Conducting Effective Change Management for Your Oracle E-Business Suite Implementation. Robert E. Henry AST Corporation

Transcription

1 Conducting Effective Change Management for Your Oracle E-Business Suite Implementation Robert E. Henry AST Corporation

2 TOPICS The necessity of change management Change management methodology Successful change management for EBS client

3 Conducting Effective Change Management for Your Oracle E-Business Suite Implementation THE NECESSITY OF CHANGE MANAGEMENT

4 CHANGE MANAGEMENT IS ACCEPTANCE E-Business Suite project is: 1. Strategic, long-term business project 2. IT project The focus needs to be on your: Business Processes Roles Why EBS helps them succeed

5 CHANGE MANAGEMENT IS ACCEPTANCE WIIFM What s In It For Me? All politics is local Voters care about personal issues Politicians appeal to the simple, mundane, everyday concerns People are focused on their local issues All change is individual

6 Emotional Instinctive Pain & Pleasure Seeks the Now Rational Deliberate Analytical Future-Oriented

7 RIDER Logical Long-term path ELEPHANT Overpowering Instinctive Over-analytical Spins wheels Emotion, want Gets things done Get the rider and elephant to work together

8 Prosci 2011 Best Practices in Change Management Benchmark Study 650 organizations participating 62 countries represented Conducted every 2 years Forms one of the largest bodies of knowledge on change management and the people side of change

9 Prosci 2011 Best Practices in Change Management Benchmark Study Objective: Uncover lessons learned from practitioners and consultants for future benefit Find out what is working and what is not

10 CORRELATION 1: ROI AND CHANGE MANAGEMENT Analysis performed correlating change management effectiveness with three ROI factors: Speed of adoption Utilization of services, tools, or technology Proficiency (how employees performed as required by the change)

11 In line or better than expected speed of adoption 100% 90% 80% 82% 94% 70% 60% 61% 50% 40% 30% 20% 25% 10% 0% Poor (n=134) Fair (n=318) Good (n=394) Excellent (n=72) Overall effectiveness of change management program Prosci 2012 Best Practices in Change Management

12 In line or better than expected utilization of services, tools or tech. 100% 90% 92% 80% 70% 72% 80% 60% 50% 40% 41% 30% 20% 10% 0% Poor (n=134) Fair (n=318) Good (n=394) Excellent (n=72) Overall effectiveness of change management program Prosci 2012 Best Practices in Change Management

13 In line or better than expected proficiency 100% 90% 80% 91% 98% 70% 71% 60% 50% 51% 40% 30% 20% 10% 0% Poor (n=134) Fair (n=318) Good (n=394) Excellent (n=72) Overall effectiveness of change management program Prosci 2012 Best Practices in Change Management

14 Overall ROI 100% 90% 80% 70% CM-Adoption CM-Utilization CM-Proficiency 72% 71% 92% 91% 82% 98% 94% 80% 60% 61% 50% 40% 30% 20% 51% 41% 25% 10% 0% Poor (n=134) Fair (n=318) Good (n=394) Excellent (n=72) Overall effectiveness of change management program Prosci 2012 Best Practices in Change Management

15 CORRELATION 1: ROI AND CHANGE MANAGEMENT Excellent change management resulted in: A faster speed of adoption Greater utilization of tools, services or technology Higher levels of proficiency

16 CORRELATION 2: PROJECT SUCCESS AND CHANGE MANAGEMENT Analysis performed correlating change management effectiveness with three dimensions of project success: Staying on schedule Staying on budget Meeting project objectives

17 Percent of respondents that were on or ahead of schedule 100% 90% 80% 70% 71% 60% 60% 50% 40% 30% 32% 20% 10% 0% 16% Poor (n=134) Fair (n=318) Good (n=394) Excellent (n=72) Overall effectiveness of change management program Prosci 2012 Best Practices in Change Management

18 Percent of respondents that were on or under budget 100% 90% 80% 70% 74% 82% 60% 61% 50% 51% 40% 30% 20% 10% 0% Poor (n=116) Fair (n=299) Good (n=386) Excellent (n=71) Overall effectiveness of change management program Prosci 2012 Best Practices in Change Management

19 Percent of respondents that met or exceeded project objectives 100% 90% 95% 80% 80% 70% 60% 50% 51% 40% 30% 20% 10% 0% 16% Poor (n=111) Fair (n=259) Good (n=313) Excellent (n=65) Overall effectiveness of change management program Prosci 2012 Best Practices in Change Management

20 100% 90% 80% 70% CM-Schedule CM-Budget CM-Objectives 80% 74% 95% 82% 71% 60% 61% 60% 50% 40% 30% 20% 10% 51% 16% 51% 32% 0% Poor (n=111) Fair (n=259) Good (n=313) Excellent (n=65) Overall effectiveness of change management program Prosci 2012 Best Practices in Change Management

21 CORRELATION 2: PROJECT SUCCESS AND CHANGE MANAGEMENT Projects with excellent change management effectiveness were six times more likely to achieve objectives that teams with poor change management. 95% to 16% Excellent change management correlates directly with staying on schedule and staying on budget

22 CORRELATIONS: HOW WAS CHANGE MANAGEMENT EVALUATED? Study respondents were provided 12 factors constituting change management Were asked to evaluate overall change management on a scale: Excellent Good Fair Poor

23 CORRELATIONS: HOW WAS CHANGE MANAGEMENT EVALUATED? Factor Strongly Disagree Disagree Agree Strongly Agree 1. We applied a structured change management process. 5% 16% 50% 29% 2. We had sufficient resources on the team to implement change management. 3. Our change management activities were customized and scaled to fit the change and the organization being changed. 4. Our change management team had the necessary training and expertise in change management. 5. We integrated our change management activities into the project plan. 6. Our business leaders fulfilled their roles as effective change sponsors throughout the entire project. 10% 36% 42% 11% 5% 16% 52% 27% 9% 29% 45% 17% 4% 17% 53% 26% 12% 40% 37% 11%

24 CORRELATIONS: HOW WAS CHANGE MANAGEMENT EVALUATED? Factor Strongly Disagree Disagree Agree Strongly Agree 7. We implemented an effective communications plan. 5% 22% 52% 21% 8. Managers and supervisors engaged in the change and effectively coached their employees through the change process. 9. We provided the necessary training to employees on new processes, systems and job roles. 10. Our senior leaders, mid-level managers and supervisors managed resistance to change effectively. 11. We measured compliance with the change and our overall performance in meeting project objectives. 12. We effectively reinforced the change with employees through performance measurement and recognition. 10% 43% 42% 5% 4% 17% 60% 19% 11% 44% 42% 4% 8% 31% 54% 7% 10% 42% 43% 5%

25 Conducting Effective Change Management for Your Oracle E-Business Suite Implementation CHANGE MANAGEMENT METHODOLOGY

26 WHAT DOES A CM METHODOLOGY GIVE YOU FOR EBS? Analytical tools and indexing Scored assessments of: Project readiness Leadership, Project Management, Change Management Project change characteristics Group identification and impact Sponsor evaluation Communication skills, coalition building, participation in past change projects

27 WHAT DOES A CM METHODOLOGY GIVE YOU FOR EBS? Profile a large user base Implementation: HR, SSHR, Benefits, Time Entry, Payroll, Learning Management Metrics from and for: Different depts. and appointing auths. Level of computer literacy Access to computer and OPUS system Change competency

28 Sponsor initials Number of employees Degree of impact - chart Sponsor index Org. Readiness Average org assessment WHAT DOES A CM METHODOLOGY GIVE YOU FOR EBS? Summary impact assessment Return to main menu Impacted groups plot - size of bubble represents group size Project name: Primary sponsor initials: ACME Primary sponsor level evaluation: 3.7 Primary sponsor competency score: 68 Overall change assessment score 42 Average organizational assessment 33 Triangle Assessment - Leadership 24 Triangle Assessment - PM 27 Triangle Assessment - CM 14 Acme Co. Change Management Medium risk High risk Medium risk 15 Low risk Overall change assessment Degree of impact 120% 100% 80% 60% Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 40% Group Group impacted Challenges and risks for this group 20% Group 1 Oprah Impact of Group 2 Jay Group 3 David 85 NA % Organizational readiness (higher = more risk) 0 Group 4 Conan 120 NA 36 0 Sponsor Support Sponsor Competency Group 5 Johnny 30 NA 33 0 Group 6 Ellen 80 NA 39 0 Group 7 Steve 95 NA Oprah Jay David 0 0 Oprah Jay David 0 Conan 0 Conan Steve Ellen Johnny Steve Ellen Johnny

29 WHAT DOES A CM METHODOLOGY GIVE YOU FOR EBS? Scalable Phase 1a & 1b employees Phase 2a & 2b Few hundred Jan 10 Feb 10 Mar 10 Apr 10 May 10 Jun 10 Jul 10 Aug 10 Sep 10 Oct 10 Nov 10 Dec 10 Jan 11 Feb 11 Mar 11 Apr 11 May 11 Jun 11 Jul 11 Aug 11 Phase 1a (January 2010 November 2010) Human Resources Advanced Benefits General Ledger (COA) Phase 1b (March 2010 February 2011) Payroll Time and Labor Self Service HR Learning Management Phase 2a (June 2010 August 2011) Financials Projects Assets Procurement Phase 2b (November 2010 August 2011) Hyperion Budgeting Advanced Procurement Performance Scorecard OBIEE Reporting

30 WHAT DOES A CM METHODOLOGY GIVE YOU FOR EBS? Breaks down your implementation into manageable pieces: Small, focused events Consistent, digestible communications Analysis can quickly get to resistance and problems among small groups or individuals Greatly assists with informing training

31 CHANGE MANAGEMENT METHODOLOGIES Prosci with ADKAR AAA Ackerman Anderson & Anderson Accenture Bridges

32 80% 70% 60% 50% 40% 30% 20% 10% 0% Use of a particular methodology Prosci 2012 Best Practices in Change Management

33 60% 50% 40% 30% 20% Did not use a methodology Used a methodology 10% 0% Poor Fair Good Excellent Impact of use of particular methodology on overall change management effectiveness Prosci 2012 Best Practices in Change Management

34 Conducting Effective Change Management for Your Oracle E-Business Suite Implementation SUCCESSFUL CHANGE MANAGEMENT FOR EBS CLIENT

35 PROJECT BACKGROUND: PINELLAS CO. OPUS Project (Oracle Project Unified Solutions) January 2010 January 2012 Oracle E-Business Suite (FIN, HR, AB, PAY, SSHR, LM, OTL, PA, PROC) Hyperion Budgeting, OBIEE Earlier implementation of limited Oracle modules (PAY, PROC, GL)

36 PROJECT BACKGROUND: PINELLAS CO. Critical issues: Fragmented systems, limited integration Heavily customized applications Lacking government-specific functionality Inadequate reporting Excessive manual procedures Information security

37 PROJECT BACKGROUND: PINELLAS CO. Good Committed executive team Broad support among the staff Overall willingness to move forward Worrisome users 500+ retirees Periods of staff reduction Down economy Role consolidation; less asked to do more

38 SEVEN CONTRIBUTORS TO CHANGE MANAGEMENT SUCCESS 1. Active and visible executive sponsorship 2. Engagement and support from management

39 1. ACTIVE AND VISIBLE EXECUTIVE SPONSORSHIP 2. ENGAGEMENT AND SUPPORT FROM MANAGEMENT Project sponsors Attended and performed change impact presentations Attended road shows (OTL kiosks) Videos and periodic letters from execs. Clerk of the Circuit Court County Administrator

40 SEVEN CONTRIBUTORS TO CHANGE MANAGEMENT SUCCESS 1. Active and visible executive sponsorship 2. Engagement and support from management 3. Frequent and open communication about the project and changes 4. Employee engagement and participation

41 3. FREQUENT AND OPEN COMMUNICATION 4. EMPLOYEE ENGAGEMENT, PARTICIPATION Change Agents Team of 200 between leads and alternates from 65 departments 2 days of change management training and business case background Bi-monthly Change Agent newsletter More in-depth on functionality and business processes than end user newsletter

42 3. FREQUENT AND OPEN COMMUNICATION 4. EMPLOYEE ENGAGEMENT, PARTICIPATION Change Agents Change impact presentations Performed for each phase Critical; each EBS module was represented as standalone and as part of an end-to-end business process Facilitated by Change Managers, performed by SMEs and Department Managers Difficult but achievable without a functioning instance; screen shots in sequence; tangible need

43 3. FREQUENT AND OPEN COMMUNICATION 4. EMPLOYEE ENGAGEMENT, PARTICIPATION End users Received change impact presentations from Change Agents Achieves visible support and communication from managers Only feasible manner of end-to-end communications in context of E-Business Suite functionality and integrated processes Monthly newsletter Project timeline, critical processes, FAQs, tips, available resources, review of recent activities

44 3. FREQUENT AND OPEN COMMUNICATION 4. EMPLOYEE ENGAGEMENT, PARTICIPATION End users Readiness surveys during each phase Anonymous; evaluates individual transition Provided assessment of Change Agent performance Quick reference cards Quick navigation guides Phase go-live checklist and reference Project intranet site

45 3. FREQUENT AND OPEN COMMUNICATION 4. EMPLOYEE ENGAGEMENT, PARTICIPATION Well what about?

46 3. FREQUENT AND OPEN COMMUNICATION 4. EMPLOYEE ENGAGEMENT, PARTICIPATION Remember when having a website was optional? Social media strategy for change management: If you don t have one, get one. (And if you do get one )

47 3. FREQUENT AND OPEN COMMUNICATION 4. EMPLOYEE ENGAGEMENT, PARTICIPATION Social media presence must be: Open Have a true dialog with your people Personal People like interacting with people Honest Admit when you re wrong and fix it Authentic Tone and voice must feel real Coherent Must align with other messages going out from the project Internal Create same dialog with project team

48 3. FREQUENT AND OPEN COMMUNICATION 4. EMPLOYEE ENGAGEMENT, PARTICIPATION What about negativity and resistance?: Good. In fact, great. They re going to say them anyway If you don t hear it you can t address it If negativity and resistance is out there, you can manage it openly and honestly Positive improvements may come faster

49 3. FREQUENT AND OPEN COMMUNICATION 4. EMPLOYEE ENGAGEMENT, PARTICIPATION Social media benefits to your project: Low (maybe no) cost investment to your project budget Low maintenance and support Active buy-in Measurable Active dialog is positive over time Immediate feedback Consistent messaging

50 3. FREQUENT AND OPEN COMMUNICATION 4. EMPLOYEE ENGAGEMENT, PARTICIPATION Didn t oversell the project OPUS Project is only the opportunity to change E-Business Suite is only the tools that allow the staff to be more productive and free from current system constraints The project is yours. You are the driver.

51 SEVEN CONTRIBUTORS TO CHANGE MANAGEMENT SUCCESS 1. Active and visible executive sponsorship 2. Engagement and support from management 3. Frequent and open communication about the project and changes 4. Employee engagement and participation 5. Dedicated change management resources

52 DEDICATED CHANGE MANAGEMENT RESOURCES Focus, keeps track of activities Single point of contact; clear accountability Knowledge, skills and experience No distractions from plans, priorities and managing resistance

53 DEDICATED CHANGE MANAGEMENT RESOURCES Client side: Knows people, politics, history Consultant side: Objectivity, no pre-conceptions Help break down change into manageable tasks and phases 60% 50% 40% 30% 20% 10% 0% Did not use a dedicated resource Did use a dedicated resource Relationship between dedicated resources and overall effectiveness Prosci 2012 Best Practices in Change Management

54 SEVEN CONTRIBUTORS TO CHANGE MANAGEMENT SUCCESS 1. Active and visible executive sponsorship 2. Engagement and support from management 3. Frequent and open communication about the project and changes 4. Employee engagement and participation 5. Dedicated change management resources 6. Structured change management approach

55 SEVEN CONTRIBUTORS TO CHANGE MANAGEMENT SUCCESS 1. Active and visible executive sponsorship 2. Engagement and support from management 3. Frequent and open communication about the project and changes 4. Employee engagement and participation 5. Dedicated change management resources 6. Structured change management approach 7. Start early and engage with project management

56 START EARLY, ENGAGE WITH PROJECT MANAGEMENT Change management is a multiplier for project management Sum is greater than the components Early start greatly assists org. analysis: Define change management strategy Develop sponsorship model Prepare change management team

57 START EARLY, ENGAGE WITH PROJECT MANAGEMENT Early start allows time for: Risk analysis Sponsor, Change Agent and end user assessments Stakeholder identification Identify change management strategy and plan as key deliverables

58 START EARLY, ENGAGE WITH PROJECT MANAGEMENT What to do differently on the next project?* 1. Align sponsors for the project throughout the organization 2. Start change management earlier *Prosci 2012 Best Practices in Change Management

59 START EARLY, ENGAGE WITH PROJECT MANAGEMENT Initiation Planning Design Implementation When did you start CM activities this time? When would you start CM activities next time? Closure 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% When did change management activities begin? When will they begin next time? Prosci 2012 Best Practices in Change Management

60 Conducting Effective Change Management for Your Oracle E-Business Suite Implementation ONE LAST COMMENT ON RESISTANCE & SUMMARY

61 OVERCOMING RESISTANCE Lack of awareness about the project + Impact on current job role + Organizations past performance w/change+ Lack of visible support and commitment from managers+ Fear of job loss+ = Lack of clarity

62 SUMMARY Formal, structured, dedicated change management for EBS is critical Methodology provides tools and templates to measure and analyze your project from start to finish Successful CM is multi-facet, multi-media, and starts early Find ways to get Riders and Elephants to work together

63 Thank you. Robert E. Henry Director of Marketing & Communications Change Management Practice Director AST Corporation