbehavior,whichwehaveadaptedforapplicationtoarchitecturalandengineeringteams.

Bykeepingintouchwiththosecharacteristicsandqualitiesthatimproveteameffectiveness,thechangesnecessarytoimproveitcanbemade.Theresultofimprovedteameffectivenesswillbebetter

outcomes.Thepayoffthedesiredoutcomesarepowerfulandachievable:projectprofitabilityand

quality,clientsatisfaction,andindividualprofessionaldevelopmentandgrowth.


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8. ChangeManagementRolesandResponsibilities

Belowareafewcorechangemanagementrolesandresponsibilities.(Thefulldescriptionandanalysisof

stakeholdergroupsarecontainedintheStakeholder/CommunicationPlaninSection4.)Dependingon

theneedsoftheprojectandtheresourcesavailable,theremaybemoreorlessresponsibilityandroles

mayshift.ThekeytosuccessistherecognitionthateveryoneinvolvedinimplementingPhaseIIhasa

roleinChangeManagement.Theresponsibilityformanagingthehumanimpactofchangedoesnotfall

solelyontheidentifiedChangeManagementTeam.Everyoneplaysapart.

Theprojectteamorganizationalcharthasbeenattachedforreference.

Attachment:PhaseIIProjectOrganizationalChart

Team Org Chart. ppt

ChangeManagementTeamCariceAnderson(FCS),AmyTilghman(CIBER) Design,develop,implement,andevaluatechangemanagementstrategies,plans,andactivitiestoensuretheyareeffectiveandwillleadtosuccess. LeadtheimplementationoftheCMstrategybyprovidingtheteamandbusinesswithguidance,

processes,templates,facilitation,andsupportforCMactivities.Conductongoingevaluationsand

assessmentsofchangemanagementforbotheffectivenessandrisk.

SteeringCommitteeSeeProjectOrganizationalChart Developandsupportcaseforchange VisiblychampionchangeProjectTeam&ExtendedTeamMembers(BPOsandSMEs)SeeProjectOrganizationalChart Provideexpertise,information,andsupporttothechangemanagementteamasneeded Createchange/businessimpactmaps Deliverchangemanagementdeliverablesasrequired Beachangeagentfortheirbusinessareabylookingforopportunitieswithstakeholderstocreatea

changereadyorganization(e.g.,inadditionaltoChangeAgentexamplesbelow,raiseenduserissues

andidentifygapsbetweentheprojectteamandtheendusers)

ChangeAgents

SelectgroupofSchoolTechnologySpecialists(STSs),departmentliaisons Assistintheimplementationofcommunicationdeliverablesandtasks Beachangeagentfortheirschoolsbylookingforopportunitieswithstakeholderstocreatea

changereadyorganization(e.g.,identifycommunicationopportunitiessuchasdepartment

meetings,coordinatelunch&learnswhenappropriate,notifyteamandextendedteamregarding

potentialchangebarriers/issues)


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TheseindividualswillbeselectedonavolunteerbasisastheywereinPhaseI.Agroupof1012STSswillbeChangeAgents,alongwithrepresentativesfromadministrativedepartmentsbasedon

recommendationsfromdepartmentheads.

AreaSuperintendents Leaddepartmentchangemanagementeffortsbyprovidingongoingcommunicationswithstaff,

principalsandfosteringparticipationandcascadingmessages

ActivelypartnerwiththeteamtoreadytheorganizationforchangeandaddressareasofresistanceOperationsDepartmentHeads Leaddepartmentchangemanagementeffortsbyprovidingongoingcommunicationswithstaffand

fosteringparticipationandcascadingmessages

Activelypartnerwiththeteamtoreadytheorganizationforchangeandaddressareasofresistance


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AppendixB.

PlanningforSuccessfulChange


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Owner

Name, Title and Organization

Project/Initiative DescriptionTitle and Brief Description

Parameters

1. When did this project begin and when did you get involved?2. What is the stage of completion? (estimate % complete)3. What percentage of your time will be spent on this project?

Project Climate

1. Why is this initiative critical to the organizations success? What is the level of urgencybehind the project at this time in the organizations history?

2. How does this initiative align with the districts overall strategy, and how do you know it isa priority for senior leadership?

3. Who are the primary supporters of the change?4. Who are the key detractors and what are their arguments against change?

Project Goal and Outcomes

1. What is the overarching goal of the project?2. What will success look like for you? (These could be the project outcomes as well as

personal outcomes such as building relationships, gaining exposure to senior management,

or honing your people management skills). Use your Resident Annual Plan as a resource.

Project Analysis: DICE Calculation

Supportive Reading:

The Hard Side of Change Management, Harold L. Sirkin, Perry Keenan, and Alan Jackson,Harvard Business School Press, 2005 (see http://dice.bcg.com/for more information on the

DICE calculator)

Use the DICE framework set out the article to analyze and assess the likelihood of success for

your change initiative. The essential questions for your evaluation are extracted in thefollowing tables. You will need to refer to page 6 of the reading to assign scores to your

analysis below.


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For some of these questions, a general response may not be meaningful. Instead, Residentsmay need to differentiate between certain individuals or groups whose experience with the

change effort varies significantly. For instance, is the team leader capable? may warrant

only a short commentary on an individuals strengths and weaknesses as it relates to this

project However, the answer to the question Are [affected employees] enthusiastic andsupportive or worried and obstructive? will likely require a description that varies for

particular resisters or supporters of the change.

* Denotes a question where Residents will likely need to differentiate between different individuals or

groups.

Duration

Reflect on the key milestones for the project and answer the following questions.

Do formal reviews occur regularly? Gut Check is this frequent enough given the

scope and scale of the project?

1

If the project will take more than two months to complete, what is the average

time between reviews?2

Duration Score:

Integrity

Reflection

Is the team leader capable?1

How strong are team members skills and motivations? *2

Do they have sufficient time to spend on the change initiative? *3

Integrity Score:


35/38

35

Commitment

Senior Management:

Reflection

Do senior executives regularly communicate the reason for the change and the

importance of its success?

1

Is the message convincing? What would make it more so?2

Is the message consistent, both across the top management team and over time?

What is inconsistent about the message?

3

Has top management devoted enough resources to the change program? *4

C1 Score:

Local-Level:

Reflection

Do the most affected employees understand the reason for it? *1

Do they believe its worthwhile? *2

Are they enthusiastic and supportive or worried and obstructive? *3

C2 Score:


36/38

36

Effort

Reflection

What is the percentage of increased effort that employees must make to implement

the change effort? *

1

Does the incremental effort come on top of a heavy workload? *2

Have people strongly resisted the increased demands on them? *3

Effort Score:


37/38

37

DICE Score

Directions: Calculate your total score based on each elements score above.

ELEMENTS SCORE

Duration [D]

Integrity of Performance [I]

Senior Management Commitment [C1]

Local-Level Commitment [C2]

Effort [E]

TOTAL DICE SCORE

D + (2 x I) + (2 x C1) + C2 +E


38/38

Building Project Success

In this section you will determine steps to improve success of your project or initiative.

As you reflect on your DICE calculation, what project risks really hit home with

you?

1

With this focus in mind, how might you mitigate those risks (1) individually and (2)

as a project team?

2

How might you employ your strengths to help you enhance the likelihood of success?3

.

What skills will you need to further develop to maximize project success? Consider

your Resident Annual Plan and your development goals and necessary supports.

4

What support will you need? (e.g. from your supervisor/organization, coach,

advisory team, or staff adviser)

5

What key next steps are you committing to?6

broad employee ss

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