UCPath Change Management
Strategy
for UC San Diego
July 2013
Table of Contents
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Overview
Background
Key Components
Approach & Methodology
Change Network
Framework For Action
Challenges
Resources & Tools
Summary
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OVERVIEW
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Overview
• Organizational Change Management
A structured approach for ensuring that changes are
smoothly and successfully implemented to achieve
lasting benefits
• The “people” side of change
• Helps impacted people feel and do the right things
through:
• Communication
• Training
• Knowledge Management
• Affects all departments – entry level employees to
senior management
• Elemental shift in organization’s basic culture
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Overview (cont’d)
• Organizational Change
Management
– Roadmap for transitioning
from current (“as is”) to
future (“to be”) state
– At the end of the day, we
want:
• A strategy for:
– Educating employees
about how their dayto-day work will
change
– Assisting them
through the
transition
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Change Network
Desired outcomes of the change strategy:
• Visible change leadership that inspires and builds
credibility for UCPath
• A Change Network that provides proactive
management for transitioning to future state
• A system-wide administrative workforce capable of
accepting and transitioning UC to the future state
• Stakeholder groups that understand the future state
and know how to contribute to the shared services
model, common system implementation, and ongoing
operation.
• UC employees who accept and trust the services
provided by a shared services center
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BACKGROUND
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Background
• Need for Organizational Change Management
Strategy already documented at UCOP Level
• September 2011, Oracle Consulting was
contracted to conduct a system-wide review to
document need.
• Review consisted of:
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Document reviews
Interviews
Focus groups
Working sessions
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Background (cont’d)
• Groups represented in
Oracle’s review:
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Executive Leadership
HR, Payroll & IT Directors
Human Resources Team
Payroll Team
Budget & Finance
Enterprise Reporting
Sponsored Research
• Result of review:
– System-wide Change
Management Strategy
for UC
– Basis for UCSD’s efforts
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KEY COMPONENTS
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Key Components
• Key Components of Successful Organizational
Change Management:
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Proactive Executive Sponsors
Mid-level Managerial Buy-in
Change Management Team or Network
Communications
Training
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APPROACH AND METHODOLOGY
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Approach and Methodology
• Synergistic or blended approach
• On parallel tracks, but essential to effective
change management
• Organization Readiness (preparing the
organization for change) through:
• Strong Leadership
• Focus on designing efficient & effective work practices
• Communication
• Training
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Approach and Methodology
Engage
Leadership
Ready
Organization
for Change
(Change
Readiness)
Organizational
Change
Management
Communicate
to
Stakeholders
Prepare the
Workforce
(Training)
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Approach and Methodology
A lot of project work is under the
change umbrella
Assess
Organizational
Risk & Readiness
Align
Organization
Articulate
Business Case &
Vision for Change
Mobilize & Align
Leaders
Design Change
Strategy
Engage &
Communicate
with
Stakeholders
Enable
Workforce
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Approach and Methodology
Mobilize and Align Leadership
• Identify Change Management Leader
Build a Team
• Change Network
Align Organization – Assess Readiness
• Campus Business Alignment/Readiness Team
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Approach and Methodology
Communicate
• Communications Plan
Enable the Change – Workforce
Preparation
• Training
Evaluate and Sustain
• Lessons Learned
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CHANGE NETWORK
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Change Network Composition
• Change Agents
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Executive Sponsors
Steering Team
Campus Advisory Council
• Influencers/Trusted Voices
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Core Implementation Team
Extended Implementation Team
PPS Power Users
End Users
• Key Communicators
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VC or Departmental Representatives
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Roles and Responsibilities
• UCSD’s Change Management Strategy will rely heavily on Change
Agents and Influencers/Trusted Voices found within:
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UC San Diego’s Executive Sponsors
Steering Team
Campus Advisory Council
Program Teams (Core and Extended)
VC Areas and/or campus departments
• These groups have the ability to influence others’ perceptions
about and ultimate acceptance of the program.
• UCSD needs their support and advocacy for UCPath by speaking and
acting enthusiastically about the program.
• They need to carry the program’s key messages to their
constituency.
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Roles & Responsibilities
Change Agents
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Roles of a Change Agent
Advocate
– Gain support and engage people to
participate
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Advocate
Facilitator
– Design systems, tools, forms &
processes to enable people to succeed
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Counselor
– Listen, understand, encourage coworkers who have been asked to step
out of their comfort zone
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Counselor
Change
Agents
Mediator
– Improve understanding and reduce
friction between multiple parties
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Facilitator
Expert
Mediator
Expert
– Use expertise to build authority
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Enforcer
Enforcer
– Set goals, targets and due dates and
ensure they are met
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Exec. Sponsors
Steering Team
Campus Advisory Council
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Change Agents Roles &
Responsibilities
Stakeholder Group
Executive Sponsors
Steering Team
Campus Advisory Council
What We Want Them
to Know
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UCSD is proactively working
toward UCPath
implementation, setting an
example as a model of
compliance, communication
and cooperation throughout
the process.
UCSD SMEs are working hard
to ensure that UCSD’s
processes are both
represented and protected
throughout the
standardization of business
processes sessions.
What We Want Them
To Do
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Publicly endorse and
promote the UCPath Program
through appearance at
UCPath events.
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Use influence to support the
implementation team
through both departmental
and campus-wide
communication channels.
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Meet with Core
Implementation team
periodically to keep informed
of progress and to convey
interest and support of their
mission.
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Roles & Responsibilities
Influencers/Trusted Voices
• Early adopters who, for various reasons, are
respected by others
• Speak positively for the change UCPath will bring
Counselor
Advocate
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Influencers
Trusted
Voices
Expert
Core Imp. Team
Extended Imp. Team
PPS Power Users
End Users
Mediator
Change Agents and
Influencers/Trusted
Voices are critical
components of the
plan
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Influencers/Trusted Voices
Roles & Responsibilities
Stakeholder Group
Core Implementation Team
Extended Implementation Team
PPS Power Users
End Users
What We Want Them
to Know
• Their contributions
are critical to the
success of UCPath.
What We Want Them
To Do

Support and advocate for
UCPath

Point others to the best
source of information that
will answer their specific
questions, i.e. UCOP website
or UC San Diego UCPath
Blink website.
• They have the power
to influence
perceptions about
UCPath with others
within their

respective fields of
expertise as well as
the broader
university
community.
Use their influence to
support acceptance of
UCPath.
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Roles & Responsibilities
Key Communicators
• Hand picked by the Campus Advisory Council
• Representatives at departmental or VC Area
Hand selected
by Advisory
Council
Conduit
between PMO
and end users
Key
Communicators
Receive
information
from PMO
“Push Out”
information
through
respective
units
VC Area or
Departmental
Representative
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Key Communicators Roles &
Responsibilities
Stakeholder Group
Key Communicator Network
• VC Area or Departmental
Representatives
• Hand selected by Campus
Advisory Council
What We Want Them
to Know
What We Want Them
To Do
• Their participation in the 
Change Network is critical
to UCSD’s transition to
UCPath.
• They are the conduit
between the Project
Management Office and
end users.

Receive written
communication from
PMO and ensure its
electronic delivery
throughout their
departments or sphere of
influence.
Attend UCPath meetings,
quarterly or as needed.
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FRAMEWORK FOR ACTION
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Framework For Action
Leadership
Action
Checklist
Actions in which
leaders will engage to
support change
initiative, e.g. release
of campus-wide
announcements,
attendance of town
halls and other public
UCPath events
Benefits
Activities
Owner
Timeline
Leaders organize
and prioritize their
efforts in support of
the change
initiative.
Meet with
Project Leader to
develop activity
list
Change Management
Change Agents
Establish timelines for all
activities
Focuses efforts on
clearly defined
areas that require
action
Tailor checklist
according to
project needs
Send finalized list
to Change
Management
Leader
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Framework For Action
Assess Campus
Readiness
Benefits
Assesses how the
project will impact
employees in terms of
process changes,
new/changed
technology, or
organizational changes
Activities
Owner
Timeline
Provides leadership
with understanding
of impact on the
organization as a
whole, and
segmented groups in
particular, e.g.
Payroll, HR, AP
employees
Document current
organizational structure
Campus Business
Alignment/Readiness
PM
Change Agents
Establish timelines for all
activities
Enables
understanding of
who needs what
training to ensure
the workforce is
equipped to handle
new systems,
processes and
policies
Work with all
stakeholders (project
team members,
Readiness Team,
Steering Team) to
identify impacts on
processes,
organizational
structures, roles and
responsibilities, staffing
numbers, job
alignments and training
requirements
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Framework For Action
Communications
Plan
Describes methods of
communicating to
impacted groups. Also
provides tools that will
allow targeting different
audiences
Benefits
Activities
Owner
Timeline
Builds
awareness,
understanding
and confidence
in the project
Determine campus
communications
requirements by
segmenting audiences
Communications
Change Management
Influencers/Trusted
Voices
Refer to Communications
Plan Timeline
Establish timelines for all
activities not included in
the Communications Plan
Provides
targeted and
concrete
communications
vehicles
Determine key
messages that need
to be communicated
to general audience
Determine key
messages that need
to be communicated
to targeted audiences
Determine
communications
vehicles that are
needed, e.g. face-toface events, FAQs, emails, etc.
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Framework For Action
Transition Plan
Benefits
Activities
Owner
Timeline
Provides an evaluation
and a plan for ensuring
the organization’s
readiness to
implement project in
terms of processes,
technology and
training
Enables organization
to identify significant
risks that would
prevent successful
implementation
Tailor preimplementation
checklist for evaluating
campus implementation
readiness
Campus Readiness
Change Management
Change Agents
Establish timeline for all
activities
Provides a step-bystep roadmap of
activities that are
necessary to ensure
successful
implementation
Conduct assessment
using the PreImplementation
Checklist
Based on results of
assessment, analyze
results and develop
Transition Plan
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Framework For Action
Training Plan
Benefits
Activities
Owner
Timeline
Identifies resource
requirement for
development and
delivery of training
and manages logistical
requirements
Informs Project
Manager of the
training resource
requirements early
in the project
Use Workforce
Impact Assessments
to understand
impacts
Training
Change Management
Influencers/Trusted
Voices
Establish timeline for all
activities
Effectively manages
and addresses
logistical
requirements in
support of training
delivery
Identify resource
requirements based
on courses required
Address logistical
needs associated
with the delivery of
training
Review and discuss
plan with Program
Manager and Campus
Training Lead
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Framework For Action
Awareness
Events
Benefits
Activities
Owner
Timeline
Coordinated events to
enhance employees’
understanding about
the initiative, and how
it will impact them..
Develops level of
understanding of how
initiative will impact
employees
Reference
Communications
Plan to understand
audiences for
timeline for events
Change Management
Communications
Change Agents
Influencers/Trusted Voices
Establish timeline for all
activities and events
They may take the form
of Q&A sessions, town
halls, web-enabled
meetings, etc
Increases awareness
about initiative
among employees
Develop schedule,
meeting format and
agendas for
Awareness Events
Develops feedback
mechanism to
monitor acceptance
Coordinate delivery
of event by
preparing leaders
and managing
logistics
They may also provide
opportunities for key
leaders to speak and to
obtain feedback
through the use of a
post-event feedback
form
Collect and analyze
feedback from
events to monitor
acceptance
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Framework For Action
Lessons
Learned
Benefits
Activities
Owner
Timeline
Provides an approach
to identifying lessons
learned from the
current project across
people, process and
technology areas
Enables the
organization to
identify what
worked well, as
well as identify
areas for
improvement so
that future
projects are
successful
Identify appropriate
personnel to
participate in the
Lessons Learned
Event
Change Management
Communications
Change Agents
Influencers/Trusted Voices
Establish timeline for
Lessons Learned Event
Discuss and agree on
important topics and
questions for the
event
Validate and refine
the suggested
discussion/questions
with the Program
Manager
Conduct event and
summarize results
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CHALLENGES
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Challenges
• As a rule, people naturally resist change
• Deeply ingrained institutional culture to
overcome
• Conflicting resource demands
• Competing priorities and projects on campuses
• Previous project frustrations
• UCOP History
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RESOURCES & TOOLS
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Resources and Tools
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UCSD UCPath Blink Site
UCSD Communications Plan
UCPath Training Plan
UCPath SharePoint Site
Oracle Consulting Change Readiness Toolkit
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Leadership Action Checklist
Pre-Implementation Checklist
Awareness Events Template
Plan Templates
Change Management Strategy
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SUMMARY
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Summary
“Control your own destiny or
someone else will.”
Jack Welch
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