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© 2006 Atos Origin. Confidential information owned by Atos Origin, to be used by the recipient only. This document or any par t of it, may not be reproduced, copied,

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Change Management: Success and Failure

Nuria Rodríguez Domínguez

Charles Bastos Rodríguez

Sarajevo, April 2010

ICT-driven Change Management, Project

Management and Process Management

2 Change Management: Success and Failure

Agenda

1. Change Management

Concept

Change Curve

Methodology:

1. Detection of the change need

2. Initial analysis

3. Actors and roles

4. Training Plan

5. Result management and assessment

Types of Barriers

2. Success and Failure in e-Government Projects

Introduction

Success and Failure Factors

Factor Model

Design-Reality Gap Model


Agenda

3. Impact of e-Government Failure

Potential Costs of e-Government Failure

Potential Benefits of e-Government Failure

4. References


Change Management in e-Government

Projects

It is not the strongest of the

species that survives, nor the most

intelligent, but rather the one most

adaptable to change”

Attributed to Charles R Darwin


Change Management

» Change is constant and inevitable; it‟s one of the few things in life we can count on

» We can also count on the fact that, whether change is organization-wide or specific

to individual departments or employees, everyone has a reaction to it.

» Fear to new situations, lack of skills or unwillingness make sense to the change

management process

» The Change Management is defined as the set of processes guarantying that the

persons evolved in an e-Government project (developers, users, citizens…) are

skilled, trained and motivated to face these changes.

» Thus, persons are the goal of the change management.

» Dennis T. Jaffe and Cynthia D. Scott created the Change Curve, based on the

Kübler-Ross model.

» This model represent the four emotional stages during the change process

Concept


Change ManagementChange Curve

Denial

ResistanceExploration

Commitment


Change Management

» The Change Management methodology is based on:

Detection of the change need

Initial analysis

Actors and roles

Training Plan

Result management and assessment

» According to this methodology, two projects live together: e-Government Project

and the Change Management Project

Methodology


Change ManagementMethodology

E-Government

Project

Action 1

Action 2

Action n

Change

Management

Project

Factors

Detection

of Change

Need

Initial Analysis

Context:

Who am I?

Where am I?

Where do I go

to?

Vision

Result Management and

Assessment

Training Plan

Promotion Plan

Leadership Network

Actors Map

Actors and Roles


Change Management

» The state/regional/local bodies must be aware of the constant changes occurring in

order to adapt to them.

» The context is constantly evolving due to different factors:

Technological factors (ICT development)

Legislative factors (e-Government policies in the EU)

Strategic factors (used-focused services)

Social factors (people is used to handle Internet in the daily life: blogs, e-

commerce, social networks, ...)

Human factors (civil servants needs to use ICT tecnologies to develop their

work)

Inter-administrative factors (interoperability framework, security framework)

Methodology: Detection of the Change Need


Change Management

» Next step is to determine how these factors will influence on the entity.

» In order to achieve this goal, we need to know in deep the current context or

situation of the organization

» The Context Plan will answer to three basic questions:

Who am I? – responsibilities, competences, size, resources...

Where am I? – software, hardware, budget , technical skilled staff, ...

Where do I go? – goal

Methodology: Initial Analysis


Change ManagementMethodology: Initial Analysis

Factors Concepts Current Situation Future

Technological

Database

Interoperability

Web

Software

...

Legislative

Data protection

E-Signature

EU directive

....

Social

Households with

bandwidth

Elderly

Rural

........


Change Management

» This Plan will provide the information required to define the Vision, the future

guidelines of the entity, as well as to concrete the actions to be carried out.

» The Vision must be easily understood by everybody. It can structure in two levels:

High level: strategic guidelines for the medium and long term actions affecting

the whole Entity

Low level: contextual measures affecting some areas of the Entity

» The Vision must be promoted in order make users to accept the change.

» It will be the base for the Promotion Plan and the Training Plan

Methodology: Initial Analysis


Change Management

» Next step is to define a leadership network characterised by the following roles:

Sponsor: head of the network

Defender: strategic and closer position,

Agents: responsible for the change

Objectives: users

Methodology: Actors and Roles

Defender

Objectives

Agents


Change Management

» As said before, one of the main obstacles is the unwillingness and reaction to the

change

» The Communication Plan is an effective tool to demolish this reaction.

» It should be addressed to civil servants and citizens.

Internal Communication Plan– channel (e-mail, blog, intranet), newsletters,

introductory guide, activity schedule, target...

External Communication Plan- target, message, channel and language

» In both cases, feedback is a key issue for the change management

Methodology: Communication Plan


Change Management

» The Training Plan is of the pillars in the change management process.

» It can help users to acquire the skills and knowledge needed to operate in the e-

Government context.

» Once again it should be addressed to civil servants and citizens.

Internal Training Plan– user training and technical training...

External Training Plan- citizen training

» Again, in line with the communication plan, channels (e.g., e-learning) and a

schedule must be established.

Methodology: Training Plan


Change Management

» To assess an e-government project's success or failure, at least one year after

implementation should be ideally waited to ensure the main impacts have truly

emerged.

» At this stage, different steps must be followed in order to analyse the results of the

project:

Surveys

Benchmarking

Interviews

Blogs and forum

....

Methodology: Result Management and Assessment


Success and Failure

» e-Government projects can have three main outcomes: total failure; partial failure;

and success:

Total failure: the initiative was never implemented or was implemented but

immediately abandoned.

Partial failure: major goals for the initiative were not attained and/or there were

significant undesirable outcomes.

Success: most stakeholder groups attained their major goals and did not

experience significant undesirable outcomes

Introduction


Success and Failure

» In addition, building on the definitions given above, the following six-way

classification of e-government can be defined:

Total failure: the initiative was never implemented, was implemented but

immediately abandoned, or was implemented but achieved none of its goals.

Largely unsuccessful: some goals were attained but most stakeholder groups

did not attain their major goals and/or experienced significant undesirable

outcomes.

Partial success/partial failure: some major goals for the initiative were

attained but some were not and/or there were some significant undesirable

outcomes

Largely successful: most stakeholder groups attained their major goals and

did not experience significant undesirable outcomes.

Total success: all stakeholder groups attained their major goals and did not

experience significant undesirable outcomes.

Too early to evaluate: it is too soon after implementation and/or there is too

little evidence yet to evaluate the outcome.

Introduction


Success and Failure

» The "e-Government for Development Information Exchange" project defines two

models for understanding the causes of e-government failure and success:

Factor Model


Introduction


Success and Failure

» The Factor Model identifies a set of ten key factors:

External pressure

internal political desire

Overall vision/strategy

Project management

Change management

Politics/self-interest

Design

Competencies

Technological infrastructure

Other factors

» Presence or absence of these factors will determine success or failure.

Factor Model


Success and FailureFactor Model

Left-pointing items

encourage failure;

right-pointing items

encourage success


Success and Failure

» The Design-Reality Gap Model identifies a gap that exists for all e-government

projects between the design assumptions/requirements and the reality of the

client public agency.

» The larger this gap between design and reality, the greater the risk that the project

will fail. The smaller the gap, the greater the chance of success.

» Central to e-government success and failure is the amount of change between

'where we are now' and 'where the e-government project wants to get us'.

„Where we are now' means the current realities of the situation.

'Where the e-government project wants to get us' means the model or

conceptions and assumptions built into the project's design.



Success and Failure

» E-Government success and failure therefore depends on the size of gap that exists

between 'current realities' and 'design of the e-government project„.

» Analysis of e-government projects indicates that seven dimensions - summarised

by the ITPOSMO acronym - are necessary and sufficient to provide an

understanding of design-reality gaps:

Information

Technology

Process

Objectives and Values

Staffing and Skills

Management Systems and Structures

Other Resources (time and money)

» Putting these dimensions together with the notion of gaps produces the Design-

Reality Gap model for understanding success and failure of e-government



Success and FailureDesign-Reality Gap Model


Success and Failure

» E-Government success and failure therefore depends on the size of gap that exists

between 'current realities' and 'design of the e-government project„.

» Analysis of e-government projects indicates that seven dimensions - summarised

by the ITPOSMO acronym - are necessary and sufficient to provide an

understanding of design-reality gaps:

Information

Technology

Process

Objectives and Values

Staffing and Skills

Management Systems and Structures

Other Resources (time and money)



Impact of e-Government Failure

» Six categories of potential costs of e-government failure can be identified.

Direct Financial Costs. The money invested in equipment, consultants, new

facilities, training programmes, etc.

Indirect Financial Costs. The money invested in the time and effort of public

servants involved.

Opportunity Costs. The better ways in which that money could have been

spent, if it wasn't spent on the e-government failure.

Political Costs. The loss of 'face' and loss of image for individuals,

organisations and nations involved in failure.

Beneficiary Costs. The loss of benefits that a successful e-government project

would have brought.

Potential Costs of e-Government Failures



Future Costs. An e-government failure increases the barriers for future e-

government projects. It does this in two main ways.

First, through loss of morale of stakeholders.

Second, through the loss of credibility and loss of trust in e-government as

an approach to change.

» A key problem is a lack of awareness of these costs.

» Most costs are intangible; few are ever measured in the event of e-government

failure; e-government failures are often "hushed up".

» This may explain why, despite the high costs of failure and the high prevalence of

failure, many officials and politicians are still very keen on e-government.

Potential Costs of e-Government Failures



» Five categories of potential benefits of e-government failure can be identified.

Application Learning . Failure can be a kind of very costly prototyping: filtering

out unworkable ideas in the e-government application, and pointing the way for

a better design of version 2.

eGovernment Learning . Failure can develop some valuable lessons about e-

government for those involved; e.g. that ICTs are not a magic wand to solve all

government problems.

Situational Learning. Whether a project succeeds or fails, the process of

analysis and design can help those involved understand their organisation's

processes, structure and culture.

Skills Acquisition. Even failures typically involve training and skills

development; this might be formal training (e.g. ICT skills) or on-the-job learning

(e.g. project management skills).

Potential Benefits of e-Government Failures



Laying Infrastructural Foundations. The specific e-government application

may not be used, but projects often leave behind their ICT infrastructure (PCs,

networks, operating systems). These can lay the foundation for later e-

government projects

» Many e-government failures do not even generate these benefits.

» The key problem here is that - in most e-government project failures - there is no

learning because knowledge about the failure is not captured, transferred or

applied.

» As a result, mistakes are wastefully repeated.

Potential Benefits of e-Government Failures


References

» The "eGovernment for Development Information Exchange" project is coordinated

by the University of Manchester's, http://www.egov4dev.org

» “La Gestión del Cambio en Proyectos de e-Administración”, by the Office of Digital

Municipalities Network, Junta de Castilla y León, 2009

» “Why eGovernment Programmes and Projects fail: perspectives from practice”, by

Government by the Third Millennium (www.gov3.net )

» “eGovernment: Alcance, éxitos y fracasos”, by Adolfo J. Torres, 2006

» “e-Government for Better Government”, by the Organisation for Economic

Cooperation and Development (OECD), 2005

http://www.egov4dev.org/

Atos, Atos and fish symbol, Atos Origin and fish symbol, Atos Consulting, and the fish itself are registered trademarks of Atos Origin SA. August 2006

© 2006 Atos Origin. Confidential information owned by Atos Origin, to be used by the recipient only. This document or any par t of it, may not be reproduced, copied,

circulated and/or distributed nor quoted without prior written approval from Atos Origin.

For more information please contact:

Nuria Rodriguez Domínguez

[email protected]

Charles Bastos Rodríguez

[email protected]

Atos Origin Spain

Albarracín, 25

28037 MADRID

www.atosorigin.com

mailto:[email protected]

mailto:[email protected]

change management: success and failure - ads.gov.ba · change management: success and failure nuria...

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