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Topics
Topic 1: Introductions 1
Topic 2: Scenario Introduction 2
3
Topic 3: Overview
Topic 4: Step 1: Decide to Change 4
Topic 5: Step 2: Get Sponsorship 5
Topic 6: Step 3: Where Are We? 6
Topic 7: Step 4: Plan the Change 7
Step 5: Implement the Change
Topic 8: 5a: Implement the Change—Training 8
Topic 9: 5b: Implement the Change—QA 9
Topic 10: Step 6: Measure the Change 10
Topic 11: Training Wrap-Up 11
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Topic Objectives
• Obtain and maintain senior stakeholder buy-in
• Involve key stakeholders — their impact, roles, and
future considerations
• Understand organizational structures
• Sell the middle management
• Develop decision criteria from objectives of the Agency
• Keep the sponsor and other stakeholders engaged
— Communications Plan
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Process Improvement Model
1. Decide to
Change
2. Get
Sponsorship
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Roles in Process Improvement
Sponsors Change Agents
Champions Process Users
The New QA
Process
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Engage the Sponsor
• Understand the power structure in the organization
• Understand the organizational structure
• Understand the sponsor’s motivation
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Power Structure
• Who does the sponsor rely on?
• Who does the sponsor listen to?
• Who in the organization can “kill” the change?
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Organizational Structure
5
Agency Director
4
Program 1
4
Program 2
… 2
IT Director
3
Key staff
3
Key staff
… 1
Key staff
This slide assumes change comes from inside IT
Discussion
How would it differ for other types of changes?
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Middle Management
• Prime responsibility for day-to-day operations
• Has day-to-day control over the resources
• Need to be sold as much as upper management
• Able to either reinforce or undermine change
• Most resistance is covert rather that overt
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Middle Management
• Whenever possible, use middle managers as a champions
• Generally, these are recognized leaders
• They understand the culture of the organization
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Understand Target’s Motivation
• Sell to their motivation
• Understand their values and hot buttons
• Understand their current pressures
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User Buy-In
• How do we obtain user
buy-in?
• How do we bridge the gap
between the IT and
Program staff?
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Set Priorities
• Base priorities on
— Organization’s mission and goals
— Sponsor’s priorities
— External assessments
— Internal requests
— Find the “low-hanging fruit”
• How do you set priorities in your Agency/department?
Discussion
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Show Benefits to the Users
• When you conduct any
process improvement
analysis you need to
look for the “Low
Hanging Fruit” (i.e.,
benefits with very little
effort)
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Keep the Sponsor Engaged
• Stay on their calendar (at least quarterly)
— Give regular status
— Show both good and bad
— Be as objective as possible
– Report on measures, not opinion
– Have a predefined status report
– Agree on the status report contents at the selling
engagement
• Keep the sponsor’s message in front of the users
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Keep the Sponsor Engaged (cont.)
• Set up Communications Plan
• Make sure you understand all perspectives
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Communications Plan
Implementing a well-thought-out Communications Plan
• Helps manage expectations regarding the project
• Ensures methods used for communication will be most
effective
• Ensures appropriate levels of communication with
internal and external project stakeholders
• Provides relevant, accurate, consistent information at
all times
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Communicate Expectations
Throughout Agency
• Incorporate expectations into training for new workers
• Update policy and procedures manuals
• Include expectations
— In personnel performance evaluations
— In budget
• Include expectations and standards in provider contracts
*Source: National Child Welfare Resource Center for Organizational
Improvement http://muskie.usm.maine.edu/helpkids/pubs.htm
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Communications Plan
Develop Plan early in the project
Basic steps
1. Identify the project audience
1. Include internal and external stakeholder groups
2. Assess information needs
3. Identify information sources
4. Identify the best media and methods available for use on
the project
5. Identify key messages, announcements, and/or
marketing
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Communications Plan (cont.)
6. Define when and how communications will be provided
7. Document the approval process
8. Assign responsibilities for creating and delivering the
various types of communications
9. Identify all triggers
10.Define a process for handling ad hoc inquiries
11.Develop a library of project information
12.Create internal and external feedback loops
13.Schedule the work of communications
14.Define a process for updating/changing the
Communications Plan
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Communications Plan (cont.)
• Every project should go through all 14 steps
— Projects with long implementation timeframes should
go through the steps multiple times
• Any significant change in a project should prompt a
review of the Communications Plan
Communication is a key success factor
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Summary
• Engaging the sponsor is a continuous task
• Keeping middle management on your side is crucial
• A good Communications Plan is critical
— Especially in a dynamic environment
Discussion