1. Campus Readiness at Harvard Today A Panel Discussion
Part 1 of a 3 part series
Today's event is the beginning of a 3 part conversation on Change Management, which is an area that PMs in this group have identified as an area of interest.
This is also one of HUIT’s Strategic Goals for FY17 and there’s a Committee working on understanding the different flavors that exist and creating a CM toolkit, which we will share in Part III.
Part II (Feb 2017): Campus Readiness: A School Perspective 
Part III (April 2017): Build Your Change Management Toolkit
October 13, 2016

2. Agenda Introduction – Joya Sengupta
Zooming Out/In on Org. Change Management – Vicky Schubert
Keys to Managing Change at Harvard – Tiffany Shorter
Campus Readiness Resources – Patty Hatch
Q&A
Closing Remarks

3. Why Do We Struggle with Change?
S* – Status
C – Certainty
A – Autonomy
R – Relatedness (Social Connections)
F – Fairness or Equity
*Source: Neuroscientist David Rock’s SCARF Model for Change

4. Project Manager’s Sphere of Influence
The Cycle of Change
Forces Compel Change
(e.g. Security threat to University)
Project Implements Change
(e.g. Development of new IT solution & business processes)
Organization Sustains Change
(e.g. IT using ITIL Change Management guidelines)
Campus Readiness
Project Manager’s Sphere of Influence

5. Zooming Out and Zooming In on Organizational Change Management
Vicky Schubert
PM CoP Change Management Panel
October 13, 2016

6. A PM Centric View of Change
4/14/2018
A PM Centric View of Change
System
Process
Procedure

7. Organizational Context

8. 4/14/2018
Change management activities aim to move Individuals from Awareness to Adoption
Productivity & Morale
Time
1. Deny
2. Resist
3. Explore
4. Commit
Awareness
Adoption

9. From Awareness to Adoption – DUO
Organization’s Perspective
User’s Perspective
WHY: “Hackers, including foreign nation state-sponsored entities, are attempting to access University systems with ever-increasing sophistication and frequency.”
Resist: I understand the reason, but it’s a hassle.
Explore: I need to take the time to set it up
Commit: Greatly accelerated by the Organization’s ability to deny access

10. From Awareness to Adoption – E-Performance
Organization’s Perspective
User’s Perspective
WHY: The goal is to help employees at Harvard be even more successful— and to engage managers in the success and growth of every employee.
Resist: I don’t understand the reason and it’s a hassle.
Explore: I’ll have to revisit the way I think about my relationship with my employer in light of the benefits this could possibly create for me.
Commit: We’ll see how it goes.

11. Keys to Change Management at Harvard
Tiffany Shorter
PM CoP Change Management Panel
October 13, 2016

12. Kotter’s Enhanced 8 Step Process
1. Create Sense of Urgency
2. Build Guiding Coalition
3. Form Strategic Vision & Initiatives
4. Enlist Volunteer Army
5. Enable Action by Removing Barriers
6. Generate Short-term Wins
7. Sustain Acceleration
8. Institute Change
The Big Opportunity
Dr. John Kotter is Konosuke Matsushita Professor of Leadership at Harvard Business School
Well-known thought leader in the fields of business, leadership and change management
Best selling author and founder of Kotter International
Outlined the 8 Step Process* for leading change
Widely cited and used change management model
Only one way of illustrating change
Baseline framework that is complimentary to other change management models (i.e., ProSci)
Published 19 books with 12 as best sellers. Some of the popular books are: Our Iceberg is Melting, A Sense of Urgency, The Heart of Change, and Leading Change
8 Step Process is a baseline framework outlined in the Leading Change book. Kotter wrote an update to the 8 Step Process in the Harvard Business Review article title Accelerate.
Kotter identified and extracted the 8 Step Process as he was working with leaders and organizations. The 8 Step Process are the success factors combined into a methodology.
John P Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus at Harvard Business School and the Chief Innovation Officer at Kotter International, a firm that helps leaders accelerate strategy implementation in their organizations. His newest book, Accelerate, was released in April 2014.
*Source: John Kotter’s 8 Steps to Accelerate Change in 2015

13. Keys to Successful Change Implementation
Kotter’s 8 Step Change Model
Best Practices at Harvard
1. Create a Sense of Urgency: Use a significant opportunity as a means for exciting people
Technology renewal
Top 40 Goals
2. Build a Guiding Coalition: Create a group of engaged individuals to launch, drive and sustain change
Identify a governance structure
Assess stakeholders to determine key stakeholders
3. Form Strategic Vision & Initiatives: Shape a vision to help steer the change effort
Engage the users in shaping the vision of the change effort and identifying the initiatives
Involve the users to find out what they need and want
4. Enlist a Volunteer Army: Identify change agents to drive change
Identify change agent networks
Create groups of super users
There are many challenges that we are presented with when implementing change in a large, decentralized institution like Harvard. These challenges becomes even more complicated because of the culture which emphasizes the value of every voice and the requirement to have consensus in order to move forward. When we implement a lot of the enterprise wide systems or tools we encounter a diverse group of users which usually translates to variations in processes and how the system/ tools are used. We also encounter the challenge of capacity of time for people to participate in the change effort. We have to be alert to all of these differences as we are managing change. The Kotter change management model can give us a strategic way to think about this.
1. Create a Sense of Urgency: Craft and use a significant opportunity as a means for exciting people to sign up to change their organization. Create the catalyst for change. Examine market and competitive realities. Identify and discuss crises, potential crises or opportunities. Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking. Request support from customers, outside stakeholders and industry people to strengthen your argument.
Technology renewal, outdated tools and systems, Top 40 Goals and ITCRB Projects
2. Build a Guiding Coalition: Assemble a group with the power and energy to lead and support a collaborative change effort. Identify the true leaders in your organization as well as key stakeholders. All members of the GC are equal to remove any hierarchy. Stakeholder Buy-In and commitment to change is more easily obtained within Harvard when there is a solid and effective governance structure in place. Coalition/ governance structure have to be people in “power” within their schools and groups.
Identify a governance structure
Outline guiding coalition expectations
Assess stakeholders to determine key stakeholders
Create leadership action plans
3. For a Strategic Vision and Initiatives: Share a vision to help steer the change effort and develop strategic initiatives to achieve that vision. Create a vision to help direct the change effort. Determine the values that are central to the change. Develop a short summary that captures the future state and ensure the guiding coalition understands it.
4. Enlist a Volunteer Army: Raise a large force of people who are ready, willing and urgent to drive change. The guiding coalition teaching new behaviors and leading by example.

14. Keys to Successful Change Implementation
Kotter’s 8 Step Change Model
Best Practices at Harvard
5. Enable Action by Removing Barriers: Existing hierarchies can limit transformation
Create coalitions to remove silos
Identify communication channels – new and existing
6. Generate Short Term Wins: Consistently produce, evaluate and celebrate accomplishments
Leverage user feedback
Deliver smaller portions of the project earlier
7. Sustain Acceleration: Use increasing credibility to change system, structures and policies
Use project success to advocate for strategic changes
Leverage previous projects process and success as a catalyst for change
8. Institute Change: Articulate the connections between new behaviors and organizational success
Decommissioning old systems
Process changes become the new norm
5. Enable Action by Removing Barriers: Remove obstacles to change, change systems, or structures that pose threats to the achievement of the vision. Identify resistance to change and put structures in place to check for barriers. Recognize and reward people for making change happen. Identify people or groups who are resisting the change, and help them see what’s needed. Take action to quickly remove barriers (human or otherwise). Some individuals will not accept the change without a lot of explaining and lobbying. Individuals needs to be exposed to information multiple times before it has an impact. Starting early with communications and being consistent is important.
Create coalitions to remove silos
Communicate early and often
Identify communication channels – new and existing
Create communication strategy and plan
Think outside the box
6. Generate Short-Term Wins: Consistently, produce, track, evaluate and celebrate volumes of small and large accomplishments – and correlate them to results. Celebrating those wins will buoy the volunteer army and prompt more employees to buy in. Success breeds success.
Leverage user feedback
Demonstrations of developed content prior to release builds user confidence
Deliver smaller portions of the project earlier
7. Sustain Acceleration: Use increasingly credibility to change systems, structures and policies that don’t align with the vision. Hire, promote, and develop employees who can implement the vision. Reinvigorate the process with new projects, themes and volunteers. When an organization takes its foot off the gas, cultural and political resistance arise.
8. Institute Change: Articulate the connections between the new behaviors and organizational success, and develop the means to ensure leadership development and succession. No strategic initiative, big or small, is complete until it has been incorporated into day-to-day activities. A new direction or method must sink into the very culture of the enterprise.
Begin to forget about the “old” way of doing something and the new way becomes the norm

15. Campus Readiness Resources
Patty Hatch
PM CoP Change Management Panel
October 13, 2016

16. Campus Readiness Resources for PMs
The former Financial Systems Solutions (FSS) had formed a PM Community of Practice and gathered materials that can be helpful for Campus Readiness
HUIT is now developing a toolkit to standardize the campus readiness approach for Project Managers
Toolkit Templates and Tools for:
Formulating a Campus Readiness Framework
Stakeholder Analysis Tools
Communication Tools
Training Tools
Post-Implementation Tools

17. Campus Readiness Resources for PMs
Stakeholder Analysis Tools:
Sample Stakeholder Analysis
Communication Tools:
Sample Communication Strategy
Training Tools:
Sample Training Strategy
These are samples of documents used in previous Campus Readiness efforts.  More robust tools are being developed for distribution next year.

18. Change Management Resources for PMs Campus Readiness Checklist
Have you identified the key stakeholders?
What pain points have you identified?
What opportunities have you identified?
Have you created a communication plan?
Do you have a calendar of announcements?
Do you have a strategy for questions and follow-up?
Have you created a training plan?
What kind of training will you include?
How will users know how to register for training?
How will training materials be distributed?

19. Audience Question Cards
Q & A
Audience Question Cards

20. Please plan to join us for the next two meetings in the series!
Part II (Feb 2017): Campus Readiness: A School Perspective
Part III (April 2017): Build Your Change Management Toolkit
To learn why you should be part of the PMCoP, visit:
pmo.huit.harvard.edu/pm-community-practice