ensure network migration success with change management

COMMS CONNECT 2014

Ensure Network Migration Success

with Change Management

Jo Hardwick, Tait Communications

@CommsConnectAus #comms2014 COMMS CONNECT 2014


• What is Change Management?

• Preparing for Migration

• Assess the Impacts

• Mitigate the risks

• Understanding the ADKAR methodology

• Return on Investment and Measurement

• Organisational roles in Change Management

3

Agenda

© 2014 Tait Limited: Change Management

CHANGE MANAGEMENT

What are the risks?

4


Source: Dr. John Kotter, John Kotter International, 2012.

to see the change through.

70% of all major change

EFFORTS FAIL

WHY? Because organisations often do not take the

holistic approach required

5


Change Management:

Desired future state

applying a s t r uc tu red app roach t o

of an organisation transformation MANAGE T H E

current state From a

to a


• Introduction of new:

- Technology

- Processes

- Best practise

- Systems

• Change can be both technical and personal

The fundamentals of a change management program can be applied to a

technology, organisational and/or cultural change.

You just need to plan for it.

Many types of “change”


Change Management is complementary

to Project Management

• For changes to deliver desired results and outcomes, structured

approaches are needed for both the:

- technical side of the change (project management)

• Ensuring solutions are designed, developed & delivered effectively

- people side of the change (change management)

• Ensuring solutions are embraced, adopted & used proficiently

These complementary disciplines

share a common objective to:

improve the performance of the

organisation by implementing a change.

Change Management

Project Management


Each element requires focus

The problem with change is that people who have been doing

things a certain way for a long time, don’t like to be suddenly told,

“you have to do things differently”.

The desire to change is a personal choice, so user buy-in is critical.

PEOPLE PROCESS TECHNOLOGY


TYPICAL USER FACTORS

Planning for Migration

11


Migration planning

• Cannot make plans to migrate

systems without considering

the users’ experience

- Identify your stakeholders and keep them

informed throughout the entire process

• User perception always outweighs

technology capability

- Is equipment and/or technology obsolete?

- Identify whether they need or want changes

- Coverage, capacity, operability, interoperability

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• Coverage experience:

slow roll off vs. sharp knee

• Audio delay: digital processing of

speech audio means noticeable

delay from spoken to heard

• “It just sounds different!”: voice is

transmitted as data rather than audio

– changing the tonal quality of the

original audio.

13

Typical user factors:

analogue to digital

Range

Qu

ality

analogue

digital

“In analogue I used to know who was speaking but sometimes couldn’t understand what they said.

With digital I can understand what they’re saying but not always who is speaking!”


• Trunking shares a pool of channels

across all users

• Rather than segregating user groups

across channels

• Trunking is more efficient with

more even distribution. However:

• Calls are managed: there is a call setup

process before user can talk.

• User can’t ‘see’ how long the queue is if

all channels are busy; they just know they have to wait.

14


conventional to trunking Conventional

Channels

Trunked (shared)

Channels


As a trunked radio system manages all call

set ups and site roaming, there are different

call tones users will get to know:

• Incoming call

• Proceed to talk

• Cannot transmit

• Call queued

• Called party engaged

• Called party unavailable

• Radio has gained service

• Radio has lost service

15


conventional to trunking

© 2014 Tait Limited: Change Management 16 16


look and feel

It just feels DIFFERENT

“ ”



safety vs. Big Brother

Location

services

Job

efficiency

Worker

safety


CHANGE MANAGEMENT

Assess the impact

18


• Different people will feel differently about planned change

• Need to recognise how staff are feeling and respond to this accordingly

19

The human response to change

Excited


The Kűbler-Ross change curve

20

Time

Mo

rale

an

d c

om

pete

nce

Integration

Shock

Denial

Frustration

Depression

Experiment

Decision


Change project lifecycle:

Change Management activities

Influencers

• Technology

• Processes

• Organisational structure

• Customers and environment

Project Management

Activities

• Plan

• Design

• Build & test

• Business process development

Change Management

Activities

• Culture and staff

• Public services

• Political

• Implement • Embed

• Evaluate

• Establish team and set

up processes for

implementing change

• Monitor & ensure delivery

to plan

• Embed change into BAU

• Monitor and evaluate

regularly

• Look for ops for

continuous improvement

• Diagnose need for change

• Articulate vision & agree

scope of work

• Define benefits, acceptance

criteria & key milestones

• Map stakeholders

• Baseline KPIs

• Assess readiness & capacity

for change

Set up and Delivery

Planning Project Delivery

Close-down and

Review


Scope the impact of change

Change

Management Project

Management

Leadership/Sponsorship

Project Change

Triangle Assessment

Assesses three crucial

elements

Risk Assessment

Based on organisational

attributes and overall

change characteristics

&


Actions required to

size the change are:

What is the risk profile from a

“people” perspective?

Describe the nature and scope of the change (workgroup, department, division, enterprise)

Determine the number of individuals impacted by the change

Define the change type (policy, process, system, organisation, job roles, staffing level, downsizing, strategy, merger or acquisition)

Determine the amount of change (incremental improvement vs. dramatic change)

Evaluate the impact on various groups (depending on change complexity)


CHANGE MANAGEMENT

Mitigate the risk

24


• Psychology of human behaviour

- Resistance of change ‘forced’ upon them

- Many emotional and psychological aspects are predictable

• Know where your sticking points are

• Prepare for them

• Can impact on delivering your project on-time and on-budget

• Avoid in-fighting with:

- clear direction and leadership

- clarity of information early in the change

25

Resistance is natural


Design a change program

There are six key areas of focus:


The “need for change” is typically described in terms of:

• The perceived THREAT to the organisation

• The perceived OPPORTUNITY presented by the change

The best “cases for change” help people to understand:

“What’s in it for me?”

Key challenges include:

• Getting people to accept that the current situation is untenable

• Getting people to accept that it will affect them personally

• Getting people to develop a responsibility for, and willingness to, change

27

Develop a compelling case for change


ADKAR MODEL

How people change

28


• ADKAR describes the required phases that an individual will go

through when faced with change

• It is a foundational tool for understanding how, why, and when to use

different change management tools

The ADKAR model: Awareness, Desire, Knowledge, Ability, Reinforcement

Source: Prosci International, 2012


• From page 1 of the ADKAR book*:

Individual perspective

• You cannot manage change at an

organisational level until you

know how to manage change

with a single individual.

“The secret to successful change lies beyond the visible and busy activities that surround change.

Successful change, at its core, is rooted in something much simpler: How to facilitate change with one person.”

* ADKAR: A model for change in business, government and our community, by Jeff Hiatt.


“Everyone Thinks of changing the world

Changing himself.” But no one thinks of

- Leo Tolstoy


Five building blocks of successful change:

ADKAR

Awareness of the need for change

Desire to participate and support the change

Knowledge on how to change

Ability to implement required skills and behaviors

Reinforcement to sustain the change



• Change management planning

• Diagnosing gaps

• Developing corrective actions

Using ADKAR for change management planning:

• Organisational change is successful when

everyone who is impacted by the change

has the five ADKAR building blocks

• The goal is to build A, D, K, A and R

ADKAR applications



CHANGE MANAGEMENT

ROI and Measurement

34


Measurement is amongst the biggest drivers

of all change success.

It cannot start midway through the initiative.

“ ” - Towers Watson, Whitepaper, 2012



Being deliberate makes a difference

When an excellent

was

Source: McKinsey & Co.

ORGANISATION CHANGE PROGRAM

was part of the initiative.

ROI 143%


Why does actual ROI differ from

expected ROI?

Certainty of

expected ROI or

benefit from change

Amount of change to how people do their jobs

– ‘people change’

Changes that have no ‘people change’

have high certainty in the expected ROI

Changes that are highly dependent on

‘people change’ have low certainty in

the expected ROI

High

Low High

Low


Change Management and uncertainty

Certainty of

expected ROI or

benefit from change

Amount of change to how people do their jobs

– ‘people change’

High

Low High

Low

Effective Change Management

allows you to decrease the

uncertainty associated with

changes that impact how people

do their jobs – improving the

ROI of your projects that

impact people.


Three key measures for success:

Adoption, utilisation and proficiency

Speed of adoption

User proficiency

Ultimate utilisation

• All three ‘human’ factors impact the amount of expected improvement

from a solution – driving the return on investment.

• Must manage the project and evaluate based on each criteria.

• Set goals for each up front,

and strive to hit that mark.


Adoption curve

Source: http://incentive-intelligence.typepad.com/incentive_intelligence/general_motivation/

• First encounters are with generally with innovators, early adopters,

and those people who are resistant to change.

• Based on culture, resistors may not verbalize concern and may

undermine the progress of your project.

- Risk of spending too much

time/effort/money on resistors


Time

Commitment curve L

evel

of

Co

mm

itm

en

t

Contact Awareness

Understanding

Positive

Perception

Adoption

Institutionalisation

Internalisation

Inform

Educate

Commit


Implementation vs. Installation

Business case

achievement

Time

High

Short Long

Low

Value Gap Implementation

Installation


CHANGE MANAGEMENT

Leadership roles

43


• Change is learnt by example

• Requires wide-scale adoption

• Successful change leaders exist in the three major change roles of:

- Sponsor

- Influencer

- Change agent

Leaders of the revolution

Challenging the

status quo

Easing the transition

Reinforcing future state

The three stages of effective change leadership:


• Each group has a specific

role based on how they are

related to the change

within the organisation

Change Management roles

within an organisation

Change Management

Resource or Team

Executives and Senior Managers

Project Team

Project Support

Functions

Middle Managers and

Supervisors


• Executives and Senior

Managers

- fulfilling the role of

“sponsors of change”

• Middle managers and

supervisors

- fulfilling the role of “coach”

for their direct reports

Key roles in effective Change Management:

employee-facing

Change Management

Resource or Team


Project Team

Project Support

Functions

Middle Managers and Supervisors


• Change Management

Resource / Team

- applying a structured approach

and enabling others

• Project Team

- integrating the “people side”

of change

• Project Support Functions

- providing expertise

Key roles in effective Change Management:

enabling

Change Management

Resource or Team


Project Team

Project Support

Functions

Middle Managers and Supervisors


Need to build change capability


In each of Prosci’s seven benchmarking studies*,

participants identified the #1 contributor to success as:

Why are sponsors so important?

*1998, 2000, 2003, 2005, 2007, 2009, 2011.

Active and visible sponsorship


• Authority and credibility

- Employees look to senior leaders for messages (both spoken and

unspoken) about the project’s importance and the organisation’s

commitment to the change

• Sponsors have three primary roles:

- Participate actively and visibly throughout the project

- Build a coalition of sponsorship and manage resistance

- Communicate directly with employees

What do people look to sponsors for?


1. Failed to remain visible and engaged throughout the project

2. Failed to demonstrate support for the project in words and actions

3. Failed to effectively communicate messages about the need

for change

4. Ignored the people side of change

5. Delegated or abdicated the sponsorship role and responsibilities

Top five biggest sponsor mistakes*

*From the 2012 Best Practices in Change Management benchmarking report

!


• Influencers have significant informal power

• Levels of trust affected by degrees of separation

• 4 types of influencers

- Advocates

- Connectors

- Controllers

- Experts

• Important at different times

52

Influencers


• Catalysts for change

• Helps build and execute overall change plan

• Track change management progress

• Evangelises the change

53

Change agents


54

Projects that used Change Management

had the best outcomes



• Change is about being human

• Projects with Change Management

plans can reduce your business risk

and increase your potential ROI

• Successful change programs require

great leadership and sponsors

• Need to plan, communicate, listen,

measure and monitor

55

Summary


• Global Change Manager, Tait Communications

www.taitradio.com

- Phone: +61 429 874 542

- Email: [email protected]

- Skype: jo.hardwick.tait

- LinkedIn: au.linkedin.com/pub/jo-hardwick/23/855/287

Jo Hardwick

http://www.taitradio.com/


devoted to your cause TM

57

COMMS CONNECT 2014

www.comms-connect.com.au

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COMMS CONNECT 2014 @CommsConnectAus #comms2014