When Change Runneth Over:
Lessons Learned From Implementing
Multiple Change Projects Simultaneously
PDN Presentation
July 2013
Change Network
A Change Network was established consisting of Power Users,
members of the Project Teams and CF Senior Leadership
• Power Users – Key Elements for Success
– Regularly scheduled meetings and web conferences to communicate
information and receive feedback from sites and process areas.
– In-depth training and participation in testing to learn new systems.
– Developmental plans and stretch assignments designed to increase
level of competency and foster professional development.
– Conducted End User training creating in-house capacity at each facility.
– Initial point of contact for End User support during and post Go Live.
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Change Management Lead Role
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CM Lead
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Chief champion of change
Project leadership
Connect the dots
Maintain visibility into each
project
• Identify/mitigate the impact of
change on people
• Ensure standard
methodology is followed
• Ensure methodology is
applied appropriate to culture
Lessons Learned…..
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The volume of change undertaken simultaneously must be carefully
weighed beforehand
Be involved from the start – it is much harder to catch up
Ensuring consultant “fit” is a key driver of success
Having employees as members of the change management team is
critical
Securing external, expert resources is a worthwhile investment (e.g.
ROC Group for communications support)
Integrated change delivery services are key to overall success
Change management’s work doesn’t end at go-live
Flexibility, adaptability and persistence support project progress and
personal sanity
Commitment to collaboration must be a guiding principle
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Key Components of Success
Project Management
Leadership
Power User Network
Strategic
Engagement of
Change Management
Collaboration/
Coordination Across
Projects
Fluid
Communications
Strategy
Employee
Engagement
Activities
Structured Training
Methodology &
Materials
Development
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Change Gaps
Vision
Skills
Incentives
Resources
Action Plan
Successful
Change
Skills
Incentives
Resources
Action Plan
Confusion
Incentives
Resources
Action Plan
Anxiety
Resources
Action Plan
Gradual
Change
Action Plan
Frustration
Vision
Vision
Skills
Vision
Skills
Incentives
Vision
Skills
Incentives
Adapted from Managing Complex Change model by Ambrose, 1987
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Resources
False Starts
The Inevitable “Valley of Despair”
Performance
View Change as a process, not an event
With Change Management
maximum performance
increase can be achieved
Without Change
Management predictable
outcome cannot be
achieved
Program Lifecycle
“Valley of Despair”
Time
 This “Valley of Despair” is normal and should be expected.
 With a strong Change Network, this valley can be minimized and post
Go-Live performance can be achieved.
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The Three Key Pillars of Successful Change Management
• The objective of Change Management is to achieve successful
implementation and acceptance of changes through:
Training &
Performance
Support
Organizational
Alignment
Communications
& Sponsorship
Change Readiness & Acceptance
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