Organisational Change Management for IT Projects

 

ChangeDynamics provides a conprehensive organisational change management solutions to ensure the successful delivery of large IT Projects. These solutions include:-

 Key Change management activities

 

•Organizational Change Profile Assessment

•Stakeholder Engagement

•Change Readiness Assessment

•Communication Plan and Execution

•Change Sponsor and Leadership Development

•Project Team Diagnostic and Enhancement

•Change Network Assessment and Setup

•Project Risk Assessment and Mitigation

•Training needs assessment (TNA)

•Train the trainer (TTT)

•End User Training (EUT)

 

We have been involved in developing and implementing Organisational Change Management support for transformational programs in complex environments, and now we have developed our own, highly successful approach to change management consultancy.

 We call it ‘Value-Based Change Management'.

 Value based-change management is a structured approach to measure the performance of an organization’s change programme in terms of total value created for all stakeholders involved. This approach addresses the key question of what is value for me, for all stakeholders at various levels and involvement and measures both in tangible and non-tangible manner. ChangeDynamics uses the 70-20-10 Approach as part of Value-Based Organisational Change Management to create greatest value for organizations during a change programme.

 

 

Significance of Organisational Change Management

 

A system implementation project will typically create a “valley of despair” among individuals to be impacted by change it brings about, as depicted in the figure below on Change Curve.

 

 

 

 

As further explained by the figure below, projects or initiatives that employ effective organisational change management will be able to minimize the “valley of despair” experienced by those individuals during the projects or initiatives.

 

 

Stakeholder Management Analysis

The first step is determining who the stakeholders are. Proceeding with the stakeholder identification is the stakeholder analysis.  This exercise will map the stakeholders based on their level of importance and influence to the Project. Shown in the figure below is a sample of a Stakeholder Analysis.

 

Subsequently, these stakeholders will be categorised into three (3) broad categories, namely:

·       Sponsors – Individual(s) or group(s) that provide funding, resources and direction for the Project.

·       Ambassadors/Agents – Individual(s) that act as change initiators or sustainers. Deliver accurate and positive change messages of the Project to others.

·       Targets – Receive changes to roles and / or responsibilities as a result of the Project.   

These categories are referred to as the Change Network.  Apart from solving a practical issue for the Project team, reaching in terms of resources and time constraints, having a Change Network in the Project will ensure that the Project has representation at all relevant levels and impacted groups. 

Results gathered from the analysis will serve as an input to develop the Project Communication Plan in the following stage, whereby information needs will be determined.  Attending to the stakeholders’ communication needs will inevitably address their concerns and provide accurate information on the Project.  This will eventually help to facilitate the stakeholders’ movement in the commitment curve to the change brought about by the Project. 

Once the information needs have been established, effective channels through which the stakeholders can be reached will be determined.  Different communication channels will be used at different points in the commitment curve to achieve the most effective results.

Described in the figure below are some of the potential communication channels to be used for a typical Project.  Refinements will be made once the Change Management Team are on the ground and have deeper understanding of the organisation's environment.

 

 Change Readiness Assessment (CRA)

The CRA will be assessing the five (5) dimensions of change

·         Navigation

·         Leadership

·         Ownership

·         Enablement

·         Culture

 

Several hypotheses will be developed on the current situation and confirming them through the CRA analysis and results for the five (5) dimensions.  The CRA will be conducted online across all impacted locations of the organisation, including state offices and branches.  The online feature of the CRA will enable better and faster reach of the employees in order to understand their readiness for change and obtain their feedback in particular to the five (5) change dimensions.

 

 Transition Management

Transition Management focuses on the support accorded to users from the point of the go-live of the new IT System and onwards. The approach typically ensures that the expert users are being prepared through training and briefing sessions to provide support to end users at their locality first and beyond that if required.  The helpdesk personnel will also be trained to handle and support user enquiries.  Proper escalation procedure will be identified, put in place and tested prior to the actual go-live.

  The key objectives are:

  • Establish a support structure to assist users in all functional, technical and administration matters relating to  system, post-implementation
  • Provide responsive and customer focused user support
  • Provide end-users with a specific point of contact, for enquiries and issues

 

The approach for transition management is described in the figure below.

 

A typical escalation procedure for the new IT System support activities is shown below, which will be refined during the course of the project.

 

 

Discussion and involvement from the IT Department's key personnel is also required to ensure seamless integration into the current helpdesk function.  Naturally, this is to ensure continuity after the support activities are transitioned from the full time project team to the permanent support structure that is available in the organisation.