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What’s Next? So You’ve Decided to Implement – Brenda Sprite, MLIR, PMP, CSM and Founder Organizational Change Leadership Practice.

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Presentation on theme: "What’s Next? So You’ve Decided to Implement – Brenda Sprite, MLIR, PMP, CSM and Founder Organizational Change Leadership Practice."— Presentation transcript:

1 What’s Next? So You’ve Decided to Implement – Brenda Sprite, MLIR, PMP, CSM and Founder Organizational Change Leadership Practice

2 Welcome and Introductions So, tell me about yourselves … So, tell me about yourselves … 2

3 Objectives What’s in this session for you? What’s in this session for you? Recognize what organizations should and should not do Understand what project management is and where you can get it Describe who does what Realize the importance of evaluating business processes Avoid building a perfect system that no one uses 3

4 Objectives Oh! And … keep you from looking like this … Oh! And … keep you from looking like this … 4

5 Greatest Contributors to Success The Survey Says … The Survey Says … 1. Active and visible executive sponsorship 2. Frequent and open communication about the change 3. Structured change management approach 4. Dedicated change management resources 5. Employee engagement and participation 6. Engagement with and support from middle management 5 Prosci Best Practices in Change Management 2011 Survey

6 Top Ten List Here is the Top Ten List of things to do next … Here is the Top Ten List of things to do next … In order of importance Based on a composite persona of multiple projects and software installations across many colleges and universities From the perspective of a seasoned organizational change and project management integration partner who “gets” higher education 6

7 Next Step #10 Begin Data Conversion Early

8 Next Step #10 Begin Data Conversion Early Begin Data Conversion Early Designate a Data Steward to own data conversion Develop a strategy for history data Review existing data as soon as the project begins (or sooner!) Assess the risks/benefits of using a data conversion tool Define a data validation process Plan on data conversion taking longer than you ever thought possible 8

9 Next Step #9 Determine Level of Process versus System Changes

10 Next Step #9 Determine Level of System vs. Process Changes Determine Level of System vs. Process Changes 10 Adapt business processes to fit software Adapt software to fit business processes BALANCE = Transformation

11 Next Step #8 Practice Strong Scope Management

12 Next Step #8 Practice Strong Scope Management Practice Strong Scope Management 12 Scope Control Macro Micro Vision Scope Implement Strategically Statement of Scope Reassess Scope after Design Formal change process Expanding scope is one of the main causes for failure!

13 Next Step #7 Practice Strong Project Management

14 Next Step #7 Practice Strong Project Management Practice Strong Project Management Decision #1: Waterfall vs. Agile? Decision #2: In-house PMO vs. Project Management Vendor? What do you want to fix What do you want to accomplish What does success look like? 14 The clearer you can describe what you want, the more likely you are to get it!

15 Next Step #6 Require Timely Issue Resolution

16 Next Step #6 Require Timely Issue Resolution Require Timely Issue Resolution Establish a formal Project Office Dedicate a full-time Project Manager Project Team resolves issues in 2-3 business days Executive Sponsors resolve escalated issues in 5-7 business days Red is not always bad and green is not always good 16 Bad news is not like fine wine … … It does not get better with age!

17 Next Step #5 Integrate Project Management and Organizational Change Management

18 Next Step #5 Integrate PM and OCM Integrate PM and OCM What is Organizational Change Management? Five dimensions of integration The “fluffy” stuff is always the first to go … … And your ROI leaves with it Projects with excellent OCM effectiveness were: - 95% more likely to meet objectives - 75% more likely to stay on or ahead of schedule - 82% more likely to stay on or under budget 18 Prosci Best Practices in Change Management 2011 Survey

19 Next Step #4 Define and Communicate Roles

20 Next Step #4 Define and Communicate Roles Define and Communicate Roles Organizational Roles Sponsors Stakeholders Vendor Client Business Users Central Office Users Faculty Students Project Roles Project Management Office Functional Technical System Operations/Infrastructure Organizational Change Management System Governance Roles Executive Steering Committee Change Control Board 20

21 Next Step #3 Emphasize the High Priority of the Project

22 Next Step #3 Emphasize High Priority of Project Emphasize High Priority of Project 22 Sustainable System Project Team ExecutiveSponsors Stakeholders Represent all levels Actively and visibly engaged Comprised of BEST resources This is the toughest thing for a university to make happen!

23 Next Step #2 Communicate Early, Often and Accurately

24 Next Step #2 Communicate Early, Often and Accurately Communicate Early, Often and Accurately Second greatest contributor to success is frequent and open communication about the change* The right message delivered by the right sender at the right time Early creation of project branding, websites and address Feedback loops 24 Prosci Best Practices in Change Management 2011 Survey

25 Next Step #1

26 Active and Continuous Executive Sponsorship Active and Continuous Executive Sponsorship Greatest obstacle to success is ineffective sponsorship* Identify and confirm sponsors as early as possible Conduct Sponsors Workshop to educate sponsors on key activities: Providing continuous feedback about business strategy changes Maintaining executive visibility through ongoing communications and participation in project events Actively and constantly championing for project success Timely resolution of critical business decisions Maintain regular opportunities for two-way dialogue with Executive Sponsors 26 Prosci Best Practices in Change Management 2011 Survey

27 The Top Ten in Review 27 Active and continuous executive sponsorship Communicate early, often and accurately Emphasize the high priority of the project Define and communicate roles Integrate project and organizational change management Require timely issue resolution Practice strong project management Practice strong scope management Determine level of process vs. system changes Begin data conversion early

28 Putting It All Together 28 Wanted: Ah-Ha Moments! Wanted: Ah-Ha Moments! Recognize what organizations should and should not do Understand what project management is and where you can get it Describe who does what Realize the importance of evaluating business process Avoid building a perfect system that no one uses

29 Questions What’s on your mind? What’s on your mind? 29

30 Contact Information 30 Do you want to talk more? Do you want to talk more? Brenda Sprite Mobile: (517) –


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