Project and Change Management Plan. Centre for Continuing Education. Roadmap for Change: Growth and Positioning for Service Excellence (GPS)

Transcription

1 Project and Change Management Plan Centre for Continuing Education (GPS) December

2 DOCUMENT APPROVALS Initials CCE Management Team HK KB KO GF KS AP SL GM WG Executive Sponsors GM LW Project Management Team HK KO WG SH Resource Support EZ JA Date Nov 29, 2010 Nov 26, 2010 Nov 26, 2010 DOCUMENT INFORMATION Document title Document file name: Project and Change Management Plan Centre for Continuing Education Roadmap for Change: Growth and Positioning for Service Excellence CCEProjectChangeManagementPlanDec9th.DOCX Version number: V 1.10 Issued by: Issue Date: Status: Jeannette Aschenbrenner, Emma Zhou December-2010 Final Draft 2

3 ACRONYMS IN THIS DOCUMENT Business and Professional Development Centre for Continuing Education Conservatory of Performing Arts Credit Studies Division English as a Second Language Program Lifelong Learning Centre BPD CCE CPA CSD ESL LLC 3

4 TABLE OF CONTENTS A. Project Definition 5 A.1 Background Information 5 A.2 Who We Are: Vision, Mandate, Values 5 A.3 Principles 6 A.4 Case for Change 9 B. Introduction to Project and Change Management Planning 11 B.1 Leading the People Side of Change 12 B.2 Leading the Technical Side of Change 12 B.3 Project Management Explained 13 B.4 Change Management Explained 14 B.5 Scope of Project and Change Management Support 15 C. Integrating Project and Change Management 16 C.1 Goals and Objectives 17 C.2 Milestones 19 C.3 Project and Change Management Roles and Responsibilities 19 C.4 Communication Management 21 C.5 Risk Management 22 C.6 Measurement 22 C.7 Project and Change Management Activities 23 Appendix Appendix1. CCE Change Management Teams 33 Appendix2. Individual Change Model 34 4

5 A. Project Definition Review the structure of the academic program areas (CSD+DLD+ESL) and the Director s office in order to propose, design and initiate the implementation of the optimal structure and processes to allow CCE to successfully meet its mandate. A.1 Background Information Over the past few years, the different areas of CCE have faced a great deal of change and growth, as the demographics of the student body have changed and as our partnership role with the faculties and external institutions has changed. These changes have led to many pressures on different service areas of CCE. We have done our best to respond to these changes and pressures. It is now time to move forward proactively, to plan and make decisions that will ensure we provide excellent service as we adjust to the changing landscape and implement the new directions indicated in the University of Regina Strategic Plan. CCE will define our best possible structure and supporting processes to successfully offer high quality educational programming to lifelong learners. A.2 Who We Are: Vision, Mandate, Values Our Vision We create diverse learning opportunities that empower people of all ages to build stronger communities. Our Mandate The Mandate of the Centre for Continuing Education is to meet lifelong learning needs by offering high quality, accessible, innovative and responsive education and training programs to learners of all ages by building on the strengths and collaborating with the resources of the community and the University. Our Values Providing excellent service Promoting a respectful workplace and learning environment 5

6 Engaging collaborations and giving back to the community for outreach and partnerships Offering a variety of quality programs and services locally, nationally, and internationally Bringing the University, Continuing Education and our community together Opening inclusive, accessible and safe avenues for all learners Growing innovative opportunities Managing resources responsibly A.3 Principles CCE has developed its strategic plan in alignment with the University s plans and priorities. This project represents the first steps in operationalizing CCE s strategic plan, which identifies the following goals: Implementing a unified vision and decision-making strategy and Creating an optimal structure and organization to meet the vision. The following principles will guide this restructuring: Principle 1: Change Management Implementing changes in administrative processes and organizational structure, while initially focused on the Director s office, ESL, DLD and CSD, will require input and alignment with BPD, LLC and Conservatory of Performing Arts. All areas will be consulted in upcoming changes. Strong commitment, involvement and connection to the future vision from all members of the management team is essential to the success of this change initiative. The CCE Change Management Teams will provide an environment that encourages problem-solving and continuous improvement. CCE s employees are invited and encouraged to take ownership of the change. Support will be provided to assist CCE s employees and management to develop the skills necessary for change. Principle 2: Transparency and Accountability Where administrative/structural review is occurring, employees who are part of the respective program or services under review will be aware of the review and be consulted and involved, with timely and appropriate communication and learning. CCE s employees participate and are able to see the process in its entirety and understand its logic. 6

7 Principle 3: Employment While it is anticipated that there will be changes in position(s) and/or responsibilities of a position(s) as a result of the project, no one will be laid off as a result of upcoming restructuring in CCE. If changes in structure or processes mean responsibilities change, o roles will be clarified; o jobs will be appropriately and reasonably balanced in the event of task changes or shifting responsibility; and o employees will be ensured proper training to carry out any new responsibilities. The APT, URFA and CUPE Collective Bargaining Agreements and the Policy on Compensation for Out-of-Scope Employees will be respected. o (Appendix 3 to be included upon advice / direction from HR, Employee Relations) 7

8 Principle 4: Decision Making Diverse ideas, independent thought, open discussion and analysis of ideas will be encouraged, while also meeting the decision making criteria and deadlines outlined below. Decision making will be collaborative, with input from CCE Management, employees and Project Management Team, and with final decisions made by Primary and Executive Sponsors, as itemized by the following process steps: o Step 1. Project Team defines and verifies the key requirements / criteria for CCE s optimum structure from the following sources: output from CCE Leadership Retreat Planning for Change; UofR and CCE Strategic Plan; existing information / data from process mapping or process improvement; existing feedback from clients, partners, and students; CCE Employee Engagement Survey results; and external scanning of other continuing education structures. o Step 2. CCE Management Team and Project Management Team define and verify any additional information required and obtain additional data via workshops, focus groups, Advisory Team, surveys, and/or input from CCE faculty and staff, and others. o Step 3. In triads, the CCE Management Team and Project Management Team will apply the above criteria and information to design CCE s potential structure. Input from staff regarding detailed information may be sought at this point. o Step 4. In triads, the CCE Management Team and Project Management team will present their design of the potential structure to the Project Management Team, noting pros, cons and contingencies. o Step 5. Project Management Team examines the potential alternatives presented in each of the structures proposed and consults with Advisory Team members. o Step 6. Project Management Team creates the draft of potential structure. o Step 7. Project Management Team consults with Employee Relations, Executive Sponsors, URFA and Unions, etc. as required. o Step 8. Project Management Team adjusts the draft of potential structure. o Step 9. Project Management Team presents the draft of potential structure and supporting framework to CCE staff, including specific questions for feedback. While all details may not be articulated in their entirety, at this time, the supporting framework includes: groups that will be impacted, job roles, job descriptions, implementation start and end dates, anticipated 8

9 changes to: the reporting structure, performance management and compensation information. o Step 10. Project Management Team redesigns the final draft of potential structure and presents it to CCE Management Team for feedback. o Step 11. Project Management Team presents the final draft to Executive Sponsors, o Step 12. Executive Sponsors review the final draft of potential structure and supporting information, request additional feedback as required and make the final decision on the future structure for CCE. o Step 13. Project Management Team makes any final adjustments / changes and communicates final structure to employees, including specific effect on teams and individuals, and with supporting letters, documentation, policy, etc. in place or action planned to facilitate the changes. o Step 14. Director s Office defines Project Implementation Team to begin implementation of new structure. A.4 Case for Change The (GPS) Project addresses the opportunities and challenges driven by increasing numbers of current and prospective students, who come from an increasing diversity of backgrounds and nationalities. Specifically, these changes include: more Casual, General Studies and, international students coming to us through Credit Studies, distance learners, adult learners a strong decline in the number of high school graduates, resulting in a more important role for CCE and the non-traditional learner, a more varied and complex range of interactions with students, involving a continuum of student needs from students familiar with online interactions to students still needing the personal touch; the increased importance of flexible learning opportunities, as manifested in a variety of ways: o Changes in Credit Studies special sessions programs, including the strong recent growth in partnerships with the faculties to deliver Summer University, Nights, Weekends, High School Accelerated courses, o The potential future growth in all these areas as non-traditional learners compensate for the decline of traditional high school entrants, o Growth in Distance Learning as a mode of delivery, and the future growth and programmatic changes called for by the University Strategic Plan. 9

10 growth and changes in ESL over the last 3-5 years, including a doubling of the size of regular programs, as well as noticeable changes in the countries of our student s origin; and a larger role for ESL in the future due to the University s plan to increase internationalization of the University, increasing role and changing nature of our partnerships with University Faculties, and changes in the role of the Director s office to support the growth and changes in CCE. 10

11 B. Introduction to Project and Change Management Planning Organizations don t change, people change. Successful change is ultimately dependent on our people. Changes for CCE will flow from the opportunities created by the realization of CCE s vision we create diverse learning opportunities that empower people of all ages to build stronger communities, supported by creating strong interdependencies and synergy within and across the university. Successful and proactive change ultimately depends on how we participate, collaborate and compromise as we work together to create CCE s future. The following information outlines the strategy, tasks and roles to be applied in CCE s Responding to Change project. The model that supports this change management plan is developed by an organization called Prosci. 1 The Prosci PCT Model (Project Change Triangle) uses a simple but powerful framework for evaluating the health of a project and creating action plans for moving projects forward. The model and assessment are based on three critical components of any successful project: Leadership/Sponsorship - the direction and governance for the project Project Management - the definition of the change itself and the actions and tasks for moving the technical side of the project forward Change Management - the process and tools for ensuring that the people impacted by the change adopt and utilize the solution to achieve the benefits Practices in Change Management Benchmarking Report involving 575 organizations, indicates that change projects with excellent change management are five times more likely to succeed than projects with poor change management. Collaborating with, including and managing employees while operations continue is inextricably linked to change projects; they must be happening in concert. Implementing an excellent change without employee engagement is like building a 1 Prosci is the recognized leader in change management research and the world's largest provider of change management products and training. Formed in 1994, Prosci has conducted longitudinal studies in the application of change management with more than 2000 organizations from 65 countries. Prosci's research-based models, processes and tools have become the industry standard, with the ADKAR Model and Prosci's organizational change management methodology becoming two of the most widely used approaches for managing the people side of change in corporations and government agencies. Prosci Research 1367 South Garfield Avenue Loveland, CO USA 11

12 great ship and having no crew. You might stay afloat for a while but you may never leave port. Change management planning focuses on engaging people in all steps of the project. This plan articulates the steps to be taken to bring change management, the people side of this project, and project management, the technical aspects of this project together for the benefit of successfully reaching the goals and aspirations CCE has defined as successful outcomes for their future. B.1 Leading the People Side of Change: Role of HR Organizational Development Consultant: Collaborate and work with CCE Executive Sponsors, Project Team and CCE Management Team to integrate change and transition management strategy, processes and steps with the initiatives, tasks and milestones of the project Filter information, selecting research based, high quality, tried and true and context relevant change processes and tools for the tasks and timelines of the project Develop a change and transition plan for the people side of change that meets the objective of productively engaging individuals and teams across CCE in the implementation of desired changes Coach and train Project Sponsors, CCE Management Team in change management practice, thereby, building the internal capacity required for sustainable change Model and practice transition management strategy, behaviours and actions as an avenue for coaching to effectively support and engage employees as they move from the current to the desired future state Collaborate with Sponsors and CCE Management Team to apply, monitor and assess the effectiveness of the change and transition plan and processes Link closely with other HR Support Services for advice when required B.2 Leading the Technical Side of Change: Role of ORP Institutional Research Analyst: Collaborate and work with CCE Executive Sponsors, Project and CCE Management Team to write and verify the project plan Assist CCE Management Team in process review and information gathering relating to the project Collaborate with Change and Project Management Team to integrate project plan with the change plan 12

13 B.3 Project management explained Project management is the set of processes and tools applied to problems or opportunities to develop and implement a solution. One of the key components of effective project management is having the change defined you must know what is changing (processes, systems, job roles, organizational structure, etc.) in order to manage that change effectively. Project management also involves an understanding of the tradeoffs between time, cost, and scope of a change. Finally, project management is the application of the discipline called 'project management' that is a structured approach for managing tasks, resources, and budget in order to achieve a defined deliverable. Successful changes apply project management tools and processes to their initiatives. Project Management - Technical Side of Moving from the Current State to the Future State Process: Tools: Initiation Project Background Planning Case for Change Executing Goals and Objectives Monitoring/Controlling Key Project Deliverables Closing Work Breakdown Structure Milestone Dates Roles / Responsibilities Risks Measurement Budget 13

14 B.4 Change management explained Change management is the set of processes, tools and practices that are used to manage the people side of a change. Change management is the bridge between implementing a solution and an organization ultimately realizing the benefits associated with that change. Change management requires two perspectives an individual perspective (how people experience and transition through change) and an organizational perspective (how groups can be managed through a change process). Change management is the tools and processes of helping employees transition from the current state to the future state (as defined by the change) in a way that minimizes productivity loss, negative customer impact and employee turnover, while at the same time maximizes the speed of adoption and ultimate utilization of the change throughout the organization. Tools like communication, sponsorship and coaching are used to help employees make their own individual transition. Results are best achieved when employees are involved and participating in the change. Change management is the final element of realizing change effectively. Change Management - People Side of Moving from the Current State to the Future State Process: Organizational: Tools: Preparing for the Change Readiness assessments Managing Change Change Management Model Reinforcing Change Communication plans Sponsorship roadmaps Coaching plans Individual Change Process: Training plans Awareness Resistance management Desire Reinforcement Knowledge Ability Reinforcement 14

15 B.5 Scope of Project and Change Management Support Leading people through upcoming changes in CCE involves communicating the vision of success in a way that allows each employee to be aware of, motivated toward, knowledgeable and able, and rewarded for connecting their contributions to the realization of that vision. CCE Management Team members are an integral part of leading this change; their buy in, support and a high level of engagement to bring strategy into reality is paramount to the success of the project. The scope of this change initiative includes Credit Studies Division (CSD), Distance Learning Division (DLD), English as a Second Language (ESL) and the Director s office. Each of these areas may potentially undergo significant change. Each of these areas will be challenged to redesign and integrate its work in ways not currently experienced. The other divisions within CCE: Business and Professional Development (BPD), Conservatory of Performing Arts (CPA) and Lifelong Learning Centre (LLC) will also be affected by the changes, and involved in similar work in subsequent phases of the implementation of CCE s strategic plan. All areas within CCE will be included in the communications. They will also all be consulted and advised throughout the project, and requested to provide information/input as required. Supporting the work of CCE Management, while building their knowledge and capability to support the work of all team members through this change initiative, is therefore a major focus of the project and change management support for this project. 15

16 C. Integrating Project and Change Management Prosci s Project Change Triangle (PCT) assessment measures three critical elements for successful change. Think of these elements like a three-legged stool. The first leg is executive leadership. This leg represents the formulation of the strategy and direction for an organization, and the required leadership to set the necessary changes into motion. The second leg is project management. This leg represents the fundamentals of managing a project, including the design of work tasks and the management of resources to implement changes on time and on budget. The final leg is change management the people side of change. This leg represents the actions taken by the organization to help employees transition from the current state to the desired future state. (Source: Prosci) Leadership/sponsorship defined Leadership and sponsorship are the responsibilities of executives and senior managers who authorize, fund and charter change initiatives. They are responsible for making decisions, providing direction, and demonstrating commitment to the particular change - whether it is a redesigned process, a new system, restructuring within the organization, or any type of change. The role of 'sponsor of change' is not one that can be selected or assigned; it is tied to and dictated by the actual change that is being implemented. From an organizational perspective, leadership establishes the strategy and direction. Effective changes must be clearly aligned with this vision and strategy of the organization. From a project perspective, leadership plays a key role in project management oversight and change management participation as an active and visible sponsor. 16

17 C.1 PROJECT AND CHANGE GOALS/OBJECTIVES The initiative to implement Project is driven by the following CCE strategic directions as noted in the CCE Strategic Plan: Implementing a unified vision and decision-making strategy Creating an optimal structure and organization to meet the vision The table below describes CCE s strategic goals and the project objectives supporting those goals: CCE STRATEGIC PLAN GOALS Strengthen University of Regina Offerings for Non-Traditional Students by Improving Our Program Suite and Program Delivery2 Become the Partner of Choice for Continuing Education Opportunities by Improving Relationships with Our Partners/Clients Increase Our Student Base and Enhance Our Reputation by Improving Client Interactions and the Service Experience and Environment of Our Students and Instructors ROADMAP FOR CHANGE: GPS PROJECT OBJECTIVES Develop a structure and appropriate processes for strategic and joint planning in the following areas: o CSD and DLD, e.g. develop flexible learning courses and programs provide students with the flexibility to take a course at time and places of their choosing reduce duplication of effort and resources in overlapping areas o potential credit and non-credit joint offering o CSD and ESL in program and integrated administrative processes Incorporate relevant changes in the Director s office Create an integrated approach for DLD/CSD program and service development Create better interactions with internal clients (Faculties, Departments and Non-Academic Units) including an integrated communications approach Create formal relationships between ESL and the Faculties/Non-Academic Units Improve CSD/DLD and ESL partnerships and relationships with external clients and our community Incorporate relevant changes in the Director s office Improve administrative efficiency and enhance productivity for CSD/DLD/ESL and Director s office Reduce unnecessary duplication of efforts for administrative processes/roles, such as financial, marketing, human resource, purchasing Reduce confusion for students, internal clients and external clients and improve efficiency of the unit (for e.g. provide one point of contact) Improve administrative processes in the core areas 2 The focus of this project is not program suites, but program delivery, as outlined in the GPS Project objectives. 17

18 CHANGE MANAGEMENT GOALS Provide a structured, framework or roadmap that will engage people in the changes articulated by the project plan Assess readiness and customize change initiatives for maximum effectiveness and efficiency of: inquiry process, student registration, recruitment and appointment of instructors, and class scheduling in relation to stakeholder groups Provide appropriate and adequate configuration of administrative and support staff for programming needs in each area, particularly, the administrative support concern in ESL Enhance professional skills for our instructors and staff CHANGE MANAGEMENT OBJECTIVES Raise awareness of nature and reasons for the change and increase participation of all team members in creating the preferred future Realize the benefits of the change Provide support at the appropriate level for individual s stage of change and organization s readiness and change capability 18

19 C.2 MILESTONES: Item Milestone Description Estimated Completion Date 1. Credit GPS Project initiation End of November 2. Requirements Determination End of January 3. Construct recommended ideal structure Mid February 4. Evaluate alternatives Early March 5. Decision validation Beginning of April 6. Define Implementation Team(s) April Non-Credit GPS Project begins TBD C.3 PROJECT AND CHANGE ROLES & RESPONSIBILITIES: ROLE RESPONSIBILITIES PARTICIPANTS Executive Sponsorship Ultimate decision-maker Visibly and actively sponsor the change Up to date with project progress, direction and major issues Advisory Team Provide feedback and comments from the wider User Community to the project Management team Interpret the project back to the University Project Manager Provide overall project direction Responsible for managing and communicating a clear vision of the project objectives, and motivating the Project Management Team to achieve them Ensure project is on track and progressing, taking corrective action(s) when necessary Change Management Team Advocate and sponsor the change from their place in the organization Communicate changes, field questions, Ensure involvement and VP Academic - Dr George Maslany AVP Academic Dr Lynn Wells CCE Director, Dr Harvey King Key stakeholders, partners and clients CCE Director Dr Harvey King HR Org Dev Consultant -Jeannette Aschenbrenner Executive Sponsors Advisory Team members CCE Management Team 19

20 Project Management Team participation in the change processes Support and coach employees as they experience and transition through changes, Provide assessment and feedback to ensure the business objectives of the change are met Advocate and sponsor the change from their place in the organization Provide the appropriate resources (staff, time, etc.) Communicate project goals, status and progress throughout the project to personnel in their area Develop, review and/or approve project deliverables Give feedback and guidance and recommendation to the project Resource Support Provide project and change management expertise and planning Support and coach the project and change management team through the restructure review Assist Project Management Team in research and process review relating to the project Provide resources, training and coaching in change management CCE Director - Harvey King Head of DLD - Willadell Garreck Head of CSD - Kevin O'Brien ESL designate - Simone Hengen Resource Supports HR Org Dev Consultant - Jeannette Aschenbrenner Research Analyst - Emma Zhou 20

21 C.4 COMMUNICATION MANAGEMENT: Communication Tools: Ensuring communication is delivered and received through appropriate channels, the following communication tools and media will be used throughout this project , Newsletter Monthly, with dialogue to generate FAQs, Structured Meetings, formal and including Coffee Corner, Workshops / Focus Groups / Forums, Written/Electronic Documentation and Reports Telephone Communication Contents and Timing: The table below illustrates the type of communications that will be taking place throughout the project. Type Meetings Description /Purpose Responsib le Attendee /Audience Media Timing Team status Meeting Scheduled meetings to discuss project activities, progress and issues Project Manager Project Management Team Face to face meeting Weekly/ On Demand Reports Project Status Report Reports on project progress, variance, accomplishments, and issues Project Manager Executive Sponsors/ Primary Sponsor/ Project Management Team/ MS Word On Demand Management Team Communication Planning Strategic Communications Plan Create opportunities for 2-way communciation engaging management and employees in creating and supporting the ideal administrative structure to deliver excellent customer service to students in partnership with Faculties and other University partners CCE Marketing Manager CCE Employees/ Management Team/ Executive Sponsors / University community Various Incl. Face-to- Face Meetings & Events, Written and Website Monthly CCE Newslette The Insider CCE Newsletter 3x yrly to UofR community Project and CCE Management Team: bi-weekly and monthly meetings Staff communications: Area Staff Meetings, Coffee Corner (3 4) Regular Staff meetings (2 ) 21

22 C.5 RISK MANAGEMENT: An initial set of risks are identified as below: Buy-in and participation of entire team and Director s office, CSD/DLD/ESL in project and change management activities Time constraints: for communication and feedback, missing milestones Resource availability: Resource Support (Jeannette and Emma) 1/2 FTE position base throughout the ideal structure selection project, CCE Management Team workload and balance between project and operational responsibilities, ongoing operational responsibilities of CCE employees C.6 MEASUREMENTS Achievement of business objectives: e.g. more joint planning/ offering opportunities between Director s office, CSD and DLD are realized, CSD/DLD have a more integrated approach to create better interactions with internal clients (Faculties, Departments and non-academic Units), clients experiencing better, improved service Efficacy of creating and implementing a structured Change Management Plan: employees, stakeholders and partners are able to operate effectively and efficiently under the new structure Post implementation assessment with Change Team members, Stakeholders and Clients 22

23 C.7 Project and Change Management Activities: Project Management: Project Initiation and Planning Change Management: Preparing for Change Deliverables Prepare project plan Link project plan with change management plan Develop Work Breakdown Structure Share project plan with CCE Primary Sponsor and Executive sponsors, Receive approval, edit and prepare final draft of CCE Project and Change Management Plan Share project plan with Project Management Team and CCE Management Team, agree on objectives, roles, responsibilities Form Change Management team Set up Advisory Team Prepare the change plan Link the change plan with the project management plan Share change plan with CCE Primary Sponsor and Executive sponsors Receive approval, edit and prepare final draft of CCE Project and Change Management Plan Share change plan with Project Management Team and CCE Management Team Establish common understanding of team roles and responsibilities Identify the right change management team members (by location, function, stakeholder / partner role. etc.) Directly engage the participation and support of the Project Management Team, Management Team and Executive Sponsors Assess scope (size) of the change and assess organizational readiness for change: With Project Management Team: Readiness Interview: (Interview Guide: Toolkit 4.46 Preparing for Change - complete) Size the Change and Assess Organizational Readiness/Change Capability Project Plan and Change Management Plan (Complete) Detailed Work Breakdown Structure document (target Mid November- Complete) Teams membership identified and communicated (Complete) PCT Assessment (Complete) Change Index: Change Characteristics Worksheet and Assessment Organizational Attributes Worksheet and Assessment 23

24 Project Management: Project Initiation and Planning Change Management: Preparing for Change Deliverables Determine change strategies Summary / presentation includes assessment results, identifies risks, size and scope to inform change plan Determine change team members level of skill / awareness and desire for change Increase Awareness and Desire for Change Schedule identified meeting and attendees Review Work Breakdown Struture and assign resource to each activity With Sponsors, Project Management Team, Advisory Team: Tools: Sponsor Interview Template - Primary Sponsor Assessment, Primary Sponsor Plan Template Business Change Management Worksheet, Team Member Competency Assessment Establish communications liaison / support from CCE to work with Change Management Team Lead Begin development of initial communications Prepare Communication Plan and Impementation Steps: audiences, key messages, timing, packaging, media Support and coach Executive and Primary Sponsor to: set up communication objectives and timing with and between Executuve Sponsors, Advisory Team and CCE Management Team begin building support and engaging CCE Management Team as active / visible sponsors of the change Announce project and change plan to all of the CCE Team Members Meeting Schedule: current and additional meetings identified Draft newsletter prepared (Complete) Detailed Communications Plan - Draft Complete Primary Sponsor Plan Template Sponsorship Roadmap(s) Sponsorship Communication and Sponsorship Roadmap 24

25 Project Management: Project Initiation and Planning Change Management: Preparing for Change Primary Sponsor Communication: project plan and change plan details, intiatives and status Deliverables 25

26 Project Management: Requirements Determination Define key requirements Project Management Team defines the key requirements/criteria for CCE s optimum structure from the existing sources output from CCE Leadership Retreat Planning for Change, UofR and CCE Strategic Plan, existing information/data from process mapping/improvement, existing feedback from clients, partners and students, CCE Employee Engagement Survey results, and external scanning Verify/Obtain Additional Information and Data Collect information about current core administrative processes: inquiry process, student registration process, recruitment and appointment of instructors, and class scheduling process Collect information about internal organizational structure: configuration of administrative and support staff for programming needs in each area Analyze for Potential Improvement points Identify what concerns, overlaps, commonalities and differences between Director s office, CSD/DLD/ESL s core administrative processes and internal organizational structure in relation to stakeholder groups student, faculty, partner, CCE staff and CCE instructors Identify unecessary duplication of efforts for administrative processes/roles, such as financial, marketing, human resources, purchasing Determine additional information requirements and obtain additional data from focus groups, Advisory Team, surveys, and/or input from CCE faculty and staff, and others Articulate Criteria Project Management Team re-verify the key requirements/criteria for CCE s optimum structure Change Management Preparing for the Change Assess culture, barriers, risks, determine hot spots and barriers to change: With all of CCE Management Team: Change Competency Assessment for Managers Customize following plans based on assessment outcomes: Develop Coaching Plan and Resistance Management Plan Add additional details and or changes to Sponsorship Roadmap Coach and train Project Management Team members, / Management Team members as indicated by assessment results Deliverables Documentation of current processes Criteria definitions established Change Competency Assessment for Managers and ADKAR assessments 26

27 Project Management: Construct Recommended Ideal Structure In triads, the CCE Management Team and Project Management Team will apply the validated criteria to design CCE s potential structure. Input from staff regarding detailed information may be sought at this point In triads, the CCE Management Team and Project Management Team will present their design of the potential structure to Project Management Team, noting, pros, cons and contingencies Change Management Managing the Change Identifying the right change activites for the ADKAR phase of each of the impacted groups: CSD, DLD, ESL groups With Division Heads: Determine ADKAR phases of change for each group affected by the change (Toolkit 5-8) Deliverables Potential optimum structures identified Assessment of the current phase of change of each of the impacted groups 27

28 Project Management: Evaluation Alternatives Examine Alternatives Project Management Team examines the potential alternatives presented in each of the structures proposed and consult with Advisory Team members Gap Analysis between current structure and preferred future structure job roles/responsibilites, reporting structure, performance capacity, processes and policies Identify existing and/or known future initiatives or changes that will impact the future state Create Potential Structure Project Mangement Team creates the draft of potential structure Project Management Team consults with Employee Relations, Executive Sponsors, URFA and Unions, etc. as required Project Management Team adjusts the draft of potential structure Identify the supporting framework - groups that will impacted, job roles, job descriptions, implementation start and end dates, anticipated changes to reporting structure, performance management and compensation information Project Management Team redesigns the final draft of potential structure and presents it to CCE Management Team for feedback Change Management Managing the Change Develop customized group / people change plans based on impacted group assessments Map Change Management Activities (communications, sponsor roadmap, coaching, resistance management, training) with ADKAR phases of change for each impacted group Develop Targeted Communication Plan Coach and train Management Team on Communication Skills as required Deliverables Completed Project Management Team evaluations Documented gap analysis Documented future intiatives or changes Documented measures of success Recommended Optimal Structure Implementation Plan Draft Targeted Communications Plan Communication Skills Training resources 28

29 Project Management: Decision Validation Final determination of the potential structure Project Management Team presents the final draft to Executive Sponsors Executive Sponsors review the final draft of potential structure and supporting information, request additional feedback as required and make the final decision on the future structure for CCE Project Management Team makes any final adjustments / changes and communicates final structure to employees, including specific effect on teams and individuals, and with supporting letters, documentation, policy, etc. in place or action planned to facilitate the changes Change Management Managing the Change With Project Management Team: Determine interdependencies, cultural and philisophical similiarities and differences Assess change readiness and capability of any additional stakeholders now involved Develop / expand change plan as required based on assessments and additional stakeholder involvement Re-Size the Change and Re Assess organizational readiness based on defined Future State Develop and/or Refine the following plans: Sponsorship Roadmap Communication Plan Coaching Plan Training Plan Reinforcement (Resistance Management) Plan Deliverables Prosci Impact Index for change management Change Management Strategy outline 29

30 Project Management: Define Implementation Team(s) Director s Office defines Project Implementation Team to begin implementation of new structure Change Management Managing the Change Deliverables Implementation Team (s) 30

31 IMPLEMENTATION: Managing Change Execute the Work Plans Involve Sponsors Engage Employees Communicate agreed upon future state to employees create a common view of the nature of the change, why the change is being made and the organization s readiness for change Resistance assessment and Resistance Plan Address: Discussion with all Heads re nature of change.. potential impact on each of their teams program and team strengths from each of their areas that will contribute to successfully making these changes Readiness Assessments with them as managers, with individuals / teams identify hot spots, change readiness, resistance factors Train Project Management Team, Management on change management and their role as sponsors of change Help create key messages for ALL management to communicate to the organization (presentations and elevator conversations) Create identifiable actions that Executive Sponsors / Primiary can do to begin supporting the change Training Plan Communication Plan Sponsor Roadmap 31

32 IMPLEMENTATION: Reinforcing Change Transfer Ownership Coach Sponsors Train Employees one-by-one Measurement and monitoring progress and success Milestones and celebrations System supports to be put into place to create and sustain new culture/behaviours 32

33 Appendix 1: CCE Change Management Teams CCE Change Management Teams Executive Sponsors Advisory Team Change Management Team WHO Acting VP, Academic Dr George Maslany and Associate VP Academic Dr Lynn Wells MISSION: to effectively create credibility for the project to show the university s commitment to the change by sharing the vision and rationale and to build a coalition with other key leaders. ROLE Sponsors of change, model commitment, make decisions required from your level within the university, remove roadblocks TASKS Fund the change, set high level priorities, build supportive coalition creating engagement at senior management level, resolve issues, manage resistance, participate with project and change team for duration of the project, communicate alignment with vision/mission of university, celebrate successes with the team WHO Advisory Team Primary Sponsor: Director, Dr. Harvey King, Key stakeholders; partners, clients MISSION: To provide advice that integrates project decisions into the fabric of the university and into the University s purpose of service to students, to strengthen the change capability of the project and to create awareness and support for the future success of the project. ROLE Interpreter Advisor TASKS Keep abreast of project steps / decisions Create 2 way dialogue within their areas of influence re: the impact and efficacy of project steps / decisions and deliverables Provide advice to CCE Sponsors, Project and ChangeTeam based on their experience / their connections / conversations throughout the University / external community Note: Internal and/or external stakeholders, involvement may fluctuate throughout project duration WHO Primary Sponsor: Director, Dr. Harvey King, Change Management Team Lead, HR Org Dev Consultant, Jeannette Aschenbrenner Team Members and Contributors: Executive Sponsors, Advisory Team members, Project Management Team members, CCE Head(s) / Managers / Supervisors MISSION: To create project and people success by creating and implementing convergent paths that bring together change management (people side of change) and project management (techical side of change) to achieve the business objectives of the change. ROLE of Change Management Lead: Identify change model/tools, assess readiness, develop communication plan, sponsorship roadmap, coaching and training plan and reinforcement plan, and integrate change plan with project plan Change Management Team members: participate in the change as information providers, creators of communication dialogue, assessors, advocates and coaches for change Project Management Team WHO Primary Sponsor: Director, Dr. Harvey King, Assistant Project Manager, ORP, Institutional Research Analyst, Emma Zhou, Team Members and Contributors: Head of DLD, Willadell Garreck, Head of CSD, Kevin O Brien, ESL Instructor, Simone Hengen MISSION: To create project and people success by creating and implementing convergent paths that bring together change management (people side of change) and project management (techical side of change) to achieve the business objectives of the change. ROLE of Project Management Lead: Design / Write the Project Plan Define the project: what the change will look like, what is changing structure, processes, systems... identify trade offs between time, cost and scope, define deliverables Project Team Members: link to CCE operations, provide and review information and project direction, give feedback and guidance to the project Note: Team involvement will fluctuate throughout project duration 33

34 Appendix 2: Individual Change Model (summary of: Hiatt Jeffrey M. (2006) ADKAR How to Implement Successful Change in our Personal Lives and Professional Careers) Change managment support includes focusing on how individuals wlll be addressing the change. People change individually, one person at a time. The individual change model articulated by Prosci, describes the elements of change individuals go through and the order in which each individual experiences change: ADKAR, awareness, desire, knowledge, ability and reinforcement. RISKS at Each of these Potential Barrier Points to Change Awareness of the need for change Desire to support and participate in the change Absence of or low Awareness / Desire > more resistance slower adoption higher turnover delayed implrmentation Knowledge of how to change Ability to implement required skills and behaviours Absence of or low Knowledge / Ability > lower utilization incorrect usage of new processes/tools negative customer impact sustained reduction in productivity Reinforcement to sustain the change Absence of or low Reinforcement > lose interest and revert to old behaviours Prosci s research and resources identify: assessments that help to identify change positions or profiles of the organization, groups and /or individuals, strategy and actions to guide/coach individuals through each of these elements of the change process, and identification of accountabilities by role required to accomplish specific strategies and outcomes. (i.e. executive sponsors, promary sponsors, stakeholders, managers) for each stage of the organizational and individual change process. This Change Management plan articulates roles / responsibilities, change management activities and supports for planning and implementing the people side of change, as individuals move from awareness to successful and sustainable change and as CCE moves through preparing for, managing and reinforcing the changes articulated in this plan. This plan is written to link change management and project management tasks and actions, combining and sequencing initiative for project success. 34