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Organizational Change Management: Helping a Successful Project Become a Successful Implementation

2. Brian Osterloh. Applications Group ManagerCity of AlbuquerqueProject Manager: CRM/311Program Manager: ERP. 3. Dr. Chelle Stringer. Authored Evolve OCM methodologyOCM in support of Oracle, PS, SAP: ERP, CRM, CIS. 4. Overview. Importance and utility of Organizational Change Management (OCM) for major enterprise software projects at the City of AlbuquerqueOCM

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Organizational Change Management: Helping a Successful Project Become a Successful Implementation

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    1. Organizational Change Management: Helping a Successful Project Become a Successful Implementation Session #26635 March 24, 2009 Anaheim, California

    2. 2 Brian Osterloh Applications Group Manager City of Albuquerque Project Manager: CRM/311 Program Manager: ERP

    3. 3 Dr. Chelle Stringer Authored Evolve OCM methodology OCM in support of Oracle, PS, SAP: ERP, CRM, CIS

    4. 4 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

    5. 5 Agenda/Contents OCM at City of Albuquerque OCM – PM interaction OCM tools, techniques, timing Risks and impacts

    6. 6 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

    7. 7 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)

    8. 8 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

    9. 9 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

    10. 10 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

    11. 11 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

    12. 12 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

    13. 13 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

    14. 14 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

    15. 15 Pre Project PM Objectives Needs Analysis Background Alternatives Obstacles and Challenges “Sounds like they might be getting another one of their bright ideas.” OCM Expectations Matrix Stakeholder Analysis Project Success Scorecard Install vs. Implement

    16. 16 Planning & Initiation PM Objectives Project Charter Document Business Processes & Interfaces Obstacles and Challenges “You want to meet with me? Why? What did I ever do to you?” OCM Size the OCM effort High level Communications Strategy Establish OCM team

    17. 17 Definition PM Objectives Technical requirements Data conversion requirements System test strategies 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.” OCM Scorecard assessment OCM team meetings Business Process Redesign Communications Strategy

    18. 18 Development PM Objectives Configure system based on requirements Obstacles and Challenges work done with IT project team, not end users OCM Scorecard assessment OCM team meetings Determine necessary changes Organization structure Policy Procedure Job role/description Process Communications

    19. 19 Acceptance PM Objectives Test acceptance Obstacles and Challenges “You’re really going to go live? OK, give me the date so I’ll know when to pound your system into the ground.” “Training? Great. The better to know how to pound your system into the ground.” OCM Scorecard assessment Communications Knowledge Transfer Strategy Review necessary changes Organization structure Policy Procedure Job role/description Process

    20. 20 Deployment PM Objectives Go Live Obstacles and Challenges “Congratulations! Do I actually have to use your system?” “What did you do? This thing works.” OCM Scorecard assessment Communications Prepare end users to accept responsibility of new system Implement necessary changes Shoulder (lots of tears)

    21. 21 Support PM Objectives Obstacles and Challenges “This isn’t so bad. What else can we do?” OCM Communications Scorecard assessment Adjust business processes

    22. 22 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

    23. 23 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

    24. 24 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

    25. 25 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

    26. 26 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!!!!!

    27. 27 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

    28. 28 Questions?

    29. 29 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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