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ERP Change Management

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People and process issues are sometimes overlooked in planning for this type of project. ... will I get the training to do my new job (will I be able to do the ... – PowerPoint PPT presentation

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Title: ERP Change Management


1
ERP Change Management Getting from Here to There
  • Pam Waters
  • Change Management Team Leader
  • Department of Technology Information
  • State of Delaware

2
Evolution ofOrganizational Change Management in
Delaware
3
Delawares ERP Background
  • State of Delaware
  • 67 Organizations
  • 35 State Agencies
  • 19 School Districts
  • 20 Charter Schools
  • 36,000 Employees
  • 12 Unions Represented
  • 37 Different Locals

4
State of Delaware ERP Systems
5
Payroll Human Resources Statewide Technology
Delaware
  • PHRST

6
1990s
  • 1990s Various False Starts
  • July 1999
  • PeopleSoft Human Resource Version 6.02
    implemented
  • Benefits Administration Payroll Unsuccessful
  • Rolled back to Mainframe Legacy System

7
August 1999 February 2000
  • Project managed by consultants
  • Low team morale
  • Multiple project plans to fit budget
  • Production support for Human Resources
  • Chain of command multiple reporting structure

8
March December 2000PHRST Project
  • Became a state managed project
  • Acquired additional state resources
  • Rearranged project team
  • Added full time Change Management team
  • Single reporting structure

9
December 2000 July 2001PHRST Project
  • Change Management Team formed
  • Strategy developed
  • Prepared (readied) State Organizations
  • End-User training (1300)
  • Successful HR (V6.02 to 7.51) Upgrade
    Benefits/Payroll implementation

10
ERP Lessons Learned
  • High level commitment
  • Acquire Best of the Best state resources
  • Avoid modifications re-engineer 1st
  • Visionary Change Management
  • Production support project plan

11
Why ERP Implementations Fail
  • 42 Leadership
  • 27 Organizational Cultural Issues
  • 23 People Issues
  • 4 Technology Issues
  • 4 Other
  • Organizational issues left unchecked often lead
    to project failure

Source Organization Dynamics, Jim Markowsky
12
Planning for ERP is a Critical Success Factor
13
PHRST Upgrade 2004
  • V 7.5 to V 8.8

14
Project French Vanilla
  • Formed to eliminate/reduce system modifications
  • Led by Cabinet Secretary
  • Identify areas needing new legislation
  • Optimize current business processes
  • Communicate with state organizations

15
PHRST Upgrade V7.51 to V8.8
  • Client Server to Web based
  • Not much functionality change
  • Back out of some modifications due to
    re-engineering effort of project French Vanilla
  • One year timeline
  • Planning began in April 03 before actual funding
    July 1
  • Tremendous change to look and feel!
  • Internet education
  • Go live was a non-event!

16
Department of Technology Information
  • Office of Major Projects
  • Change Management Team

17
State Agency Transformation
  • Governor General Assembly established new
    agency
  • The Department of Technology Information
  • Office of Major Projects
  • Chief Program Officer
  • Project Management Team
  • Organizational Change Management Team

18
(No Transcript)
19
Process Integration
20
Organizational Change Management
21
What is Organizational Change Management?
  • Definition
  • The organized, systematic application of
    knowledge, tools, and resources of change that
    provide organizations with a key process to
    achieve their business strategy
  • Goal
  • Provide the structure guidance necessary to
    effectively prepare organizations for the
    successful acceptance of cultural change

22
Organizational Change Management Objectives
  • Provide awareness
  • Ensure understanding
  • Facilitate acceptance
  • Care, listen, and respond
  • Manage peoples expectations
  • Ensure readiness
  • Champion the project

23
Greatest Success Factors
  • Active and visible sponsorship
  • Use of organizational change management processes
    tools
  • Effective communications
  • Employee involvement
  • Effective project leadership and planning

24
Greatest Obstacles
  • Resistance from employees and managers
  • Inadequate senior management sponsorship
  • Cultural barriers
  • Lack of change management expertise

25
Change Management Standards
  • Prepare with the project team
  • Assess change/culture
  • Develop/educate team
  • Manage the strategy
  • Develop and manage the plan
  • Track/report readiness
  • Develop training strategy
  • Reinforce/Support
  • Celebrate success
  • Analyze feedback and prepare to manage resistance
  • http//dti.delaware.gov/majorproj/standards.shtml

26
Organizational Change Management Tools
  • Organizational Project Attributes Assessment
  • Project Readiness Assessment
  • Stakeholder Analysis
  • Sponsor Roadmap
  • DTI Readiness Methodology
  • Communication Standards
  • Reporting/tracking standards
  • Control Book
  • Measures of Success/Lessons Learned

27
Assessing the Organization
Risk Determination Table
110
Medium Risk
High Risk
Organizational Attributes
44
Medium Risk
Low Risk
22
12
24
60
Change Characteristics
1 Modified from Prosci.
28
ERP Team Model
29
ERP Change Management Team Project Members
30
ERP Change Management Team Project Members
31
ERP Change Management Team Project Members
32
ERP Change Management Team Project Members
33
ERP Change Management Team Organization
34
(No Transcript)
35
Readiness
  • Preparing/Tracking/Reporting

36
DTI Readiness Methodology
37
Functional Impacts
38
Master Readiness Tracking Spreadsheet
39
Readiness Checklists
40
Executive Sponsor Reporting
41
Managing Change
On-site Tracking Station
42
End-User Identification Skills Inventory
  • End-User Inventory
  • End-User Identification
  • Manager/Supervisor Identification
  • Specify Key-End User
  • Skills Gap Analysis
  • Identify IT Support Personnel and Technical
    Specifications

43
End-user Inventory
44
Readiness
  • Communication

45
Change Management as Communications Hub
46
Organizational Change Phasesand Communication
47
Who/What?
Senior Executives
The change and impact on the organization
  • Why is this system necessary?
  • Align the change with the mission/vision and
    strategic direction of the organization
  • Offer a broad overview of how the organization
    will transition what when
  • Present the benefits
  • Identify business risks of not changing
  • Make sure the organization knows this will happen
    not an option

48
Who/What?
Managers Supervisors
The change and the impact on the individual
  • Provide the what's in it for me information
    how will roles change?
  • How will I get the training to do my new job
    (will I be able to do the job)?
  • Ask for employees ideas/suggestions for
    implementing the change
  • Provide timely and accurate status

49
Master Communication Plan Sample
  • Event
  • Scheduled date
  • Audience
  • Communicator
  • Release Authority
  • Status
  • Comments

50
Communication Tracking Spreadsheet
  • Communication Title
  • Media
  • Date Sent
  • Sent from and to
  • Organization/Team
  • Phone
  • Email Address
  • Follow-up Needed
  • Yes
  • No
  • Type of Follow-up Needed
  • Meeting
  • Phone call
  • Email
  • Other
  • Comments

51
Information Sheets
Awareness Info Sheet
Coaching Info Sheet
52
Training
53
Training
  • Develop
  • Training strategy
  • Training Plan
  • Training Design
  • Materials

54
Training Plan Strategy
  • Identify different audiences who require training
  • Conduct training needs assessment and skill gap
    analysis
  • Document requirements for the training team
  • Training development schedule

55
Coaching
56
Coaching Plan
  • Customized Coaching Plan
  • Prepare managers and supervisors to coach their
    employees through the change

57
Transition
  • Develop
  • Transition plan
  • Train
  • Organization resources

58
(No Transcript)
59
Analyzing/Transitioning Change
  • Transition to the Business Owner
  • Knowledge Transfer Plan(Transfer ownership to
    Project Owner)
  • Communication
  • Focus Group Meetings
  • Key End-User Meetings
  • Manager/Supervisor Meetings
  • On-going Change Management responsibilities

60
Analyzing/Transitioning Change
  • Collecting, Reporting, and Analyzing Feedback
  • Compliance Audit
  • Post-Implementation Review Process
  • Celebrate!

61
Monitoring Change
  • Survey End Users
  • Post implementation
  • Three months
  • Six months
  • One year
  • Complete control book
  • Lessons learned
  • Survey results
  • Training and meeting evaluations
  • Help desk call analysis
  • Checklist statistics

62
Control Book
  • System Testing Evaluation
  • Parallel Testing Evaluation
  • Training Evaluation
  • Coaching Survey
  • Reinforcement/Resistance Survey
  • Project Evaluation Survey

63
Lessons Learned Board
  • Describes knowledge gained from experience
  • Captures lessons learned throughout a project
    lifecycle
  • Process
  • An onsite board is established and divided into
    the following categories
  • What we did that we want to do again
  • What we did that we never want to do again
  • What we did not do and should have
  • What we did, worked okay, but could be improved
    in various ways.
  • Outputs Lessons Learned Spreadsheet, Lessons
    Learned section in Control Book, Project
    Management updates as required.

64
AchievingSuccessful Organizational Change
  1. Dedicate resources to Organizational Change
    Management
  2. Secure visible executive sponsorship early in the
    project
  3. Repeat key messages early and often
  4. Involve employees in the change process
  5. Create a transition strategy with achievable
    timeframes

65
Change Management Continuous Improvement
  • Change Competency
  • Linked to project management processes
  • Start at the beginning
  • Required for all ERP projects
  • Systematic Change Management processes
  • Defined methodology
  • Consistent tools
  • Greater Capacity for Change

66
DTI Strategic Goals Enterprise Organizational
Change Management
  • CM partners with or advises many major
    projects within the state
  • CM participating in the EA initiative
  • Change Management certified team
  • 2 qualified MBTI
  • providers
  • 2 qualified EI
  • providers
  • Team memberpursuing PMIcertification
  • Team member pursuing BPR certification
  • CM participating in DTI security program
  • CM providing MBTI education to all teams in
    department
  • CM offers MBTI education to other organizations
  • CM offers change management, and requirements
    gathering education

67
Integration is Key
68
A
Q
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