People change management framework for High maturity Stakeholder management Training

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1 People change management framework for High maturity Stakeholder management Training Communication Presenters: Deepthi Chimakurthy, Senior Consultant Padma Rengan, Manager Deloitte Consulting India Pvt Ltd High Maturity Best Practices (HMBP) conference 2012

2 Introduction: Deepthi Chimakurthy Eight plus years of experience in human resource acquisition, management and development. Currently, lead training and communication for the Quality and risk management team. My area of expertise lies in training needs analysis, learning solution design, development and delivery. Strategize the communication requirement for both internal and external communications for the Quality and risk management team and also facilitate language editing and styling. Enable quality process change management through effective training and communication. Have undergone trainings in training development and delivery and external communication review and in basics of journalism. Currently pursuing Executive General Management Program from Indian Institute of Management, Kolkata. A certified project management professional (PMP) and an active toast master. 1

3 Introduction: Padma Rengan Twelve years of software quality assurance experience in the information technology, including software development, project management, and quality management. Have definition and implementation experience in various quality frameworks, including ISO, CMMI Dev, CMMI Svc, ITIL and Six Sigma. Currently leading Quality management for a delivery unit and a core member of metrics group in Quality and risk management team. This role includes managing the process across projects, designing the training material, conducting process trainings, metrics analysis, and high maturity definition and implementation, including process performance model creation. Certified Software Quality Analyst (CSQA), Project Management Professional (PMP), ITIL (F), and Six Sigma Black belt. 2

4 Agenda IT industry challenge high maturity adoption and sustenance Approach selection People change management Training and communication Motivation Solution identification Challenges and benefits 3

5 What this session does not cover Specific change management practices at the organizational level Specific tools and techniques Specific methods 4

6 Takeaway - People change management deliverables Stakeholder management strategy Leadership Alignment Communications Strategy Stakeholder Analysis Stakeholder Group Definition Project Role Phase with Max. Communication Need Aim of Communication Extent of Direct Affection by Project (Results) Extent of Influence on Change/ Successful Implementation Core team Experts and employees Carry out project; incite and foster Visioning and Advocacy and Low High experienced in process change; full time commitment Targeting + Ownership within scope or Redesign supplementary areas of importance Project Mentor Leader Bridges team with MC; balances Redesign + Testing Advocacy and Middle High (PM) interests and Delivery Ownership Management Top management Actively support organization and Redesign + Testing Advocacy and Middle High Committee (MC) lead change efforts; approve project and Delivery Ownership plans and provide people and funding; manage interfaces between organization and other initiatives Business Representatives from high Take role of experts in specific Visioning and Commitment High Middle Advisors involvement stakeholder areas; participate in visioning and Targeting + and Action group and relevant expert redesign sessions; provide Redesign areas (processes in functional expertise based advice scope) and ideas; part time commitment Communication Members from all levels of Build up legitimate communication Testing and Commitment Middle/ Middle/ Support Team the organization with high network for team; takes over part of Delivery and Action high high acceptance among peers; person-to-person communication; Vision coaches provides team with important feedback from organization Training strategy Change Management deliverables Change Readiness Assessment 5

7 IT industry challenge high maturity adoption and sustenance 6

8 High Maturity adoption and sustenance challenge The current IT industry challenge is the adoption and sustenance of high mature practices Typical challenges that we face while implementing high maturity processes: It s not my job and requires lot of effort Too much of statistics and very complicated How is it enhancing my project deliverables? Will I be able to predict proactively and mitigate risks? Leading to the issues: Getting buy in from the project team and management is difficult for adoption of high maturity Sustenance of high maturity practices 7

9 Approach selection 8

10 Approach selection Change management Purpose: To ensure that the identified stakeholders are ready, able and willing to accept and implement change, and perceive it as an ongoing requirement to achieve future success Challenges: Remove key obstacles that stop practitioners from acting on the business objectives Create a supporting structure that provides opportunities for new ways of operating Stay the course Communicate, communicate, communicate 9

11 Approach selection Change management deliverables Determine Leadership alignment Conduct Stakeholder analysis Conduct change readiness assessment Develop communication strategy Conduct audience and message analysis Develop communication plan Develop training strategy Identify training delivery mode and methodology Develop training plan Stakeholder Management Strategy Communication Strategy Training strategy 10

12 Stakeholder management strategy Approach selection For adoption of high maturity and proliferate the practices we first approached the internal stakeholders who are skeptical and turned them into advocates by taking a top down approach Worked closely with various leaders and gauged the alignment by forming a quality governance through a hybrid model Communication strategy Conducted change readiness assessment by piloting the new processes in few projects and took the success stories to larger number of projects The determined approach is that Quality team will back end the change management Create change readiness plan Conduct stakeholder analysis Training strategy Stakeholder management strategy Determine approach Determine leadership alignment Conduct change readiness assessment Institutionalization of the change is driven at each business line level through a detailed readiness plan 11

13 Stakeholder management strategy Approach selection Communication strategy Training strategy Metrics Council Constitutes senior leaders and subject matter experts both from delivery and quality team Innovation Process and Methods Quality and Risk Management Metrics Assessments Drives the collection of the project data Defines the process performance baselines and draw out the business inferences Suggestion of goals/targets to leadership Innovations Council Constitutes senior leaders and subject matter experts both from delivery and quality team Drives the collection of process/technology improvement proposals (tools, best practices) Evaluate, recommend, and implement new tools/technologies Training and Communication Process Consulting/Method coaching Quality governance -This hybrid model is an effective collaboration of Quality and Delivery 12

14 Stakeholder management strategy Approach selection Communication management strategy Training strategy Assess the current communication channels and their effectiveness and determine the scope Develop communication strategy Conduct audience and message analysis Develop communication plan Scope What to communicate Target audience Medium of communication Communication strategy stakeholder specific messaging Communications to be driven for all stakeholders - team members, middle level management and leadership Town hall meetings, All hands meetings, internal news letters, Senior management reviews, Operation meetings, Floor shows etc. Communication lead SMEs *Asks Determine a lead The content will be developed by various stakeholders Asks from the leaders is to proliferate the need for high mature practices adoption and sustenance 13

15 Stakeholder management strategy Approach selection Communication management strategy Training strategy Develop communication strategy Conduct audience and message analysis Develop communication plan Audience Analysis Message Analysis Stakeholder group Leadership Unaware Aware Understand Commit Advocate Current communication mode Frequency Level of detail advantage disadvantage Group delivery managers Project managers Team members Quality group Communication plan Current Desired within 120 days Communication/Message Owner Recipient Medium/Frequency Timing Remarks 14

16 Stakeholder management strategy Communication management strategy Training strategy Approach solution Design and develop a training strategy that penetrates wider range of practitioners to train on high maturity Plan and Analysis Requirements gathering Analysis of training requirement Identify training approach Design and Develop Content analysis and design Develop stakeholder specific training content Validate training material Implement stakeholder wise training deployment Quantitative project management Causal analysis and resolution Innovation Evaluate Feedback evaluation Updates to training material 15

17 Solution identification 16

18 Solution Identification Case Study Shifting gears to success Identified the right project to pilot the high maturity processes across each service line Driven by Business objectives Quality team worked with the delivery team to implement the high maturity processes for the pilot projects Collaborative Approach Success from the pilot projects was taken to the other projects by the project managers themselves and got the buy in Proliferation at all levels The pilot projects best practices/ innovation was showcased in various forums including All hands meeting, Senior Management Reviews, news letters etc. This helped institutionalization across the service lines Encouraging Innovation culture Collaborative approach Quantitative analysis Leveraging statistical tools and techniques to analyze the cost benefit Reward programs to encourage idea sharing; recognition through various forums like consulting Digest Driven by Business Objectives Service line innovation drive, process / metrics / Innovation council Increase awareness through various sessions (AHM, best practice session, SMR, etc.) Proliferation at all levels 17 Encouraging innovation culture

19 Solution identification - Successful implementation of communication plan Road shows and quiz Education capsules through mailers Announcement of important milestones Quality Quiz 18

20 Solution identification Built the high maturity awareness by linking with business objectives 19

21 Solution identification - Built motivation by launching best Quality slogan contest Collaborating and institutionalization of best practices and innovation 20

22 Solution identification - Motivation Quality champion flags for motivation Thought leadership Enabling business to succeed We partner with delivery in various external eminence forums in enhancing Deloitte brand in Quality Acted as advisory council member, conference lead, plenary member, coach, reviewer, panel member and moderators in many national and international forums like SEPG, NASSCOM, QAI, PMI, and SPIN 21

23 Solution identification - Reinforcing implementation through training Quality framework and Process trainings Delivery Quality framework - CMMI for development, services and ITIL Practitioners are covered through the monthly process trainings across all levels and locations on high maturity Boot Camps Boot camps - New hires are covered extensively on Quality process with specific focus on metrics and hence driving early adoption Trainings Quality team Skill enhancement We constantly up skill the quality team s abilities to meet delivery requirements for high maturity Green Belt and Black Belt certifications Focused training on qualitative project management from esteemed institutes like Indian Statistical Institute and QAI 22 We effectively team with delivery in ensuring consistent and Ensure quality all delivery the trainers of the are trainings DFX trained across and locations continuously monitor trainer feedback and training effectiveness

24 Challenges and Benefits 23

25 Challenges Commitment from the practitioners and leadership Lack of knowledge in metrics creates apprehension in adoption and sustenance Change management is a slow process and hence results are not readily visible Need to import high level of motivation to stay focused on innovation as a culture in the organization 24

26 Benefits Appreciation for adopting the high mature process areas by the practitioners. Constructive feedback on the quality management system, which helps in continuous alignment to organization s business objective. The best practices/innovation developed helped in process improvements and at times has helped realize dollar savings for the organization. The prediction models developed helped us attract, negotiate and retain clients Helped us move the needle from being a reactive to a proactive organization We achieved the language of Quantitative project management we speak numbers! 25

27 Issue to impact Business issue: Adoption and sustenance of high mature process Solution: Structured change management approach Collaboration between project teams and Quality Impact: Data driven decisions/ actions Sharing, Learning & Leveraging culture is inculcated 26

28 Any questions? 27

29 About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. This publication contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means of this publication, rendering business, financial, investment, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained by any person who relies on this publication. As used in this document, Deloitte means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. 28

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