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Session Ground Rules Please be back from breaks, lunch on time

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Presentation on theme: "Session Ground Rules Please be back from breaks, lunch on time"— Presentation transcript:

0 Financial Information Systems Replacement Project
Controllers Conference October 28, 2008

1 Session Ground Rules Please be back from breaks, lunch on time
No interruptions (pagers, cell phones, etc.) You can challenge ideas, not people Listen to what others have to say / No side conversations Parking lot Questions Have fun …. Every session you go to, there are some ground rules, just want to ensure everyone gets value from the conference. Please turn off any cells phones, pagers, and such During the morning session, there will be opportunities for questions after each speaker presents. And, We are documenting any questions or issues that will require follow up. Linda Corriveau will be documenting these, so we can address then at a later date. And most important, have a good time. Here is a short clip as a reminder.. FACILITATION TIP The purpose of establishing ground rules is to set how individuals will behave towards each other in the session. It may be practical for you to involve the participants in the development of their own ground rules in order to create an effective working environment. If the participants determine the group’s operating rules, they are more likely to live by them. More importantly, group development of ground rules generally leads to group enforcement of the rules which makes the facilitator’s job much easier.

2 Video clip – Rick Mercer blackberry video

3 Name the FIS Replacement Project
 Requirements: Propose a name for the new financial system that is easy, identifiable and significant to users. How to Enter: Complete the ballot that is in your package while you are at the conference, or Submit entries to Robert Borden, The deadline for submissions is Friday, November 7th at 5:00 PM. Winner Selection: The project team will review all entries and determine the winner.  The Prize: All finalists will receive a prize.  General Conditions: Enter as many names as you would like. As you may know already, FMBS is sponsoring a competition to brand the new Financial Information System The contest is open to all GNWT Employees. In your packages, you will have a ballot. There is a box in the _________ for your entries.

4 FIS Replacement Project - Vision
Warren St Germaine Assistant Deputy Minister, FIS Replacement And, now, I’d like to welcome Mr. Warren St. Germaine. He will provide an overview of the Project.

5 FIS Replacement Project
Vision We are laying a cornerstone for a strong foundation to support the Government of the Northwest Territories to make the best possible decisions by providing the right information to the right people at the right time through effective, integrated processes and supporting technology We will achieve this by Delivering a quality, on-time, on-budget FIS replacement system Ensuring continuous involvement of and communication with all departments throughout the project lifecycle Supporting employees through the change with deliberate scheduled actions Our outcomes will Give managers the tools that they need to manage and support their decisions Empower employees to be more effective in their roles through better tools and training Allow departments to focus on what really matters Adopt/adapt best practices while honouring and recognizing what currently works for us Streamline/standardize business processes that support the system (end-to-end) Reduce the number of ancillary information systems throughout the organization

6 FIS Replacement Project Team
GNWT IBM Secretary of the FMB Comptroller General Margaret Melhorn Assistant Deputy Minister, FIS Replacement Warren St. Germaine Beth Bell Assistant Comptroller General Louise Lavoie Executive Program Director Robert Ratcliffe Gary Hunter Project Manager Rob McMenemy Ginger Street Developer Marc Gauthier Change Management Kristen Cook Linda Corriveau Coralee Round Training Niña Salvador Accounts Payable Andy Couvrette Randy Smandych Asset Management Paul Lam Ashwini Goabal Billing/Accounts Receivable Jennifer Doyle Rick Kordalchuk Business Systems Analysts Leslie Goit Miles Welsh Expenses Andy Couvrette Daniel Martins General Ledger Chris Engley Roma Ghosh Project Costing John Phillips Purchasing Sherry Spring Kelly Baker Treasury Chris Engley Kelly Kavanaugh

7 Robert Ratcliffe Executive Project Director
Project Overview Robert Ratcliffe Executive Project Director

8 Project Scope Replace FIS and major processes / applications around FIS Build all inbound / outbound interfaces to legacy systems that are linked to FIS PeopleSoft Modules General Ledger Accounts Receivable & Billing Accounts Payable Purchasing Treasury Expense Management Asset Management Project Costing (Planning Stage only / Implement tbd)

9 Benefits Improved management decision making through corporate-wide financial solution Drill-down / drill-through capabilities Enterprise platform for consistency Common standards, platforms, processes and procedures Leverage best practices Improve operational efficiency & eliminate redundant or duplicated activities Sets foundation for handling future growth

10 Estimated Cost to Implement $ 20,262,454
Cost and funding constraints led to redefining project scope Efforts today sets foundation for implementing future modules Investment enables integration across major systems (e.g. HR & Financial) Shared technology platforms will lower operational costs such as maintenance & support

11 Estimated Project Activities & Timelines
Planning & Define Design Build Transition Oct – Dec Business Req’ts RICE Jan – Mar Application Feb – Apr App Configuration System / Integration Testing May – Aug UAT, Stress Test, QA Test Training Go Live Support RICE – Reports, Interfaces, Conversions, Extensions

12 Methodology Overview Planning & Define Design
Workshops with SME’s to identify requirements and assess Fit-Gap Identify opportunities for business process re-engineering Initiate activities for technical (conversions, interfaces) and people impact (training, change management, communications) Commence knowledge transfer so that GNWT takes ownership Design Identifying, assessing & recommending options Validate with business the proposed setup and impact to business processes RICE – Reports, Interfaces, Conversions, Extensions Set up technical environments Detail approach to testing, conversions, and training Defining technical environments and post-implementation support Ongoing knowledge transfer

13 Methodology Overview Build Transition
GNWT goal is to avoid customization Teams will configure PeopleSoft Financials RICE – Reports, Interfaces, Conversions, Extensions System and Integration testing Validate with the business providing & seeking ongoing feedback Engage GNWT internal audit to enhance quality assurance Ongoing knowledge transfer Transition UAT: User Acceptance Testing End User Training for both application and business processes Conversion, Cut-Over and Go-Live Post-Implementation Support

14 Project Management Activities
Project Managers will add value in understanding: Management Integration Time Quality Communication Procurement Scope Cost Human Resource Risk Project Management Knowledge Area Processes

15 How Does This Impact Me? New tools New business process
This is not FIS….so need to be trained on how PeopleSoft works New business process PeopleSoft uses best practices so existing ways of doing business may change GNWT Chart of Account structure will change (No TRANS CODES!!!!!!!) Automating manual processes and setting foundation for workflows How can I contribute? Participate (subject matter experts), ask questions Be available for training Be open to change Participate in Testing How will PeopleSoft team help me? Training & documentation of processes Relying on business users and management for business requirements

16 Robert Ratcliffe Executive Project Director
Planning & Define Update Robert Ratcliffe Executive Project Director

17 Planning & Define Update
Core project team is working well together COA structure is defined and being vetted by business Training for core team members has commenced DFA, Steering Committee and Business Advisory Committee are engaged and supportive Solid representation of SME (Subject Matter Experts) Steep learning curve & ramp up has been challenging GNWT staff are enthusiastic, open minded, and starting to internalize benefits of PeopleSoft IT Architecture has been defined and equipment ordered Knowledge transfer is well underway Project Status: Green

18 Ginger Street Randy Smandych
PeopleSoft Financials Highlights Ginger Street Randy Smandych

19 What We Have Found so Far…..
Government representatives are knowledgeable about the current processes Willingly share their information Enthusiastic team players Open to new ideas Anxious to know the new business processes PeopleSoft is a good ‘fit 80/20 rule We haven’t found any ‘show stoppers’ We are making good progress GL/AP/PO/AR/BI workshops 50% complete Starting TR/AM/EX/PC in November The facilitator presents the ground rules and asks participants if they agree with the list and if they want to add other elements. Every session you go to, we have some ground rules, just want to ensure everyone gets value from the conference. FACILITATION TIP The purpose of establishing ground rules is to set how individuals will behave towards each other in the session. It may be practical for you to involve the participants in the development of their own ground rules in order to create an effective working environment. If the participants determine the group’s operating rules, they are more likely to live by them. More importantly, group development of ground rules generally leads to group enforcement of the rules which makes the facilitator’s job much easier.

20 What We Have Found so Far…..
General Ledger Flexible chart of accounts Room for growth Allocations Multiple ways to create journals Standard journal templates Recurring journals Spreadsheet upload Easy access to historical information going forward Year-end closing is more flexible Able to post adjustments to prior period Easy to create reports Can be pushed or pulled The facilitator presents the ground rules and asks participants if they agree with the list and if they want to add other elements. Every session you go to, we have some ground rules, just want to ensure everyone gets value from the conference. FACILITATION TIP The purpose of establishing ground rules is to set how individuals will behave towards each other in the session. It may be practical for you to involve the participants in the development of their own ground rules in order to create an effective working environment. If the participants determine the group’s operating rules, they are more likely to live by them. More importantly, group development of ground rules generally leads to group enforcement of the rules which makes the facilitator’s job much easier. 20

21 What We Have Found so Far…..
Accounts Receivable/Billing Ability to calculate interest on overdue receivables All cash transactions can be processed in PeopleSoft & then fed to subsystems Complete audit tracking of each transaction GNWT has some complex business processes but we are working through them – many of them do ‘fit’ Purchasing & Accounts Payable Purchasing will eliminate many shadow systems Procure to Pay integration allows PO info to automatically flow to voucher 3 way matching Different terminology within the application – we are now creating a glossary The facilitator presents the ground rules and asks participants if they agree with the list and if they want to add other elements. Every session you go to, we have some ground rules, just want to ensure everyone gets value from the conference. FACILITATION TIP The purpose of establishing ground rules is to set how individuals will behave towards each other in the session. It may be practical for you to involve the participants in the development of their own ground rules in order to create an effective working environment. If the participants determine the group’s operating rules, they are more likely to live by them. More importantly, group development of ground rules generally leads to group enforcement of the rules which makes the facilitator’s job much easier. 21

22 What We Have Found so Far…..
Full commitment accounting HCM/PO/AP/EX Ability to drill down to commitment transactions Controlled at the General Ledger level Full vs partial Spend Check Easy to include information in reports Accessing the commitment ledgers This will not solve all of the commitment reporting issues

23 What We Have Found so Far…..
Reporting On line query tool Drill downs from GL to details in source ledgers Report layouts designed in Excel

24 Chris Engley Niña Salvador
Chart of Accounts and Accounting Training Update Chris Engley Niña Salvador

25 Chart of Accounts – Definition and Purpose
A financial classification system for identifying, aggregating and reporting financial transactions. The COA provides the framework for planning, resource allocation, management control, accounting, statistical and evaluation purposes, as well as the preparation of the Public Accounts. FAM Directive 1201 – Financial Coding Systems: The Comptroller General shall ensure that the financial coding established by user Departments for use in the Financial Information System: a) Provides for the preparation of the Public Accounts; b) Provides for measurement or comparison of actual results to the financial authorities approved in the Main Estimates by the Legislative Assembly; and c) Uses the mandatory and optional coding elements in a manner fully consistent with their intended use.

26 Why New COA Design is Required
Many aspects of the current GNWT Chart of Accounts are unique to FIS and not supported by PeopleSoft as delivered. In order to avoid costly customizations and to enable us to take advantage of PeopleSoft functionality, the COA must be redesigned. Because of this, it is an opportune time to revisit how the COA is set up and to look for possible improvements.

27 Redesign Process Workshops were held with representatives from each GNWT department and the NWT Housing Corporation to define financial reporting requirements and to draft a proposed COA structure for the Peoplesoft implementation. The proposed COA is currently under review by GNWT departments and the NWT Housing Corporation.

28 Representatives Legislative Assembly Cheryl Menard
Executive & Aboriginal Affairs James Ssenyange FMBS Alain Bolduc Finance Mel Enge Human Resources Michelle Ramm MACA Colleen Zorn Transportation Gary Brennan Public Works Chuck Gibson Health & Social Services Kim Weir, Johanne Denault ENR & ITI Sheila Wooley Education Marissa Martin, Sheila Devine Justice Leanne Hannah NWT Housing Corporation Biswanath Chakrabarty

29 Guiding Principles Design the chart of accounts around required reports. Design for flexibility – scalable and maintainable solution Avoid detail in the general ledger when available in sub-ledgers Capture data at the lowest level, avoid recording transactions to a “parent” or “roll-up” account. Promote consistency, keep segments pure (one segment, one meaning) Build in as much sharing as possible to reduce maintenance. Reduce redundancy and complexity where possible.

30 COA Redesign - Challenges
Once configured in the financial system, the COA cannot be changed. Not all departments use the same segments for the same purpose. The COA structure must meet needs of all organizations included in the Peoplesoft implementation.

31 Current FIS Chart of Accounts
Region (1) Area (1) Program (2) Division (1) Section (1) Unit Balance Sheet (2) GL Account (4) Vote (2) Control Object (1) Standard Object Group Object Major Costing (4) Settlement (3) Subsidiary (10) GSN (10) Cost Centre (3) Cost Detail (3)

32 PeopleSoft ChartFields Facility (Chartfield 1) PeopleSoft ChartFields
GNWT Chart String Region (TREE) Area Settlement GL Account Control Object Standard Object Group Object Balance Sheet Vote Program Code (TREE) Division (TREE) Section (TREE) Unit 1 char 3 char 4 char 2 char GL Business Unit Operating Unit Class Account Fund Code Department (5 char) (8 char) (10 char) PeopleSoft ChartFields Major Costing Cost Centre Cost Detail Subsidiary  GSN 4 char 3 char 10 char  10 char Project Business Unit Project ID Activity Facility (Chartfield 1) Chartfield 2 (5 char) (8 char) PeopleSoft ChartFields

33 Recommended Peoplesoft Chart of Accounts
GL Business Unit Department Operating Unit Account Class Fund Code Facility Project Business Unit Project ID Activity 5 char 2 char 3 char 8 char Required Optional

34 Additional Considerations
Index codes & PeopleSoft speed types FIS transaction codes User defaults

35 Next Steps Scheduling additional workshops with additional stakeholders, including those who have embedded the FIS COA into external systems. Over the next few weeks, the COA structure will be frozen for the define phase. Generate list of values for each segment Mapping old values to new values Develop training

36 Accounting Training Course
Objective Refresh accounting knowledge Preparation for the new system Course content Accounting equation Debits and credits General journal General ledger Trial Balance Training update HR training calendar On-going training Higher level management Non-financial management Accounting training Objective – why are we doing this? To help you – better understand accounting concepts, prepare you for the new system coming Course content – high level overview of what the course covers Training update – Nina – not entirely sure what this bullet is for – On-going training – emphasize that this is not a one time event Participant feedback – what we have heard from people who have attended the pilot courses Any questions? Feedback from participants has been positive 36

37 The System Formally Known as FIS
Just a reminder about the name the system contest. You’ve heard a lot about the system so far. Are there any good ideas floating around? Take a few minutes to jot down your ideas and drop them off before we take a break this afternoon.

38 Kristen Cook Niña Salvador
Change management Kristen Cook Niña Salvador

39 What is Change Management?
Change Management is the process of helping an organization transition to a new working environment Change management is a planned and deliberate schedule of actions and messages involving those who have a stake in the change in order to help them take ownership of the change Thinking There Key message for this slide – every one wants to know exactly what the system will look like when we go live – that’s normal Change management – actions that are taken to help people understand the change through all stages of the project We are only at the beginning….the define stage – no one knows exactly what things like yet As we move through the stages of the project, our change management program is designed to help everyone through various stages. This diagram shows that Thinking there – start designing and building the system, communicate with you to help you understand what it may look like Getting there – our communication will become more detailed – and we’ll be developing the new processes that will form what the system will be Living there – through the training and go live, you will see and experience what it will actually look like and the new “norms” will begin to develop. Change Management is the process in which we help you get from thinking there to living there. Living There Getting There

40 Benefits largely come from business change
New Technology Old Business Processes Expensive Old Business Process + = Hold up old technology (8-track) and new technology (i-pod) You heard this morning that the system is an investment. If we just put in this system & continue with old processes we just end up with Expensive old business processes. BUT, if we support the system with new processes, we will enable department to focus on what really matters. Remember the days when you wanted to workout at the gym or go running? Not only is the technology new (the 8-track or the tape recorder vs the small ipod) – but the PROCESS for getting music into “your technology” is very different – have some fun describing how you used to record your tapes the old way – and the new “streamlined” process for loading music onto your ipod Helps illustrate that along with the new technology (the ipod) you have to have new processes – the old processes served you well in the past – but they just don’t work with the new technology The new system will bring with it new processes – and we will be walking you through and explaining those new processes once they are defined New Technology New Business Process Business Enabler + =

41 Business process A + B + C = Result
PeopleSoft is about the integration of functions and business processes Purchase Requisition Invoice Payment Order Business process A B C = Result It’s not about technology as much as I is about business process. Key messages: Holistic view of business rather than individual functions – we can no longer function in silos – there has to be an awareness of how actions that occur in one module affect the downstream modules The end user creates a purchase requisition – The required information is entered into the system The purchase order is completed and the original data is pulled forward, only requiring subsequent information to be entered. Lastly, all of the data is pulled forward to complete the payment. This integrated system eliminates duplicate work and redundant paperflow.

42 System initiatives automatically force significant change
Change to existing jobs and new jobs are created Increased collaboration between departments Single inputs update multiple data files Tools available to do the job Increased ownership of processes New business processes A single source of information Routine work done by the system New relationships with suppliers/clients A single source of information – regardless of which department you are working in, you will see the same information. Single inputs update multiple data files – Departments are not duplicating work, they are sharing information. Increased ownership of the process – you will be able to track work through the various stages. It’s less about technology and more about process and people

43 Insert “The First Help Desk” video here
Setup – we have all used the “help desk” – when using new “technology” people learning the new processes.

44 How do we react to change?
Merge will be presenting the tools for change on the third day – we are only going to mention a few of the concepts today – she will be going much more in depth into how we react to change and give us some tools to help us manage through the changes to come

45 Increased danger of checking out
People react to change in a typical pattern… even when the change is a good one Key messages: Change is an ongoing process rather than an event – we all go through stages during a change initiative – through the curve – and it doesn’t matter if that change is a good one (you can insert an example here about taking on a new job, buying a house, etc…) Change is different for everyone – people change when they want to, not when anyone else wants them to - some people get through the change curve really quickly – others take longer – and some people may go backwards through a change – that is all normal Negative behaviour - denial, apprehension, anger and resistance are normal and should be expected – It is how we deal with the behaviour that is critical The progression through the phases of change represents and opportunity for growth and some risk taking – trying the unknown Increased danger of checking out Increased resistance

46 The phased response to change – the marathon effect
understanding time First to know Next to know Last to know The marathon effect The classic example – the Boston marathon – over 20,000 people enter the race – so they have “wave starts” based on your qualifying time – the fastest qualifying times get to be closer to the start line Those with the faster qualifying times cross the start line first – by the time the last of the runners cross the start line, the front runners have already been running for 30 minutes and are at the 10 kilometer mark Think of those in senior management – those people who made the decision to change the new system – as the first runners over the start line – they go through their own “change curve” just like everyone else – but they are already getting on with it while some people – the “last of us to know” still haven’t crossed the start line! First to know = Sr. Management, People who made the decision to change, Next to know = Middle management, SME’s, through workshops Last to know = The rest of us. Key messages – we should always remember that not everyone is at the same stage of the change, or has the same amount of knowledge or understanding as we do – some will have more, some will have less – communicate with people where they are in the change cycle – not where you are in the change cycle….

47 Our circle of influence – what can we control?*
Focusing on things that are under your control leads to greater influence Wasting time and energy on things beyond your control decreases your influence PROACTIVE REACTIVE Circle of Influence Circle of Concern Circle of Influence Circle of Concern Key messages There are things that we can control or influence – but there are many things that we cannot control We cannot control the weather, the economy, etc – but we can control how we “react” to those things – we can dress warmly when the weather is really cold We have purchased and are implementing a new system – Peoplesoft financials – it is a done deal – we are on our way and are going to implement the system – that is out of our control But what we can control is how we react to it – we must be interested – ask questions and be involved when asked to participate Think about your daily routine! Think of the same change that has occurred in your job in the last few weeks (Ref. p. 12). List the events that fell within your circle of concern: List the events that fell within your circle of influence: What would have been an alternative way to respond to that situation? * From Stephen R. Covey’s “The 7 habits of highly effective people”

48 We hear you – we know you will have questions…
What’s expected of me? What will be my role in practical terms? What’s in it for me? Where are we going? How will I do my job tomorrow? What’s going to be different? How will I operate? What new skills will I need to develop? Key message: - we know you will have questions – and we want to hear from you We may not have all of the answers right away but as soon as we know, we will communicate Although you may not have the answers to all these questions at the beginning of a change project, at least let people know that they will be addressed at a later point (acknowledge the uncertainty). Key take away = we can’t answer all your questions now, but bring them to us and we will. Web site

49 How we will help you get through the change?

50 Video clip – ice scraper
To highlight the fact that you start with the end in mind – you have to know where you are going before you just jump in….

51 Awereness/Understanding
How will employees be prepared for the changes associated with the FIS Replacement project? First contact Introduction Learning Support Focused help Training (hands on) Awereness/Understanding On-site coaching Online support End user procedures Quick reference cards Education (context) System overview and navigation Role-based courses Exercises Practice environment Communication (awareness) Focused info sessions Change impact workshops Process overviews Key messages Over time we will be communicating with you more and more until we get to go-live But the support doesn’t stop at go-live – after that there will be ongoing support For example: First Contact We are currently in the first stages of the project. This conference is an excellent example. Messenger Web site Introduction – this is where we start to put things into context as we know more – once the impacts of the new system are understood and determined, we will communicate those to you, once the processes are mapped out, we will walk you through them Meeting questions feedback Learning Training as close to the go live as possible Training will be based on the “role” that you will have in the system Ensure information is retained Learning by doing Support Once it’s complete, it doesn’t end there Announcements Communication sessions Workshops Time Go-live

52 Change management roadmap aligned with project phases
Planning & Define Design and Build Transition 1. Change Management 6. Learning Audience Analysis 5. Training 4. Organization Design Strategy 3. Communication Strategy 2. Change Management Strategy 9. Detailed Impact Analysis 7. Change Network Plan 8. Communication Plan 11. Learning Strategy 12. Learning Infrastructure plan 10. Role alignment 13. Training Curriculum & Material Change Leadership Training 14. Business Transition Plans 17 Go-Live Plan 15. Training Delivery 16. Training Evaluations 18. Change Adoption Assessment Road map As you saw this morning, the project methodology that we are following has certain phases – Planning and Define, Design and Build and Transition Just as there are steps in the functional and technical areas during each phase, there are also steps in the change management, communication and training areas I won’t go into each of the boxes, but as you can see, during this initial phase we are building our strategies and plans for change, communication and training – as you remember from the video, it’s important not to jump in like gangbusters and just do things – it is important to plan carefully We wanted to show you our roadmap as an example and how we will build our plan from here and also how the change management and communications are so linked to the Peoplesoft training effort Nina will speak to the training side of things…..

53 Change management initiatives
Specific events scheduled throughout the phases of the project Some examples: Change impact and process mapping workshops Business process education sessions – stop/start/continue Communication throughout the phases of the project Training for all end users Specific events Conference Messenger workshops Workshops for different purposes over time These are just a few examples of some of the initiatives that we are currently planning – we will provide you with more details as we progress – but we want to reassure you that we aren’t going to talk to you just for today – and then not come back to talk to you until you have to go to training – we are planning a lot more than that!

54 Communication To touch a little bit more in depth on the communication

55 Communication guiding principles
All communication will be open and honest We will not wait until we know all the answers before we communicate Communication will be targeted to the audience to address their primary concerns We will use a variety of communication methods and approaches to ensure the messages are delivered and understood We will set milestones, track progress and collect feedback to incorporate in the communications plan We will manage expectations about the impact of this project We will acknowledge employee questions and concerns As we build our communication plan for the phases of the project, there are some very important guidelines that we will be following, for example …. Mention a few of the bullets – for example – tailored to audiences, variety of communication methods to ensure we reach everyone, employee questions and concerns (the and website will be published soon!) Commitment to specific initiatives. Building trust by communicating transparent – not always what you want to hear, but you need to.

56 Some of the ways we will communicate with you
Employee communication updates Delivered through your managers Intranet Section devoted completely to the FIS replacement project The Bear Facts Employee newsletter Frequently asked questions We will have an address devoted to the project – employees may submit their questions Section on the internet/intranet devoted to employee questions Glossary of terms Section on the internet/intranet with project terms and definitions Quite self explanatory – these are some examples…. 56 56

57 Communication monitoring
Communication will be tracked for effectiveness to ensure that the PeopleSoft project communication is being received that it is understood and that all feedback is being listened to and acted upon Soliciting feedback We will ask for your feedback to see if their information needs are being met Feedback action When we receive your feedback, we will act upon it as much as we possibly can In order to be sure that you are getting the information you think you need, we will come back and ask you for your feedback We will look at all of the feedback and act accordingly – and if there is something we can’t do – we will let you know that too! We are going to ask you what you think. Check back with you and your supervisors, participate in the meetings.

58 Training Niña Salvador

59 Training guiding principles
Principle #1: Just enough and just in time Principle #2: Make the most of what we have Principle #3: Consider the operational realities for training Nina – I have bolded the points below that are the most important to get across to the group Principle #1: Just enough and just in time Develop content that is specific to end user roles – role based training Deliver training as close to the go-live date as possible so that it can be put into practice right away Supplement formal courses with embedded learning activities that mimic the to-be on the job environment and can be used deskside Deliver formal and informal learning that is available at employees desk and flexible for schedules Principle #2: Make the most of what we have Acknowledge lessons learned from the past – what kind of training works in our organization – ie remote locations, etc. Leverage best ‘training’ practices – self-study is prerequisite to classroom training; planning time and instilling motivation Leverage resources within GNWT and apply where appropriate (i.e. Standards, Templates) Principle #3: Consider the operational realities for training Focus on the knowledge and skills that support critical business processes and tasks Plan for the right level of involvement at the appropriate time – we need to keep in mind that we still have a government to run and we will plan to be as flexible as possible to ensure operational needs are met Make self-study part of regular operational requirements

60 Training and coaching approach
Phase 1 Process workshops, Self study Phase 2 Self study & classroom Phase 3 Coaching Full curriculum based on role Combination of self study modules & classroom training sessions 3 phases of flexible role-based learning Designed to build the appropriate level of Peoplesoft skills and business process knowledge Blend of self study (for all) and classroom (for heavy finance users) Then coaching support after go live Foundation training – business process overview with role-based impacts discussions Fundamental training – Peoplesoft navigation self-study Role-based training – role-based transactional self-study modules combined with instructor-led classroom events (face-to-face or virtual) Coaching support – assistance from super users located in various sites (face-to-face or virtual) On the job coaching Ability to refresh skills using self-study modules, quick reference materials Workshops – new processes Online self study modules (any where, any time) Peoplesoft navigation & concepts

61 Your role in the change We have talked to you about how we are managing the project, how we will support you during the change and what you can expect from us – but we all have a role to play in the change

62 What we need from you Read project communication when you receive it
Check the intranet site frequently for new updates Ask questions Be involved Attend the training when it is scheduled for you Be enthusiastic and open to change Our commitment to you – we need

63 Any final questions? Any final questions?

64 Final thoughts Remember that change is inevitable, regardless of first impressions…. “Who the hell wants to hear actors talk?”— Harry M. Warner, Warner Brother Pictures, c “Sensible and responsible women do not want to vote.”— Grover Cleveland, 1905. “Everything that can be invented has been invented.”— Charles H. Duell, Director of U.S. Patent Office, 1899. “Heavier than air flying machines are impossible.”— Lord Kelvin, President, Royal Society, c “There is no likelihood man can ever tap the power of the atom.”— Robert Millikan, Nobel Prize in Physics, 1923. Just to leave you with a few parting thoughts – to illustrate that change has always been with us – and always will be! Notes:

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