SAGE Organizational Change Management Plan

8/3/2019 SAGE Organizational Change Management Plan

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SAGE Organizational Change Management Plan

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Project Name: SAGE

Prepared by: Natalie Arceneaux

Date (MM/DD/YYYY): 10/16/2007

1. Introduction

The greatest risk to the successful implementation of an enterprise-wide system is the failureto take into consideration major aspects of organizational change management.Unfortunately, it is poor communications, inadequate training, or insufficient workforceplanning that lead to a lack of acceptance of business changes and poor performance at theend-user level. In some cases, failure to provide for adequate organizational changemanagement planning has resulted in the loss of millions of dollars in failed or delayedimplementation.

Organizational change management encompasses all activities aimed at helping an

organization successfully accept and adopt new technologies and new ways to serve itscustomers. Effective change management enables the transformation of strategy, processes,technology, and people to enhance performance and ensure continuous improvement in anever-changing environment. A comprehensive and structured approach to organizationalchange management is critical to the success of any project that will bring about significantchange.

The following factors related to the SAGE Project indicate the need for clear and timelyorganizational change management throughout the project.

The SAGE Project is a large and complex project.

Project management must report to multiple layers of management.

The project team involves a large number of functional and technical personnel from

different internal and external resources. The new processes/workflows and procedures could possibly result in new roles and

responsibilities for affected personnel.

A large number of users will be affected by Peace and the new business processes.

Effective organizational change management can minimize the impact of these factors on theproject and ensure that all personnel affected by the SAGE Project receive assistance to helpthem manage change in their area.


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In any large implementation, the project team can expect to experience resistance andreluctance to change. The organizational change management effort described in thisdocument will provide the various stakeholder groups information about the projectspurpose, scope, benefits, timeline, and training opportunities as well as how the individual

job environment will change due to the implementation of the applications. Additionally,this organizational change management effort will lessen the Production Dip that isinevitable in any large and complex project.


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2. Organizational Change Management Scope - Overview

a. Stakeholder Management

Identify and enroll key stakeholders in the business process and technology changesinvolved with the SAGE Project implementation to enable a successful go-live.

Key Points

o Identify stakeholders current and target level of project awareness and level ofsupport

o Assess organization to identify enablers and challenges to implementing the SAGEProject

o Enroll stakeholders to participate in initiatives and to advocate/facilitate changes

The following table lists those stakeholders who will be affected by changes in businessprocess and technology brought about by the SAGE Project. I have also indicated eachstakeholders level of influence in the organization and their degree of support for theproject. It is essential that all stakeholders with significant influence understand the goalsand be outwardly supportive of the success of this project. Where this is not true, a planis provided to create or build understanding and support.

StakeholderName

Awareness(H/M/L)

Support(H/M/L)

Influence(H/M/L)

Plan

b. Communication

Good communication is the lifeblood of any project. In order to ensure the projectmanager is in a strong position to provide timely information about the project to allstakeholders and, equally important, receive quality feedback from them; aCommunication Plan has been developed. This plan identifies the various audienceswithin this project, and specifies who will get what information, at what time, in whatformat, and through what means of delivery. In addition, I will work with the project team


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and business unit representatives to track and record lessons learned throughout thisproject, so that the experience gained can be leveraged for greater success in the future.

Key Pointso Identify the stakeholder groupso Develop a communication plan that specifies who will get what information, at what

time, in what format, and through what means of delivery Newsletter Intranet

Wiki Posters Workshops Town hall meetings and demonstrations

o Monitor feedback and respond in a constructive mannero Discuss and record lessons learned throughout the project, which should be used to

improve how the next project may be carried out

c. Training

Training is essential to the success of this project. I understand that each stakeholdergroup in the project may have unique training needs. In Section 4, Training Objectives, Ihave recorded the groups relevant to this project, their specific training needs and

information about the training materials and facilities that we will use. This informationwill be used as the basis for the training plan.

Key Pointso Identify end-user training needs (needs assessment) through the following

techniques: direct observation questionnaires consultation with persons in key positions, and/or with specific knowledge review of relevant literature interviews focus groups

o Perform analysis on needs assessment and develop training plan User analysis. Analysis dealing with potential participants and instructors

involved in the process. The important questions being answered by thisanalysis are who will receive the training, their level of existing knowledge onthe subject, what their learning style is, and who will conduct the training.

Work analysis. Analysis of the tasks being performed. This is an analysis ofthe job and the requirements for performing the work. Also known as a taskanalysis or job analysis, this analysis seeks to specify the main duties and skilllevel required. This helps ensure that the training which is developed willinclude relevant links to the content of the job.


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Content Analysis. Analysis of documents, laws, procedures used on the job.This analysis answers questions about what knowledge or information is usedon this job. This information comes from manuals, documents, or regulations. I tis important that the content of the training does not conflict or contradict jobrequirements. An experienced worker can assist (as a subject matter expert) indetermining the appropriate content

o Conduct trainingo Support end-users post go-live and assess/plan future training needs

d. Stakeholder Objectives

o Provide an audience assessment to determine the Best Feedback Channels for theidentified stakeholder groups. Collect the major questions and concerns through asurvey and identify the potential barriers.

o Educate and prepare all affected employees for successful Peace implementation.o Make commitment visible throughout the organization.o Assess and help manage potential sources of resistance to Peace.o Develop and execute coaching strategies for key influencers who demonstrate

resistance to the SAGE project.o Raise awareness of transition to Peace as appropriate while minimizing overall

impact.

Based on Audience Assessments carried out between and , the projectteam has compiled the following information:

StakeholderGroup

OptimumCommunication

Channel

Known Concerns:

On the basis of these data, the project team will take appropriate steps (e.g. meetingswith stakeholder groups, set up an information web site, distribute a newsletter) toalleviate the concerns of our stakeholders and ensure that additional difficulties withperceptions about the project do not arise. These actions are detailed in the projectscommunication plan.

To aid in this effort, the project team is requesting the participation and support of uppermanagement. Support from our organizations executive team is essential to theprojects success. During individual interviews with our executives, we received


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assurance that the project will receive constant and visible support as shown in the tablebelow.

Name ofExecutive

Position Proposed Supporting Actions

e. Metrics/Measurement

o Evaluating success of objectives in OC plano Part of communication plan (i.e., receiving feedback and providing response or taking

action).o Part of training plan (i.e., receiving feedback and providing response or taking

action).


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3. Communication Objectives

Effective strategic communication is the key to successfully implementing large-scaleorganizational initiatives. Communication is the glue that binds internal and externalstakeholders to the vision, mission, goals, and activities of the project. Effectivecommunication engages the hearts and minds of all stakeholders by facilitating movementalong the continuum presented below.

In order to ensure that communication among key players is effective in this project, theproject team has developed a formal communication plan (see sample below).


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Stake-holder

RoleInformation

Required

FromWhom

(Sender)

Scheduleof

Delivery

Means ofDelivery

FormatStart Date

(MM/DD/YYYY)End Date

(MM/DD/YYYY)AdditionaComment

This personor group

in thisrole

needs thisinformation

from thisperson or

group

on thisschedule

deliveredby

in thisformat

starting thisdate

and ending thisdate

GexaOrganization Newsletter ShawnShillington-CIO

Everyothermonth

LastMon/Tues.of month

PDF 12/17/2007

BusinessLeads

E-blast Shawn(CIO) orBrett (PM)

Bi-weekly Mon. PDF/E-mailtemplate

Feb 1 1 month aftergo-live

The communication plan:

Identifies key stakeholders.

Lists what types of information are of most value to our stakeholders, as well as identifiesoptimum communication methods and agrees on the format for information that isprovided. This information will be captured in the communication plan (see sample

below). Establishes the purpose, timing, location, and attendees for regular meetings.

States which communication vehicles will be used and whether any steps are required toput them in place.

Includes specific steps that the project team can take to keep everyone who will beimpacted by the project well informed.


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4. Training Objectives

The SAGE project is expected to require significant modifications in the organizationsworkflow and policies. So that the employees will be properly prepared when the new systemcomes on line, the project team has conducted extensive analysis of training needs. Basedon this, the team has produced a plan that should smooth the way to a successfulimplementation. Steps taken include the following:

a. Perform and Analyze the Results of a Job/Workflow Impact Analysis

This system implementation will result in changes to business workflow. Thesechanges will have a significant impact on the skills required of some of the peoplewho will use the new system. In order to ensure that adequate training is provided,the project team performed a gap analysis between skills available and skillsrequired, as follows:

Identified those positions (i.e. jobs) affected by the new system Used specific tasks to link positions to new workflows (i.e. linked tasks required

in the workflows to tasks performed as part of individuals jobs). Noted those tasks that have changed. Listed the skills required to perform each task

Determined if existing employees already have the skills needed to perform thenew or changed tasks Have arranged for training where skill gaps exist Mapped positions to components of the new system Are taking steps to ensure that each individual receives training for the

components they will use Will modify recruiting profiles to reflect new skill sets

The employee information listed below will be used in the future training plans:

Name Position PositionTask Workflow

Task

SkillRequired

SkillExists?

Type ofTrainingRequired


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b. Provide the Organization with Information Necessary to Prepare forUpcoming Changes

Reviewed the policies and procedures of each major group in the organizationthat will be impacted by the new system (e.g., divisions, departments, etc.).

Identified those policies and procedures that will change as a result of the newsystem.

Provided a checklist of needed changes to each organizational unit. Assist organizational units in development of plans to adapt to the changes.

A summary of policy and procedure changes that this new system will require isprovided in the following table

Policy / Procedure Type of ChangeRequired

Suggested Plan

c. Develop Curriculum and Content

It is necessary to develop focused training programs for the various stakeholdergroups in this project. Therefore, the training team has tailored the curriculum (topicscovered, reference, and other training materials used) and the content (specificinformation to be delivered) for each group. The training will be provided in settingsappropriate to the content and group responsibilities (e.g., technical group in thecomputer room; office personnel in a training room). The training team has paidserious attention to methods of delivery, and as a result while most employees willreceive classroom presentations, certain groups will receive hands on training. Inaddition, several PowerPoint-based presentations will be made available on theproject web site as a means of distributing key information about the project to allstakeholders. The following list was used as a guide in development of this training

program:

Staff will receive training on new business processes prior to technology training,in order to help understanding and acceptance.

Advance arrangements have been made for all facilities and equipment requiredfor training.

The training team will hold overview sessions with employees to explainconceptual differences between existing system and the new system.


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Focused hands-on training will be provided where it can be expected to havesignificant impact.

Given the extensive nature of this implementation, the training team hasdeveloped module-specific curriculum outlines with learning objectives, agendas,materials, instructors, etc.

Training materials will be made specific to each audience. We will use the train-the-trainer method as a means of cutting cost and also

ensuring that training can be made available in the future. The training team plans to develop job aids (checklists, workflow summaries,

quick reference cards, etc.) for use after rollout. The training team will conduct surveys to evaluate the effectiveness of training.

The organization will use this information to improve the training program infuture implementations.

The following tables summarize the key information that the training team hascollected as part of their training planning program.

Stakeholder Group Profile

StakeholderGroup

Type ofTrainingRequired

OptimumSetting

DeliveryMethod

SuggestedJob Aids

Training Document Requirements

Training Documents Author(s) Reviewer(s)

Training Facility Requirements

Training Facility Stakeholder Group(s) Type of Training Date


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d. Post-Implementation Steps

The project team has identified super users who can provide support to employees(4-6 weeks after rollout). This group will receive hands-on training and be given theopportunity to practice on the new system well in advance of final implementation.Members of the super users group are listed in the table that follows:

Super Users Group

Department/Division Support Staff Name Support Period

5. Organizational Change Management: Approach andResources

For the best results, the entire project team and all new users of the system should adopt the

role of change agent for the project. The following are some of the tools identified fororganizational change management to be effective in a large and complex implementationproject

Identify a communication liaison in each organizational unit (e.g., department, agency) toensure timely and effective dissemination of information concerning the project, changesit may bring about, and how those changes will be managed.

Liaison Name Department Contact Information

Use brochures, fliers, posters, white papers, or other means of communication to informthose who will be affected of the benefits of the new system. Specifically, fliers andposters can provide all end-users the opportunity to understand the new system andbecome aware of the benefits it provides.

Create a web site for the project and ensure that all relevant parties are aware of it.Include the following information:


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Project Status, Progress and Performance Interactive Question and Answer Communication Frequently Asked Questions (FAQ) Project Documents Glossary of Terms (for each Module in large implementations) Newsletter Tutorials Training Schedule

Meeting Schedules Meeting Minutes

Visit to the individual business units that will be affected and speak with the individualsthere, provide demonstrations, show prototypes, etc. The purpose of this is to encourageownership and nurture acceptance of the new business processes and system. Themeetings also present a forum in which the user community can interact with the projectteam to discuss project issues and potential user impacts. These meetings can:

Answer users questions concerning the project Address particular concerns the users may have Provide timely and accurate information about upcoming events Ensure the consistency of information passed onto the user community

Ensure project buy-in by the users.

Speaker Target Organization Type of Presentation Date(s)

Provide potential users with a way to provide feedback, ask questions, etc.

Organizational Change Management Plan Document/Signatures

Project Manager: Brett Harper

I have reviewed the information contained in thisOrganizational Change Management Plan Document and agree:

Name Title Signature Date

(MM/DD/YYYY)


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Organizational Change Management Plan Document/Signatures

The signatures above indicate an understanding of the purpose and content of this documentby those signing it. By signing this document, they agree to this as the formal OrganizationalChange Management Plan document.