Presentation on theme: "Session Ground Rules Please be back from breaks, lunch on time"— Presentation transcript:
0Financial Information Systems Replacement Project Controllers ConferenceOctober 28, 2008
1Session Ground Rules Please be back from breaks, lunch on time No interruptions (pagers, cell phones, etc.)You can challenge ideas, not peopleListen to what others have to say / No side conversationsParking lotQuestionsHave 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 suchDuring 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 TIPThe 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.
3Name 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, orSubmit 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 SystemThe contest is open to all GNWT Employees.In your packages, you will have a ballot. There is a box in the _________ for your entries.
4FIS Replacement Project - Vision Warren St Germaine Assistant Deputy Minister, FIS ReplacementAnd, now, I’d like to welcome Mr. Warren St. Germaine.He will provide an overview of the Project.
5FIS Replacement Project VisionWe 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 technologyWe will achieve this byDelivering a quality, on-time, on-budget FIS replacement systemEnsuring continuous involvement of and communication with all departments throughout the project lifecycleSupporting employees through the change with deliberate scheduled actionsOur outcomes willGive managers the tools that they need to manage and support their decisionsEmpower employees to be more effective in their roles through better tools and trainingAllow departments to focus on what really mattersAdopt/adapt best practices while honouring and recognizing what currently works for usStreamline/standardize business processes that support the system (end-to-end)Reduce the number of ancillary information systems throughout the organization
6FIS 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
7Robert Ratcliffe Executive Project Director Project OverviewRobert Ratcliffe Executive Project Director
8Project ScopeReplace FIS and major processes / applications around FISBuild all inbound / outbound interfaces to legacy systems that are linked to FISPeopleSoft ModulesGeneral LedgerAccounts Receivable & BillingAccounts PayablePurchasingTreasuryExpense ManagementAsset ManagementProject Costing (Planning Stage only / Implement tbd)
9BenefitsImproved management decision making through corporate-wide financial solutionDrill-down / drill-through capabilitiesEnterprise platform for consistencyCommon standards, platforms, processes and proceduresLeverage best practicesImprove operational efficiency & eliminate redundant or duplicated activitiesSets foundation for handling future growth
10Estimated Cost to Implement $ 20,262,454 Cost and funding constraints led to redefining project scopeEfforts today sets foundation for implementing future modulesInvestment enables integration across major systems (e.g. HR & Financial)Shared technology platforms will lower operational costs such as maintenance & support
12Methodology Overview Planning & Define Design Workshops with SME’s to identify requirements and assess Fit-GapIdentify opportunities for business process re-engineeringInitiate activities for technical (conversions, interfaces) and people impact (training, change management, communications)Commence knowledge transfer so that GNWT takes ownershipDesignIdentifying, assessing & recommending optionsValidate with business the proposed setup and impact to business processesRICE – Reports, Interfaces, Conversions, ExtensionsSet up technical environmentsDetail approach to testing, conversions, and trainingDefining technical environments and post-implementation supportOngoing knowledge transfer
13Methodology Overview Build Transition GNWT goal is to avoid customizationTeams will configure PeopleSoft FinancialsRICE – Reports, Interfaces, Conversions, ExtensionsSystem and Integration testingValidate with the business providing & seeking ongoing feedbackEngage GNWT internal audit to enhance quality assuranceOngoing knowledge transferTransitionUAT: User Acceptance TestingEnd User Training for both application and business processesConversion, Cut-Over and Go-LivePost-Implementation Support
14Project Management Activities Project Managers will add value in understanding:ManagementIntegrationTimeQualityCommunicationProcurementScopeCostHumanResourceRiskProject Management Knowledge Area Processes
15How Does This Impact Me? New tools New business process This is not FIS….so need to be trained on how PeopleSoft worksNew business processPeopleSoft uses best practices so existing ways of doing business may changeGNWT Chart of Account structure will change (No TRANS CODES!!!!!!!)Automating manual processes and setting foundation for workflowsHow can I contribute?Participate (subject matter experts), ask questionsBe available for trainingBe open to changeParticipate in TestingHow will PeopleSoft team help me?Training & documentation of processesRelying on business users and management for business requirements
16Robert Ratcliffe Executive Project Director Planning & Define UpdateRobert Ratcliffe Executive Project Director
17Planning & Define Update Core project team is working well togetherCOA structure is defined and being vetted by businessTraining for core team members has commencedDFA, Steering Committee and Business Advisory Committee are engaged and supportiveSolid representation of SME (Subject Matter Experts)Steep learning curve & ramp up has been challengingGNWT staff are enthusiastic, open minded, and starting to internalize benefits of PeopleSoftIT Architecture has been defined and equipment orderedKnowledge transfer is well underwayProject Status: Green
18Ginger Street Randy Smandych PeopleSoft Financials HighlightsGinger Street Randy Smandych
19What We Have Found so Far….. Government representatives are knowledgeable about the current processesWillingly share their informationEnthusiastic team playersOpen to new ideasAnxious to know the new business processesPeopleSoft is a good ‘fit80/20 ruleWe haven’t found any ‘show stoppers’We are making good progressGL/AP/PO/AR/BI workshops 50% completeStarting TR/AM/EX/PC in NovemberThe 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 TIPThe 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.
20What We Have Found so Far….. General LedgerFlexible chart of accountsRoom for growthAllocationsMultiple ways to create journalsStandard journal templatesRecurring journalsSpreadsheet uploadEasy access to historical information going forwardYear-end closing is more flexibleAble to post adjustments to prior periodEasy to create reportsCan be pushed or pulledThe 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 TIPThe 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
21What We Have Found so Far….. Accounts Receivable/BillingAbility to calculate interest on overdue receivablesAll cash transactions can be processed in PeopleSoft & then fed to subsystemsComplete audit tracking of each transactionGNWT has some complex business processes but we are working through them – many of them do ‘fit’Purchasing & Accounts PayablePurchasing will eliminate many shadow systemsProcure to Pay integration allows PO info to automatically flow to voucher3 way matchingDifferent terminology within the application – we are now creating a glossaryThe 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 TIPThe 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
22What We Have Found so Far….. Full commitment accountingHCM/PO/AP/EXAbility to drill down to commitment transactionsControlled at the General Ledger levelFull vs partial Spend CheckEasy to include information in reportsAccessing the commitment ledgersThis will not solve all of the commitment reporting issues
23What We Have Found so Far….. ReportingOn line query toolDrill downs from GL to details in source ledgersReport layouts designed in Excel
24Chris Engley Niña Salvador Chart of Accounts and Accounting Training UpdateChris Engley Niña Salvador
25Chart 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; andc) Uses the mandatory and optional coding elements in a manner fully consistent with their intended use.
26Why 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.
27Redesign ProcessWorkshops 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.
28Representatives Legislative Assembly Cheryl Menard Executive & Aboriginal Affairs James SsenyangeFMBS Alain BolducFinance Mel EngeHuman Resources Michelle RammMACA Colleen ZornTransportation Gary BrennanPublic Works Chuck GibsonHealth & Social Services Kim Weir, Johanne DenaultENR & ITI Sheila WooleyEducation Marissa Martin, Sheila DevineJustice Leanne HannahNWT Housing Corporation Biswanath Chakrabarty
29Guiding PrinciplesDesign the chart of accounts around required reports.Design for flexibility – scalable and maintainable solutionAvoid detail in the general ledger when available in sub-ledgersCapture 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.
30COA 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.
31Current FIS Chart of Accounts Region (1)Area(1)Program (2)Division (1)Section(1)UnitBalance Sheet (2)GL Account(4)Vote(2)ControlObject(1)Standard ObjectGroup ObjectMajor Costing(4)Settlement(3)Subsidiary(10)GSN(10)Cost Centre(3)Cost Detail(3)
35Next StepsScheduling 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 segmentMapping old values to new valuesDevelop training
36Accounting Training Course ObjectiveRefresh accounting knowledgePreparation for the new systemCourse contentAccounting equationDebits and creditsGeneral journalGeneral ledgerTrial BalanceTraining updateHR training calendarOn-going trainingHigher level managementNon-financial managementAccounting trainingObjective – why are we doing this? To help you – better understand accounting concepts, prepare you for the new system comingCourse content – high level overview of what the course coversTraining update – Nina – not entirely sure what this bullet is for –On-going training – emphasize that this is not a one time eventParticipant feedback – what we have heard from people who have attended the pilot coursesAny questions?Feedback from participants has been positive36
37The 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.
38Kristen Cook Niña Salvador Change managementKristen Cook Niña Salvador
39What is Change Management? Change Management is the process of helping an organization transition to a new working environmentChange 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 changeThinking ThereKey message for this slide– every one wants to know exactly what the system will look like when we go live – that’s normalChange management – actions that are taken to help people understand the change through all stages of the projectWe are only at the beginning….the define stage – no one knows exactly what things like yetAs we move through the stages of the project, our change management program is designed to help everyone through various stages. This diagram shows thatThinking there – start designing and building the system, communicate with you to help you understand what it may look likeGetting there – our communication will become more detailed – and we’ll be developing the new processes that will form what the system will beLiving 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 ThereGetting There
40Benefits largely come from business change “NewTechnologyOld Business ProcessesExpensive OldBusiness 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 ipodHelps 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 technologyThe new system will bring with it new processes – and we will be walking you through and explaining those new processes once they are definedNewTechnologyNewBusinessProcessBusinessEnabler+=
41Business process A + B + C = Result PeopleSoft is about the integration of functions and business processesPurchaseRequisitionInvoicePaymentOrderBusiness processA B C = ResultIt’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 modulesThe end user creates a purchase requisition – The required information is entered into the systemThe 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.
42System initiatives automatically force significant change Change to existing jobs and new jobs are createdIncreased collaboration between departmentsSingle inputs update multiple data filesTools available to do the jobIncreased ownership of processesNew business processesA single source of informationRoutine work done by the systemNew relationships with suppliers/clientsA 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
43Insert “The First Help Desk” video here Setup – we have all used the “help desk” – when using new “technology” people learning the new processes.
44How 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
45Increased danger of checking out People react to change in a typical pattern… even when the change is a good oneKey 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 normalNegative behaviour - denial, apprehension, anger and resistance are normal and should be expected –It is how we deal with the behaviour that is criticalThe progression through the phases of change represents and opportunity for growth and some risk taking – trying the unknownIncreased danger of checking outIncreased resistance
46The phased response to change – the marathon effect understandingtimeFirst to knowNext to knowLast to knowThe marathon effectThe 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 lineThose 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 markThink 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 workshopsLast 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….
47Our circle of influence – what can we control?* Focusing on things that are under your control leads to greater influenceWasting time and energy on things beyond your control decreases your influencePROACTIVEREACTIVECircle of InfluenceCircle of ConcernCircle of InfluenceCircle of ConcernKey messagesThere are things that we can control or influence – but there are many things that we cannot controlWe 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 coldWe 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 controlBut what we can control is how we react to it – we must be interested – ask questions and be involved when asked to participateThink 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”
48We 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 youWe may not have all of the answers right away but as soon as we know, we will communicateAlthough 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
50Video 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….
51Awereness/Understanding How will employees be prepared for the changes associated with the FIS Replacement project?First contactIntroductionLearningSupportFocused helpTraining(hands on)Awereness/UnderstandingOn-site coachingOnline supportEnd user proceduresQuick reference cardsEducation(context)System overview and navigationRole-based coursesExercisesPractice environmentCommunication(awareness)Focused info sessionsChange impact workshopsProcess overviewsKey messagesOver time we will be communicating with you more and more until we get to go-liveBut the support doesn’t stop at go-live – after that there will be ongoing supportFor example:First ContactWe are currently in the first stages of the project.This conference is an excellent example.MessengerWeb siteIntroduction – 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 themMeetingquestionsfeedbackLearningTraining as close to the go live as possibleTraining will be based on the “role” that you will have in the systemEnsure information is retainedLearning by doingSupportOnce it’s complete, it doesn’t end thereAnnouncementsCommunication sessionsWorkshopsTimeGo-live
52Change management roadmap aligned with project phases Planning & DefineDesign and BuildTransition1. Change Management6. Learning Audience Analysis5. Training4. Organization Design Strategy3. Communication Strategy2. Change Management Strategy9. Detailed Impact Analysis7. Change Network Plan8. CommunicationPlan11. Learning Strategy12. Learning Infrastructure plan10. Role alignment13. Training Curriculum & MaterialChange LeadershipTraining14. Business Transition Plans17 Go-Live Plan15. Training Delivery16. Training Evaluations18. Change Adoption AssessmentRoad mapAs you saw this morning, the project methodology that we are following has certain phases – Planning and Define, Design and Build and TransitionJust as there are steps in the functional and technical areas during each phase, there are also steps in the change management, communication and training areasI 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 carefullyWe 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 effortNina will speak to the training side of things…..
53Change management initiatives Specific events scheduled throughout the phases of the projectSome examples:Change impact and process mapping workshopsBusiness process education sessions – stop/start/continueCommunication throughout the phases of the projectTraining for all end usersSpecific eventsConferenceMessengerworkshopsWorkshops for different purposes over timeThese 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!
54CommunicationTo touch a little bit more in depth on the communication
55Communication guiding principles All communication will be open and honestWe will not wait until we know all the answers before we communicateCommunication will be targeted to the audience to address their primary concernsWe will use a variety of communication methods and approaches to ensure the messages are delivered and understoodWe will set milestones, track progress and collect feedback to incorporate in the communications planWe will manage expectations about the impact of this projectWe will acknowledge employee questions and concernsAs 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.
56Some of the ways we will communicate with you Employee communication updatesDelivered through your managersIntranetSection devoted completely to the FIS replacement projectThe Bear FactsEmployee newsletterFrequently asked questionsWe will have an address devoted to the project – employees may submit their questionsSection on the internet/intranet devoted to employee questionsGlossary of termsSection on the internet/intranet with project terms and definitionsQuite self explanatory – these are some examples….5656
57Communication monitoring Communication will be tracked for effectiveness to ensurethat the PeopleSoft project communication is being receivedthat it is understood andthat all feedback is being listened to and acted uponSoliciting feedbackWe will ask for your feedback to see if their information needs are being metFeedback actionWhen we receive your feedback, we will act upon it as much as we possibly canIn order to be sure that you are getting the information you think you need, we will come back and ask you for your feedbackWe 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.
59Training guiding principles Principle #1: Just enough and just in timePrinciple #2: Make the most of what we havePrinciple #3: Consider the operational realities for trainingNina – I have bolded the points below that are the most important to get across to the groupPrinciple #1: Just enough and just in timeDevelop content that is specific to end user roles – role based trainingDeliver training as close to the go-live date as possible so that it can be put into practice right awaySupplement formal courses with embedded learning activities that mimic the to-be on the job environment and can be used desksideDeliver formal and informal learning that is available at employees desk and flexible for schedulesPrinciple #2: Make the most of what we haveAcknowledge 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 motivationLeverage resources within GNWT and apply where appropriate (i.e. Standards, Templates)Principle #3: Consider the operational realities for trainingFocus on the knowledge and skills that support critical business processes and tasksPlan 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 metMake self-study part of regular operational requirements
60Training and coaching approach Phase 1Process workshops, Self studyPhase 2Self study & classroomPhase 3CoachingFull curriculum based on roleCombination of self study modules & classroom training sessions3 phases of flexible role-based learningDesigned to build the appropriate level of Peoplesoft skills and business process knowledgeBlend of self study (for all) and classroom (for heavy finance users)Then coaching support after go liveFoundation training – business process overview with role-based impacts discussionsFundamental training – Peoplesoft navigation self-studyRole-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 coachingAbility to refresh skills using self-study modules, quick reference materialsWorkshops – new processesOnline self study modules (any where, any time)Peoplesoft navigation & concepts
61Your role in the changeWe 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
62What we need from you Read project communication when you receive it Check the intranet site frequently for new updatesAsk questionsBe involvedAttend the training when it is scheduled for youBe enthusiastic and open to changeOur commitment to you – we need
64Final thoughtsRemember 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: