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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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34/38
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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:
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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:
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36/38
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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:
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37/38
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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
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8/7/2019 Broad Employee SS
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