e of a change manager f basics to mastery processes, … · processes, tools and templates – oh...
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Association of Change Management Professionals: Charlotte Metro Chapter
Processes, tools and templates – Oh my! EVOLUTION OF A CHANGE MANAGER – FROM BASICS TO MASTERY
Association of Change Management Professionals: Charlotte Metro Chapter
AGENDA
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Topic Presenter
Overview of the 2018 ACMP Charlotte Metro program
Julie Gawle Bank of America
Processes, tools and templates Cindy Stonesifer Duke Energy
Questions
Association of Change Management Professionals: Charlotte Metro Chapter
Change management: What you have to know – What you need to grow
Novice Journeyman Master
March 2 April 11 June - Exact date TBD August – Exact date TBD October – Exact date TBD
WebEx (Lunch-n-Learn) In person In person WebEx (Lunch-n-Learn) In person
Process, tools & templates – OH MY!
“I wish someone had told me that!” Lessons for the
beginning change manager
Expand your network – grow
your skills!
Why “soft skills” are the hardest part of
change management
The change manager as an agent of change: How
you show up matters
Change management 101 - Review of high level change process, common tools and templates in accordance to the ACMP change standard
Panel discussion with experienced change managers about the top few things they wish they had known when they were beginning change managers
Speed networking event. Make meaningful connections with attendees to connect across our CM community.
Q&A session with change mgrs. and business leaders about the key “soft skills” that change managers need to focus on to improve their skills and grow their career
How we “show up” as a change leader can impact a change initiative. Even unconscientiously, who we are can positively or negatively impact an engagement
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Association of Change Management Professionals: Charlotte Metro Chapter
What is change management?
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The practice of applying a structured approach to transition an organization from a current state to a future state to achieve expected benefits.
- Association of Change Management Professionals Standard for Change Management
Association of Change Management Professionals: Charlotte Metro Chapter
Methodologies
ACMP’s Standard for Change Management
The Standard is method neutral and includes:
• A definition of practices, processes, tasks and activities for Change Management without tools or templates
• Guidance for organizational change management, for any type of change
• Generally accepted practices and processes used by practitioners across industries, organizations and roles
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Association of Change Management Professionals: Charlotte Metro Chapter
Templates available on ACMPCharlotte.com
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ACMPCharlotte.com >
Resources tab at the top of the page
If you have templates or samples you would like to share with the change management community, send them to Teresa Fabiano.
Association of Change Management Professionals: Charlotte Metro Chapter
Change Management Processes
Evaluate change impact
and organizational
readiness
Formulate the change
management strategy
Develop the change
management plan
Execute the change
management plan
Complete the change
management effort
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Association of Change Management Professionals: Charlotte Metro Chapter
Templates
• Purpose • Make you think and plan using a logical,
structured approach
• Provide a method for others to validate and confirm your thought process
• Help you confirm the scope and resources needed to implement a change, (e.g. training)
• Provide “visual signs of progress” to your sponsors and manager
• Best used for projects where you need to gather information or program level projects with multiple work streams
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Association of Change Management Professionals: Charlotte Metro Chapter
1. Define the change
2. Determine why the change is required
3. Develop a clear vision of the future state
4. Identify goals, objectives and success criteria
5. Identify sponsors accountable for the change
6. Identify stakeholders affected by the change
7. Assess change impact
8. Assess alignment of the change with organizational strategy objectives and performance measurement
9. Assess external factors that may affect organizational change
10. Assess organization culture related to the change
11. Assess organization capacity for change
12. Assess organization readiness for change
13. Assess communication needs, communication channels and ability to deliver key messages
14. Assess learning capabilities
15. Conduct change risks assessment
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Evaluate change
impact and organizational readiness
Formulate the change
management strategy
Develop the change
management plan
Execute the change
management plan
Complete the change
management effort
Step 1 – Evaluate the change
Association of Change Management Professionals: Charlotte Metro Chapter 10
“When it comes to successfully leading major strategic change, sponsorship is either your most devastating liability or your most important asset." - Daryl Conner
Active and visible sponsorship is the most important contributor to change management success.
- Best Practices in Change Management, Prosci Benchmarking Report 1998, 2000, 2003, 2005, 2007, 2009, 2011, 2013, 2015, 2016
Association of Change Management Professionals: Charlotte Metro Chapter
1.5 Identify sponsors accountable for the change
• There are two types of sponsors • Those accountable for implementing the change –initiate the project
• Those responsible for sustaining the change
• Ensure sponsors understand their roles and the importance of sponsorship
• Develop plans and strategies to engage sponsors throughout the life cycle of the project
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What to
know
What to do
Project Team Change Agents
Initiating Sponsor
Target Group A
Sustaining Sponsor A
Sustaining Sponsor B
Sustaining Sponsor C
Target Group B Target Group C
How do you connect the initiating sponsor and sustaining sponsor? How do you engage the sustaining sponsors? Do you need change agents in the sustaining orgs? If so, how do you engage them?
Association of Change Management Professionals: Charlotte Metro Chapter
1.6 Identify stakeholders affected by the change
• Stakeholders are anyone who cares about the change • Affected by the change
• Ability to influence the outcome of the project
• Complete a stakeholder analysis template to help you develop a stakeholder engagement strategy and plan
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What to
know
Identify (list) all potential stakeholders
Document the impact of your project on the stakeholder and/or support level required for project success
Determine how to mitigate negative impacts or enhance stakeholder support
What to do
Association of Change Management Professionals: Charlotte Metro Chapter
1.7 Assess change impact
• This process determines the size, scope and complexity of the change effort • Detail, detail, detail!
• Question everything and make sure you understand terminology
• Predefined timesheet = Accounting saved on future timesheets
• Predefined timesheet = You get paid even if you don’t submit a timesheet
• Complete the change impact assessment template • Confirm the results with your team or subject manager experts
• Share a summary with your sponsor(s)
• Make sure you coordinate any cross- work stream impacts for large programs
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Get it right – This process will be used to create your communication and training plans
What to
know
What to do
Association of Change Management Professionals: Charlotte Metro Chapter
1.10 Assess organization culture related to the change
Determine if your change can be supported by the organization’s culture
• If the answer is no: • Change the change
• Call an expert for help if you need to change the organization’s culture
• Cancel the project
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If you are implementing a change that goes against the culture of an organization, the culture will always win – Daryl Conner
What to
know
What to do
Association of Change Management Professionals: Charlotte Metro Chapter
1. Develop the communication strategy
2. Develop the sponsorship strategy
3. Stakeholder engagement strategy
4. Change impact and readiness strategy
5. Learning and development strategy
6. Measurement and benefit realization strategy
7. Sustainability strategy
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Evaluate change
impact and organizational readiness
Formulate the change
management strategy
Develop the change
management plan
Execute the change
management plan
Complete the change
management effort
Step 2 – Formulate the change management strategy
Association of Change Management Professionals: Charlotte Metro Chapter
2.2 Develop the sponsorship strategy
• The work you completed earlier to identify your sponsors and document their roles provides the information needed to develop your sponsorship strategy
• Examples include: • Do you need formal status meetings to keep your sponsors informed?
• Complete a RACI matrix to clearly document decision making authority
• For each key decision, document who is Responsible, Accountable, Consulted and Informed
• Interview your sponsors to assess their ability to perform their role, identify gaps and determine how those gaps can be closed
• You probably need to educate them on their role
• Create messages for them to share with their team
• Document what they consider critical success criteria and frequently review with the project team
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What to
know
What to do
Association of Change Management Professionals: Charlotte Metro Chapter 17
Engage functional sponsors in the project
Prepare functional sponsors to lead the change
Attend weekly status meetings
Develop business readiness criteria
Sponsor Self Assessments
Command Center Updates
Go Live
Sample sponsor strategy
Feb March April May June July Aug. Sept. Oct. Nov. Dec. Jan.
Key Decisions
Motivate functional sponsors to take accountability for implementing the change
Sponsor Approves Readiness Criteria
Discuss Business Readiness Plans
Go-Live Sign-Off
UAT
Sponsor Press Kit
Sponsor Press Kit
Sponsor Press Kit
Sponsor Self Assessments
Association of Change Management Professionals: Charlotte Metro Chapter
1. Resource plan
2. Communication plan
3. Sponsorship plan
4. Stakeholder engagement plan
5. Learning and development plan
6. Measurement and benefits realization plan
7. Sustainability plan
8. Integrate change management and project management plans
9. Review and approve the change plan in collaboration with project leadership
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Evaluate change
impact and organizational readiness
Formulate the change
management strategy
Develop the change
management plan
Execute the change
management plan
Complete the change
management effort
Step 3 – Develop the change management plan
Association of Change Management Professionals: Charlotte Metro Chapter
3.2 Communication plan
• What people consider a communication plan can vary based on their background or role
• Your communication plan is a living document – It will change at least once a week
• List all engagement activities you plan to complete to ensure those impacted are prepared for the change
• Review your impact analysis to ensure you haven’t missed an important message for a specific audience. Placeholders are fine! • Employees on military leave
• Employees whose direct deposit information did not correctly convert
• Review the plan weekly – It’s a necessary evil
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What to
know
What to do
Association of Change Management Professionals: Charlotte Metro Chapter
3.5 Learning and development plan
• Change managers should understand how to develop training • The Association for Talent Development is a great resource
• Training development is iterative and starts when the impact analysis is complete 1. Identify the audiences that require training
2. Conduct a needs assessment and gap analysis
3. Document your training requirements
• Delivery method
• Timeline for development
• Resource requirements
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What to
know
What to do
Association of Change Management Professionals: Charlotte Metro Chapter
• ‘Complete the change management effort’ includes evaluation of the outcome against the change objectives
• What you need to measure and methods to measure should be defined in your change management plan • Change adoption?
• Sponsorship?
• Training evaluations?
• Change readiness?
• Communications – Did they hear you?
• Your effectiveness?
• Document lessons learned along the way
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Evaluate change
impact and organizational readiness
Formulate the change
management strategy
Develop the change
management plan
Execute the change
management plan
Complete the change
management effort
Step 4 & 5 – Execute and complete
Association of Change Management Professionals: Charlotte Metro Chapter
Questions?
22
Association of Change Management Professionals: Charlotte Metro Chapter
Want more information?
• 2018 ACMP Charlotte Metro Program • Suggestions, volunteers, feedback to [email protected]
• Change management processes and tools • Cindy Stonesifer – [email protected]
• ACMP Charlotte Metro chapter • For information or to volunteer contact Tamisha Jones – tamisha.jones@duke-
energy.com
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Association of Change Management Professionals: Charlotte Metro Chapter
Appendix
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Sample stakeholder analysis
Sample stakeholder classification models
Keep Satisfied
Manage Closely
Monitor (Minimum
Effort)
Keep Informed
Power
Interest
Stakeholder A
Stakeholder B
Stakeholder C
Stakeholder D
Time
Sup
po
rt f
or
Ch
ange
Awareness
Understanding
Acceptance
Ownership
Stakeholder A
Stakeholder C
Stakeholder B
Stakeholder D
Dress to
Impress
Association of Change Management Professionals: Charlotte Metro Chapter
Sample impact analysis # Change Impact Impact Description Intervention Impacted Groups Notes
Current New o Volume
o Complexity
o Responsibilities
o Skill/Knowledge
C - Communication
T - Training
PS - Performance
Support (i.e. job aids;
on-line help)
JD - Job Design / Org
Design (i.e. new
position or add'l roles)
O - Other
C T PS JD O
General Functionality
1 Organization Structure &
Hierarchy:
All Business Units are under 1
single domain
Organization Structure & Hierarchy:
Each Business Unit will have its own domain.
This does not include Nuclear.
H Complexity - additional complexity for
initial set-up
Skill/Knowledge - new functionality
x x Training Administrators,
Training Coordinators, and
Class Organizers
2 Navigation
Organization specific 'news
page' is not used by Business
Units
Navigation
Training Organizations will have ability to
leverage 'news page' functionality to highlight
new learning programs and/or other items
deemed necessary (e.g. quick guides, FAQs
specific to the BU, processes)
L/M Skill/Knowledge - new functionality x x All end-users News Page' functionality
can vary by product mode
(Learner, Manager, Admin)
3 Access
- Employees log-in to system
via single sign-on thru
Employee Center ->Training &
Education ->Training
Connection
- Contractors log-in to system
via single sign-on thru Service
Center ->IT Support -
>Contractor Tools ->Training
Connection
-
Access
All employees can utilize Portal Integration thru
Employee Center - Training and Education page
for search and finding registered and assigned
activities. There will be direct links to the
Corporate and Nuclear LMS. Managers can also
access via Manager Center.
- Contractors will log-in to system via single
sign-on thru Service Center ->IT Support -
>Contractor Tools ->Training & Education
M Skill/Knowledge - new functionality x x All end-users - Current Training &
Education will be
redundant to the News
Page w/in the new LMS.
Information housed in the
Training & Education page
needs to be revisited.
- Upon selection of new
system name, the links
w/in the portal need to be
revisited.
Association of Change Management Professionals: Charlotte Metro Chapter
Sample impact analysis
Stakeholder
Group Business Process(es)
Overall
Impact
Rating
(H,M,L)
Current State Process
Description
Future State Process
Descriptions
ILT
Needed
(Y/N)
Performa
nce
Support
Materials
Needed
(Y/N)
Stakeholder
Risks/Concerns
(regarding the Future
State)
Comm
Needed
(Y/N)
Preferre
d
Frequen
cy of
Comm
Possible
Communicatio
n Channels
Leadership
for Reporting
End Users
HR standard and integrated
data/report use: Leadership
uses standard reports and/or
requests customized HR
reports and integrated reports
as needed to make business
decisions
M / L
- Submit custom report
requests to HR Reporting
- Ask team members to run
standard HR reports on their
behalf
- Perform analyses (or ask
team members to perform
analyses) on HR data obtained
via standard or custom reports
- Potential new report
request processes
- Changes to the format
and/or data contained in
existing reports
N N
- Changes in the new report
request process may
require additional lead
time/lengthen turnaround
time
- Changes to existing
standard reports may make
it more difficult/cumbersome
to obtain HR data if custom
requests need to be made
instead of self-service
Y
At the
end of
Design;
as
needed
thereafter
Targeted
communication
from Marie and
Khris
Leadership
for Reporting
End Users -
Labor
Universe
HR integrated data/report use:
Leadership uses reports and
data taken from the Labor
Analysis Universe to retrieve
HR data needed to make
business decisions
M / L
- Ask team members to run
reports from the Labor Analysis
Universe or run the reports
themselves
- Use reports/data extracted
from the Labor Analysis
Universe to perform business
analyses or support analyses
done by others
- Specific impacts are TBD
but there is the potential for
changes in HR data/data
format to result in changes
needing to be made to the
Labor Analysis Universe so
that reports continue to
retrieve information
accurately; this, however,
may only impact the HR
Reporting team and be
transparent to Labor
Universe end users
N N
- Changes in HR data may
result in changes to the
Labor Analysis Universe
and the reports that are run
from it
Y
At the
end of
Design;
as
needed
thereafter
Targeted
communication
from Marie and
Khris
Association of Change Management Professionals: Charlotte Metro Chapter
Sample decision RACI
Title Detailed Description
Decision Target
Date
Responsible
(Decision Owner)
Accountable
(Decision Maker) Consulted Informed
Workday Data Conversion (How
many years of of worker history)
Confirm how many years of worker
job/personal data to convert.
Determine if History From a
Previous System functionality will
be used in Workday or if we use
WFH only for historical reporting. 8/18/2017 Kim Cindy Bob Susie
Integrated Reporting & Analytics
Confirm where to perform
integrated reporting and analytics. 1/31/2017 Jim Tom Marie Lisa
Workday Payroll Frequency for
Exempt Employees
Confirm future pay frequencies for
integrated populations.Duke pays
exempt employees semi-monthly
(current) and non-exempt
employees biweekly
(arrears)Piedmont pays all
employees biweekly (arrears
2/1/2017 Lori Tom Marie Sharon
29
Format/Key
R = Responsible
A = Accountable
C = Consult
I = Inform
Tip: You create ownership and accountability when you involve sponsors and stakeholders in decision making
Association of Change Management Professionals: Charlotte Metro Chapter
Planned
Delivery Date Topic Target Audience
Delivery
Tactic/Vehicle
Person who will
deliver
7/17/2017
Managers of employees meet with employees from
July 17 through Aug. 15 to discuss individual job
mapping impacts.
Legacy Piedmont
Employees Meeting Name
7/27/2017
Review expected pay policy changes impacting
Customer Care Center employees with Care
Center Supervisors at planned staff meetings
Managers of Customer
Care Center employees; Meeting Name
7/28/2017
Email Customer Care Center employees regarding
pay policy changes impacting the Customer Care
Center employees. (Daily OT, Holidays)
Customer Care Center
Employees Email Name
8/8/2017 Enterprise Protective Services new tool Demo
Enterprise Protective
Services Meeting
8/9/2017
Program Updates and upcoming training session
reminders All HR Email Name
Sample Communication Plan
Association of Change Management Professionals: Charlotte Metro Chapter
Sample learning and development plan
Target
Audience Topic Activity Medium
Delivery
Method
Facilitator
Guide
New
Update
Development
Time (hrs)
Delivery
Time (hrs) Delivery Date
Managers
Basic Navigation -
Managers
Find your way around
Workday eLearning Self-Service N New 20 1 Nov-17
Workers
Basic Navigation -
Workers
Find your way around
Workday eLearning Self-Service N New 20 1 Nov-17
All
Terminology / Words
Matter
Getting to know new
terms Word Doc Self-Service N New 2 1 Aug-17
Managers Positions Position Management eLearning VILT Y New 4 0 Aug-17
HRBPs Workday Overview
Introduction to Business
Processes eLearning VILT Y New 40 2 Aug-17
Managers Position Management BP Overview eLearning VILT Y New 9.6 0.4 Dec-17
Managers Position Management Process Summary Job Aid Self-Service New 4 0 Dec-17
Managers Position Management Create a Position Job Aid Self-Service New 4 0 Dec-17
Managers Position Management Assign Worker to Position Job Aid Self-Service New 4 0 Dec-17
Managers Position Management Manage Position Job Aid Self-Service New 4 0 Dec-17
Managers Position Management Clean Up Positions Job Aid Self-Service New 4 0 Dec-17
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Association of Change Management Professionals: Charlotte Metro Chapter
Knowledge and skill areas for change managers
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Knowledge and skill areas Description and Examples
The process of change Change drivers, the change process, overall context for how change happens in organizations, change leadership and project governance, mechanisms for creating the “content” of the change, patterns of change success and failures, emotional components of the change process for individuals
Change management vocabulary Terms and definitions, general framework and context
Change management methodologies and tools Processes and tools for change management
Relationship and integration of change management with other
disciplines
Integration with project management, integration with other business
improvement methodologies such as Six Sigma, Lean
Change management strategy, architecture, and planning Change management architecture, strategy development, change management planning, impact and risk assessments
Change management team structures Leadership alignment, roles/responsibilities, budget, resources, team
preparation, governance, subject matter expertise
Change leader/sponsor development Change leader/sponsor education, sponsor skill and willingness, sponsor effectiveness assessments, sponsor coalition analysis, creating alignment among sponsors and senior leaders, change leadership/sponsor coaching, reporting and updates for sponsors
*Standard for Change Management, page 78
Association of Change Management Professionals: Charlotte Metro Chapter 33
Knowledge and skill areas Description and Examples
Organizational and Culture Assessments Culture assessments, change impact assessments, change readiness assessments, change saturation assessments, organization and change history assessments, resistance assessments, stakeholder readiness assessments
Stakeholder engagement Stakeholder analysis, planning, implementation, and sustainability as needed
to support a change
Communications in support of the change process Communication strategy, planning, and communication activities as needed to support a change
Training in support of the change process Training strategy, requirements, planning, and training activities as needed to support a change
Leading stakeholders through change Coaching of stakeholders through change by supervisors and managers to
enable successful individual transitions
Stakeholder engagement Feedback, performance measurement, and compliance with new job roles, responsibilities, systems, and processes
Resistance management Resistance identification and management techniques to support a change,
building commitment and acceptance, risk management
Organizational change competency Developing organizational competencies and capacity to change, continuous improvement of the change process, cultural shifts
Change performance measurement Success measures, monitoring progress, sustaining the change
*Standard for Change Management, page 78
Association of Change Management Professionals
Our mission In the Charlotte metropolitan area, we will serve as ambassadors for the discipline of change management, advocating for members by providing professional development and networking opportunities.
Our vision The ACMP Charlotte Metro Chapter will be a connection catalyst for change practitioners in the Charlotte metropolitan area.
Who we are