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Managing Change in The Perfect Storm Innovations in Change Management
John MonczewskiDirector
Enterprise Planning & ReportingGeneral Dynamics - Information
Technology
2
“A company's most sustainable competitive advantage is ... the ability to learn and act on that learning.”
Jack WelchFormer CEO, GE
3
Agenda
Introduction to General Dynamics Project overview A Model for navigating enterprise change management Wrap-up / questions and answers
4
General Dynamics
General Dynamics is a market leader in business aviation; land and expeditionary combat vehicles and systems, armaments, and munitions; shipbuilding and marine systems; and mission-critical information systems and technologies.
General Dynamics has four main business segments. — Aerospace - designs, develops, manufacturers and services a comprehensive offering of advanced business-
jet aircraft. — Combat Systems - is a global leader in producing, supporting and sustaining land and expeditionary combat
systems for the U.S. military and its allies. — Marine Systems - designs, builds and supports submarines and a variety of surface ships for the U.S. Navy
and commercial customers. — The Information Systems and Technology - offers a breadth and depth of technology and service
capabilities that support a wide range of government and commercial needs, including systems integration expertise; hardware and software products; and engineering, management and support services.
Key Statistics:— $27B annual revenue— 83,000 Employees— More than 50 years of strategic and innovative work in defense, intelligence, space, and homeland security
5
Agenda
Introduction to General Dynamics Project overview A Model for navigating enterprise change management Wrap-up / questions and answers
6
Project Scope
PEOPLE
TECHNOLOGY
BUSINESS / PROCESS
Complex Business Problem Budgeting and planning Financial statement modeling Reporting and dashboarding Internal charge reporting Process streamlining/change
Fully Integrated Oracle Offering Oracle System 9 PeopleSoft Macromedia Share Point On-line Training
Diverse User Base
Over 1000 users for Phase 1 alone
Mix of Finance and Operations users
Support considerations [New Technologies (IT implications)]
Hyperion Workspace
Hyperion Planning
Smart ViewFinancial Reporting
Web Analysis
Plan
ning
Rep
ortin
g
Pres
enta
tion
/ Use
r In
terf
ace
Hyperion Essbase
Dat
abas
e
Direct IndirectInternal
Charging
Oracle Peoplesoft Cost-point
7
The Perfect Storm – Concurrent Organizational Challenges
Change Management including Training and Rollout Effectiveness
was seen by General Dynamics as a critical component to overcome these
challenges.
Focus on these areas started Day One…
PEOPLE
PROCESS
TECHNOLOGY
- Competing business demands- Significant organizational change- Scale of solution rollout
- Overlap with annual budget process timing
- Realignment of corporate hierarchies (financial and project)
- Significant source system integration efforts
Chances are that you -have been in….
are in…
or may end up in…
Chances are that you -have been in….
are in…
or may end up in…
- The Perfect Storm -
8
At the start of the project, the team recognized a Change Management plan would be critical to success and adoption of the application
Levels of Support for Change
Typical Reactions to Change…
1. People amidst change immediately ask: “What am I going to lose?” rather than “What
am I going to gain?” How is it going to affect me? How can I implement it? Help!
2. People think they go through change alone.3. People cannot handle more than 3-5
changes at a time.4. People want NEW resources when asked to
change.5. Each person is at a different level of
readiness when asked to change.6. Follow up is necessary; people always
change back to the status quo
Commitment Threshold
Introduction
Cognizance
Comprehension
Confirmation
Initiation
Validation Incorporation Acceptance
Go-live
Communication
Training
9
Agenda
Introduction to General Dynamics and Palladium Group, Inc. Project overview A Model for navigating enterprise change management Wrap-up / questions and answers
10
Successful Delivery Life Cycle
Evaluate Prepare
Plan
Execute
Gather Momentum...
Measure Results
Provide Ongoing Feedback Mechanism
Plan Your Resource Needs
Benchmark Best Practices
Think Long Term
Drive Organizational Commitment
Reduce, Reuse, Recycle
Build Confidence & Expertise
Increment Delivery
Deliver Repeatable and Scaleable Solution
Create Communication Vehicle
11
Successful Delivery Life Cycle
Evaluate Prepare
Plan
Execute
Gather Momentum...
Measure Results
Provide Ongoing Feedback Mechanism
Plan Your Resource Needs
Benchmark Best Practices
Think Long Term
Drive Organizational Commitment
Reduce, Reuse, Recycle
Build Confidence & Expertise
Increment Delivery
Deliver Repeatable and Scaleable Solution
Create Communication Vehicle
12
Benchmark Best Practices
Leverage experience— Your own project experience— Those on your team—ask—you may be surprised what you learn
Do your research— Gartner Group, etc.— Consultants’ Knowledge Base
Where we landed— Train-the-trainer — Module-based content— Incremental delivery— Creation of the Subject Matter Expert (SME)
• Short-term targets (support testing and training)• Long-term expectations – support rollout and future enhancements
Evaluate Prepare
Plan
Execute
13
Benchmark Best Practices – Incremental Delivery
Design, Build & Test
Training & Rollout
Build
100
Sys Test
300
UAT / Integr. Test
Perf Test
Data Validation Testing
400 Module 500 – Seminar Series
210 220
M300 Beta
510
300
520 530 540520 520
Design
Key: 100
200
300
400
500
Application Basics
Testing Training
Prog Fin and Indirect Budgets & Rates
Training Delivery
Seminars
100 (self study w/office hrs)
Evaluate Prepare
Plan
Execute
Each module is a combination of:• Inter-active online self study• classroom learning
• in person - and/or - • via collaboration software like WebEx
Each module is a combination of:• Inter-active online self study• classroom learning
• in person - and/or - • via collaboration software like WebEx
Preparation
14
Plan Your Resource Needs
Focus on all aspects of resource needs: People
— User base – train-the-trainer— Project team
• Business – Assisting with the creation of materials and communications• Development team – Their participation in training creation and delivery can be significant in value but does not
need to be overly time-consuming
— System support staff• IT• Help desk
Technology needs— Separate environments where possible for repeatability and reuse of materials
Evaluate Prepare
Plan
Execute
15
End Users – Reporting Only (1000)
Plan Your Resource Needs – Look Ahead to All Aspects of Your Needs Throughout the Project and After Go-Live
Subject Matter Experts (50)
Functional/Core Team(10-15 members)
End Users – Planners (150)
Evaluate Prepare
Plan
Execute
Technical Team(Hyperion & Oracle Specialists)
Help Desk InfrastructureBI Competency
16
Think Long Term
Integration with internal training group— Near-term benefit of leveraging existing corporate resources
Link to Long Term Incentive/Growth Plans— Long-term benefit of incorporation into personal goals and incentives (linking to performance appraisals,
career growth, and incentives) Branding – project name, logo, etc.
— Look to long-term vision of Business Intelligence — This phase of solution was primarily financial planning and reporting but goal is to look to overall solution
at General Dynamics
Team site / portal— Key for communication and document version control
Evaluate Prepare
Plan
Execute
17
Successful Delivery Life Cycle
Evaluate Prepare
Plan
Execute
Gather Momentum...
Measure Results
Provide Ongoing Feedback Mechanism
Plan Your Resource Needs
Benchmark Best Practices
Think Long Term
Drive Organizational Commitment
Reduce, Reuse, Recycle
Build Confidence & Expertise
Increment Delivery
Deliver Repeatable and Scaleable Solution
Create Communication Vehicle
18
“What I hear, I forget. What I see, I remember. What I do, I understand.”
Kung Fu Tzu (Confucius)
19
Drive Organizational Commitment
You are a change agent – an e-mail at the end of a project/project phase to announce,”…Go-Live was a success!” is not enough
Executive buy-in and support— Should not just exist as a head-nod in high-level meetings— Meet-the-people approach is tangible and effective (participation in conference calls, on-site meetings, during user
acceptance testing) Calls and e-mails to acknowledge risks, celebrate successes, generate enthusiasm – leverage your
communication plan!— Project team— Executive leadership— End users— Your champions – subject matter experts— IT / technology group (This is often overlooked and can cause problems later in your project!)
Evaluate Prepare
Plan
Execute
Continue to think about the “What’s in it for me?” question everyone is asking themselves before they read any of your e-mails/correspondence…
Continue to think about the “What’s in it for me?” question everyone is asking themselves before they read any of your e-mails/correspondence…
20
Reduce, Reuse, Recycle – Leverage Project Deliverables and Resources
Track “Training Tips” in your issues list and/or bug tracking database. Can be as simple as a column in a spreadsheet
Use templates for artifacts like test scripts that will be usable for subsequent system test, user acceptance testing, and eventually exercises in your training
Look for opportunities early in the project (requirements and design) to create diagrams that will make complex concepts easier todescribe and understand
Evaluate Prepare
Plan
Execute
AIS
Division 1
LOB 1
BA 1
BA 2
BA 3
Division 2
Division 3
LOB 2
LOB 3
~9
1
4
~150
R-Dept 2
R-Dept 1
R-Dept 3
HQ
~20
1:Many
AIS
Division 1
LOB 1
BA 1
BA 2
BA 3
Division 2
Division 3
LOB 2
LOB 3
~9
1
4
~150
R-Dept 2
R-Dept 1
R-Dept 3
HQ
~20
1:Many
.
Agreement 1
Project 1
Top Task 1
Top Task 2
Top Task 3
Top Task 4
Agreement 2
Agreement 3
Project 2
Project 3
~5000
.
Agreement 1
Project 1
Top Task 1
Top Task 2
Top Task 3
Top Task 4
Agreement 2
Agreement 3
Project 2
Project 3
~5000
- Project Structure - - Financial Reporting Structure -
~12,000
~3,400
1:1
1:Many
1:Many
1:Many
1:Many
AIS
Division 1
LOB 1
BA 1
BA 2
BA 3
Division 2
Division 3
LOB 2
LOB 3
~9
1
4
~150
R-Dept 2
R-Dept 1
R-Dept 3
HQ
~20
1:Many
AIS
Division 1
LOB 1
BA 1
BA 2
BA 3
Division 2
Division 3
LOB 2
LOB 3
~9
1
4
~150
R-Dept 2
R-Dept 1
R-Dept 3
HQ
~20
1:Many
.
Agreement 1
Project 1
Top Task 1
Top Task 2
Top Task 3
Top Task 4
Agreement 2
Agreement 3
Project 2
Project 3
~5000
.
Agreement 1
Project 1
Top Task 1
Top Task 2
Top Task 3
Top Task 4
Agreement 2
Agreement 3
Project 2
Project 3
~5000
- Project Structure - - Financial Reporting Structure -
~12,000
~3,400
1:1
1:Many
1:Many
1:Many
1:Many
Training materials should not be an end-of-project standalone exercise:
21
Create Communication Vehicle
Communication plan and targeted checkpoints
— Executive— End users— Subject matter experts— Project team and other stakeholders
Target and use “one source” for users to get/receive information— Homepage/portal— Support e-mail box
• Disseminate information via email from one source• One inbox• Testing, training, post-go live usage• Shared access to support
Key: Ensure discipline in keeping up with these tools
22
Successful Delivery Life Cycle
Evaluate Prepare
Plan
Execute
Gather Momentum...
Measure Results
Provide Ongoing Feedback Mechanism
Plan Your Resource Needs
Benchmark Best Practices
Think Long Term
Drive Organizational Commitment
Reduce, Reuse, Recycle
Build Confidence & Expertise
Increment Delivery
Deliver Repeatable and Scaleable Solution
Create Communication Vehicle
23
Incremental Delivery
Macro level— Staged delivery of materials — Module approach— Self study pre-learning
Micro level – on-site training
Evaluate Prepare
Plan
Execute
A - Global Data
B - Employee Labor
C - Dept Expense
D. Waterfall & Rates
Web Forms 101
Reports 101
Smart View 101 T
ech
nic
al
Tra
inin
gP
rog
ram
F
inan
ce
Ind
irec
t
Team Site
A. EAC / MPM Validation
B. Non-EAC Top Task
C. Non-EAC Top Task New Opportunities
D. Additional Testing
FridayMonday Tuesday Wednesday Thursday
Business Performance Management (BPM)
Business Performance Management (BPM)
Indirect Budgets & Rates Planning Program Finance Planning
Indirect Budgets & Rates Reporting Program Finance Reporting
Module I00:
Introduction & Hyperion Technical
Training
Module 200:
Testing Preparation
Module 400:
Training Delivery
Module 300:
Component-Specific (Program Fin and Indirect Bud &
Rates)
310 - Kickoff320 –Shared Components330 - Program Finance 340 - Indirect Budgets & Rates 350 – System Maintenance360 – Support Model370 - Module Recap
Module 500:
BPM Seminars
510 - Starting Your Plan
520 - Office Hours
530 – Finalizing Your Plan
540 – Addit’l Reports; Who Charged Reporting
24
Build Confidence and Expertise
Allow for Learning – Develop the strengths and capabilities of the Subject Matter Experts (SMEs) beginning with testing, leading into training delivery, and maturing into fully enabled SMEs
Participation in Project
• System Knowledge
• Capability
• Confidence
• NetworkTestersTrainers
SMEs
Evaluate Prepare
Plan
Execute
25
Build Confidence and Expertise (continued)
Personal touch – On-site (everyone in the same location) training and testing (one to two work weeks)
— Foster the SME network— Real-time issue resolution— Putting faces to names— Ensure focus on the project, not just “day jobs”— Logistics preparation for this exercise is key (logins, security access, etc.)
Acknowledge challenges— Often timing is such that the system is just going live when training is expected. Having to go out and
train on a system in which they are just learning and see bugs— Demonstrated executive support here is critical— Capture concerns and actively monitor them with your group
Evaluate Prepare
Plan
Execute
26
Build Confidence and Expertise Through Repeatability – Pre-Recording Basics Yields Many Benefits
Use of collaboration software
Benefits— Repeatability— Confidence — Consistency— Tracking metrics— Easily updated— Functionality – stop/rewind— Take from home, on one’s own— Accessible and distributed via URL, no cumbersome
attachments
Recommendations— Have a script and written agenda— Balance general usage with calling out quick tips and
tricks— Sample agenda in a supporting PowerPoint
• INTRODUCTION• QUICK TIPS• DEMONSTRATION• RECAP
Evaluate Prepare
Plan
Execute
27
Supporting Materials
Top Task Planning
Introduction 00:15Quick Tips 04:30Demonstration 11:05
PRGM 1: Avg Hourly Rates and Probability % 13:30PRGM 2: Available Hours 18:05PRGM 3: Applied Rate Table 19:03PRGM 4: Inter and Intra Company Purchases and Orders 19:55PRGM 5: ICS/ISS/ISR Top Task Input Forms 26:55PRGM 6: T&M Input Form 33:43PRGM 7: Top Task Loss, Warranty, and Project Reserve Input Form 37:50PRGM 9: Program Investment Input Form 41:05Workspace 45:08
Webform Validation ReportsDIR101 46:05DIR102 49:40
Financial Reports 52:18Division Reports 52:50AIS Financial Statements 53:10
Training Session Recap 54:10
Duration 55:42
Specific Timing of “Chapters” Provide a Structured Flow
Evaluate Prepare
Plan
Execute
28
A Simple Flow and Drawing Out Key Points/Takeaways
1. Specific agenda / training goals
2. Use of the Hyperion Suite
3. Quick tips
4. Further use of the Hyperion Suite
5. Recap key points
Evaluate Prepare
Plan
Execute
29
Successful Delivery Life Cycle
Evaluate Prepare
Plan
Execute
Gather Momentum...
Measure Results
Provide Ongoing Feedback Mechanism
Plan Your Resource Needs
Benchmark Best Practices
Think Long Term
Drive Organizational Commitment
Reduce, Reuse, Recycle
Build Confidence & Expertise
Increment Delivery
Deliver Repeatable and Scaleable Solution
Create Communication Vehicle
30
Measure Results
Start early — Software installations— Training completion— Login verification (pre-testing and pre-training
exercises)— Hardware compliance (e.g. laptops for training)
Ensure simplicity
Follow-up on feedback
Evaluate Prepare
Plan
Execute
31
Provide Ongoing Feedback Mechanism
Use office hours— Requires discipline and time— Ensure technical resource on-hand early in the process— Capture lessons learned and encourage dialog
Identify and Leverage those that take to the solution quickly!— Application experts— Standardization and template creation— Future leaders in upcoming phases
Evaluate Prepare
Plan
Execute
32
Gather Momentum
Keep Subject Matter Expert group part of the ongoing process
— Delta training— Focus groups— Mentoring— New release testing
Where possible, identify and prototype new concepts to generate further enthusiasm for your next phase…
Evaluate Prepare
Plan
Execute
33
Agenda
Introduction to General Dynamics Project overview A Model for navigating enterprise change management Wrap-up / questions and answers
34
Questions?
Evaluate Prepare
Plan
Execute
Evaluate Prepare
Plan
Execute
Evaluate Prepare
Plan
Execute
Evaluate Prepare
Plan
Execute
Evaluate Prepare
Plan
Execute
Managing Change in The Perfect Storm Innovation in Change Management
John MonczewskiDirector
Enterprise Planning & ReportingGeneral Dynamics - Information
Technology