External Relations Advancement Software Implementation. Communications and Change Management Strategy

Transcription

1 External Relations Advancement Software Implementation Communications and Change Management Strategy

2 Table of Contents 1. INTRODUCTION... 3 Project Background...3 Purpose of this Document OBJECTIVES... 4 Objectives...4 Critical Success Factors KEY MESSAGES... 5 No customizations (because none are needed)...5 We have the capability to complete this project on spec and on budget...5 The project is an active partnership among all stakeholders...5 Go-live is only the beginning STAKEHOLDERS METHODS COMMUNICATIONS MATRIX... 8 Page 2

3 1. Introduction Project Background The University of Alberta is undertaking an advancement software implementation project to put in place a new software solution, SunGard BSR s Advance application suite, for tracking alumni and donors, gifts and pledges, and related activities. A comprehensive Communications and Change Management Strategy is seen as crucial for the success of the project. Purpose of this Document The purpose of this Communications and Change Management Strategy is to: Identify overall objectives and critical success factors Identify project stakeholders and stakeholder groups Identify key messages Outline specific communications vehicles, procedures and schedules, overall and for each stakeholder group Page 3

4 2. Objectives Objectives The main objectives of this Communications and Change Management Strategy are to: Ensure stakeholder participation and sense of ownership in the project Ensure stakeholders and the project team effectively relay information to one another Ensure appropriate project awareness in the larger campus community Contribute to the overall success of the project Critical Success Factors Critical success factors for this Communications Strategy: Critical Success Factor Plan to Achieve Timely, targeted communications with stakeholders Identification of stakeholders and stakeholder groups Appropriate channels of communications Proper tools and/or technical infrastructure for maintaining monitored communications A coordinated structure for , listservs, and the project website Page 4

5 3. Key Messages All communications strategies will be guided by the following key messages, to be reinforced both explicitly and implicitly by our communications vehicles and tactics. The priority and specific presentation of each message will be tailored to the various stakeholders groups, and are discussed in greater detail later in this document. No customizations (because none are needed) Official line: This software implementation project is building off the lessons learned by the University of Alberta as a whole, and is leveraging that expertise to bring online not only best-ofbreed software but associated best-of-breed practices both in implementation and ongoing production. A lengthy and exhaustive selection process was completed, with support from the highest levels, in order to bring this project to its current stage. The software being implemented will be put into production as delivered with no customizations. Bottom line: We ve done our homework, we picked well, we are committed to avoiding customizations. We have the capability to complete this project on spec and on budget Official line: Anchored by a project team with diverse and extensive experience in project management, software implementation, communications, and university advancement, we have the personnel and resources necessary to complete this project to specification and on budget. Bottom line: This project is in very good hands. The project is an active partnership among all stakeholders Official line: In order for this project to succeed, all stakeholders must feel a sense of ownership and be able to share information on business requirements, issues and questions regarding the new software. And in order to maximize our success, we need to know to actively solicit such information from all quarters. Again building on lessons learned in the larger University of Alberta context, every effort will be made to solicit views and concerns from all users and stakeholders, and to ensure that all users are kept well-apprised of the progress of the project. Bottom line: Working with you, we can deliver what you need. Go-live is only the beginning Official line: When the new software implementation is completed and our new system is officially launched, the work will only be starting. Expansion and refinement of the initial set of reporting tools, and the incorporation of shadow databases and new business processes, will begin in earnest once the base systems are in place and stable. Go-live for Release 2 will replace our existing system with a strong foundation for future functionality; Release 3 will deliver new functionality, such as event planning, document imaging and online capabilities. Bottom line: Please don t expect miracles! Page 5

6 4. Stakeholders Stakeholders for this project are broadly defined as users of the system, business process owners, and recipients of information from the system. Stakeholder Group Description Priority Project Sponsors As identified in the Project Charter High Project Steering Committee / Project Advisors As identified in the Project Charter High Project Team As identified in the Project Charter High Primary Contacts Current and Future Users The Primary Contacts group consists of one person for each faculty, unit and/or sub-unit with current and future system users All current and future users of Viking (the existing advancement software system) and REG (the existing prospect management system) High High Advancement Services All staff in Advancement Services, whether they use the software or not Medium Development Office All central Development Office staff, as well as FDOs Medium Alumni Affairs All central Alumni Office staff and all FAOs, as well as the Alumni Council / Alumni Association and other Alumni groups Medium Communications and Marketing Public Affairs, Government Relations, and Creative Services, as well as the Office of the AVP Communications and Marketing Low Office of the VP External Relations Staff in the VP s office Medium Page 6

7 5. Methods This communications strategy incorporates numerous different methods, each targeting a specific channel. In certain cases, such as listservs, these vehicles may be further subdivided in order to best target specific stakeholder groups. Method Description Project Charter The governing document for the project. Supporting Documentation Additional documentation as required by the Project Charter, such as this Communications and Change Management Strategy. Project Website A website hosted within the Advancement Services website, acting as the primary source of project information. This area will include an FAQ section in order to disseminate issues that arise out of communications from the Project Address. Project Address A single address, monitored by designated individuals, to act as a central clearing house of inbound communications. Distribution Lists Multiple lists with membership set to correspond to various stakeholder groups. Workshops, Presentations, Training This should include informal and/or casual versions of these methods. One-on-One Meetings Individual Correspondence Manuals and Software Documentation Page 7

8 6. Communications Matrix The following is an overview of which vehicles and channels will apply for each stakeholder group. However the individual plans listed in the next section should be consulted for details. Light grey boxes denote passive or optional methods, dark grey denote active or required. Vehicle Stakeholder Group Project Sponsors Project Steering Committee / Advisors Project Team Primary Contacts Current and Future Users Advancement Services Development Office Alumni Affairs Communications and Marketing Office of the VP External Relations Project Charter Supporting Documentation Project Website Project Address Distributions Lists Workshops, Presentations, Training One-on-One Meetings Individual Correspondence Manuals and Software Documentation Page 8