cp-98: best practices in change management: before, during and … · 2019-11-04 · activities:...

ICF proprietary and confidential. Do not copy, distribute, or disclose.

CP-98:Best Practices in Change Management: Before, During and After Your Deltek Implementation

Nick Blonkowski, Vice President, Finance Transformation, ICF


Vice President, Finance Transformation

[email protected]

Nick Blonkowski

mailto:[email protected]


Agenda

Introduce ICF and the ICF 2020 journey

Discuss what change management is

Review the change management process

Understand how to make change management a reality

Review change management tips and tricks

3

ICF proprietary and confidential. Do not copy, distribute, or disclose. ICF is entrepreneurial4

ICF proprietary and confidential. Do not copy, distribute, or disclose. 5

ICF is diverse


ICF is

impactful

Helping

Kick the Habit

Public Health Expertise

+Behavioral Science

+Digital Communications

=

Participants more likely to quit smoking

8WEBSITES MOBILE APPS

TEXT MESSAGING

CAMPAIGNS

SOCIAL

ACCOUNTSMEDIA BUY

5 2 7 $1. 2 M


We’ve grown since 1999

7

companies

Why Change?

ICF and Technology Have Evolved countries

ICF projects

in more than

ICF has

acquired


Efficiency

Supporting multiple

systems = Reduced

visibility into issues

Lack of standard

processes and

procedures = Limited

automation

Effectiveness

Unclear roles and

responsibilities =

Inefficient business

processes

Inadequate standard data

definitions = Multiple

versions of the truth

8

Consequences? Increased complexity, cost, and frustration

…But we have not kept pace. Limiting our ability to be

efficient and effective

Why Change?

ICF and Technology Have Evolved


Introducing ICF 2020

ICF 2020 will transform the foundation of ICF, its systems and behaviors to support growth and satisfaction.

9


Contracts& Admin

2020

Finance2020

HR2020

ICF 2020


CBS

Simplified

compliance

More efficient,

accurate

processes

More

satisfying as a

professional

C-Suite

More visibility

into

performance

Increased

scalability

More value to

investors

Operations

More time to

win and

deliver work

Improved

reporting

Greater

satisfaction

and

engagement

Employees

Easier, more

intuitive, less

frustrating

Increased

automation

and workflows

Less time on

admin tasks

Clients

More value

from ICF

More efficient

partners


Discuss what change management is

12


WHAT IS CHANGE MANAGEMENT?

The application of a structured process and set of tools for managing the PEOPLE side ofchange to achieve a desired outcome.

It is NOT project management!


ICF employs the Prosci®

change management

concepts

Successful change

management brings people

thru a change cycle that

addresses five elements

known as ADKAR®

The change management

plans best support these five

elements as shown here

AWARENESSUnderstand what &

why

DESIREPersonal choice to

change

KNOWLEDGEHow to change

ABILITYCapable to

implement the

change

REINFORCEEnsure the change

is sustained

Change Element


Review the change management process

15


Define

the Project

Phase0


Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI


Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI

Build the Solution & Refine the Design

Test Systems, Process and Functionality

Implement Solution

PhaseII+


Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:

Develop Vision, Objectives, Scope, Benefits

Outcome: Business Case Project Charter

Pro

gra

m M

an

ag

em

en

t


Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:



Pro

gra

m M

an

ag

em

en

t

Gate A:Project

Charter

Approval

Decision:Does pre-

evaluation

result in

project

initiation and

planning?


Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:



Pro

gra

m M

an

ag

em

en

t

Activities:

Develop Project Plan, Requirements, Design

Kickoff Project

Outcome: Project Plan Requirements Initial Design

Gate A:Project

Charter

Approval

Decision:Does pre-

evaluation

result in

project

initiation and

planning?


Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:



Pro

gra

m M

an

ag

em

en

t

Activities:


Kickoff Project


Gate A:Project

Charter

Approval

Decision:Does pre-

evaluation

result in

project

initiation and

planning?

Gate B:

Design

Approval

Decision:

Based on

planning, are

we ready to

execute the

project?


Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:



Pro

gra

m M

an

ag

em

en

t

Activities:


Kickoff Project


Activities:

Refine and Build Solution

Conduct System and User Testing

Implement

Outcome: Final Design Testing Acceptance Cutover Plan

Gate A:Project

Charter

Approval

Decision:Does pre-

evaluation

result in

project

initiation and

planning?

Gate B:

Design

Approval

Decision:

Based on

planning, are

we ready to

execute the

project?


Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:



Pro

gra

m M

an

ag

em

en

t

Activities:


Kickoff Project


Activities:



Implement


Gate A:Project

Charter

Approval

Decision:Does pre-

evaluation

result in

project

initiation and

planning?

Gate B:

Design

Approval

Decision:

Based on

planning, are

we ready to

execute the

project?

Gate C:

Go/No-Go

Decision:

Based on the

work

performed,

should we

implement?


Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:



Pro

gra

m M

an

ag

em

en

t

Activities:


Kickoff Project


Activities:



Implement


Activities:

Design Support Model

Finalize Project Administration

Outcome: Project Completion On-going Support

Gate A:Project

Charter

Approval

Decision:Does pre-

evaluation

result in

project

initiation and

planning?

Gate B:

Design

Approval

Decision:

Based on

planning, are

we ready to

execute the

project?

Gate C:

Go/No-Go

Decision:

Based on the

work

performed,

should we

implement?


Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:



Pro

gra

m M

an

ag

em

en

t

Activities:


Kickoff Project


Activities:



Implement


Activities:



Outcome: Project Completion On-going Support

Gate A:Project

Charter

Approval

Decision:Does pre-

evaluation

result in

project

initiation and

planning?

Gate B:

Design

Approval

Decision:

Based on

planning, are

we ready to

execute the

project?

Gate D:

Project

Closeout

Decision:

Based on

ongoing

monitoring can

we officially

close the

project?

Gate C:

Go/No-Go

Decision:

Based on the

work

performed,

should we

implement?


Stakeholder Role in Project Execution %*

Co

re T

eam

SteerCo Final point of decisions and approvals Addresses any escalated risks and issues 0-5%

Exte

nd

ed

Team

*Time estimate is inclusive of change management activities



Co

re T

eam


Sponsor Responsible for project success Oversees decisions and deliverables 10-25%

Exte

nd

ed

Team




Co

re T

eam



Functional Lead Responsible for functional task execution Develops decision recommendations 10-75%

Exte

nd

ed

Team




Co

re T

eam




Solutions Responsible for technical task execution Responsible for technical configuration 10-75%

Exte

nd

ed

Team




Co

re T

eam





SMEs Provide input into process/system design Future-state process/system owners 0-10%

Exte

nd

ed

Team




Co

re T

eam






Project Manager Manages plan, risks, governance, budget Key POC for core team 100%

Exte

nd

ed

Team




Co

re T

eam







Change

Management Lead

Responsible for developing change

management approach and plan

Develops communications, training plan 100%

Exte

nd

ed

Team




Co

re T

eam







Change

Management Lead

Responsible for developing change

management approach and plan

Develops communications, training plan 100%

Exte

nd

ed

Team Other Project

Stakeholders Project champion, change agent Key POC for affected stakeholders 0-5%



Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI


Test Systems and Functionality

Implement Solution

PhaseII+

Sta

keh

old

ers

SteerCo

Sponsor

Project Manager

Change Management Lead


Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Sta

keh

old

ers

SteerCo

Sponsor

Functional Lead

Solutions

Project Manager


SMEs


Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Sta

keh

old

ers

SteerCo

Sponsor

Functional Lead

Solutions

Project Manager


Other Project Stakeholders

SMEs


Gate A:Project

Charter

Approval

Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:


Activities:


Kickoff Project

Activities:



Implement

Activities:



Gate B:

Design

Approval

Gate D:

Project

Closeout

Gate C:

Go/No-Go

38

Pro

gra

m M

an

ag

em

en

t


Gate A:Project

Charter

Approval

Preparefor the Change

CM Phase

I

Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:


Activities:


Kickoff Project

Activities:



Implement

Activities:



Gate B:

Design

Approval

Gate D:

Project

Closeout

Gate C:

Go/No-Go

39

Pro

gra

m M

an

ag

em

en

t


Gate A:Project

Charter

Approval


CM Phase

I Manage the Change

Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:


Activities:


Kickoff Project

Activities:



Implement

Activities:



Gate B:

Design

Approval

Gate D:

Project

Closeout

Gate C:

Go/No-Go

CM Phase

II

40

Pro

gra

m M

an

ag

em

en

t


Gate A:Project

Charter

Approval


CM Phase

I Reinforce the Change

Manage the Change

Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:


Activities:


Kickoff Project

Activities:



Implement

Activities:



Gate B:

Design

Approval

Gate D:

Project

Closeout

Gate C:

Go/No-Go

CM Phase

II

CM Phase

III

41

Pro

gra

m M

an

ag

em

en

t


Gate A:Project

Charter

Approval

Activities:• Define the Change

• Engage and Prepare Sponsors

• Identify Stakeholders


CM Phase

I

Outcome:• Change Management Strategy• Sponsor Engagement, Stakeholder Matrix

Ch

an

ge M

an

ag

em

en

t

Reinforce the Change

Manage the Change

Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:


Activities:


Kickoff Project

Activities:



Implement

Activities:



Gate B:

Design

Approval

Gate D:

Project

Closeout

Gate C:

Go/No-Go

CM Phase

II

CM Phase

III

42

Pro

gra

m M

an

ag

em

en

t


Gate A:Project

Charter

Approval





CM Phase

I


Ch

an

ge M

an

ag

em

en

t


Activities:• Develop and Execute

Change Management Plans

Manage the Change

Outcome:• Change Plans

(Communication, Sponsor, Training, Coaching, Resistance)

Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:


Activities:


Kickoff Project

Activities:



Implement

Activities:



Gate B:

Design

Approval

Gate D:

Project

Closeout

Gate C:

Go/No-Go

CM Phase

II

CM Phase

III

43

Pro

gra

m M

an

ag

em

en

t


Gate A:Project

Charter

Approval





CM Phase

I


Ch

an

ge M

an

ag

em

en

t Activities:• Gather Feedback

• Identify Gaps


Outcome:• Celebrating Success• Lessons Learned• Resistance

Management



Manage the Change



Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:


Activities:


Kickoff Project

Activities:



Implement

Activities:



Gate B:

Design

Approval

Gate D:

Project

Closeout

Gate C:

Go/No-Go

CM Phase

II

CM Phase

III

44

Pro

gra

m M

an

ag

em

en

t


Stakeholder Group Role in Change Management

Co

re T

eam

SteerCo Acts as advocates for and leaders of change Approves change management approach

Exte

nd

ed

Team



Co

re T

eam


Sponsor

Approves change management approach

Sets the tone for and drives the change

Engages peers for alignment

Is the voice and face of change

Is visibly active in delivering communications

Exte

nd

ed

Team



Co

re T

eam


Sponsor






Functional Lead, Middle

Managers, Supervisors

Coaches teams and employees through the

change process

Champions the change with peers and others

Supports learning

Exte

nd

ed

Team



Co

re T

eam


Sponsor









change process


Supports learning

Solutions Develops/delivers training content Serves as project champion, change agent

Exte

nd

ed

Team



Co

re T

eam


Sponsor









change process


Supports learning


SMEs Develops/delivers training content Serves as project champion, change agent

Exte

nd

ed

Team



Co

re T

eam


Sponsor









change process


Supports learning



Project Manager Integrates change management activities into

overall project plan

Exte

nd

ed

Team



Co

re T

eam


Sponsor









change process


Supports learning






Develops and executes change management

approach and plan

Works in alignment with project manager

throughout project lifecycle to integrate change

activities

Ensures sponsor and stakeholder

engagement

Develops detailed communications, training,

coaching, sponsor engagement tactics and

plans

Exte

nd

ed

Team



Co

re T

eam


Sponsor









change process


Supports learning






Develops and executes change management

approach and plan

Works in alignment with project manager

throughout project lifecycle to integrate change

activities

Ensures sponsor and stakeholder

engagement

Develops detailed communications, training,

coaching, sponsor engagement tactics and

plans

Exte

nd

ed

Team

Other Project Stakeholders Serves as a project champion, change agent


How to make change management a reality

53






CM Phase

I


Ch

an

ge M

an

ag

em

en

t Activities:• Develop and Execute Change Management Plans

Manage the Change

Outcome:• Change Plans (Communication, Sponsor, Training,

Coaching, Resistance)

CM Phase

II

Activities:• Gather Feedback

• Identify Gaps


Outcome:• Celebrating Success• Lessons Learned• Resistance Management

CM Phase

III

54


Activities:

• Define the Change




CM Phase

I

Outcome:• Change Management Strategy• Sponsor Engagement,

Stakeholder Matrix

Process & Tools:

• Kickoff: Bring all key project stakeholders together to ensure a

common understanding of the vision, goals, roadmap, etc.

• Risk Assessment: Organizational change characteristics against

change impact = overall project risk; informs chg mgt needs/planning

• Group Analysis: Identifies level of change impact for all groups based

on factors such as processes, job change and reporting structure; feeds

into stakeholder assessment and informs chg mgt needs/planning

• Sponsor & Stakeholder Assessment: Bottoms up assessment of

impacted groups and leaders to identify areas of risk; informs building

the sponsor/stakeholder coalition

• Change Management Strategy/Approach: Lays out change

environment and high-level approach for the sponsor/team


John GeorgeSVP, CIO

Robert TothSVP, Contracts &

Admin

Jim LawlerEVP, CHRO

James MorganEVP, CFO

Liz JanssenVP, Learning,

Development, CM


Costpoint 2.0

Consolidate to one North American ERP system that:

Leverages industry best practices

Deploys standard processes

Scales for future growth

Increases operational visibility and compliance

Reduces operating costs

Improved reporting, timeliness, accuracy and compliance Streamlined processes, roles and responsibilities Smoother transitions of acquisitions Alignment of organization structure

Vision:

Benefits:

Migrate Advantage, CP 1.0, Vision to CP 2.0 Implement Concur expense for North America Develop a centralized project setup process and team Implement a vendor management system (VMS)

Scope:SVP & Corporate

Controller, Accounting

Theresa Golinvaux

Project Sponsor

Question? Enter it in the Skype chat 57

Functional Lead

Senior Director,

Assistant Controller

Kelly Shaffer


Risks:

Interdependencies:

Resource constraints due to competing priorities Sufficient time to build and test interfaces and migrate data before go-live Time for training of Olson Accounting staff on Costpoint system

2019 Project Interdependency

Planning, Workday Resourcing based on current timeline

Upgrade Costpoint to the most recent version Migrate Olson from Advantage to Costpoint 2.0 Begin planning for ICF Legacy migration from Costpoint 1.0 to Costpoint 2.0 Develop and begin rolling out a centralized project setup process and team

2019 Scope:

Question? Enter it in the Skype chat 58


2019 CORPORATE PROJECTS KICKOFF – ICF 2020

The purpose of the kickoff was to discuss:ICF 2020

97%

of respondents thought the

kickoff was effective

Qualitative Feedback:

Great kickoff! Thank you very much!

Please have meetings like this more often.

I thought the meeting was extremely helpful and I really enjoyed hearing

about the other projects that I am not a part of - thank you for putting this

together!

Keep sharing info, especially as how what employees do day-to-day will

change. Tools, Tips, Job Aids, etc.

of respondents felt they had a

solid understanding of the ICF

2020 Roadmap and Scope

97 %

ICF 2020

Roadmap and

Scope


solid understanding of the

2019 Corporate Project Plan

and Scope

88 %

2019 Corporate

Project Plan and

Scope


solid understanding of Key

Interdependencies and Risks

across Projects

69 %

Interdependencies

and Risks Across

Projects


solid understanding of their

role in each of the ICF 2020

Projects

78%

Participants‘ Role in

Each of the ICF 2020

Projects


solid understanding of the

Program and Change Mgmt

Functions

84%

Role of Program and

Change

Management

Approximately 160 people attended the kickoff and we

had a 20% survey response rate.

What Next? We heard you!

75% of respondents asked for monthly or quarterly updates. Therefore, we are

going to implement the following practices to keep you better informed moving

forward.

Evaluation Results and Next Steps

1 ICF 2020 Roadmap and Scope

2019 Corporate Project Plan and Scope

Key Interdependencies and Risks across Projects

Participants’ Role in the ICF 2020 Projects

2

3

4

Monthly

Newsletter

Publish monthly newsletter that includes ICF 2020

project updates and upcoming activities

Semi-Annual

Meetings

Conduct 2 in-person meetings a year (targeting

September and January each year) to discuss project

updates and upcoming activities/projects

Regular Intranet

Updates

Post monthly newsletter and link to key resources on the

ICF 2020 page

https://intranet.icfi.com/workplace-services/Pages/ICF-2020.aspx

ICF proprietary and confidential. Do not copy, distribute, or disclose. 60Question? Enter it in the Skype chat

1 70

70

Why is the overall change considered low risk?

• ICF has a shared organizational vision/direction (ICF 2020).• Scope of change is extremely low (small number of people impacted).• Degree of process change is extremely low.• Degree of technology is medium-high.• Senior leaders, managers and employees are competent at managing change.


Activities:

• Develop and Execute Change Management Plans

Managethe Change

CM Phase

II


• Communication/Sponsor, Training

Process & Tools:

• Communication Plan: Identifies topic, target audience,

sender, key messages and requested actions, timing, delivery

mechanisms

• Includes a guide for the executive sponsor to be actively

engaged with the project team, leaders and employees

• Includes coaching mechanisms to support supervisors and

front-line managers to enable them to lead their teams

• Training Matrix/Plan: Identifies subject areas, target audience,

method of training delivery, instructors/SMEs, materials, timing



change management

concepts

Successful change




known as ADKAR®





why


change


ABILITYCapable to

implement the

change


is sustained

Change Element



change management

concepts

Successful change




known as ADKAR®





why

Sponsor, functional

lead, supervisor,

front-line manager

Communication/

sponsor plan


change


ABILITYCapable to

implement the

change


is sustained

Change Element Most Influential Change Plans



change management

concepts

Successful change




known as ADKAR®





why

Sponsor, functional

lead, supervisor,

front-line manager

Communication/

sponsor plan


change

Sponsor, functional

lead, supervisor,

front-line manager

Communication/

sponsor plan


ABILITYCapable to

implement the

change


is sustained




change management

concepts

Successful change




known as ADKAR®





why

Sponsor, functional

lead, supervisor,

front-line manager

Communication/

sponsor plan


change

Sponsor, functional

lead, supervisor,

front-line manager

Communication/

sponsor plan


Project team, SMEsTraining plan, post

go-live support

ABILITYCapable to

implement the

change


is sustained




change management

concepts

Successful change




known as ADKAR®





why

Sponsor, functional

lead, supervisor,

front-line manager

Communication/

sponsor plan


change

Sponsor, functional

lead, supervisor,

front-line manager

Communication/

sponsor plan



go-live support

ABILITYCapable to

implement the

change

Supervisor, front-line

manager, project

team, SMEs

Training plan, post

go-live support


is sustained




change management

concepts

Successful change




known as ADKAR®





why

Sponsor, functional

lead, supervisor,

front-line manager

Communication/

sponsor plan


change

Sponsor, functional

lead, supervisor,

front-line manager

Communication/

sponsor plan



go-live support

ABILITYCapable to

implement the

change

Supervisor, front-line

manager, project

team, SMEs

Training plan, post

go-live support


is sustained

Sponsor, supervisor,

front-line manager

Communication/

sponsor plan, post

go-live support,

lessons learned



Topic Sender Target Audience Key Messages Target Date Delivery Methods

UAT update Operations SVP Testers • Thank you for participating

• Request to complete survey

Thurs. 6/6 • Email w/ link to

survey

UAT update Operations SVP Legacy ICF Olson

employees

• We are on track for July 1 go-live

• You’ll start hearing more about

training and cutover

Thurs. 6/6 • Email

• Posters

(Minneapolis,

Chicago)

• Potty News

(Minneapolis)

Training Operations SVP Timekeeping support

SMEs

• Your role to support users w/

timekeeping

Mon. 6/10 • Email

Training ICF 2020 mailbox Legacy ICF Olson

employees

• Training on 4 hot topics during

the last 2 weeks of June

• Schedule & expected

participants

• How to sign up

Mid week of

6/10 with 1-

2 additional

follow ups

during the

week

• Email

• Engage managers

for stragglers

Training ICF 2020 mailbox Training participants • Daily reminder for next day’s

training

Beginning

Fri. 6/14

• Calendar reminder

Communications Plan Framework


Audience Goal Objectives Duration |

Format |

Facilitator

Timeframe

Learning

Administration

SME Trainer(s) are

prepared to conduct

training sessions

Review purpose and benefits

Use PPT and Exercise booklet effectively for training delivery

Direct people to resources (see “Where to go for Help”)

1 hours | Skype

Meeting with

Angela

August 28

Primary User

(Inputs)

Navigate OneStream to

complete 2020 Planning

cycle

Login and select correct Workflow, Scenarios and Year

Input organizational data for Labor, Controllables and Revenue

Update data based on feedback from “Reporting” resources

Find answers to questions

2 hours |

Scenario-based

face-to-face

learning facilitation

by SME

September 4 & 5 – Fairfax

(Ops, FP&A + Champions +

other)

September 6 – Minneapolis

(Ops)

September 9 – London (Ops)

Secondary

User (Reports)

Navigate reports to

provide feedback for the

2020 Planning cycle

Login to OneStream and select correct Workflow, Scenarios

and Year

Review reports for Labor, Controllables and Revenue

Provide feedback via e-mail to Primary Users

Find answers to questions

2 hours |

Scenario-based

face-to-face

learning facilitation

by SME

September 12 & 13 – Fairfax

(Ops, FP&A + Champions +

other)

September 6 – Minneapolis

(Ops)

September 9 – London (Ops)

All Users

(Excel add-in)

Use the Excel add-in as

an alternative to

reviewing reports in the

application

Download Excel Add-in

Select correct parameter to view data

Validate data for Labor, Controllables and Revenue

Provide feedback via e-mail to Primary Users to correct

erroneous data

45 minutes | Step-

by-step guide;

follow- ask the

experts session

Available week of September

16

Training Plan Framework


Activities:

• Gather Feedback

• Identify Gaps

Reinforcethe Change

CM Phase

III

Outcome:• Celebrating Success• Post Go-Live Support• Lessons Learned

Process & Tools:

• Post Go-Live Support Model: Outlines how users will get

support for a period beyond go-live (typically 30-90 days) and

the various mechanisms

• Lessons Learned: Using surveys and interviews, gather

feedback about what went well/what didn’t, develop themes

and action plans for future change efforts


Tier 3:

SCHEDULED

HELPOffice hours, ICF

2020 mailbox

User How-To

Technical

Cleanup & Remediation Help to resolve issues following

migration“My projects did not come over correctly”

Functional help on

applications and processes“I need help with doing a new process”

System access/connectivity

& general technical help“I need help getting access”

Tier 2:

GUIDED

HELPBuddies, FFX

team, service

desks

Tier 1:

SELF HELPTraining &

reference

materials

User How-To

Clean Up &

Remediation

TechnicalUser How-To

User How-To


Some highlight comments on what worked well:

Some highlight comments on what should be changed for future projects:

‘Good communication to keep all stakeholders involved

in the decision making and updates. PM was very hands

on, and was more involved than expected in finding

solutions, which was a great benefit.’

‘Team clearly worked hard to get it

configured and rolled out to meet

the deadline set’

‘The Maconomy team were great, knew

the system inside out and on hand

almost 24/7 to answer queries, assist

and complete the project’

‘More video training

guides’

Detailed walkthrough on

CONOPS/ Solutions for

SteerCo on New Functionalities

‘Learn and understand our industry

so you can see where our

struggles will lie with Maconomy,

actually try and help change/flex

processes’

‘Continue to hone based

on lessons learned. I feel

like we tried to solution

too much versus

leveraging the standard

process a bit more. I

know it's tough, but

would be good to try to

keep these less’

‘Not all the training session were

relevant for Vista processes. For

example a lot of the procurement

ones were a lot of information

that we didn't necessarily need to

know

‘The follow up time following

the meet could be extended’

‘Get people to attend all

training sessions in person as

it was hard to follow on Skype’


Change management tips and tricks

73


Brand your project or program

74


Contracts& Admin

2020

Finance2020

HR2020

ICF 2020



Provide multiple avenues to keep folks informed

76


Communication Approach

We will use various channels to communicate what is happening with

the projects

77

EmailIn Person Forums

Intranet Site




Engage your creatives

79





Make sure people understand the in-between state

81


Quantitative

Financial

External & internal labor

Non-labor software & systems

Delta (Transitional) State

Qualitative

Bumps in the road

Concerns being raised

Slow adoption in some cases

Moderate organizational fatigue

82

This will impact all ICF…

BUT we need this if we want to scale and integrate acquisitions.






Provide a number of support options

83


If you need detailed information or

step-by-step instructions, access

ICF Annual Planning User Guide

Screen share Videos

Quick Reference – Definitions

Quick Reference - Calculations

QuickView Digital Resource

Reports Digital Resource

FAQ

Learning

24 hours per day

7 days per week

If you need “how to”

assistance with a process

or the application itself, call… EAI

Katharine Muller (703) 539-1750

Kevin Via (703) 225-5845

Paul Ratcliffe (571) 459-4121

Steve Wirt (916) 231-7637

HEARS

Rajesh Kumar (703) 934-3357

Laura Alessi (703) 934-3523

E&A

Elodie Gontier 32 (2) 3335912

George Landers 44 (20) 30965525

ICF NEXT

Mark Buege (612) 215-9729

Ryan Cummins (804) 200-1649

Jake Blome (612) 2442-170

CIT/CBOSS

Colin Young (703)272-9533

Champion

Contact for availability

Monday through Friday

If you need technical support

due to an issue you are

experiencing with the

application, contact…

US Toll Free: 1.877.423.4578

US Local: 1.703.934.3100

UK: +44.20.3096.4880

BE: +32.2.888.0111

Email: [email protected]

ICF Corporate IT

(CIT) Help Desk24 hours per day

7 days per week

Where to

go for help








Ask for feedback and use lessons learned

85








Incorporate change management as part of the project management process

87


Gate A:Project

Charter

Approval





CM Phase

I


Ch

an

ge M

an

ag

em

en

t Activities:• Gather Feedback

• Identify Gaps


Outcome:• Celebrating Success• Lessons Learned• Resistance

Management



Manage the Change



Define

the Project

Phase0

Plan the Project

Gather Requirements

Assess Risk

Design Solution

PhaseI



Implement Solution

PhaseII+

Activities:


Activities:


Kickoff Project

Activities:



Implement

Activities:



Gate B:

Design

Approval

Gate D:

Project

Closeout

Gate C:

Go/No-Go

CM Phase

II

CM Phase

III

88

Pro

gra

m M

an

ag

em

en

t









Get leadership buy-in before you start

89


John GeorgeSVP, CIO

Robert TothSVP, Contracts &

Admin

Jim LawlerEVP, CHRO

James MorganEVP, CFO

Liz JanssenVP, Learning,

Development, CM









Get leadership buy-in before you start

Bring everyone to the kickoff meeting to ensure alignment

91


Thank You!

[email protected]

92


cp-98: best practices in change management: before, during and … · 2019-11-04 · activities:...

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