1. CHANGE MANAGEMENT - PART 2 MODULE 7
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ECM SPECIALIST COURSE 1

2. ECM SPECIALIST MODULES
Section 1:
ECM Business Strategy
Section 3:
ECM Applications and Solutions
Section 5:
Foundations and Planning
Section 6:
Design, Deliver and Deploy
Module 1:
Introduction to ECM Program Delivery
Modules 8 and 9:
Applications and Solutions Parts 1 and 2
Modules 14, 15 and 16
Building a Foundation
Parts 1, 2 and 3
Modules 20 and 21
Design Parts 1 and 2
Module 2:
ECM Program Strategy
Exam 3
Module 17:
Creating a Project Roadmap
Module 22:
Develop
Module 23:
Deployment and Operations
Module 3:
ECM Business Case
Section 4:
Business and Technology Assessments
Module 18:
Establishing a
Project Plan
Exam 1
Module 24:
Continuous Improvement
Section 2:
Change Management and Governance
Modules 10 and 11
Business Assessment
Parts 1 and 2
Module 19:
Client Engagement
Modules 4 and 5:
Governance
Modules 12 and 13
Technical Assessment
Modules 6 and 7:
Change Management
Exam 2
Exam 4
Exam 5
Exam 62
There are 24 modules in the ECM Specialist Course. We are now in Section 2 , Module 7 , “Change Management - Part 2”. We will step through how to define and structure a Change Management Strategy for an ECM implementation. The topic of Change Management began in Module 6 and will be concluded in this portion of the course.

3. AGENDA
Adopting change management throughout the implementation lifecycle
Roles and responsibilities
Accountability for change
Building the change management plan
Module recap
This module continues from the topics introduced in Module 6. This module will dive into more of the details on building a change management strategy that can span the entire lifecycle of your ECM project deployment. We’ll outline the roles and responsibilities needed to execute on a change management strategy, and how various stakeholders must be accountable for encouraging change. We’ll step through how to build a change management plan and understand why it’s important to have this in hand as we prepare for the Phase 3 planning and foundational activities.
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4. CHANGE MANAGEMENT ACROSS THE IMPLEMENTATION LIFECYCLE
Change management should be a constant consideration across all phases of the implementation lifecycle. From the initial assessment and requirements gathering, through to design, development and deployment, project leaders should understand, document and address the impact a new content management application will have on business users, administrators, compliance officers, and even clients or partners.
User engagement throughout the entire implementation process will help ensure success. Failure to get user adoption is often a factor in project failure. Often, users are virtually ignored in many ECM projects – and an objective of this course is to document the benefits of user involvement. Users will often be enthusiastic for the potential benefits of the project, so their early input can improve acceptance and alignment with business objectives.
The level of user involvement need not remain constant throughout the ECM project. At the beginning of the project, interaction is best focused on a small core group of users, in addition to the sponsor and project team members.
Change management cannot all be done at once. Rather, change is fostered and facilitated throughout the project, from the very beginning of the project until the last applications have been rolled out to the users.
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5. CHANGE MANAGEMENT ACROSS THE IMPLEMENTATION LIFECYCLE
As we prepare to step through the five phases of the ECM implementation lifecycle over the course of this ECM Specialist course, we’ll highlight the areas where change management considerations need to be addressed.
The first two phases of the lifecycle - business assessment and technical assessment - will provide ample opportunity to engage a core group of users in early stage planning. These two early stages will focus on defining, prioritizing and ranking the requirements for the ECM deployment. Input will be gathered to understand needs of business users and corporate or departmental goals, along with technical needs and dependencies from IT management. In both of these information gathering stages, end user participation will be recommended, providing an opportunity for change management to be identified and documented right at project kickoff.
The assessments done in Phase 1 will also contribute to our understanding of organizational readiness for change. The realities that are discovered and defined by the diagnostics and workshops in this assessment phase will be important as a change management plan that is unique to your organization (or even across departments within your organization) is developed.
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6. CHANGE MANAGEMENT ACROSS THE IMPLEMENTATION LIFECYCLE
As our ECM Specialist course progresses, we will move our focus to phases 3, 4 and 5 of the implementation lifecycle. Phase 3, as we’ll explore in more detail in later modules, will lay out the essential foundational activities needed to move forward with an ECM deployment. Inclusion of key stakeholder groups during this planning stage will offer ample opportunity to refine and execute change management communication, workshops and ongoing input from core business users.
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7. CHANGE MANAGEMENT ACROSS THE IMPLEMENTATION LIFECYCLE
Phase 4 will cover the activities needed for the design stages of the ECM deployment. Design means more than just how the proposed system will look - it also means design of the user and administrative documentation, help tools, training programs and materials. These design activities should have change management needs front and center, in order to ensure delivery of a system that is usable, readily understood and has the shortest possible learning curve for users at all skill levels.
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8. CHANGE MANAGEMENT ACROSS THE IMPLEMENTATION LIFECYCLE
Phase 5 will cover the activities needed for the development, delivery, deployment and operational phases of the ECM deployment project. This phase can be a particularly important one for change management as the ECM system is deployed first to the early test groups, and later to the broader user community. Ensuring that training, coaching, and communication plans are ready for delivery are essential as users are introduced to new processes, software tools and ways of approaching routine tasks. Skimping on the education and communication components of a change management program at this critical phase could result in project failure or success measurements being lower than expected.
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9. ROLES AND RESPONSIBILITIES
As the assessment and planning phases of an ECM deployment begin, the project leaders should already be considering the roles and responsibilities needed to incorporate change management at all critical stages of the project. Let’s step through the essential participants in a change management program and the roles they will play.
IT Management will be responsible for identifying and communicating any changes to the technical infrastructure that will affect not only the project delivery tasks but how such changes will impact typical business users. If upgrades are needed to web browsers, office applications or systems to take advantage of ECM capabilities, this information must be part of the coaching, communication and training programs. If the new ECM application introduces use of mobile, cloud or SaaS applications, a change in technical infrastructure may also compel a change in governance or appropriate use policies.
Senior management will be responsible for setting overall priorities that align with the key objectives of the organization or business unit. Their support and encouragement of the ECM project will not only be to guide priorities and allocate budget, but to allow their employees to participate in requirements gathering activities and provide feedback throughout the planning stages. Ensuring time will be allowed for training, coaching will be critical, as well as accepting the normal short-term drop in productivity that can accompany a new system rollout. Perhaps the most important role of senior management, however, is to set the tone for the new initiative and create a business culture that can embrace change. This cultural aspect is the most essential, and often most difficult if senior managers across business units are not in agreement.
Human resource and internal communication teams are often on the front line of new policy development and awareness campaigns, and can be valuable assets when planning the broader rollout. How and when to leverage existing in-house communication platforms at the right stages of project deployment will be important as change management plans are designed. The HR team can also often provide guidance on how to communicate with diverse audiences (such as audiences speaking different languages or using accessibility tools) to ensure change management programs reach all intended users.
Trainers, coachers and workshop facilitators can be valuable change management assets throughout the ECM implementation lifecycle. Understanding what resources are available in-house, or may need to be sub-contracted, is important information to have when entering Phase 1, the assessment phase of deployment.
User champions can be powerful agents for change - an enthusiastic team of early adopters who can champion the benefits of the new system, even in early pilot phases. These user champions can be identified and cultivated during the early phases of ECM deployment, as participants in requirements gathering, workshops and pilot participants. As broader rollout beings, these early adopters can emerge as trusted experts in their peer groups, and help to ease resistance to change across user communities.
The project management team will be responsible for ensuring that all of this information is collected, documented and incorporated into project schedules as the ECM deployment progresses. Changes that may affect user adoption and behavior must addressed in the change management plan.
ROLES AND RESPONSIBILITIES
Develop a change management responsibilities as part of ECM deployment planning
IT management
Senior management
HR or internal communications officer
In-house facilitators, trainers or coaches
External facilitators, trainers or coaches
User champions
Project management team
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10. ACCOUNTABILITIES FOR CHANGE
The roles and responsibilities for change can be relatively easy to identify and document, but ensuring that accountability is accepted and responsibility taken can be a more significant cultural issue.
IT management must ensure they communicate clearly and proactively with the ECM team and business sponsors on the costs and timelines for solution delivery. Has IT agreed to align the design, development and delivery priorities to the business requirements and user pain points?
Senior management must be accountable for ensuring their employees are equipped with the vision, coaching, new tools and encouragement to adopt the new system and put effort into learning new processes and software systems. Management should encourage and lead change management initiatives by example, not merely by issuing directives. Management should also review how employees are judged and compensated to ensure that any changed process or behavior arising from the ECM deployment are reflected in bonus structures or employee review checklists. An essential part of change management is to align rewards and recognition to the preferred new behavior. This can take weeks or months in large organizations, so should be addressed early in the planning cycle.
Human resource teams should guide the managers in adopting new reward or recognition systems to align with the new desired behaviors. HR and internal communication teams should also take a close look at any required change to appropriate use policies or social media guidelines if the new ECM deployment introduces new collaboration, mobile, cloud or social media tools or communication expectations on employees.
Trainers, coachers and workshop facilitators (whether internal or external) should be accountable for delivering the right level of coaching to align with employee skill sets and timing of system adoption. Creating schedules and educational content that are meaningful and relevant to different roles and technical skill levels will mean greater success compared to generic training programs delivered without thought to the user’s needs or actual job function. How to effectively balance the need for classroom, online, or one-on-one training sessions for different user groups should be a responsibility of the training professionals.
User champions must be accountable to provide open, constructive, but not negative feedback through the early assessment phases. They need to be prepared to accept an increased workload during the planning and rollout phases, as they participate in the feedback cycle along with their day-to-day tasks. They should also be prepared - and empowered by management - to help coach their peers during the pilot or production rollout phases.
The project management team is accountable for overall coordination and documentation of the responsibilities that each role must accept, and be prepared to escalate any roadblocks to the executive stakeholders for action.
Each role must have accountability for change management responsibilities
IT management
Senior management
HR or internal communications officer
In-house facilitators, trainers or coaches
External facilitators, trainers or coaches
User champions
Project management team
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11. BUILDING A CHANGE MANAGEMENT PLAN
Let’s step through the key phases in the development of a change management plan. Even before we dive into the details of the business and technical assessment phases of our ECM deployment, we should already anticipate the need for change management. The details of the plan can be completed as the implementation progresses. Be ready, however, to document and plan for:
First, the governance structure of the team responsible for change management. What roles, titles and business units are represented, and which ones are responsible for decision-making?
Second, be prepared to document the current baseline - the business process and content-handling activities that reflects today’s situation. Begin identifying which of these are most in need of change as part of the ECM requirements gathering process. Highlight these as top candidates for change management activities.
Third, document the desired new processes and procedures, the “to-be” or “desired future state”. The delta, or difference between the current state and future state, should form the core of the change management focus. These can be documented in greater detail as the assessment phases are completed and requirements are finalized.
Fourth, assess the impact of expected change on people and the processes they run as part of their work activities. Understand their level of technical expertise, process expertise, and ability to adapt to new tools and allocate coaching or training time as necessary.
Fifth, identify potential barriers. For example, if none of the customer service team has ever used a tablet device in their consumer computing activities, and devices will be issued as part of the new case management system, plan for how to surmount this barrier. Or if the sales team is deep into closing a fiscal year end, ensure coaching for this team is not scheduled at this mission critical time.
Sixth, ensure good communication habits start right from day one. Brief all members of the project team - IT management, compliance officers, business stakeholders, and so on - and ensure there is agreement and buy-in to support the change management plan.
Activities during business and technical assessment phases:
Document the governance structure of change management team
Document current processes - the “as-is”
Document new processes and procedures - the “future state”
Assess impact of change from ECM deployment on people and process
Identify potential barriers
Brief ECM project team and ensure buy-in at all levels
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12. BUILDING A CHANGE MANAGEMENT PLAN (CONT’D)
The change management plan must also be updated as the planning and design phases of the ECM deployment are begun. These activities should include:
First, mapping the critical change management activities into the overall project plan so that nothing is missed, dependencies are recognized, and resources are properly allocated. This might mean scheduling time with internal communication staff, pushing notifications through intranet or other in-house channels, preparing or booking classrooms, and scheduling time on employee calendars for training and orientation.
Second, the communication plan should be finalized, identifying the channels of communication that can be used. These may include newsletters, all-staff meetings, management team calls, , or company collaboration sites. Finalize any variations in the communication message, as there may be different priorities and timelines for management, remote workers, customer service reps and IT support desks.
Third, develop the training plans for key groups, including content, materials, delivery method, timing and follow up coaching requirements.
Activities during planning and design phases:
Include change management activities and align to milestones in overall project plan
Document the communication plan and key messages
Develop training plan for key groups
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13. BUILDING A CHANGE MANAGEMENT PLAN (CONT’D)
Activities during development, delivery, deployment and operations phases:
Schedule training, coaching, communication activities
Document training and communication progress to understand what has been achieved and what remains
Collect feedback and areas of improvement to prepare for continuous improvement activities
Assess if all identified barriers been addressed
As the ECM deployment moves into pilot development and deployment stages, the execution of the plan can now be completed.
First, schedule the planned training, coaching and communication activities that we outlined in the previous two slides.
Second, document the progress of training and communication activities so that there is a clear understanding of what has been completed, what is outstanding, and how users are responding to the activities.
This document is important for the third aspect of change management during the development and deployment stage: the collection of feedback and analysis of areas of improvement. ECM systems that are deployed using an agile or iterative approach should constantly evaluate user reaction and adoption in order to tune and improve the next set of training or communication activities.
Finally, confirm if all of the barriers that were identified in the assessment phase have, in fact, been addressed. Ensure that any technical, cultural or process changes highlighted as essential in the planning stages have been dealt with and resolved.
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14. CREATING A CHANGE MANAGEMENT PLAN
Sample roadmap from a public sector health agency
This diagram is an example of a change management roadmap, or high level plan, used by a public sector health care agency. This graphical representation can provide a useful summary of the elements required in a typical change management plan across a content management deployment. As you develop a change management plan for your own ECM deployment, consider creating a single slide or one-page summary to help in workshops, meetings and other venues where communication of the change management tasks and priorities will be required.
Source: NHS Scotland
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15. MODULE RECAP
Adopting change management throughout the implementation lifecycle
Roles and responsibilities
Accountability for change
Building the change management plan
Module recap
This module, continuing from the introduction to change management started in Module 6, stepped through the planning tasks, roles and responsibilities for change management in the context of an ECM deployment. We have covered the importance of incorporating change management across all aspects of the project lifecycle - from beginning to end and through phases of incremental improvement. We’ve outlined the roles and responsibilities to define in the plan and how to track accountability for change. Finally we’ve stepped through how to build a change management plan for an ECM implementation.
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