UCPath Change Management Strategy for UC San Diego. July 2013

Transcription

1 UCPath Change Management Strategy for UC San Diego July 2013

2 Overview Background Key Components Approach & Methodology Change Network Framework For Action Challenges Resources & Tools Summary Table of Contents 2

3 OVERVIEW 3

4 Overview Organizational Change Management A structured approach for ensuring that changes are smoothly and successfully implemented to achieve lasting benefits The people side of change Helps impacted people feel and do the right things through: Communication Training Knowledge Management Affects all departments entry level employees to senior management Elemental shift in organization s basic culture 4

5 Overview (cont d) Organizational Change Management Roadmap for transitioning from current ( as is ) to future ( to be ) state At the end of the day, we want: A strategy for: Educating employees about how their dayto-day work will change Assisting them through the transition 5

6 Change Network Desired outcomes of the change strategy: Visible change leadership that inspires and builds credibility for UCPath A Change Network that provides proactive management for transitioning to future state A system-wide administrative workforce capable of accepting and transitioning UC to the future state Stakeholder groups that understand the future state and know how to contribute to the shared services model, common system implementation, and ongoing operation. UC employees who accept and trust the services provided by a shared services center 6

7 BACKGROUND 7

8 Background Need for Organizational Change Management Strategy already documented at UCOP Level September 2011, Oracle Consulting was contracted to conduct a system-wide review to document need. Review consisted of: Document reviews Interviews Focus groups Working sessions 8

9 Background (cont d) Groups represented in Oracle s review: Executive Leadership HR, Payroll & IT Directors Human Resources Team Payroll Team Budget & Finance Enterprise Reporting Sponsored Research Result of review: System-wide Change Management Strategy for UC Basis for UCSD s efforts 9

10 KEY COMPONENTS 10

11 Key Components Key Components of Successful Organizational Change Management: Proactive Executive Sponsors Mid-level Managerial Buy-in Change Management Team or Network Communications Training 11

12 APPROACH AND METHODOLOGY 12

13 Approach and Methodology Synergistic or blended approach On parallel tracks, but essential to effective change management Organization Readiness (preparing the organization for change) through: Strong Leadership Focus on designing efficient & effective work practices Communication Training 13

14 Approach and Methodology Engage Leadership Ready Organization for Change (Change Readiness) Organizational Change Management Communicate to Stakeholders Prepare the Workforce (Training) 14

15 Approach and Methodology A lot of project work is under the change umbrella Assess Organizational Risk & Readiness Articulate Business Case & Vision for Change Align Organization Design Change Strategy Enable Workforce Mobilize & Align Leaders Engage & Communicate with Stakeholders 15

16 Approach and Methodology Mobilize and Align Leadership Identify Change Management Leader Build a Team Change Network Align Organization Assess Readiness Campus Business Alignment/Readiness Team 16

17 Approach and Methodology Communicate Communications Plan Enable the Change Workforce Preparation Training Evaluate and Sustain Lessons Learned 17

18 CHANGE NETWORK 18

19 Change Network Composition Change Agents Executive Sponsors Steering Team Campus Advisory Council Influencers/Trusted Voices Core Implementation Team Extended Implementation Team PPS Power Users End Users Key Communicators VC or Departmental Representatives 19

20 Roles and Responsibilities UCSD s Change Management Strategy will rely heavily on Change Agents and Influencers/Trusted Voices found within: UC San Diego s Executive Sponsors Steering Team Campus Advisory Council Program Teams (Core and Extended) VC Areas and/or campus departments These groups have the ability to influence others perceptions about and ultimate acceptance of the program. UCSD needs their support and advocacy for UCPath by speaking and acting enthusiastically about the program. They need to carry the program s key messages to their constituency. 20

21 Roles & Responsibilities Change Agents Roles of a Change Agent Advocate Gain support and engage people to participate Facilitator Design systems, tools, forms & processes to enable people to succeed Counselor Listen, understand, encourage coworkers who have been asked to step out of their comfort zone Mediator Improve understanding and reduce friction between multiple parties Expert Use expertise to build authority Enforcer Set goals, targets and due dates and ensure they are met Counselor Mediator Exec. Sponsors Steering Team Campus Advisory Council Advocate Change Agents Enforcer Facilitator Expert 21

22 Change Agents Roles & Responsibilities Stakeholder Group What We Want Them to Know What We Want Them To Do Executive Sponsors Steering Team Campus Advisory Council UCSD is proactively working toward UCPath implementation, setting an example as a model of compliance, communication and cooperation throughout the process. UCSD SMEs are working hard to ensure that UCSD s processes are both represented and protected throughout the standardization of business processes sessions. Publicly endorse and promote the UCPath Program through appearance at UCPath events. Use influence to support the implementation team through both departmental and campus-wide communication channels. Meet with Core Implementation team periodically to keep informed of progress and to convey interest and support of their mission. 22

23 Roles & Responsibilities Influencers/Trusted Voices Early adopters who, for various reasons, are respected by others Speak positively for the change UCPath will bring Advocate Counselor Expert Influencers Trusted Voices Mediator Core Imp. Team Extended Imp. Team PPS Power Users End Users Change Agents and Influencers/Trusted Voices are critical components of the plan 23

24 Influencers/Trusted Voices Roles & Responsibilities Stakeholder Group What We Want Them to Know What We Want Them To Do Core Implementation Team Extended Implementation Team PPS Power Users End Users Their contributions are critical to the success of UCPath. They have the power to influence perceptions about UCPath with others within their respective fields of expertise as well as the broader university community. Support and advocate for UCPath Point others to the best source of information that will answer their specific questions, i.e. UCOP website or UC San Diego UCPath Blink website. Use their influence to support acceptance of UCPath. 24

25 Roles & Responsibilities Key Communicators Hand picked by the Campus Advisory Council Representatives at departmental or VC Area Hand selected by Advisory Council Conduit between PMO and end users Receive information from PMO Key Communicators Push Out information through respective units VC Area or Departmental Representative 25

26 Key Communicators Roles & Responsibilities Stakeholder Group What We Want Them to Know What We Want Them To Do Key Communicator Network VC Area or Departmental Representatives Hand selected by Campus Advisory Council Their participation in the Change Network is critical to UCSD s transition to UCPath. They are the conduit between the Project Management Office and end users. Receive written communication from PMO and ensure its electronic delivery throughout their departments or sphere of influence. Attend UCPath meetings, quarterly or as needed. 26

27 FRAMEWORK FOR ACTION 27

28 Framework For Action Leadership Action Checklist Actions in which leaders will engage to support change initiative, e.g. release of campus-wide announcements, attendance of town halls and other public UCPath events Benefits Activities Owner Timeline Leaders organize and prioritize their efforts in support of the change initiative. Focuses efforts on clearly defined areas that require action Meet with Project Leader to develop activity list Tailor checklist according to project needs Send finalized list to Change Management Leader Change Management Change Agents Establish timelines for all activities 28

29 Framework For Action Assess Campus Readiness Benefits Activities Owner Timeline Assesses how the project will impact employees in terms of process changes, new/changed technology, or organizational changes Provides leadership with understanding of impact on the organization as a whole, and segmented groups in particular, e.g. Payroll, HR, AP employees Enables understanding of who needs what training to ensure the workforce is equipped to handle new systems, processes and policies Document current organizational structure Work with all stakeholders (project team members, Readiness Team, Steering Team) to identify impacts on processes, organizational structures, roles and responsibilities, staffing numbers, job alignments and training requirements Campus Business Alignment/Readiness PM Change Agents Establish timelines for all activities 29

30 Framework For Action Communications Plan Benefits Activities Owner Timeline Describes methods of communicating to impacted groups. Also provides tools that will allow targeting different audiences Builds awareness, understanding and confidence in the project Provides targeted and concrete communications vehicles Determine campus communications requirements by segmenting audiences Determine key messages that need to be communicated to general audience Determine key messages that need to be communicated to targeted audiences Determine communications vehicles that are needed, e.g. face-toface events, FAQs, e- mails, etc. Communications Change Management Influencers/Trusted Voices Refer to Communications Plan Timeline Establish timelines for all activities not included in the Communications Plan 30

31 Framework For Action Transition Plan Benefits Activities Owner Timeline Provides an evaluation and a plan for ensuring the organization s readiness to implement project in terms of processes, technology and training Enables organization to identify significant risks that would prevent successful implementation Tailor preimplementation checklist for evaluating campus implementation readiness Campus Readiness Change Management Change Agents Establish timeline for all activities Provides a step-bystep roadmap of activities that are necessary to ensure successful implementation Conduct assessment using the Pre- Implementation Checklist Based on results of assessment, analyze results and develop Transition Plan 31

32 Framework For Action Training Plan Benefits Activities Owner Timeline Identifies resource requirement for development and delivery of training and manages logistical requirements Informs Project Manager of the training resource requirements early in the project Effectively manages and addresses logistical requirements in support of training delivery Use Workforce Impact Assessments to understand impacts Identify resource requirements based on courses required Address logistical needs associated with the delivery of training Review and discuss plan with Program Manager and Campus Training Lead Training Change Management Influencers/Trusted Voices Establish timeline for all activities 32

33 Framework For Action Awareness Events Benefits Activities Owner Timeline Coordinated events to enhance employees understanding about the initiative, and how it will impact them.. Develops level of understanding of how initiative will impact employees Reference Communications Plan to understand audiences for timeline for events Change Management Communications Change Agents Influencers/Trusted Voices Establish timeline for all activities and events They may take the form of Q&A sessions, town halls, web-enabled meetings, etc Increases awareness about initiative among employees Develop schedule, meeting format and agendas for Awareness Events Develops feedback mechanism to monitor acceptance Coordinate delivery of event by preparing leaders and managing logistics They may also provide opportunities for key leaders to speak and to obtain feedback through the use of a post-event feedback form Collect and analyze feedback from events to monitor acceptance 33

34 Framework For Action Lessons Learned Provides an approach to identifying lessons learned from the current project across people, process and technology areas Benefits Activities Owner Timeline Enables the organization to identify what worked well, as well as identify areas for improvement so that future projects are successful Identify appropriate personnel to participate in the Lessons Learned Event Discuss and agree on important topics and questions for the event Validate and refine the suggested discussion/questions with the Program Manager Conduct event and summarize results Change Management Communications Change Agents Influencers/Trusted Voices Establish timeline for Lessons Learned Event 34

35 CHALLENGES 35

36 Challenges As a rule, people naturally resist change Deeply ingrained institutional culture to overcome Conflicting resource demands Competing priorities and projects on campuses Previous project frustrations UCOP History 36

37 RESOURCES & TOOLS 37

38 Resources and Tools UCSD UCPath Blink Site UCSD Communications Plan UCPath Training Plan UCPath SharePoint Site Oracle Consulting Change Readiness Toolkit Leadership Action Checklist Pre-Implementation Checklist Awareness Events Template Plan Templates Change Management Strategy 38

39 SUMMARY 39

40 Summary Control your own destiny or someone else will. Jack Welch 40