bi ocm trn overview template

8/7/2019 Bi Ocm Trn Overview Template

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Page # 1: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

Change Management Topics

1. What is Change Management?

2. Importance of Change Management

3. Key Change Management Challenges for BI Projects

4. Key Change Management Recommendations &Approach

5. Rapidigms Change Management Services & Solutions


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What is Change Management?What is Change Management?


3/34


What is Change Management?

Simply put

Project Team gets solution ready for the PEOPLE,

Change Management gets PEOPLE ready for the solution.

Change Management is about helping organizations & people transition from

Current

State

Future

State


4/34


Change Management Objective

Organization Adoption

of Changes

to meet Business Objectives

and obtain Benefits Realization


5/34

Importance of ChangeImportance of ChangeManagementManagement


6/34


Project Success Factors

Top 10 Success Barriers

Competing Resources 48%

Functional Boundaries 44%

Change Skills 43%

Middle Management 38%

Long IT Lead Times 35%

Communication 35%

Employee Opposition 33%

HR Issues (People/Training) 33%

Initiative Fatigue 32%

Unrealistic Timetables 31%

% of 500 companies

Top 10 Success Factors

% of 500 companies

Ensuring Top Sponsorship 82%

Treating People Fairly 82%

Involving Employees 75%

Giving Quality Communications 70%

Providing Sufficient Training 68%

Using Clear Performance Measures 65%

Building Teams After Change 62%

Focusing on Culture/Skill Changes 62%

Rewarding Success 60%

Using Internal Champions 60%

Source: PwC survey focusing on large projects in 500 multinationals and

public sector companies covering all industry sectors in North America,

Europe, & Far East.

Source: PriceWaterhouseCoopers Survey

One consistent theme for success & failure: People!


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Drivers of Poor Project Performance

Source: Americas SAP Users Group (ASUG)

Keynote Speaker Sam Wee, Surgency - May 23, 2001

0

10

20

30

0

0

0

0

Change Management

Internal Staff Adequacy

Training

Prioritization/Resource

Ongoing Support

Stage/Transition

Project Team

Reporting

Buisiness Performance

Process Re-engineering

of respondents


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Why Transformation Efforts Fail

GartnerGroup CEO Study

0 10 20 30 40 50 60 70

Project charter too narrow ...

Lack of functional project teams ...

IS staff involved too late ...

Unrealistic expectations ...

Inadequate project team skills ...

Lack of executive champion ...

Lack of executive consensus ...

Limitations of existing system ...

Resistance to change ...


9/34

BW Change ManagementBW Change ManagementChallengesChallenges


10/34


Lack of ExecutiveSponsorship &

Support Insufficient User

Involvement,

Participation, &

Ownership

Inadequate or

Poor TrainingUser Resistance

Competing

Initiative & Lack

of Change

Coordination

Global & Cultural

Differences

ERP Value not

Understood or

Demonstrated

Lack of

Confidence or

Understanding of

Data

Commitment toLegacy Reporting

Solutions

Change Management Challenges


11/34


12/34


Change ManagementRecommendations

1. Establish Business Sponsorship & Ownership

Executive Sponsorship from Business

Business Ownership & Involvement

Manage Expectations & Resistance

2. Recognize Different Levels of Users

3. Ongoing Communications

4. Training

5. Knowledge Transfer & Sustainment


13/34


1. Sponsorship / Ownership

Sample RACI Governance Chart -Establish who is Accountable, Responsible, Involved

and Communicated to for key governance categories.

LEGEND:

R = Who is Responsible

A = Who is Accountable

C = Who to Communicate to

I = Who needs to be Involved

Governance CategoriesExec

Sponsor

Steering

CommitteePM

siness

Process

Owners

Focus

Group

Affected

EmployeesOther

Engage-

ment

Mgr

PM

usiness

AnalystArchitects

Report

Leads

Project Sponsorship A I C I IProject Management I A I RData Sources R A I IData Warehouse A R IData Validation A I R IData Loading A R I

Query Design / Reports I A I I I RTesting & Quality Assurance I A R I IDeployment A I R I I C I I I IRole-based Security A C R ITraining R A I C I I I

Post Go Live Support A R I I C I I I

Rapidigm BI TeamGrace BI Team

Matrix Governance Model - SAMPLE


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1. Sponsorship / Ownership

Executive Sponsorship Support Activities Ensure upward communication to senior managers on BI solution,

objectives, and implementation plan

Ensure roadblocks are reported to senior managers promptly;resolve critical issues through Steering Committee

Front-line Manager Support Activities

Provide concrete activities that front-line managers and supervisorsmust do to support changes with their employees

Provide tools and talking points to communicate whats changing,new roles & responsibilities to their employees

Provide feedback mechanism to surface employee issues &concerns

Provide coaching to manage employee expectations & resistance


15/34


2. Recognize Different User Groups

Identify different user types - One size does not fit all

Power Users

Executive Users

Department Users

Help Desk Support Group Others?

Distinguish training and communication needs fordifferent user types


16/34


2. Impact Assessment - Sample

Stakeholders

ImpactedRole

Organizatio

n Level

Functional

Department

Line of

Busines

s

De sc r ip ti on of Ch an ge Be ne fi t o f

Change

Technology Business Process People

District

ManagerManager Dis tr ic t Operations Hau ling

1. Potential for more site

personell issues due to the

higher level of technology in

day to day operations.

2. Will be an approver in theePro systemto varying

degrees

Better and faster

data to review site

operations /

management and

assist in strategic

planning

1. Data can be accessed on

line via PS. Should already

be a PS user so change is

minimal.

2. More technical training will

be needed for site staff andthe Fleet staff may be an

issue b/c a traditionally non-

PCgroup of

1. Accessing the info on-line

should be easier.

2. Their will be some level of

pushback in changing fromP-

Card to the more structured PO

based systemand the need forstaff w ith a higher level of

technical skills could shrink the

pool of quali

1. Better and faster

metrics via a more

convenient medium.

Overall a positive change.

2. Overall a Medium

impact

3. Overall impact should

be low

Maintenance

ManagerApprover Site Maintenanc e Hauling

Will be prompted (most likely

via e-mail) to approve a

requesition or PO that

exceeds the spending

parameters of the person that

created it.

Automating the

process should

make it more

efficient.

1. Will have to use a PC2.

Will have to use PS

1. Most likely moving from a

manual approval process to an

automated process.

1. Must use a PCf or

procurement .

2. Must learn PS

3. Must check e-mail

4. Must adapt to working

in a paperless

environment

Maintenance

ManagerBuyer Site Maintenanc e Hauling

Automating the buying

function w ith COMPASS and

PS

1. Auto-

replenishment

1. Must learn COMPASS.

2. Must learn PS

1. Drastic reduction in P-Card

ues

2. The fundamental

Procurement process is beingchanged and automated

1. If the Maintenance

Manager is performing the

buyer role, it means that

he is performing all the

procurement roles b/c

there is probabley no

Parts Manager

2nd new systemin 3

years

3. Some functions done in

COMPASS and some

done in PS

4. Must focus mo

Maintenance

Manager

Return

Coordinato

r

Site Maintenanc e Hauling

Coordinates all returns to

vendors and that the returned

items are properly accounted

for in PS

1. Will have to use a PC2.

Will have to use PS

Items must be properly

accounte for in PS, not just

physically returned to the

vendor

1. Must focus more on

vendor compliance2. If

the Maintenance Manager

is performing the

receiving role, it means

that he is performing all

the procurement roles b/c

there is probabley no

Parts Manager

3. Returns must be done

in PS instead of all w ork

done

Type of Change

aionale H/M/

aionale

M #2#1

#3

1.

t

t

!

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t.& !

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#

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$

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t

f0 3

MPASS /%

Procurement to t!

euser.

L

1. Makes t!

eir4

ob

easier.

2. Alt!

ough thereisa

higherimpact ofchange,

it isanindirect change

and the5

Mis betterable

tounderstand thebigpicture

3.&

hedirect change

shouldbeminimaland

haveclearbenefits.

L

1.&

heyarenot being

asked toperforma

complicatedoperation

2. PCskillsarerequested

of thisposition

L

1. Shouldbeeasierand

moreconveient once

theybecomeaccustome

toit.

M/6

1. Verybigchange. Much

morestructuredM

1. Morestructured

approachmayseemlike

overkillat asmallsite2

hereaMaintenance2

illbe theprimary

buyer.

2. Although thereisa

highimpact ofchange, it

isanindirect change

and theMMisbetter

able tounderstand the

bigpicture

3. Current sy

M/6

11. Lowertolerance for

mistakeswithPOand

returndata

M

1. Morestructured

approachmayseemlike

overkillat asmallsite

whereaMaintenance

willbe theprimary

buyer.

2. Although thereisa

highimpact ofchange, it

isanindirect change

and theMMisbetter

able tounderstand the

bigpicture

3. Current sy

H/M/

7

e8

i8

9

an@

e9

o ChangeA

egB

ee of Change

Stakeholder

Groups

Identify types of changes by Stakeholder Groups:

Technology, Process, Job

Identify what activities Stop,

Continue or is New


17/34


3. Ongoing Communications

Commu nication Event

or TitleKe y Me ss age s Audie nce Group / M A De ve lope d By Approval By De live re d By

Expected

Delivery

Date

Delivery

Channel /

Vehicle

Frequency /

TimingStatus / Comment

Pilot Kickoff Announcement (Aw areness) General

plan for Pilot Conduct

Pilot MA Leaders hip

and Bus Ow ners

North Texas

MA

Guy Fugate PM Shelley

Samoray

9/24/03 email one time

Pilot Kickoff (Aw areness) General


Pilot MA Leaders hip

and Bus Ow ners

North Texas

MA

Project Team PM PM 9/29/03 email one time

Role Change Workshops

Communication/Invitation

(Self-Concern,

Involvement) Role

Change Workshops

schedule/invite

Pilot Site Role

Change Workshop

participants

North Texas

MA

Guy Fugate PM, She lley

Samoray

PM 10/10/03 email one time

Pilot Training

Announcement

(Aw areness) Notify

participants of training

plans for pilot

participants

Pilot Si te users North Texas

MA

Guy Fugate PM Proj Mailbox 10/13/03 email one time

Role Change Workshops (Self-Concern,

Involvement) Role

Change Workshops

Pilot Site Role

Change Workshop

participants

North Texas

MA

Guy Fugate PM, She lley

Samoray

PM 10/15/03 Workshop(s) TBD

Pilot Training Instructions (Involvement) Specific

instructions for pilot

training participation


MA

Shaw n

DeNicholas

PM, Trng Team LMS 10/16/03 email one time

WM Visor Website Launch Website content

delivered


MA

Scott Ward 10/16/03 hidden or passw ord

protected during MA

Pilot

WM Visor Website Launch

Communication

(Aw areness)

Announce website

launch


MA

Proj Mailbox 10/16/03

Pilot Announcment (Awareness) General



MA

Guy Fugate PM Proj Mailbox 10/17/03 email one time

Waste Management Enterprise Systems Development (ESD)

Project Costing Communication Plan

As of October 1, 2003

Sample Communication Plan -

Identify key messages, target audience,communication channel, and timing/frequency.


18/34


Sample Project Newsletter

Topics might include:

What is the FactSheet?

Objectives and Benefits

Frequently Asked Questions

Technology Changes

Process Changes

Cutover Highlights

Training Schedule

The Newsletter will also include aproject e-mail box address whereusers can reach the project teamwith questions, concerns, issues andfeedback.

3. Ongoing Communication


19/34


Content includes:

Objectives &Scope

Key Benefits

Key TeamMembers

CommunicationBriefings (i.e.FactSheet)

Presentations

Important Links

News and Updates

Job Aids

Training Schedules& Logistics

Project Team e-mail box address

Where can I access

prior project

communications?

Where can I

learn whats

new?

Where can I

find job aids?

Where can I

learn more

about the

project?

Sample Project Web Page

Project ABC

3. Ongoing Communication


20/34


Meta Group, October 2003

4. Training Importance


21/34


RecommendApproach

DesignProgram

DevelopProgram

DeliverProgram

EvaluateProgram

KnowledgeTransfer

Phase Descript ion Delivera C le s

1. RecommendApproach

Analyze the audience/stakeholdersand assess the currentenvironment and skills of the users.

Training Needs Analysis (TNA)

High Level Skills Analysis

2. DesignProgram

Create development and deliverywork plan, define the technicalinfrastructure, define thecurriculum, and determine the styleand format of the trainingdeliverables.

Training Strategy

Training Project Schedule

Training Course Outline

3. DevelopProgram

Finalize the design of the materialsand review with the Project Team.

Secure database, finalize content,and create training materials.

Test and refine training materialsand technical infrastructure.

Training Materials Final Draft

4. DeliverProgram

Implement the training (classroomdelivery, webcast, web-basedtraining).

Training Materials Final Version

5. EvaluateProgram

Collect data and refine materials asnecessary.

Training Course Evaluation

6. KnowledgeTransfer

Continue to update trainingmaterials and conductrefresher/delta training as needed.

Training Materials Final Version

Standard Training solution is basedon a Train the Trainer approach

4. Training Strategy


22/34


CourD E

F

G

H

lE

Audience

Enter

Irise/PEPSY

ProcessOwners

ManagementTeam

ProcessManager

TeamManagers

TeamLeaders

ProcessS

I

ecialists

Otheremployees

SpecificUATresources(Finance,Business)

ShopManagers

BudgetHolders

BusinessLineManagers

E

P penseClaimants

GroupPurchasingSeniorBuyers

GroupPurchasingBuyers

GroupPurchasing-SCBAnalysts

GroupPurchasingOperationalPurchasing

BusinessEmployees-Requisitioners

BusinessEmployeesApprovers

BusinessEmployees-Receivers

BALGoods-

Q

ndepartment

BusinessPartners/MI

LocalHR

Introduction to Oracle

Detailed Oracle Module ? ? ?

Train the Trainer @ ?

Reporting tools / Cognos*

SLAs Finance

High performance team

CustomerService

Effective leadership @

Induction

Web expenses** ? ? ? ? ? ? ?

Web requisitions / receipting** ? ? ? ? ? ? ?

Strategy & Needs Assessment

Project Schedule

Matrix

Average forLP

Non-Group

Settle R entsGroup &Ancillary

Settle R entsOverhead

Settle R ents Credit Control

SKILLS (use rating scale)

Basic Accounting Skills 1.8 1.8 1.2 1.3 1.5Detail orientation 2.5 3.3 2.3 2.7 2.0Co

S Sunication skills 2.2 2.2 2.3 2.5 2.5

Te lephone skills 2.6 3.0 2.5 2.8 3.0Proble S solving 2.3 2.3 2.2 2.3 2.5Persona l Efficiency 2.2 2.5 2.2 2.4 2.3Ability to i

Sple

Sent business decisions 2.2 2.7 2.3 2.4 2.3

Ability toS

anage tiS

e effectively to hit dead lines 2.5 3.0 2.8 2.8 2.3B

T

HU

VIOUR (use rating scale)

CoS

fortableV

ith routine 3.0 3.0 3.0 3.0 3.0Co

Sfortable

V

ith change 2.8 2.5 2.8 2.3 2.8Eagerto learn ne

V

skills 2.9 2.3 3.0 2.8 3.0Freely and regu larly shares kno

V

ledge 2.6 3.0 2.5 2.3 2.5Tea

SPlayer 3.1 3.2 3.2 2.9 3.3

Continuous IS

proveS

ent 2.4 2.0 2.3 2.3 2.3Sho

V

s EnthusiasS 2.8 2.3 3.0 2.7 3.0

ShoV

s Perseverance 2.7 2.8 2.8 2.5 3.0W

ork ethic 2.9 2.3 3.0 2.8 2.5Sho

V

s interest in T X I X K business 1.9 2.2 1.3 2.1 1.8Internal custo S erfocus 2.0 1.7 2.2 2.0 1.5TOTALOUT OF 76 47.3 48.2 47.0 46.9 46.8

TeaR s

4. Training Deliverables Excerpts


23/34


SUBJECT LEARNING OUTCOME NAVIGATION TIME EXERCISE TRAINERACTIONS

TRAINEEACTIONS

SESSION 2 ACCESSING INTERNET EXPENSES (15 MIN)

Accessing

Oracle andInternetExpenses

Know how to start Oracle

and select the InternetExpenses responsibility,change password

Login

Refer to section 2

of the manual

5 min y Login to Oracle using Train1-Train20

y Change password to oracle

y Explain responsibilities.Learners should select theInternet Expenses

responsibility.

y Describe the right side of theExpenses window.

Demonstrate Follow

Q & A

NavigatingInternet

Expenses

Understand windowsterminology, know the terms

used in navigating InternetExpenses

Click on ExpensesEntry

PowerPoint

Refer to section

2.3 of the manual

10 min y From the Expenses Entry

window refer to each term inthe table in the manual and

point to it on the screen and

explain when to use ity Explain that they will use the

TAB, ARROW and mouse to

navigate in windows

y Click on Enter NewExpense Report and

explain the additional termsthat were not on theExpenses Entry window.

y Explain which fields arerequired on the Enter NewExpense Report window.

Explain that everyone forwhom they are allowed to

enter expense reports willappear in the Name drop-

down list. Each user id is set

Demonstrate Follow

Q&A

Agenda

Train the Trainer

STARTINGTHECOURSE(5Y

INUTES)

y I tra b c d e f

a cr

g elf. Writ

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f

a cr

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art

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ile

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re

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l i w ere t e earest telephone isand whereany messages would eleft.

y Askeveryone toeitherturnoff mobilephonesorset them tovibrateratherthansound.y E

pla in the materia ls that t heyhave in front of t hem manual, exercises if you havehanded them out already, notepaperandespecia lly thecour

v

luation form.

EXP

AININGTHECOURSEOBJECTIVES(5

INUTES)

Wheneveryonehasarrivedand is seated, begin the coursebyexplaining why theyarehere. Describe what theyshouldget out the

course in termsofoverallknowledgegained, capabilities they willacquire, andprocedures they willunderstand. Youshouldbeable todescribe theobjectivesofaone to two -daycourse inless than fivebullets.

Forexample, In thePayab les Invoicescourse theobjectives might be:

y Understand thePayab les Departmentsresponsibilities in theTFC

y Understandhow Payab les integrates with theotherareas in theTFC

y earnhow touse Oracle todoyourjob

y Understand theprocedures to follow in theTFC withregard to invo icesandexpenses

To set expectations properly you might even have to say what they WILL NOT learn in this course.

4. Training Deliverables Excerpts


24/34


Process Change Training - Sample

Process & Role Mapping Exercise using swim lanes to identify who is affected.

Comparison between current state and future state.

Lead/

Superviso

r*

Maintenance

Manager

Shop

Administrator

Maintenance

Technician

PartsManager

Service

Writer

Process Map for Fleet Maintenance Functions

Discussion Questions

1. How many shifts does your shop have? ______________________________ 2. Do you have a Supervisor on each shift? ______________________________

3. Do salaried Supervisors work on trucks? ______________________________

4. How many parts people do you have? ______________________________

5. Do you have a parts person on each shift? ______________________________

6. Do any of your vendors physically place parts into inventory? ______________________________

Uniquepositionatshop?

(Checkif"yes")

Work Orders are created

electronicallyin COMPASS,

printed, and then assigned to

Technicians .

Place an "X"in each

positionbe low that has a

personwho currentl y creates

work orders.

Accurate up-to-date meter

readings are essential for

COMPASS to properly

forecast PM's and other

Standard Jobs. To ensure the

system has accurate meter

readings enter your fuel

usage information into

COMPASS daily.

Place an "X"in each

position be low that has a

person who currentl y enters

fuel information into your

existing system.

Unit defects can be discovered

through manysources such as

DVIRs, PMs etc. These

defects must be analyzedto

determine ifanyaction is

needed, and ifso, the correct

repair or inspection to

perform.

Place an "X"in eachposition

below that has aperson who

currently maintains the

backlog, (work tocomplete),

inyour exis tingsystem.

The requirements for

"Planning and Scheduling"

will continue tobe 70% of

work"Scheduled"at least 48

hours in advance.

COMPASS has many

features tohelpyou meet

that target.

If your shop's "Schedu led"

work is at least 40%, place

an "X" ineach position

below that has apersonwho

performs "Planning and

Scheduling."

When parts are neededto

complete a repair, the first

step is to determine if the

part is in stock. This step

refers towhois physically

checking to see ifthe part is

in the parts room andthen

takes that part toapplyit to

the workorder.

Place an "X"in each


personwho currently checks

if needed parts are on hand.

(Think about all shifts.)

When requiredparts are not

on-hand, they must be

ordered.

Place an "X"ineach


person whocurrently orders

parts.


When parts or services are

purchased, the process of

matching the quantity/price

ordered to what was actually

received must be performed.

Place an "X"in each


personwho currently

processes invoices.


At times it is necessaryto

determine if a part should be

kept on hand at your

location. If so, it must be

enteredinto your inventory.

Place an "X"in each


personwho currently

determines if parts should be

kept on hand.

Inventory levels in

COMPASS are actively

managed-- parts room

inventories are audited

frequently.

Place an "X"in each


personwho currently

manages inventory.

Obviously maintenance work

is performed. At some sites

people other than technicians

repair equipment.

Place an "X"in each


person whocurrently works

onequipment.

As parts are used for repairs,

they must be issued and

chargedtoan asset.

Place an "X"in each


person whoissues parts to

assets.

COMPASS tracks labor time

as jobs are beingpe rformed.

Technicians scan on/offjobs

to record labor time.

If your shopactively (during

the job)tracks time to each

job, place an "X"in each

position below that currently

has a person tracking time

on each job.

Work Orders are reviewed to

ensure completion -- closing

a Work Order indicates to

Operations that the asset is

ready for use.

Place an "X"in each


person who verifies that an

asset is ready for use.

Unit information is updated,

corrected, and tracked in the

system.

Place an "X"in each


person who updates,

corrects, and tracks unit

information in your current

system.

A final review/approval for

Work Orders is performed to

ensure they are complete and

accurate. All parts charged

out, labor charged out, etc.

Place an "X"in each


person who reviews

completed Work Orders and

fills in missing/incomplete

information.

Warranty claims will

continue to be submitted

through the Warranty Claim

System; however,

COMPASS will

automatically flag repairs

that are possibly

warrantable.

Place an "X"in each


person who manages and

follows up on warranty

claims.

Reports are essential to an

efficiently run shop. Reports

can be generated for many

different areas of

Maintenance. You may have

a PM report, unit cost report

or a report listing all assets.

Place an "X"in each

position below that has a

person who currently runs

reports.

Enter Fuel

and Meter

Data

Identify

Maintenance

Work

Plan and

Schedule

Maintenance

Work

Create Work

Order

Check

Inventory for

Required

Parts

OrderPa rt s R ec ei ve Parts Place Parts

Into Inventory

Track and

Manage Parts

Perform

Maintenance

Work

ChargePa rt s Ch arg e La bo r Co mplete

Work Orders

Update

Licenses and

Unit Items

Review and

Close Work

Orders

Manage

Warranty

Run

Reports

Fuel and meterdata provided

Enter fuel and

meter data

Plan andSchedule

Maintenance

Work

Create

Work

Order

CheckInventory for

Required Parts

Order

Parts

PerformMaintenance

Work

Receive

Parts

Place Parts

into Inventory

Track and

Manage Parts

Charge

Parts

Charge

Labor

Complete

Work

Orders

ReportCompleted

Review and

Close Work

Orders

Update

Licenses and

Unit Items

Process Map for Fleet Maintenance Functions

"New Way" Using COMPASS -- Model A

Identify

Maintenance

Work

Order

Parts

Receive

Parts

06/19/03

Charge

Parts

Identify

MaintenanceWork

Plan and

Schedule

Maintenance

Work

Complete

Work

Orders

Plan andSchedule

Maintenance

Work

Create

Work

Order

Identify

Maintenance

Work

Manage

Warranty

Run

Reports

Run

Reports

Run

Reports

Run

Reports

Enter fuel and

meter data

CreateWork

Order

Check

Inventory for

Required Parts

Place Parts

into Inventory

Track and

Manage Parts

Utilizes a Service Writer rather than a Shop Administrator.The Service Writer plans and schedules work, creates work

orders, and manages warranty claims. This approach allows

Supervisors to spend more time on the shop floor and offers

greater oversight of maintenance activities and/or enables

Leads to work on trucks. All roles in Model A are local.

Perform

Maintenance

Work

Charge

Labor

Update

Licenses and

Unit Items

Review and

Close Work

Orders

Manage

Warranty


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5. Knowledge Transfer Basics

What is Knowledge Transfer? Transfer of knowledge from Rapidigm to internal Grace project team

members for ongoing sustainment and maintenance of solution

What are the benefits of Knowledge Transfer? If Knowledge Transfer is planned for, monitored, and executed

effectively

Grace can become self-sufficient for future releasesindependently or with a significantly reduced need for

consultants Ensures Grace acquires the skills to operate and manage its new

business system after consultants are gone


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5. Knowledge Transfer Approach

1. Define Key Knowledge to be Transferred2. Assess Current Knowledge Levels/Ratings

3. Determine Future Delta Knowledge/Staffing Level Needs

4. Determine Methods of Knowledge Sharing

Documentation (ex: Shared Drive on LAN, Knowledge Warehouse) -Documentation of information enhances knowledge sharing by providing

ready access to the full set of work products and deliverables produced

Consultant-Client Mentoring Programs personalized, one-on-one

Just-in-Time, Task Specific Workshops - workshops to provide specificskills, immediately by on-the-job use of the skills

Assigned Ownership - increases accountability for specific workproducts, deliverables, or presentations, resulting in greater motivation todevelop the skills required

Train-the-Trainer - client team members to teach others soon afterlearning themselves


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Change ManagementChange ManagementApproachApproach


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CM Initial Project Assessment

Compelling Change

Driver

Clear, Time-boundObjectives

Executive Sponsorship

Executive Ownership

Project Funding

Team Structure &Steering CommitteeFormations

Roles, Responsibilities,Accountability, andAuthority Defined

Resource Allocations

Process Design

Organizational & JobDesign

New Tools &Technology Usage

Integration with otherPrograms

Critical Success

Factors Defined

Key PerformanceMeasures

BenefitsRealization

Implementation / Deployment

Strategy

Leadership Alignment

Communications

Training & StakeholderTransition

Sustainment Programs

INITIALIZATION

Why should we changeand are we ready?

DESIGN

What should thechange look like?

IMPLEMENTATION

How do we get there?

SUSTAINMENT

How do we knowif/when we succeed?

ProjectPreparation

RealizationBusiness Blueprint Final Preparation Go-Live & Support

Project Delivery Life Cycle


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Core Change Management Activities

ProjectPreparation

BusinessBlue Print

RealizationFinal

PreparationGo-Live &Support

Project Management

Requirement Gathering

Design & Data Modeling

Data Extraction

Testing

Configuration

Infrastructure/Performance

Training & Transition

Go-Live and Support


CommunicationsCoreCM

Activities


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Executive

Sponsorship &

Ownership

Leadership

Identification

Project Kick-off

Project Branding

Training Needs

Assessment

Change Management Activitiesby Phase

ProjectPreparation

RealizationBusiness Blueprint Final Preparation

Governance Model

LeadershipInvolvement

Stakeholder

Identification

Impact Assessment

Focus Group

Selection &

Onboarding

Awareness

Communication

Training Strategy

Business Process

Procedure Review Leadership

Roadshow

Communication for

Affected Users

Training

Development

Train-the-Trainer

Go-Live & Support

Final Prep

Communications End-User

Training

Go-live

Readiness

Assessment

Support

Strategy

Go-live

Communication Go-live Support

Knowledge

Transfer

Documentation

Project

Delivery Life Cycle


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Change Management Participation

Change Management Activities: ExecSponsor SteeringCommittee ProjectTeam

Business

Process

Owners

User

Focus

Group

AffectedEmployees

ChangeManagement

Phase 1: Project Preparation

Project Readiness Assessment

Leadership Identification

Project Kick-off

Project Branding (Recommended)

Training Needs Assessment

Phase 2: Business Blueprint

Governance Model

Leadership Involvement

Focus Group Selection & Onboarding

Stakeholder Identification (Affected Employees)

Impact Assessment

Awareness Communication

Training Strategy

Phase 3: Realization

Business Process Procedures (BPPs) Review

Leadership "Roadshow" Communication

Training Materials Development

Train-the-Trainer Training

Phase 4: Final Preparation

Go-live Support Strategy

Go-live Preparation Communications

End-User Training

Go-live Readiness Assessment

Phase 5: Go-live & Support

Go-live Announcement Communication

Go-live Support

Knowledge Transfer & Sustainment Act ivities

Stakeholder Group Participation


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Change Management SupportChange Management SupportRecommendationsRecommendations


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Optional Change Management &Training Services

Change Management Services & Deliverables

Change Management Plan (Overall Strategy)

Communication Plan

Communication Development

Communication Coordination & Delivery

Sponsor & Stakeholder Management Plan

Stakeholder Identification Impact Assessment


Project Champion Coordination

Readiness Assessment

Training Services & Deliverables

Needs Assessment

Training Strategy

Training Material Development

Training Delivery

Train the Trainer

End User Training Support

Knowledge Transfer Services & Deliverables

Knowledge Transfer Needs & Assessment

Knowledge Transfer Plan

Knowledge Transfer Implementation

**Contact William Chancellor for optional Change Management & Training solutions.**


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QUESTIONS?QUESTIONS?

bi ocm trn overview template

Documents