e of a change manager f basics to mastery processes, … · processes, tools and templates – oh...

Association of Change Management Professionals: Charlotte Metro Chapter

Processes, tools and templates – Oh my! EVOLUTION OF A CHANGE MANAGER – FROM BASICS TO MASTERY


AGENDA

2

Topic Presenter

Overview of the 2018 ACMP Charlotte Metro program

Julie Gawle Bank of America

Processes, tools and templates Cindy Stonesifer Duke Energy

Questions


Change management: What you have to know – What you need to grow

Novice Journeyman Master

March 2 April 11 June - Exact date TBD August – Exact date TBD October – Exact date TBD

WebEx (Lunch-n-Learn) In person In person WebEx (Lunch-n-Learn) In person

Process, tools & templates – OH MY!

“I wish someone had told me that!” Lessons for the

beginning change manager

Expand your network – grow

your skills!

Why “soft skills” are the hardest part of

change management

The change manager as an agent of change: How

you show up matters

Change management 101 - Review of high level change process, common tools and templates in accordance to the ACMP change standard

Panel discussion with experienced change managers about the top few things they wish they had known when they were beginning change managers

Speed networking event. Make meaningful connections with attendees to connect across our CM community.

Q&A session with change mgrs. and business leaders about the key “soft skills” that change managers need to focus on to improve their skills and grow their career

How we “show up” as a change leader can impact a change initiative. Even unconscientiously, who we are can positively or negatively impact an engagement

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What is change management?

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The practice of applying a structured approach to transition an organization from a current state to a future state to achieve expected benefits.

- Association of Change Management Professionals Standard for Change Management


Methodologies

ACMP’s Standard for Change Management

The Standard is method neutral and includes:

• A definition of practices, processes, tasks and activities for Change Management without tools or templates

• Guidance for organizational change management, for any type of change

• Generally accepted practices and processes used by practitioners across industries, organizations and roles

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Templates available on ACMPCharlotte.com

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ACMPCharlotte.com >

Resources tab at the top of the page

If you have templates or samples you would like to share with the change management community, send them to Teresa Fabiano.

[email protected]


Change Management Processes

Evaluate change impact

and organizational

readiness

Formulate the change

management strategy

Develop the change

management plan

Execute the change

management plan

Complete the change

management effort

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Templates

• Purpose • Make you think and plan using a logical,

structured approach

• Provide a method for others to validate and confirm your thought process

• Help you confirm the scope and resources needed to implement a change, (e.g. training)

• Provide “visual signs of progress” to your sponsors and manager

• Best used for projects where you need to gather information or program level projects with multiple work streams

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1. Define the change

2. Determine why the change is required

3. Develop a clear vision of the future state

4. Identify goals, objectives and success criteria

5. Identify sponsors accountable for the change

6. Identify stakeholders affected by the change

7. Assess change impact

8. Assess alignment of the change with organizational strategy objectives and performance measurement

9. Assess external factors that may affect organizational change

10. Assess organization culture related to the change

11. Assess organization capacity for change

12. Assess organization readiness for change

13. Assess communication needs, communication channels and ability to deliver key messages

14. Assess learning capabilities

15. Conduct change risks assessment

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Evaluate change

impact and organizational readiness


management strategy

Develop the change

management plan

Execute the change

management plan

Complete the change

management effort

Step 1 – Evaluate the change

Association of Change Management Professionals: Charlotte Metro Chapter 10

“When it comes to successfully leading major strategic change, sponsorship is either your most devastating liability or your most important asset." - Daryl Conner

Active and visible sponsorship is the most important contributor to change management success.

- Best Practices in Change Management, Prosci Benchmarking Report 1998, 2000, 2003, 2005, 2007, 2009, 2011, 2013, 2015, 2016


1.5 Identify sponsors accountable for the change

• There are two types of sponsors • Those accountable for implementing the change –initiate the project

• Those responsible for sustaining the change

• Ensure sponsors understand their roles and the importance of sponsorship

• Develop plans and strategies to engage sponsors throughout the life cycle of the project

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What to

know

What to do

Project Team Change Agents

Initiating Sponsor

Target Group A

Sustaining Sponsor A

Sustaining Sponsor B

Sustaining Sponsor C

Target Group B Target Group C

How do you connect the initiating sponsor and sustaining sponsor? How do you engage the sustaining sponsors? Do you need change agents in the sustaining orgs? If so, how do you engage them?


1.6 Identify stakeholders affected by the change

• Stakeholders are anyone who cares about the change • Affected by the change

• Ability to influence the outcome of the project

• Complete a stakeholder analysis template to help you develop a stakeholder engagement strategy and plan

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What to

know

Identify (list) all potential stakeholders

Document the impact of your project on the stakeholder and/or support level required for project success

Determine how to mitigate negative impacts or enhance stakeholder support

What to do


1.7 Assess change impact

• This process determines the size, scope and complexity of the change effort • Detail, detail, detail!

• Question everything and make sure you understand terminology

• Predefined timesheet = Accounting saved on future timesheets

• Predefined timesheet = You get paid even if you don’t submit a timesheet

• Complete the change impact assessment template • Confirm the results with your team or subject manager experts

• Share a summary with your sponsor(s)

• Make sure you coordinate any cross- work stream impacts for large programs

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Get it right – This process will be used to create your communication and training plans

What to

know

What to do


1.10 Assess organization culture related to the change

Determine if your change can be supported by the organization’s culture

• If the answer is no: • Change the change

• Call an expert for help if you need to change the organization’s culture

• Cancel the project

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If you are implementing a change that goes against the culture of an organization, the culture will always win – Daryl Conner

What to

know

What to do


1. Develop the communication strategy

2. Develop the sponsorship strategy

3. Stakeholder engagement strategy

4. Change impact and readiness strategy

5. Learning and development strategy

6. Measurement and benefit realization strategy

7. Sustainability strategy

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Evaluate change



management strategy

Develop the change

management plan

Execute the change

management plan

Complete the change

management effort

Step 2 – Formulate the change management strategy


2.2 Develop the sponsorship strategy

• The work you completed earlier to identify your sponsors and document their roles provides the information needed to develop your sponsorship strategy

• Examples include: • Do you need formal status meetings to keep your sponsors informed?

• Complete a RACI matrix to clearly document decision making authority

• For each key decision, document who is Responsible, Accountable, Consulted and Informed

• Interview your sponsors to assess their ability to perform their role, identify gaps and determine how those gaps can be closed

• You probably need to educate them on their role

• Create messages for them to share with their team

• Document what they consider critical success criteria and frequently review with the project team

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What to

know

What to do


Engage functional sponsors in the project

Prepare functional sponsors to lead the change

Attend weekly status meetings

Develop business readiness criteria

Sponsor Self Assessments

Command Center Updates

Go Live

Sample sponsor strategy

Feb March April May June July Aug. Sept. Oct. Nov. Dec. Jan.

Key Decisions

Motivate functional sponsors to take accountability for implementing the change

Sponsor Approves Readiness Criteria

Discuss Business Readiness Plans

Go-Live Sign-Off

UAT

Sponsor Press Kit

Sponsor Press Kit

Sponsor Press Kit

Sponsor Self Assessments


1. Resource plan

2. Communication plan

3. Sponsorship plan

4. Stakeholder engagement plan

5. Learning and development plan

6. Measurement and benefits realization plan

7. Sustainability plan

8. Integrate change management and project management plans

9. Review and approve the change plan in collaboration with project leadership

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Evaluate change



management strategy

Develop the change

management plan

Execute the change

management plan

Complete the change

management effort

Step 3 – Develop the change management plan


3.2 Communication plan

• What people consider a communication plan can vary based on their background or role

• Your communication plan is a living document – It will change at least once a week

• List all engagement activities you plan to complete to ensure those impacted are prepared for the change

• Review your impact analysis to ensure you haven’t missed an important message for a specific audience. Placeholders are fine! • Employees on military leave

• Employees whose direct deposit information did not correctly convert

• Review the plan weekly – It’s a necessary evil

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What to

know

What to do


3.5 Learning and development plan

• Change managers should understand how to develop training • The Association for Talent Development is a great resource

• Training development is iterative and starts when the impact analysis is complete 1. Identify the audiences that require training

2. Conduct a needs assessment and gap analysis

3. Document your training requirements

• Delivery method

• Timeline for development

• Resource requirements

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What to

know

What to do


• ‘Complete the change management effort’ includes evaluation of the outcome against the change objectives

• What you need to measure and methods to measure should be defined in your change management plan • Change adoption?

• Sponsorship?

• Training evaluations?

• Change readiness?

• Communications – Did they hear you?

• Your effectiveness?

• Document lessons learned along the way

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Evaluate change



management strategy

Develop the change

management plan

Execute the change

management plan

Complete the change

management effort

Step 4 & 5 – Execute and complete


Questions?

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Want more information?

• 2018 ACMP Charlotte Metro Program • Suggestions, volunteers, feedback to [email protected]

• Change management processes and tools • Cindy Stonesifer – [email protected]

• ACMP Charlotte Metro chapter • For information or to volunteer contact Tamisha Jones – tamisha.jones@duke-

energy.com

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mailto:[email protected]




Appendix

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Sample stakeholder analysis

Sample stakeholder classification models

Keep Satisfied

Manage Closely

Monitor (Minimum

Effort)

Keep Informed

Power

Interest

Stakeholder A

Stakeholder B

Stakeholder C

Stakeholder D

Time

Sup

po

rt f

or

Ch

ange

Awareness

Understanding

Acceptance

Ownership

Stakeholder A

Stakeholder C

Stakeholder B

Stakeholder D

Dress to

Impress


Sample impact analysis # Change Impact Impact Description Intervention Impacted Groups Notes

Current New o Volume

o Complexity

o Responsibilities

o Skill/Knowledge

C - Communication

T - Training

PS - Performance

Support (i.e. job aids;

on-line help)

JD - Job Design / Org

Design (i.e. new

position or add'l roles)

O - Other

C T PS JD O

General Functionality

1 Organization Structure &

Hierarchy:

All Business Units are under 1

single domain

Organization Structure & Hierarchy:

Each Business Unit will have its own domain.

This does not include Nuclear.

H Complexity - additional complexity for

initial set-up

Skill/Knowledge - new functionality

x x Training Administrators,

Training Coordinators, and

Class Organizers

2 Navigation

Organization specific 'news

page' is not used by Business

Units

Navigation

Training Organizations will have ability to

leverage 'news page' functionality to highlight

new learning programs and/or other items

deemed necessary (e.g. quick guides, FAQs

specific to the BU, processes)

L/M Skill/Knowledge - new functionality x x All end-users News Page' functionality

can vary by product mode

(Learner, Manager, Admin)

3 Access

- Employees log-in to system

via single sign-on thru

Employee Center ->Training &

Education ->Training

Connection

- Contractors log-in to system

via single sign-on thru Service

Center ->IT Support -

>Contractor Tools ->Training

Connection

-

Access

All employees can utilize Portal Integration thru

Employee Center - Training and Education page

for search and finding registered and assigned

activities. There will be direct links to the

Corporate and Nuclear LMS. Managers can also

access via Manager Center.

- Contractors will log-in to system via single

sign-on thru Service Center ->IT Support -

>Contractor Tools ->Training & Education

M Skill/Knowledge - new functionality x x All end-users - Current Training &

Education will be

redundant to the News

Page w/in the new LMS.

Information housed in the

Training & Education page

needs to be revisited.

- Upon selection of new

system name, the links

w/in the portal need to be

revisited.


Sample impact analysis

Stakeholder

Group Business Process(es)

Overall

Impact

Rating

(H,M,L)

Current State Process

Description

Future State Process

Descriptions

ILT

Needed

(Y/N)

Performa

nce

Support

Materials

Needed

(Y/N)

Stakeholder

Risks/Concerns

(regarding the Future

State)

Comm

Needed

(Y/N)

Preferre

d

Frequen

cy of

Comm

Possible

Communicatio

n Channels

Leadership

for Reporting

End Users

HR standard and integrated

data/report use: Leadership

uses standard reports and/or

requests customized HR

reports and integrated reports

as needed to make business

decisions

M / L

- Submit custom report

requests to HR Reporting

- Ask team members to run

standard HR reports on their

behalf

- Perform analyses (or ask

team members to perform

analyses) on HR data obtained

via standard or custom reports

- Potential new report

request processes

- Changes to the format

and/or data contained in

existing reports

N N

- Changes in the new report

request process may

require additional lead

time/lengthen turnaround

time

- Changes to existing

standard reports may make

it more difficult/cumbersome

to obtain HR data if custom

requests need to be made

instead of self-service

Y

At the

end of

Design;

as

needed

thereafter

Targeted

communication

from Marie and

Khris

Leadership

for Reporting

End Users -

Labor

Universe

HR integrated data/report use:

Leadership uses reports and

data taken from the Labor

Analysis Universe to retrieve

HR data needed to make

business decisions

M / L

- Ask team members to run

reports from the Labor Analysis

Universe or run the reports

themselves

- Use reports/data extracted

from the Labor Analysis

Universe to perform business

analyses or support analyses

done by others

- Specific impacts are TBD

but there is the potential for

changes in HR data/data

format to result in changes

needing to be made to the

Labor Analysis Universe so

that reports continue to

retrieve information

accurately; this, however,

may only impact the HR

Reporting team and be

transparent to Labor

Universe end users

N N

- Changes in HR data may

result in changes to the

Labor Analysis Universe

and the reports that are run

from it

Y

At the

end of

Design;

as

needed

thereafter

Targeted

communication

from Marie and

Khris


Sample decision RACI

Title Detailed Description

Decision Target

Date

Responsible

(Decision Owner)

Accountable

(Decision Maker) Consulted Informed

Workday Data Conversion (How

many years of of worker history)

Confirm how many years of worker

job/personal data to convert.

Determine if History From a

Previous System functionality will

be used in Workday or if we use

WFH only for historical reporting. 8/18/2017 Kim Cindy Bob Susie

Integrated Reporting & Analytics

Confirm where to perform

integrated reporting and analytics. 1/31/2017 Jim Tom Marie Lisa

Workday Payroll Frequency for

Exempt Employees

Confirm future pay frequencies for

integrated populations.Duke pays

exempt employees semi-monthly

(current) and non-exempt

employees biweekly

(arrears)Piedmont pays all

employees biweekly (arrears

2/1/2017 Lori Tom Marie Sharon

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Format/Key

R = Responsible

A = Accountable

C = Consult

I = Inform

Tip: You create ownership and accountability when you involve sponsors and stakeholders in decision making


Planned

Delivery Date Topic Target Audience

Delivery

Tactic/Vehicle

Person who will

deliver

7/17/2017

Managers of employees meet with employees from

July 17 through Aug. 15 to discuss individual job

mapping impacts.

Legacy Piedmont

Employees Meeting Name

7/27/2017

Review expected pay policy changes impacting

Customer Care Center employees with Care

Center Supervisors at planned staff meetings

Managers of Customer

Care Center employees; Meeting Name

7/28/2017

Email Customer Care Center employees regarding

pay policy changes impacting the Customer Care

Center employees. (Daily OT, Holidays)

Customer Care Center

Employees Email Name

8/8/2017 Enterprise Protective Services new tool Demo

Enterprise Protective

Services Meeting

8/9/2017

Program Updates and upcoming training session

reminders All HR Email Name

Sample Communication Plan


Sample learning and development plan

Target

Audience Topic Activity Medium

Delivery

Method

Facilitator

Guide

New

Update

Development

Time (hrs)

Delivery

Time (hrs) Delivery Date

Managers

Basic Navigation -

Managers

Find your way around

Workday eLearning Self-Service N New 20 1 Nov-17

Workers

Basic Navigation -

Workers

Find your way around

Workday eLearning Self-Service N New 20 1 Nov-17

All

Terminology / Words

Matter

Getting to know new

terms Word Doc Self-Service N New 2 1 Aug-17

Managers Positions Position Management eLearning VILT Y New 4 0 Aug-17

HRBPs Workday Overview

Introduction to Business

Processes eLearning VILT Y New 40 2 Aug-17

Managers Position Management BP Overview eLearning VILT Y New 9.6 0.4 Dec-17

Managers Position Management Process Summary Job Aid Self-Service New 4 0 Dec-17

Managers Position Management Create a Position Job Aid Self-Service New 4 0 Dec-17

Managers Position Management Assign Worker to Position Job Aid Self-Service New 4 0 Dec-17

Managers Position Management Manage Position Job Aid Self-Service New 4 0 Dec-17

Managers Position Management Clean Up Positions Job Aid Self-Service New 4 0 Dec-17

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Knowledge and skill areas for change managers

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Knowledge and skill areas Description and Examples

The process of change Change drivers, the change process, overall context for how change happens in organizations, change leadership and project governance, mechanisms for creating the “content” of the change, patterns of change success and failures, emotional components of the change process for individuals

Change management vocabulary Terms and definitions, general framework and context

Change management methodologies and tools Processes and tools for change management

Relationship and integration of change management with other

disciplines

Integration with project management, integration with other business

improvement methodologies such as Six Sigma, Lean

Change management strategy, architecture, and planning Change management architecture, strategy development, change management planning, impact and risk assessments

Change management team structures Leadership alignment, roles/responsibilities, budget, resources, team

preparation, governance, subject matter expertise

Change leader/sponsor development Change leader/sponsor education, sponsor skill and willingness, sponsor effectiveness assessments, sponsor coalition analysis, creating alignment among sponsors and senior leaders, change leadership/sponsor coaching, reporting and updates for sponsors

*Standard for Change Management, page 78


Knowledge and skill areas Description and Examples

Organizational and Culture Assessments Culture assessments, change impact assessments, change readiness assessments, change saturation assessments, organization and change history assessments, resistance assessments, stakeholder readiness assessments

Stakeholder engagement Stakeholder analysis, planning, implementation, and sustainability as needed

to support a change

Communications in support of the change process Communication strategy, planning, and communication activities as needed to support a change

Training in support of the change process Training strategy, requirements, planning, and training activities as needed to support a change

Leading stakeholders through change Coaching of stakeholders through change by supervisors and managers to

enable successful individual transitions

Stakeholder engagement Feedback, performance measurement, and compliance with new job roles, responsibilities, systems, and processes

Resistance management Resistance identification and management techniques to support a change,

building commitment and acceptance, risk management

Organizational change competency Developing organizational competencies and capacity to change, continuous improvement of the change process, cultural shifts

Change performance measurement Success measures, monitoring progress, sustaining the change

*Standard for Change Management, page 78

Association of Change Management Professionals

Our mission In the Charlotte metropolitan area, we will serve as ambassadors for the discipline of change management, advocating for members by providing professional development and networking opportunities.

Our vision The ACMP Charlotte Metro Chapter will be a connection catalyst for change practitioners in the Charlotte metropolitan area.

Who we are

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