implementing edrms focus on change management john townsend chief information officer, nopsa june...
TRANSCRIPT
Implementing EDRMS
Focus on Change Management
John Townsend
Chief Information Officer, NOPSA
June 2008
2
Agenda
• About the Presenter
• About NOPSA
• About EDRMS
• Project History
• Managing Change at NOPSA
• Lessons Learned
3
About the Presenter
• Focus on Business Information, not Technology
• Information Management – RMIT
• Product Manager – Content Management System for eLearning
• Journey from Customer to Vendor to Customer
4
About NOPSA
• Regulator for OHS in Offshore Petroleum
• Statutory Authority – Australian Govt
• FMA
• Funded by industry
5
About EDRMS
• Enterprise, not electronic
• Records, not just Documents
• Drivers for implementation
• EDRMS is not a toy• EDRMS is not part of the O/S (anytime soon)
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Project History
• Early days as a “project”
• Formal Approach to Market
• Evaluation process
• Selection process
• Contract negotiation and due diligence
• Implementation planning
• Project Milestones
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Timeline
1/11/2006 17/01/2008
1/01/2007 1/04/2007 1/07/2007 1/10/2007 1/01/2008
20/12/2006RFT Issued
10/08/2007Due Diligence Ends 15/10/2007
Hardware Installed
17/10/2007UAT
5/11/2007GO LIVE
17/02/2007RFT Closed
16/04/2007Objective Awarded
4/07/2007Contract Signed
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Managing Change at NOPSA
• Tying into Corporate / Strategic Plans
• General Questions to ask about change
• Project Management System
• Project Communications
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Tool: Questions to ask
• 1.1 Take a look around your environment (home, family, business, personal). What issues do you see ongoing that you have not managed yet?
• 2.1 What would you need to see/hear/feel to recognize when it was time to do something different?
• 1.2 What has stopped you from managing them until now?
• 3.2 Which aspects should stay the same?
• 3.1 What criteria do you use to decide what aspects of the situation need to be changed?
• 3.3 What is the difference between the two?
• 3.4 And how will you know if you've chosen the appropriate elements for each?
• 4.1 How will you decide who would need to be brought into the 'change' conversation to ensure you have buy-in from interested parties?
• 4.2 How do you plan on bringing them into the decisions you need to make?
• 4.3 How will you know that they are indeed supportive of your change issues?
• 4.4 How will you know if they are not supportive?
• 4.5 How will you manage the situation if they believe they will be harmed by the change?
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Tools - PMS
• Project Management SystemProject Concept Document
Project Business Case
• Quality Sliders - Success criteriaWhat can give?
What can’t?
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What gives? What can’t?
Success MeasuresRelativity
[KeyReports]
Off 1 2 3 4 5 6 7 8 9 10
A. Have Satisfied Client Groups
B. Meet all the project’s objectives / requirements
C. Meet the agreed budget, resources, etc
D. Deliver the key product / service on time
E. Add value to the organisation
F. Meet quality requirements
G. Sense of professional satisfaction for the Team
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Managing Change at NOPSA
• Tying into Corporate / Strategic Plans
• General Questions to ask about change
• Project Management System
• Project Communications
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Communications
FunctionActivity
Transaction
File divider
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Summary - Lessons learned
• Identify what will change
• Train a leadership group
• Identify those with special needs
• Monitor system usage
• Regular re-training and communications
• Factoring in ongoing services
More information …
Email: [email protected]
Acknowledgements:Thomsett International
Email: [email protected]