Pm Organizational Change Management by dlf17665

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									      Organizational Change Management:

Helping a Successful Project Become a Successful

                Implementation


              Session #26635
              March 24, 2009


              Anaheim, California
         Brian Osterloh

   Applications Group Manager
   City of Albuquerque

   Project Manager: CRM/311
   Program Manager: ERP




                                 2
       Dr. Chelle Stringer

   Authored Evolve OCM methodology

   OCM in support of Oracle, PS, SAP:
    ERP, CRM, CIS




                                         3
                  Overview
   Importance and utility of Organizational Change
    Management (OCM) for major enterprise
    software projects at the City of Albuquerque
   OCM – PM interaction
   OCM tools, timing, and tasks necessary to help
    ensure Go Live is viewed as a success at Go
    Live and after
   Risks and impacts when OCM is ignored or not
    fully supported

                                                      4
         Agenda/Contents

   OCM at City of Albuquerque
   OCM – PM interaction
   OCM tools, techniques, timing
   Risks and impacts




                                    5
          City of Albuquerque

   33rd largest U.S. city
   515,000 in the city
   850,000 in the metro area
   City government has
    6,500 employees


                                6
        Oracle|PeopleSoft at CABQ

   PeopleSoft CRM 8.9 (Jun 2005)
       Plan to upgrade to 9.1 in early 2010
   PeopleSoft CIS 8.9 (Jul 2005)
       Replacing w/ Oracle CC&B in Apr 2009
   PeopleSoft HRMS 9.0 (Jan 2009)
   PeopleSoft FMS 9.0 (Jan2009)



                                               7
           Why OCM at CABQ

   April 2006, City of Albuquerque celebrated
    300 years in existence

   When people say we’ve always done it
    that way, it has a bit of history




                                             8
                 OCM at City of
                  Albuquerque
   Why was OCM necessary
       Replace three major application suites
          utility billing
          human resources/payroll
          financials: GL, budget, purchasing, etc…



   Financials
     1970’s technology
     last upgraded in 1997



                                                      9
                 OCM at CABQ

   HR Payroll
       1980s technology
       7 years to move from green screen to web based
        version
       We were that company’s biggest installation

   Utility billing
       1970s technology
       Mainframe
       Green screen
       Dwindling pool of resources to maintain

                                                         10
              OCM at City of
               Albuquerque
   New technology - CRM
     Improve customer interactions
     Provide better customer service

     Provide meaningful, accurate data for data-
      based decisions


   Backbone for 311 citizen contact center


                                                    11
         OCM – PM Interactions

   OCM does not report to PM; OCM reports
    to Project Governance
   OCM works with PM to identify, maintain
    focus on, and achieve Project Success
    Indicators
   PM is responsible for a successful project
    = on time, on scope, on budget


                                                 12
         OCM – PM Interactions

   Successful implementation = identify
    shared definition of success, view system
    as a tool to achieve business objectives,
    achieve success
   The PM is responsible to the stakeholders,
    to the users, to the governance, and to
    OCM
   OCM is responsible to the stakeholders,
    the users, the governance, and to PM

                                             13
          OCM – PM Interactions

   Common goal
   One more mechanism to help project
    governance and stakeholders achieve their
    goals
   Project team and governance tell things to the
    PM that they won’t tell the user community
   The user community tells OCM things they won’t
    tell the project team, the PM, or the governance


                                                   14
                       Pre Project
PM                             OCM
   Objectives                    Expectations Matrix
       Needs Analysis            Stakeholder Analysis
       Background                Project Success
       Alternatives               Scorecard
   Obstacles and                     Install vs. Implement
    Challenges
       “Sounds like they
        might be getting
        another one of their
        bright ideas.”

                                                               15
            Planning & Initiation
PM                            OCM
 Objectives                   Size the OCM effort

    Project Charter           High level

    Document Business          Communications Strategy
     Processes &               Establish OCM team
     Interfaces
 Obstacles and
  Challenges
    “You want to meet with
     me? Why? What did I
     ever do to you?”

                                                      16
                              Definition
PM                                        OCM
   Objectives                               Scorecard assessment
      Technical requirements                OCM team meetings
      Data conversion requirements          Business Process Redesign
      System test strategies                Communications Strategy
      TO BE business processes

   Obstacles and challenges
      “Nice to meet you. I’ve seen you
       and your dreams before. I’ll
       outlast you.”
      “You’re still here. I’d thought
       you’d go away by now. Fine, I’ll
       give you some info.”

                                                                          17
                 Development
PM                           OCM
 Objectives                  Scorecard assessment

    Configure system         OCM team meetings
     based on                 Determine necessary
     requirements              changes
 Obstacles and                  Organization structure
  Challenges                     Policy
    work done with IT
                                 Procedure
     project team, not end
                                 Job role/description
     users
                                 Process

                              Communications

                                                       18
                       Acceptance
PM                                  OCM
   Objectives                         Scorecard assessment
      Test acceptance                 Communications
   Obstacles and Challenges           Knowledge Transfer Strategy
      “You’re really going to go      Review necessary changes
       live? OK, give me the date         Organization structure
       so I’ll know when to pound         Policy
       your system into the
                                          Procedure
       ground.”
                                          Job role/description
      “Training? Great. The
       better to know how to              Process

       pound your system into the
       ground.”


                                                                      19
                   Deployment
PM                            OCM
 Objectives                   Scorecard assessment

    Go Live                   Communications

 Obstacles and                Prepare end users to
  Challenges                    accept responsibility of
    “Congratulations! Do I     new system
     actually have to use      Implement necessary
     your system?”              changes
    “What did you do?         Shoulder (lots of tears)
     This thing works.”



                                                           20
                        Support

PM                            OCM
   Objectives                   Communications
   Obstacles and                Scorecard
    Challenges                    assessment
       “This isn’t so bad.      Adjust business
        What else can we          processes
        do?”



                                                    21
    Risks and Impacts if not Utilized

   You have requirements unspoken and
    unserviced
   You have discontent,
   20 against you no matter what
   60 with you
   20 with you no matter what
   You run the risk of you PM and
    governance losing credibility with user
    community
                                              22
        If OCM isn’t used, then…

   You have requirements unspoken and
    unserviced
     Intentionally – don’t want the change; form of
      resistance
     Unintentionally – don’t feel they have an
      outlet, fear of looking stupid, assume
      someone already said it, they don’t
      understand what’s being asked of them


                                                       23
        If OCM isn’t used, then…

   Not ending up where you wanted to end
    up
   Did you clarify and agree upon the
    success criteria?
     If not, then different groups have competing
      criteria for success.
     End up veering toward the loudest/strongest
      group’s version of success


                                                     24
        If OCM isn’t used, then…

   At go live, users have no patience with you
    regarding the system
   No interest in talking with you about the
    system
   Since you (IT) didn’t listen to me, then I’ll
    point out the ways your project doesn’t
    work


                                                25
           Impacts and Risks

    Project is 80% function and 20%
    technology
   Yet, end user training is 100% system,
    which may or may not include some
    mention of process
   OCM is NOT training!!!!!



                                             26
           Impacts and Risks

   If you want a return on your technology
    investment, you must invest in your
    organization
   People support what they help to create
   They need to be allowed to own solution
    AND be expected to own solutions



                                              27
Questions?




             28
                          Contacts
   Brian Osterloh
   Applications Group Manager
   City of Albuquerque
   bosterloh@cabq.gov

   Dr. Chelle Stringer
   Organizational Change Management
   SkyBridge Global

   cstringer@skybridgeglobal.com



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This presentation and all Alliance
2009 presentations are available for
download from the Conference Site



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