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Managing Change: Munis Implementation And Beyond

Managing Change: Munis Implementation And Beyond. Manager and Supervisor Training Wednesday, October 24, 2007. 1. Introductions. AgreeYa Solutions Stacy Bowman Chris Dennis Team HR Judy Clarke. Agenda. Orientation to change management Change w/Munis

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Managing Change: Munis Implementation And Beyond

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  1. Managing Change:Munis ImplementationAnd Beyond Manager and Supervisor TrainingWednesday, October 24, 2007 1

  2. Introductions • AgreeYa Solutions • Stacy Bowman • Chris Dennis • Team HR • Judy Clarke

  3. Agenda Orientation to change management Change w/Munis Change and transition management demystified Change tools The role of Manager/Supervisor in change Wrap-up 3

  4. Why Change Management? Multiple studies show a direct correlation betweenhow well you manage change and whether or not you meet project objectives

  5. Change Management Facts

  6. Path to Change You arehere Wherewe’regoing Willingness - Data - Staff - Customers TRANSITION Resistance Communication The Big Why? 6

  7. What Changes with StreamLine? Data Where it resides How we access it What we can do with it Staff What we no longer need to do What we continue to do What we do that we have never done What we can do on our own Customers/Suppliers Interaction Process 7

  8. Specific Changes to Expect • Departments will enter more information • Less paper to Finance • With HR/Payroll implementation the timekeeping process will change 8

  9. The Big Why? MUNIS! Group IV 9

  10. The Big Why? Reduction in multiple inputs to system Centralized repository of data and information Increased ability to access and utilize data for analysis Automated functions and provide self-service Refined budgeting and reporting capabilities Added functionality Sustainable system 10

  11. When? When will changes happen to budget process, procurement, timekeeping, etc.? Project team, Finance, HR Experience the most change In other departments? Peaks and valleys 11

  12. Project Schedule 12 12

  13. Change Example:Implementation Phase Start End Ops Activity Analysis & Implementation Go Live In w/Munis Out w/G4 On-Going Business Visioning Business Process Redesign Testing End User Training Problem Resolution Data Conversion Problem Resolution Planning Piloting Project Team Users 13

  14. The MUNIS View Go Live Analysis & Implementation 14

  15. Change and TransitionObjectives Understand the difference between change and transition Learn why change is so difficult for people Understand the 3 phases of transition Learn strategies to help facilitate/ manage the transition process for self and others

  16. Change and TransitionObjectives Understand your role as a manager or supervisor during change Preview a model for assessing and supporting change

  17. What Is Change? Change: Something new starts or stops and takes place at a particular point in time.

  18. What is Transition? • Transition: Psychological process of trying to find meaning and ways to function in a new situation. • Goes on inside a person, not outside • Takes much longer • Starts with an Ending • Finishes with a Beginning • In-between is the Neutral Zone

  19. Moving Through the Neutral Zone Ending Beginning Neutral Zone

  20. Three Phases of the Transition Process 1. ENDING 2. NEUTRAL ZONE 3. BEGINNING

  21. The Transition Curve Resolution and Commitment Denial Exploration Resistance

  22. Change Management Establish the need for change Design a change that effectively answers that need Identify the impacts of the planned change Plan how the changes will be implemented Implement the changes

  23. Transition Management Develop and implement strategies for managing endings and losses Develop and implement strategies for leading people through and profiting from the Neutral Zone Develop and implement strategies for helping people to make a new beginning

  24. Transition State Characteristics of the Transition State include: Low stability Perceived high levels of inconsistency in the environment High emotional stress High, often undirected energy Control becomes a major issue

  25. Transition State, Part 2 Past patterns of behavior become highly valued People conclude the worst Conflict increases Past patterns of behavior become highly valued People conclude the worst Conflict increases

  26. Transitions Transitions begin in confusion and end in direction The key to transitions is to generate “movement” by accepting (although not necessarily agreeing with) the change You will need empathy and understanding You need to clarify why you are stuck so that you can “let go” and get unstuck

  27. Transitions, Part 2 Begin to connect the old with the new and look for the opportunities the change presents Guard against playing the victim Focus on what you can control Develop your personal resilience to deal with constant change

  28. Successful Change To successfully change, an organization needs its employees and managers to… See why they have to change Let go of the old ways Align with the new direction Adapt their values and behavior with the new ways

  29. And… Commit to what needs to be done to make it work Be active in creating success Learn new skills and mindsets Be ready for more change in the future

  30. What Will Help Me? “Working For Success” Anticipating and preparing for change Understanding my reactions and the reactions of others Using tools to get the results we want from ourselves and others

  31. FuturescapePossible ERP Scenarios Can’t do work Work is trashed Unnecessary work Wow! I didn’t think the future would be like this! 31

  32. Can’t Complete Task Fear I’m failing System broken/ useless Root cause? Incomplete/ ineffective training Task not necessary Project oversight Positive response “Who can help clarify?” “How will I adapt?” 32

  33. System Fails or Generates Bad Result Fear Data wrecked Unrecoverable error Root cause? Incomplete testing Bad system setup Positive response “Who needs to know?” “How can I describe the problem?” 33

  34. No Need For What I Used To Do Fear Lose my job City Manager: ‘Forget losing your job, we need you’ Root cause? ERP success Increased efficiency Positive response “What can I do next?” “Where am I needed?” 34

  35. StethoscopeListening To Your Response Good old days Dishrag Dr. Jekyll, Mr. Hyde 35

  36. The Good Old Days Symptoms Daydreaming about old system Using old/work-around system Positive response Acknowledge resistance Engage with new system Prevention Going away ceremony Dismantle work-around 36

  37. Dishrag Symptoms Lethargy, sleepiness Say nothing, do nothing Positive response Stomp foot, short powerwalk Make self accountable to colleagues Prevention Start out accountable Find different role 37

  38. Dr. Jekyll, Mr. Hyde Symptoms Agree in public, disagree in private Fantasize destructive behavior Positive response Admit angst to self Drain angst away from colleagues/project Prevention Say project issues in public Admit feelings fast 38

  39. Experience – The Mind “Most of the pain and distress we create is through the thoughts and stories we make up about the people, events, and circumstances around us” Christine Caldwell

  40. An Event Jack the Knee-Jerk Grrrrrr Joe Cool Ahhhhh 40

  41. How We Create Meaning EVENT What We Tell Ourselves Describe Acceptance Responsive Action Interpret Judgment Urge to Control 41

  42. Describing vs. Interpreting Describing Interpreting Creating a story about what we believe Mix direct experience with history Past and Future time Judgment Urge to control • Observing and reflecting on “what is” • Direct experience • Present time • Acceptance • Natural response 42

  43. Challenge Interpretation Am I sure? Can I know absolutely for sure that this is true?

  44. Break Return in 10 min. Purpose? Clear the air Re-focus attention Use restroom Have a treat

  45. The Price of Rigidity Suppleness is paramount Bending without breaking Practical Feel impact of rigidity and suppleness Take-away Help the mind do what the body can do A Practical in Suppleness 45

  46. Automatic Reactive Habit Patterns Explode/Implode Get Busy Avoid/Analyze Emotional/Freeze 46

  47. How Do We Use Them? How we keep out the unknown and unfamiliar How we attempt to control the rate of change How we allow ourselves time to digest and integrate

  48. Emotional Guidance Scale • 1. Joy/Knowledge/Empowerment/Freedom/Love/Appreciation • 2. Passion • 3. Enthusiasm/Eagerness/Happiness • 4. Positive Expectations/Belief • 5. Optimism • 6. Hopefulness • 7. Contentment • 8. Boredom • 9. Pessimism • 10. Frustration/Irritation/ Impatience • 11. “Overwhelment” • 12. Disappointment • 13. Doubt • 14. Worry • 15. Blame • 16. Anger • 17. Discouragement • 18. Revenge • 19. Hatred/Rage • 20. Jealousy • 21. Insecurity/Guilt/Unworthiness • 22. Fear/Grief/Depression/ Despair/Powerlessness 48

  49. Wise InvestmentsCommunicating for Success Focus on fact Focus on future Reach for root cause 49

  50. Focus On Fact Expected benefit De-personalize challenges Faster problem solving How to reach out Separate “what is so” from “how I feel about it” “Here are three examples of…” Success Facts acknowledged Emotional level unchanged or reduced 50

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