Change Management &

Capacity Building

- Pillars of e-Government Projects

Piyush Gupta, GM – CB&KM NISG

25 June 2009

Millions of citizens waste hours attempting to access government services that should be rightfully theirs

Bringing in transformation…

The Four Pillars of e-Government

Pro

cess

Peo

ple

Tech

no

log

y

Reso

urc

es

e-Government

e-Governance is a Journey and not a

Destination in itself…

It is very important that we

understand e-Government not only

in terms of technical or analytical

dimensions but also in terms of

behavioral and organizational

dimensions

Change Management

Change is a process ….

Where are you today

Where you want to be

Process of change

Time

e-Government is ..of the People,

by the People,

for the People

Communicate… Communicate… Communicate

.. Inform them, Involve them &

Incentivize adoption

Question to be asked

Are you certain that most (if not all) critical

stakeholders see – and feel - a compelling need

to change?

� Make a case for Change & Risks/Consequences

of not changing

-- Supported by reports, data, facts

� Often creates redundancy of employees resulting in a fear

of loss of jobs (that could be imaginary or real).

� Changes work load, work profile and work content that

forces the need for retooling and training.

� Results in a loss of power and responsibility for some

employees.

� Alters accountability, reduces discretion and flexibility,

and makes performance visible and possible to monitor.

� Tends to flatten hierarchy by altering powers and

authority vested in different levels.

Resulting Changes with e-Governance

� Fear of the unknown (for instance, introduction of new

technology and changes in procedures) introduces

resistance.

� Role of the intermediary between citizen and government

is minimized.

� Use and dependency on technology to deliver services.

� Technical performance of the e-Government application

in terms of poor access, lack of bandwidth, slow

response, frequent break down and software problems

can also create resistance.

Resulting Changes with e-Governance

“People want change,

they don’t want to be changed”

People Support the World

They Help Create

� Sender and Receiver Disconnect.

� Different perceptions and view of Sender and Receiver.

Sender spends 95% of the conversation talking about the organization and 5% about implications to the employee

The employee is more likely to spend 95% of time talking about the personal impact and 5% on the issues facing the organization

Organizational issues for Change

� No clear understanding of the scope of the project

� fear of the unknown

� reluctance to make the effort involved � upsetting a well established routine

� fear of failure � lack of confidence in the change implementers � lack of proper communication

� fear of worse consequences after the change

Individual issues for Change

� I don’t see the reason to change so much?

� They don’t know what they’re doing.

� We’ll never be able to pull this off.

� Are these people serious or is it a part of some more

complicated process I don’t understand?

� Are they just trying to fill their pockets?

� What will happen to me? WIIFM syndrome…What Is In For Me?

� Change Management is like Project

Management, …but it is the “people side” of

projects

� Research shows that Change Management is

the #1 success factor for project teams

� Change management is proactively managing

the people side of change to achieve the

desired results

Addressing Change Management…

Problem or

opportunity

Planning

Design

Development

Implementation

O&M

Project Plan

Org. & change

Assessment

Team &

Sponsors

Change Mgmt

plan

Communication

Implement Plan

Re-enforcing

change

CM Plan

Change Management Plan & Project Plan

- Integrated plan

Phases of Change Mgmt. Process

IUnderstanding project and organization context with reference to change issues

IIScoping The Scale Of Change

And Its Impact On Stakeholders

IIIConceptualizing And Designing The Change Mgmt. Strategy

IVImplementing And Managing Change

Capacity Building

people related

4 Questions4 Questions to be addressed for to be addressed for eGoveGov ProjectsProjects

WHAT do we want to Achieve ?Q#1

HOW do we want to Implement ?Q#2

Objectives, Services, Service Levels, Outcomes

Technology, Process, Delivery Channels

WHO will be responsible ?Q#4Procurement, Training, Change Mgmt, O & M

WITH WHAT resources ?Q#3Business Model, Service Charges, PPP

The most pervasive issues

PeopleCapacity Building

Conceptualization Stage• Vision, Objectives• Services & Outcomes• DPR

Design Stage• Process Re-engineering •Architecture• Business Model

Implementation Stage• Project Management• Development & Testing• Change Management

Post- Implementation Stage• SLA Management• Assessment• Enhancement

Scope of Capacity Building for eGov

Internal Capacity Vs External Capacity

� Internal Capacity meant for� Developing Vision� Steering in the right direction� Making strategic decisions� Choosing between Options� Monitoring

� External Capacity meant for� Detailing� Professional handling of tasks� Continuity� Accountability for performance against specific goals

Problem Statement

� Firstly, ownership of projects at the department level is lacking, due to high dependency on external capacities.

� Secondly, existing capacities to conceptualize and implement projects is lacking at the department level

- holistic, in-adequate requisite knowledge & skills.

� Thirdly, officers within department are assigned

additional role by position rather than as functional role to work in eGov projects. Thereby, leading to

non sustainable capacities within the Government

•Policy Formulation

•Committing Resources

•Taking hard decisionsLeadership & Vision

•Preparing Roadmaps

•Prioritization

•Frameworks, Guidelines

•Monitoring Progress

•Inter-agency Collaboration

•Funds Management

•Capacity Management

Program Development

Program Management

•Conceptualization

•Architecture

•Definition (RFP, SLA…)

•Bid Process Management

•Project Monitoring

•Quality Assurance

Project Development

Project Management

These areas need attention - impartingspecialized, in-depth knowledge & skills

Hierarchy of Capacity Needs

Governance structure envisaged as part of

NeGPHierarchy of Capacity Needs

Leadership & Vision

Program Development

Program Management

Project Development

Project Management

•Policy Formulation•Committing Resources•Taking hard decisions

•Preparing Roadmaps•Prioritization•Frameworks, Guidelines

•Monitoring Progress

•Inter-agency Collaboration•Funds Management•Capacity Management

•Conceptualization

•Architecture •Definition (RFP, SLA…)

•Bid Process Management•Project Monitoring•Quality Assurance

State eGov Council

& State Apex Committee

SeMTState eGov Mission

Team

PeMTProject eGov Mission

Team

� Capacity Building guidelines and funding

� eGovernance Leadership Meet – political & policy level

� Sensitization & induction training for SeMT

� Long term management program in eGovernance(eGPX)

� eGov Knowledge repository and sharing

� Sensitization training for department level officials

� Specialized workshops to develop specific skills

� State ATIs institutional capacity building

� Strategy for positioning State and department level CIO (Chief Innovation Officer)

Central initiatives

2-3 days focused workshops for political, policy and implementation

level officials (Minister – Secretary – Director)

� Update on various NeGP initiatives

� Share best eGov practices

� Deliberate transformation issues and implementation challenges

� Uniform and greater clarity on way forward

Central initiative under NeGP CB scheme

Some of the areas for short term training :

� Government Process Reengineering

� Regulatory framework for eGovernance - Legal framework and IT Act, Contract Managment

� Business Models and PPP

� Project Management

� Change Management Knowledge Management

� Documentation standards & skills

� Presentation skills, communication & assertiveness

� Security Standards

� Open Source and Standards

Discussion model at State level for Chief Innovation Officers

State

SeMT - CIO

MMP Department 1PeMT

MMP Department 2 MMP Department 3

PeMT member-1 Chief innovation Officer

PeMT member-2

PeMT member-3

PeMT member-4

PeMT member-5

PeMT member-1

Chief innovation Officer

PeMT member-1

Chief innovation Officer

Building long term capacities

eGPX – eGovernance Program for Executives

is an initiative for imparting the right knowledge and skills

required within the Government and private

sector

1st batch started at TA Pai

Management Institute, Manipal

Today, there are more than

60 e-Government projects

implemented by Government of

Gujarat

Multiply this with other initiatives across the Country ….these bring enormous experience and lessons

Generic components of Knowledge Management

Explicit Knowledge`

► Better Information resource Management

► Fast and reliable information and communication technologies

Def: Formal knowledge that which is found in documents and databases. e.g. Office memos, files, GO’s, Policy documents & Acts, etc.

Tacit Knowledge

► Create an enabling environment where people can develop and share knowledge. Build collaborative networks

► People to people connect, locating expertise, sharing best practices and lessons learnt

Def: Informal knowledge that resides in heads of people, highly experiential. E.g. lessons learnt

Knowledge Management is a long-term strategic plan in place to achieve organizational

objectives

Leadership : Visible commitment and conviction in KM

Organization : Structural support through KM roles and responsibilities

Culture : An environment of collaboration and trust

Knowledge Management Enablers

Provides an open access to a variety of knowledge items in various domains of e-Governance such as:

� Conceptual Knowledge on e-Governance

� Initiatives under NeGP

� Initiatives in States & Central Government

� Collaborative knowledge on e-Governance from Industry

www.egovknowledge-exchange.in

Propositions for Gujarat

1. Specific focus on change management in projects

– content, time, funds

2. Sensitization workshops at all levels of hierarchy

3. Build project level teams with specific skill sets

4. Develop long term training programs

5. Position and empower Chief Innovation Officers (CIOs), ACIOs

6. Policy interventions, people aspect

– incentivization, continuity, positioning, roles & responsibilities, etc

7. Focus on institutional capacity building

8. Introduce Governance as core subject in IT and Management courses at College level

9. Stress on Project documentation skills

10. Continue Knowledge Management initiatives

Piyush Guptapiyush.gupta@nisg.org

Thank you

““““““““There are no uninteresting things,There are no uninteresting things,

There are only uninterested people"There are only uninterested people"