Change Management at DIAC

Transcription

1 Change Management at DIAC CMI Conference 2011 Jude Burger Manager, Change Program Office Global Learning and Change Department of Immigration and Citizenship

2 State of change management

3 A day in the life of DIAC On a typical working day, DIAC will: receive ~12,000 visa applications - around 4.5 million per year grant ~11,000 temporary visas grant ~500 permanent migrant visas, including ~38 humanitarian visas grant citizenship to ~600 people handle ~5,000 calls to our general and citizenship enquiry lines process more than 75,000 people across the border at air and sea ports (more than one person per second) We employ 7000 staff members in 80 locations internationally. Annual Report

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5 Systems for People outcomes A single view of a client s dealings with the department Globally consistent business processes Built-in decision support Stronger management and quality assurance of processes, performance and decisions Effective record keeping Good quality data Effective operational and management reporting Online client self-service Online support for staff

6 Systems for People Four year program of work Cost over $650 million 180 individual projects On average about half our personnel were affected by each of the 12 releases Over 300 projects touching all layers of the IT infrastructure Development of a new portal framework Projects affected a wide range of DIAC business, including visa processing, compliance and detention, health, biometrics, identity management, finance, border security, citizenship and client search

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8 Program management Multi-disciplinary teams Competency Centres State Gate tracking Change team managed horizontally, vertically Separate training function

9 What were the challenges? Business change led from IT Many major organisational issues were being addressed simultaneously 48% of staff were in their current job for less than one year A move to nationally consistent business processes Many project managers and other key players did not understand change PMs were charged with delivering a system, not business outcomes Inconsistent approaches from project areas with engaging business areas and end users Being seen as the spin team, potentially losing credibility when software did not work as hoped or expected Change agents had three bosses, a unique way of working in the APS

10 Change management Change agents embedded into project teams Initial specialised support from one of our business partners 30 change and communication specialists, almost all funded from the projects Staff are centrally coordinated, and use common templates depending on the requirements of the projects

11 Change approaches

12 Training and Communications 25,000 est. training instances delivered across the department globally, including pioneering the use of virtual classroom technology and screencasts within DIAC Communications staff used ~40 different channels to reach staff globally to translate ICT and business process impacts into readily understandable, timely information

13 What we did well At the executive level Change management was a compulsory inclusion into the project management process (our choice to determine the extent) Integrated project approach with Change, Communication and Training skills situated within the taskforce, and later inclusion of User Centred Design and Benchmarking teams Reporting line direct to the Deputy Secretary, a strong change management supporter, until team was well established Being defined as a competency centre helped normalise and embed Weekly status reporting direct from front line to executive. Prompt and visible representation of user issues we got results

14 What we did well At the program, release and project level Highly flexible. No two change agents work was the same Effective relationship management up, down and sideways Different models for different projects We hired well. Good use of contractors Management team worked well together, no egos Added value to the IT teams We picked our battles Volunteered to do project grunt work, but not too often

15 What was not so successful It took us a while to find the right level of governance (still going) Did not always clarify roles and responsibilities with stakeholders At times there was poor visibility into the broader organisation, partly due to high pressure on the teams and a focus on delivery Not all change management work received the level of oversight needed, and as a result some projects were not as as successful Not all stakeholders had full understanding of the implications of the project Some staff in SME roles became burnt out before we realised Sometimes treading on other s toes, sometimes not filling the gap

16 GVP change success story GVP is a web portal through which visa applications can be lodged, processed and managed through to completion GVP will ultimately become the single visa processing system within DIAC and will change how work is managed, improve interaction with clients and streamline the decision-making process The first component of GVP was implemented in August 2008 and has been continually updated and progressively rolled out since that time

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18 GVP Gold Going beyond advocacy Community of Practice Gold Induction Gold Wiki Other Super-Users Target ratio 1 Gold member:10 new users

19 Change: dancing on coals Pressure to deliver Lack of transparency on project status No single source of truth Strong relationship management - became the glue Effective reporting increasingly important

20 Current status Move to enterprise level change into business areas beyond IT projects, stronger program level representation Currently hiring six change agents and four communication specialists

21 The word on the ground is powerful. There is so much happening - I don t have time to read all your stuff. Effective change delivery Engage with us early training is not engagement. Listen to us. If you do not like our ideas tell us why. Trust that we want the change to work as well. Engage at all levels. If my boss believes it, I am more likely to as well. Tell it as it is. No spin. Innovate! Make it interesting. Tell us what is going on so we can properly prepare. We re busy. Help us engage with the right people so we can influence things.