Project and Change Management Plan
Centre for Continuing Education
Roadmap for Change: Growth and Positioning for Service Excellence (GPS)
December 2010
Roadmap for Change: Growth and Positioning for Service Excellence
1
DOCUMENT APPROVALS
Initials
Date
CCE
Management
Team
 HK
 KB
 KO
 GF
 KS
 AP
 SL
 GM
 WG
Executive
Sponsors
 GM
 LW
Nov 29, 2010
Project
Management
Team
 HK
 KO
 WG
 SH
Resource
Support
Nov 26, 2010
Nov 26, 2010
 EZ
 JA
DOCUMENT INFORMATION
Document title
Document file name:
Project and Change Management Plan
Centre for Continuing Education
Roadmap for Change: Growth and Positioning for
Service Excellence
CCEProjectChangeManagementPlanDec9th.DOCX
Version number:
V 1.10
Issued by:
Jeannette Aschenbrenner, Emma Zhou
Issue Date:
December-2010
Status:
Final Draft
Roadmap for Change: Growth and Positioning for Service Excellence
2
ACRONYMS IN THIS DOCUMENT
Business and Professional Development
Centre for Continuing Education
Conservatory of Performing Arts
Credit Studies Division
English as a Second Language Program
Lifelong Learning Centre
BPD
CCE
CPA
CSD
ESL
LLC
Roadmap for Change: Growth and Positioning for Service Excellence
3
TABLE OF CONTENTS
A. Project Definition
A.1 Background Information
A.2 Who We Are: Vision, Mandate, Values
A.3 Principles
A.4 Case for Change
5
5
5
6
9
B. Introduction to Project and Change Management Planning
B.1 Leading the People Side of Change
B.2 Leading the Technical Side of Change
B.3 Project Management Explained
B.4 Change Management Explained
B.5 Scope of Project and Change Management Support
11
12
12
13
14
15
C. Integrating Project and Change Management
C.1 Goals and Objectives
C.2 Milestones
C.3 Project and Change Management Roles and Responsibilities
C.4 Communication Management
C.5 Risk Management
C.6 Measurement
C.7 Project and Change Management Activities
16
17
19
19
21
22
22
23
Appendix
Appendix1. CCE Change Management Teams
Appendix2. Individual Change Model
33
34
Roadmap for Change: Growth and Positioning for Service Excellence
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A. Project Definition
Review the structure of the academic program areas (CSD+DLD+ESL) and the
Director’s office in order to propose, design and initiate the implementation of the
optimal structure and processes to allow CCE to successfully meet its mandate.
A.1 Background Information
Over the past few years, the different areas of CCE have faced a great deal of change
and growth, as the demographics of the student body have changed and as our
partnership role with the faculties and external institutions has changed. These changes
have led to many pressures on different service areas of CCE. We have done our best
to respond to these changes and pressures. It is now time to move forward proactively,
to plan and make decisions that will ensure we provide excellent service as we adjust to
the changing landscape and implement the new directions indicated in the University of
Regina Strategic Plan. CCE will define our best possible structure and supporting
processes to successfully offer high quality educational programming to lifelong
learners.
A.2 Who We Are: Vision, Mandate, Values
Our Vision
We create diverse learning opportunities that empower people of all ages to build
stronger communities.
Our Mandate
The Mandate of the Centre for Continuing Education is to meet lifelong learning needs
by offering high quality, accessible, innovative and responsive education and training
programs to learners of all ages by building on the strengths and collaborating with the
resources of the community and the University.
Our Values
•
•
Providing excellent service
Promoting a respectful workplace and learning environment
Roadmap for Change: Growth and Positioning for Service Excellence
5
•
•
•
•
•
•
Engaging collaborations and giving back to the community for outreach and
partnerships
Offering a variety of quality programs and services locally, nationally, and
internationally
Bringing the University, Continuing Education and our community together
Opening inclusive, accessible and safe avenues for all learners
Growing innovative opportunities
Managing resources responsibly
A.3 Principles
CCE has developed its strategic plan in alignment with the University’s plans and
priorities. This project represents the first steps in operationalizing CCE’s strategic plan,
which identifies the following goals: “Implementing a unified vision and decision-making
strategy” and “Creating an optimal structure and organization to meet the vision.” The
following principles will guide this restructuring:
Principle 1: Change Management
•
•
•
•
Implementing changes in administrative processes and organizational structure,
while initially focused on the Director’s office, ESL, DLD and CSD, will require
input and alignment with BPD, LLC and Conservatory of Performing Arts. All
areas will be consulted in upcoming changes. Strong commitment, involvement
and connection to the future vision from all members of the management team is
essential to the success of this change initiative.
The CCE Change Management Teams will provide an environment that
encourages problem-solving and continuous improvement.
CCE’s employees are invited and encouraged to take ownership of the change.
Support will be provided to assist CCE’s employees and management to develop
the skills necessary for change.
Principle 2: Transparency and Accountability
•
•
Where administrative/structural review is occurring, employees who are part of
the respective program or services under review will be aware of the review and
be consulted and involved, with timely and appropriate communication and
learning.
CCE’s employees participate and are able to see the process in its entirety and
understand its logic.
Roadmap for Change: Growth and Positioning for Service Excellence
6
Principle 3: Employment
•
•
•
While it is anticipated that there will be changes in position(s) and/or
responsibilities of a position(s) as a result of the project, no one will be laid off as
a result of upcoming restructuring in CCE.
If changes in structure or processes mean responsibilities change,
o roles will be clarified;
o jobs will be appropriately and reasonably balanced in the event of task
changes or shifting responsibility; and
o employees will be ensured proper training to carry out any new
responsibilities.
The APT, URFA and CUPE Collective Bargaining Agreements and the Policy on
Compensation for Out-of-Scope Employees will be respected.
o (Appendix 3 to be included upon advice / direction from HR, Employee Relations)
Roadmap for Change: Growth and Positioning for Service Excellence
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Principle 4: Decision Making
•
•
Diverse ideas, independent thought, open discussion and analysis of ideas will
be encouraged, while also meeting the decision making criteria and deadlines
outlined below.
Decision making will be collaborative, with input from CCE Management,
employees and Project Management Team, and with final decisions made by
Primary and Executive Sponsors, as itemized by the following process steps:
o Step 1. Project Team defines and verifies the key requirements / criteria
for CCE’s optimum structure from the following sources:
 output from CCE Leadership Retreat Planning for Change;
 UofR and CCE Strategic Plan;
 existing information / data from process mapping or process
improvement;
 existing feedback from clients, partners, and students;
 CCE Employee Engagement Survey results; and
 external scanning of other continuing education structures.
o Step 2. CCE Management Team and Project Management Team define
and verify any additional information required and obtain additional data
via workshops, focus groups, Advisory Team, surveys, and/or input from
CCE faculty and staff, and others.
o Step 3. In triads, the CCE Management Team and Project Management
Team will apply the above criteria and information to design CCE’s
potential structure. Input from staff regarding detailed information may be
sought at this point.
o Step 4. In triads, the CCE Management Team and Project Management
team will present their design of the potential structure to the Project
Management Team, noting pros, cons and contingencies.
o Step 5. Project Management Team examines the potential alternatives
presented in each of the structures proposed and consults with Advisory
Team members.
o Step 6. Project Management Team creates the draft of potential structure.
o Step 7. Project Management Team consults with Employee Relations,
Executive Sponsors, URFA and Unions, etc. as required.
o Step 8. Project Management Team adjusts the draft of potential structure.
o Step 9. Project Management Team presents the draft of potential structure
and supporting framework to CCE staff, including specific questions for
feedback. While all details may not be articulated in their entirety, at this
time, the supporting framework includes: groups that will be impacted, job
roles, job descriptions, implementation start and end dates, anticipated
Roadmap for Change: Growth and Positioning for Service Excellence
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o
o
o
o
o
changes to: the reporting structure, performance management and
compensation information.
Step 10. Project Management Team redesigns the final draft of potential
structure and presents it to CCE Management Team for feedback.
Step 11. Project Management Team presents the final draft to Executive
Sponsors,
Step 12. Executive Sponsors review the final draft of potential structure
and supporting information, request additional feedback as required and
make the final decision on the future structure for CCE.
Step 13. Project Management Team makes any final adjustments /
changes and communicates final structure to employees, including
specific effect on teams and individuals, and with supporting letters,
documentation, policy, etc. in place or action planned to facilitate the
changes.
Step 14. Director’s Office defines Project Implementation Team to begin
implementation of new structure.
A.4 Case for Change
The Roadmap for Change: Growth and Positioning for Service Excellence (GPS)
Project addresses the opportunities and challenges driven by increasing numbers of
current and prospective students, who come from an increasing diversity of
backgrounds and nationalities. Specifically, these changes include:
• more Casual, General Studies and, international students coming to us through
Credit Studies, distance learners, adult learners
• a strong decline in the number of high school graduates, resulting in a more
important role for CCE and the non-traditional learner,
• a more varied and complex range of interactions with students, involving a
continuum of student needs from students familiar with online interactions to
students still needing the personal touch;
• the increased importance of flexible learning opportunities, as manifested in a variety
of ways:
o Changes in Credit Studies special sessions programs, including the strong
recent growth in partnerships with the faculties to deliver Summer University,
Nights, Weekends, High School Accelerated courses,
o The potential future growth in all these areas as non-traditional learners
compensate for the decline of traditional high school entrants,
o Growth in Distance Learning as a mode of delivery, and the future growth and
‘programmatic’ changes called for by the University Strategic Plan.
Roadmap for Change: Growth and Positioning for Service Excellence
9
•
•
•
•
growth and changes in ESL over the last 3-5 years, including a doubling of the size
of regular programs, as well as noticeable changes in the countries of our student’s
origin; and
a larger role for ESL in the future due to the University’s plan to increase
internationalization of the University,
increasing role and changing nature of our partnerships with University Faculties,
and
changes in the role of the Director’s office to support the growth and changes in
CCE.
Roadmap for Change: Growth and Positioning for Service Excellence
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B. Introduction to Project and Change Management Planning
“Organizations don’t change, people change”. Successful change is ultimately
dependent on our people.
Changes for CCE will flow from the opportunities created by the realization of CCE’s
vision “we create diverse learning opportunities that empower people of all ages to build
stronger communities”, supported by creating strong interdependencies and synergy
within and across the university. Successful and proactive change ultimately depends
on how we participate, collaborate and compromise as we work together to create
CCE’s future.
The following information outlines the strategy, tasks and roles to be applied in CCE’s
Responding to Change project. The model that supports this change management plan
is developed by an organization called Prosci. 1 The Prosci PCT Model (Project Change
Triangle) uses a simple but powerful framework for evaluating the health of a project
and creating action plans for moving projects forward. The model and assessment are
based on three critical components of any successful project:
•
•
•
Leadership/Sponsorship - the direction and governance for the project
Project Management - the definition of the change itself and the actions and
tasks for moving the technical side of the project forward
Change Management - the process and tools for ensuring that the people
impacted by the change adopt and utilize the solution to achieve the benefits
Practices in Change Management Benchmarking Report involving 575 organizations,
indicates that “change projects with excellent change management are five times
more likely to succeed than projects with poor change management”.
Collaborating with, including and managing employees while operations continue is
inextricably linked to change projects; they must be happening in concert.
“Implementing an excellent change without employee engagement is like building a
1
Prosci is the recognized leader in change management research and the world's largest provider of
change management products and training. Formed in 1994, Prosci has conducted longitudinal studies in
the application of change management with more than 2000 organizations from 65 countries. Prosci's
research-based models, processes and tools have become the industry standard, with the ADKAR®
Model and Prosci's organizational change management methodology becoming two of the most widely
used approaches for managing the people side of change in corporations and government
agencies. www.change-management.com Prosci Research 1367 South Garfield Avenue Loveland, CO
80537 USA
Roadmap for Change: Growth and Positioning for Service Excellence
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great ship and having no crew. You might stay afloat for a while but you may never
leave port”. Change management planning focuses on engaging people in all steps of
the project.
This plan articulates the steps to be taken to bring change management, the people
side of this project, and project management, the technical aspects of this project
together for the benefit of successfully reaching the goals and aspirations CCE has
defined as successful outcomes for their future.
B.1 Leading the People Side of Change: Role of HR Organizational Development
Consultant:
• Collaborate and work with CCE Executive Sponsors, Project Team and CCE
Management Team to integrate change and transition management strategy,
processes and steps with the initiatives, tasks and milestones of the project
• Filter information, selecting research based, high quality, tried and true and
context relevant change processes and tools for the tasks and timelines of the
project
• Develop a change and transition plan for the people side of change that meets
the objective of productively engaging individuals and teams across CCE in the
implementation of desired changes
• Coach and train Project Sponsors, CCE Management Team in change
management practice, thereby, building the internal capacity required for
sustainable change
• Model and practice transition management strategy, behaviours and actions as
an avenue for coaching to effectively support and engage employees as they
move from the current to the desired future state
• Collaborate with Sponsors and CCE Management Team to apply, monitor and
assess the effectiveness of the change and transition plan and processes
• Link closely with other HR Support Services for advice when required
B.2 Leading the Technical Side of Change: Role of ORP Institutional Research
Analyst:
• Collaborate and work with CCE Executive Sponsors, Project and CCE
Management Team to write and verify the project plan
• Assist CCE Management Team in process review and information gathering
relating to the project
• Collaborate with Change and Project Management Team to integrate project plan
with the change plan
Roadmap for Change: Growth and Positioning for Service Excellence
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B.3 Project management explained
Project management is the set of processes and tools applied to problems or
opportunities to develop and implement a solution. One of the key components of
effective project management is having the change defined – you must know what is
changing (processes, systems, job roles, organizational structure, etc.) in order to
manage that change effectively. Project management also involves an understanding of
the tradeoffs between time, cost, and scope of a change. Finally, project management is
the application of the discipline called 'project management' that is a structured
approach for managing tasks, resources, and budget in order to achieve a defined
deliverable. Successful changes apply project management tools and processes to their
initiatives.
Project Management - Technical Side of Moving from the Current State to the Future
State
Process:
Tools:
Initiation
Project Background
Planning
Case for Change
Executing
Goals and Objectives
Monitoring/Controlling
Key Project Deliverables
Closing
Work Breakdown Structure
Milestone Dates
Roles / Responsibilities
Risks
Measurement
Budget
Roadmap for Change: Growth and Positioning for Service Excellence
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B.4 Change management explained
Change management is the set of processes, tools and practices that are used to
manage the people side of a change. Change management is the bridge between
“implementing a solution” and an organization ultimately realizing the benefits
associated with that change. Change management requires two perspectives – an
individual perspective (how people experience and transition through change) and an
organizational perspective (how groups can be managed through a change process).
Change management is the tools and processes of helping employees transition from
the current state to the future state (as defined by the change) in a way that minimizes
productivity loss, negative customer impact and employee turnover, while at the same
time maximizes the speed of adoption and ultimate utilization of the change throughout
the organization. Tools like communication, sponsorship and coaching are used to help
employees make their own individual transition. Results are best achieved when
employees are involved and participating in the change. Change management is the
final element of realizing change effectively.
Change Management - People Side of Moving from the Current State to the Future
State
Process:
Organizational:
Tools:
Preparing for the Change
Readiness assessments
Managing Change
Change Management Model
Reinforcing Change
Communication plans
Sponsorship roadmaps
Coaching plans
Individual Change Process:
Training plans
Awareness
Resistance management
Desire
Reinforcement
Knowledge
Ability
Reinforcement
Roadmap for Change: Growth and Positioning for Service Excellence
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B.5 Scope of Project and Change Management Support
Leading people through upcoming changes in CCE involves communicating the vision
of success in a way that allows each employee to be aware of, motivated toward,
knowledgeable and able, and rewarded for connecting their contributions to the
realization of that vision. CCE Management Team members are an integral part of
leading this change; their buy in, support and a high level of engagement to bring
strategy into reality is paramount to the success of the project.
The scope of this change initiative includes Credit Studies Division (CSD), Distance
Learning Division (DLD), English as a Second Language (ESL) and the Director’s office.
Each of these areas may potentially undergo significant change. Each of these areas
will be challenged to redesign and integrate its work in ways not currently experienced.
The other divisions within CCE: Business and Professional Development (BPD),
Conservatory of Performing Arts (CPA) and Lifelong Learning Centre (LLC) will also be
affected by the changes, and involved in similar work in subsequent phases of the
implementation of CCE’s strategic plan. All areas within CCE will be included in the
communications. They will also all be consulted and advised throughout the project, and
requested to provide information/input as required.
Supporting the work of CCE Management, while building their knowledge and capability
to support the work of all team members through this change initiative, is therefore a
major focus of the project and change management support for this project.
Roadmap for Change: Growth and Positioning for Service Excellence
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C. Integrating Project and Change Management
Prosci’s Project Change Triangle (PCT)
assessment measures three critical
elements for successful change. Think of
these elements like a three-legged stool. The
first leg is executive leadership. This leg
represents the formulation of the strategy and
direction for an organization, and the required
leadership to set the necessary changes into
motion.
The second leg is project management.
This leg represents the fundamentals of
managing a project, including the design of
work tasks and the management of resources
to implement changes on time and on
budget.
The final leg is change management – the
people side of change. This leg represents
the actions taken by the organization to help
employees transition from the current state to
the desired future state.
(Source: Prosci)
Leadership/sponsorship defined
Leadership and sponsorship are the responsibilities of executives and senior managers
who authorize, fund and charter change initiatives. They are responsible for making
decisions, providing direction, and demonstrating commitment to the particular change whether it is a redesigned process, a new system, restructuring within the organization,
or any type of change. The role of 'sponsor of change' is not one that can be selected or
assigned; it is tied to and dictated by the actual change that is being implemented. From
an organizational perspective, leadership establishes the strategy and direction.
Effective changes must be clearly aligned with this vision and strategy of the
organization. From a project perspective, leadership plays a key role in project
management oversight and change management participation as an active and visible
sponsor.
Roadmap for Change: Growth and Positioning for Service Excellence
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C.1 PROJECT AND CHANGE GOALS/OBJECTIVES
The initiative to implement Roadmap for Change: Growth and Positioning for Service Excellence Project is
driven by the following CCE strategic directions as noted in the CCE Strategic Plan:
• Implementing a unified vision and decision-making strategy
• Creating an optimal structure and organization to meet the vision
The table below describes CCE’s strategic goals and the project objectives supporting those goals:
CCE STRATEGIC PLAN GOALS
•
•
Strengthen University of Regina Offerings for
Non-Traditional Students by Improving Our
Program Suite and Program Delivery2
Become the Partner of Choice for Continuing
Education Opportunities by Improving
Relationships with Our Partners/Clients
•
•
•
•
•
•
•
Increase Our Student Base and Enhance Our
Reputation by Improving Client Interactions
and the Service Experience and Environment
of Our Students and Instructors
•
•
•
•
•
2
ROADMAP FOR CHANGE: GPS PROJECT
OBJECTIVES
Develop a structure and appropriate processes for
strategic and joint planning in the following areas:
o CSD and DLD, e.g.
• develop flexible learning courses and
programs
• provide students with the flexibility to take
a course at time and places of their
choosing
• reduce duplication of effort and resources
in overlapping areas
o potential credit and non-credit joint offering
o CSD and ESL in program and integrated
administrative processes
Incorporate relevant changes in the Director’s office
Create an integrated approach for DLD/CSD
program and service development
Create better interactions with internal clients
(Faculties, Departments and Non-Academic Units)
including an integrated communications approach
Create formal relationships between ESL and the
Faculties/Non-Academic Units
Improve CSD/DLD and ESL partnerships and
relationships with external clients and our community
Incorporate relevant changes in the Director’s office
Improve administrative efficiency and enhance
productivity for CSD/DLD/ESL and Director’s office
Reduce unnecessary duplication of efforts for
administrative processes/roles, such as financial,
marketing, human resource, purchasing
Reduce confusion for students, internal clients and
external clients and improve efficiency of the unit (for
e.g. provide one point of contact)
Improve administrative processes in the core areas
The focus of this project is not program suites, but program delivery, as outlined in the GPS Project objectives.
Roadmap for Change: Growth and Positioning for Service Excellence
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•
•
CHANGE MANAGEMENT GOALS
•
•
of: inquiry process, student registration, recruitment
and appointment of instructors, and class scheduling
in relation to stakeholder groups
Provide appropriate and adequate configuration of
administrative and support staff for programming
needs in each area, particularly, the administrative
support concern in ESL
Enhance professional skills for our instructors and
staff
CHANGE MANAGEMENT OBJECTIVES
Provide a structured, framework or roadmap
that will engage people in the changes
articulated by the project plan
Assess readiness and customize change
initiatives for maximum effectiveness and
efficiency
•
•
•
Raise awareness of nature and reasons for the
change and increase participation of all team
members in creating the preferred future
Realize the benefits of the change
Provide support at the appropriate level for
individual’s stage of change and organization’s
readiness and change capability
Roadmap for Change: Growth and Positioning for Service Excellence
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C.2 MILESTONES:
Item
Milestone Description
Estimated Completion
Date
1.
Credit GPS Project initiation
End of November
2.
Requirements Determination
End of January
3.
Construct recommended ideal structure
Mid February
4.
Evaluate alternatives
Early March
5.
Decision validation
6.
Define Implementation Team(s)
April 2011
7.
Non-Credit GPS Project begins
TBD
Beginning of April
C.3 PROJECT AND CHANGE ROLES & RESPONSIBILITIES:
ROLE
Executive Sponsorship
RESPONSIBILITIES
•
•
•
Advisory Team
•
•
Project Manager
•
•
•
Change Management
Team
•
•
•
Ultimate decision-maker
Visibly and actively sponsor the
change
Up to date with project progress,
direction and major issues
Provide feedback and comments
from the wider User Community
to the project Management team
Interpret the project back to the
University
Provide overall project direction
Responsible for managing and
communicating a clear vision of
the project objectives, and
motivating the Project
Management Team to achieve
them
Ensure project is on track and
progressing, taking corrective
action(s) when necessary
Advocate and sponsor the
change from their place in the
organization
Communicate changes, field
questions,
Ensure involvement and
PARTICIPANTS
VP Academic - Dr George Maslany
AVP Academic – Dr Lynn Wells
CCE Director, Dr Harvey King
Key stakeholders, partners and
clients
CCE Director – Dr Harvey King
HR Org Dev Consultant -Jeannette
Aschenbrenner
Executive Sponsors
Advisory Team members
CCE Management Team
Roadmap for Change: Growth and Positioning for Service Excellence
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•
•
Project Management
Team
•
•
•
•
•
Resource Support
•
•
•
•
participation in the change
processes
Support and coach employees as
they experience and transition
through changes,
Provide assessment and
feedback to ensure the business
objectives of the change are met
Advocate and sponsor the
change from their place in the
organization
Provide the appropriate
resources (staff, time, etc.)
Communicate project goals,
status and progress throughout
the project to personnel in their
area
Develop, review and/or approve
project deliverables
Give feedback and guidance and
recommendation to the project
Provide project and change
management expertise and
planning
Support and coach the project
and change management team
through the restructure review
Assist Project Management Team
in research and process review
relating to the project
Provide resources, training and
coaching in change management
CCE Director - Harvey King
Head of DLD - Willadell Garreck
Head of CSD - Kevin O'Brien
ESL designate - Simone Hengen
Resource Supports
HR Org Dev Consultant - Jeannette
Aschenbrenner
Research Analyst - Emma Zhou
Roadmap for Change: Growth and Positioning for Service Excellence
20
C.4 COMMUNICATION MANAGEMENT:
Communication Tools:
Ensuring communication is delivered and received through appropriate channels, the following
communication tools and media will be used throughout this project
E-Mail, Newsletter – Monthly, with dialogue to generate FAQs, Structured Meetings, formal and including
Coffee Corner , Workshops / Focus Groups / Forums, Written/Electronic Documentation and Reports
Telephone
Communication Contents and Timing:
The table below illustrates the type of communications that will be taking place throughout the project.
Type
Description
/Purpose
Responsib
le
Attendee
/Audience
Media
Timing
Meetings
Team status
Meeting
Scheduled meetings
to discuss project
activities, progress
and issues
Project
Manager
Project
Management
Team
Face to
face
meeting
Weekly/
Reports on project
progress, variance,
accomplishments,
and issues
Project
Manager
Executive
Sponsors/
MS Word
On Demand
Various
Monthly CCE Newslette
Incl.
Face-toFace
Meetings
& Events,
The Insider
On Demand
Reports
Project Status
Report
Primary Sponsor/
Project
Management
Team/
Management
Team
Communication
Planning
Strategic
Communications
Plan
Create opportunities
for 2-way
communciation
engaging
management and
employees in
creating and
supporting the ideal
administrative
structure to deliver
excellent customer
service to students in
partnership with
Faculties and other
University partners
CCE
Marketing
Manager
CCE Employees/
Management
Team/ Executive
Sponsors /
University
community
Written
and
CCE Newsletter 3x yrly
to UofR community
Project and CCE
Management Team:
bi-weekly and monthly
meetings
Website
Staff communications:
Area Staff Meetings,
Coffee Corner
(3 – 4)
Regular Staff
meetings (2 )
Roadmap for Change: Growth and Positioning for Service Excellence
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C.5 RISK MANAGEMENT:
An initial set of risks are identified as below:
• Buy-in and participation of entire team and Director’s office, CSD/DLD/ESL in project and change
management activities
• Time constraints: for communication and feedback, missing milestones
• Resource availability: Resource Support (Jeannette and Emma) 1/2 FTE position base throughout
the ideal structure selection project, CCE Management Team workload and balance between project
and operational responsibilities, ongoing operational responsibilities of CCE employees
C.6 MEASUREMENTS
•
•
•
•
Achievement of business objectives: e.g. more joint planning/ offering opportunities between
Director’s office, CSD and DLD are realized,
CSD/DLD have a more integrated approach to create better interactions with internal clients
(Faculties, Departments and non-Academic Units), clients experiencing better, improved service
Efficacy of creating and implementing a structured Change Management Plan: employees,
stakeholders and partners are able to operate effectively and efficiently under the new structure
Post implementation assessment with Change Team members, Stakeholders and Clients
Roadmap for Change: Growth and Positioning for Service Excellence
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C.7 Project and Change Management Activities:
Project Management:
Project Initiation and Planning
Change Management:
Preparing for Change
Deliverables
•
•
•
•
Prepare project plan
Link project plan with change management plan
Develop Work Breakdown Structure
Share project plan with CCE Primary Sponsor and
Executive sponsors ,
Receive approval, edit and prepare final draft of CCE
Project and Change Management Plan
Share project plan with Project Management Team and
CCE Management Team, agree on objectives, roles,
responsibilities
•
•
•
Prepare the change plan
Link the change plan with the project management plan
Share change plan with CCE Primary Sponsor and Executive
sponsors
Receive approval, edit and prepare final draft of CCE Project
and Change Management Plan
Share change plan with Project Management Team and CCE
Management Team
Establish common understanding of team roles and
responsibilities
Project Plan and Change Management
Plan (Complete)
Form Change Management team
Set up Advisory Team
•
Identify the ‘right’ change management team members (by
location, function, stakeholder / partner role. etc.)
Directly engage the participation and support of the Project
Management Team, Management Team and Executive
Sponsors
Teams membership identified and
communicated (Complete)
Assess scope (size) of the change and assess organizational
readiness for change:
PCT Assessment (Complete)
•
•
•
•
•
•
•
•
•
With Project Management Team:
Readiness Interview: (Interview Guide: Toolkit 4.46 Preparing for
Change - complete)
Size the Change and Assess Organizational Readiness/Change
Capability
Detailed Work Breakdown Structure
document (target Mid NovemberComplete)
Change Index:
Change Characteristics Worksheet and
Assessment
Organizational Attributes Worksheet
and Assessment
Roadmap for Change: Growth and Positioning for Service Excellence
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Project Management:
Project Initiation and Planning
Change Management:
Preparing for Change
Deliverables
•
Determine change strategies
Summary / presentation includes
assessment results,
identifies risks, size and scope to inform
change plan
•
Determine change team members level of skill / awareness
and desire for change
Increase Awareness and Desire for
Change
With Sponsors, Project Management Team, Advisory Team:
Tools: Sponsor Interview Template - Primary Sponsor
Assessment, Primary Sponsor Plan Template … Business
Change Management Worksheet, Team Member Competency
Assessment
•
•
Schedule identified meeting and attendees
Review Work Breakdown Struture and assign resource to
each activity
•
Establish communications liaison / support from CCE to work
with Change Management Team Lead
Meeting Schedule: current and
additional meetings identified
•
Begin development of initial communications
Draft newsletter prepared (Complete)
•
Prepare Communication Plan and Impementation Steps:
audiences, key messages, timing, packaging, media
Detailed Communications Plan
- Draft Complete
Support and coach Executive and Primary Sponsor to:
• set up communication objectives and timing with and
between Executuve Sponsors, Advisory Team and CCE
Management Team
begin building support and engaging CCE Management Team as
active / visible sponsors of the change
• Announce project and change plan to all of the CCE Team
Members
Primary Sponsor Plan Template
Sponsorship Roadmap(s)
Sponsorship Communication and
Sponsorship Roadmap
Roadmap for Change: Growth and Positioning for Service Excellence
24
Project Management:
Project Initiation and Planning
Deliverables
Change Management:
Preparing for Change
•
Primary Sponsor Communication: project plan and change
plan details, intiatives and status
Roadmap for Change: Growth and Positioning for Service Excellence
25
Project Management:
Requirements Determination
Define key requirements
• Project Management Team defines the key
requirements/criteria for CCE’s optimum structure from the
existing sources – output from CCE Leadership Retreat
Planning for Change, UofR and CCE Strategic Plan, existing
information/data from process mapping/improvement,
existing feedback from clients, partners and students, CCE
Employee Engagement Survey results, and external
scanning
Verify/Obtain Additional Information and Data
• Collect information about current core administrative
processes: inquiry process, student registration process,
recruitment and appointment of instructors, and class
scheduling process
• Collect information about internal organizational structure:
configuration of administrative and support staff for
programming needs in each area
Analyze for Potential Improvement points
• Identify what concerns, overlaps, commonalities and
differences between Director’s office, CSD/DLD/ESL’s core
administrative processes and internal organizational
structure in relation to stakeholder groups – student, faculty,
partner, CCE staff and CCE instructors
• Identify unecessary duplication of efforts for administrative
processes/roles, such as financial, marketing, human
resources, purchasing
• Determine additional information requirements and obtain
additional data from focus groups, Advisory Team, surveys,
and/or input from CCE faculty and staff, and others
Articulate Criteria
• Project Management Team re-verify the key
requirements/criteria for CCE’s optimum structure
Change Management
Preparing for the Change
Deliverables
Assess culture, barriers, risks, determine ‘hot spots’ and
barriers to change: With all of CCE Management Team:
Change Competency Assessment for Managers
•
Customize following plans based on assessment
outcomes: Develop Coaching Plan and Resistance
Management Plan
•
Add additional details and or changes to Sponsorship
Roadmap
•
Coach and train Project Management Team members,
/ Management Team members as indicated by
assessment results
Documentation of current processes
Criteria definitions established
Change Competency Assessment for
Managers and ADKAR assessments
Roadmap for Change: Growth and Positioning for Service Excellence
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Project Management:
Construct Recommended Ideal Structure
•
•
In triads, the CCE Management Team and Project
Management Team will apply the validated criteria to
design CCE’s potential structure. Input from staff
regarding detailed information may be sought at this
point
In triads, the CCE Management Team and Project
Management Team will present their design of the
potential structure to Project Management Team, noting,
pros, cons and contingencies
Change Management
Managing the Change
•
Deliverables
Identifying the right change activites for the ADKAR phase of
each of the impacted groups: CSD, DLD, ESL groups
With Division Heads:
Determine ADKAR phases of change for each group affected
by the change (Toolkit 5-8)
Potential optimum structures identified
Assessment of the current phase of
change of each of the impacted groups
Roadmap for Change: Growth and Positioning for Service Excellence
27
Project Management:
Evaluation Alternatives
Examine Alternatives
• Project Management Team examines the potential
alternatives presented in each of the structures
proposed and consult with Advisory Team members
• Gap Analysis between current structure and preferred
future structure – job roles/responsibilites, reporting
structure, performance capacity, processes and policies
• Identify existing and/or known future initiatives or
changes that will impact the future state
Create Potential Structure
• Project Mangement Team creates the draft of potential
structure
• Project Management Team consults with Employee
Relations, Executive Sponsors, URFA and Unions, etc.
as required
• Project Management Team adjusts the draft of potential
structure
• Identify the supporting framework - groups that will
impacted, job roles, job descriptions, implementation
start and end dates, anticipated changes to reporting
structure, performance management and compensation
information
• Project Management Team redesigns the final draft of
potential structure and presents it to CCE Management
Team for feedback
Change Management
Managing the Change
•
Deliverables
Develop customized ‘group / people change’ plans based on
impacted group assessments
Map Change Management Activities (communications, sponsor
roadmap, coaching, resistance management, training) with
ADKAR phases of change for each impacted group
•
Completed Project Management Team
evaluations
Documented gap analysis
Documented future intiatives or changes
Documented measures of success
Recommended Optimal Structure
Implementation Plan Draft
Develop Targeted Communication Plan
Targeted Communications Plan
•
Coach and train Management Team on Communication
Skills as required
Communication Skills Training resources
Roadmap for Change: Growth and Positioning for Service Excellence
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Project Management:
Decision Validation
Final determination of the potential structure
• Project Management Team presents the final draft to
Executive Sponsors
• Executive Sponsors review the final draft of potential
structure and supporting information, request additional
feedback as required and make the final decision on the
future structure for CCE
• Project Management Team makes any final adjustments
/ changes and communicates final structure to
employees, including specific effect on teams and
individuals, and with supporting letters, documentation,
policy, etc. in place or action planned to facilitate the
changes
Change Management
Managing the Change
Deliverables
With Project Management Team:
• Determine interdependencies, cultural and philisophical
similiarities and differences
Prosci Impact Index for change
management
Change Management Strategy outline
•
•
Assess change readiness and capability of any additional
stakeholders now involved
Develop / expand change plan as required based on
assessments and additional stakeholder involvement
Re-Size the Change and Re–Assess organizational readiness
based on defined Future State
Develop and/or Refine the following plans:
• Sponsorship Roadmap
• Communication Plan
• Coaching Plan
• Training Plan
• Reinforcement (Resistance Management) Plan
Roadmap for Change: Growth and Positioning for Service Excellence
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Project Management:
Define Implementation Team(s)
•
Director’s Office defines Project Implementation Team
to begin implementation of new structure
Change Management
Managing the Change
Deliverables
Implementation Team (s)
Roadmap for Change: Growth and Positioning for Service Excellence
30
IMPLEMENTATION: Managing Change
Execute the Work Plans
Involve Sponsors
•
Communicate agreed upon future state to employees
•
Engage Employees
create a common view of the nature of the change, why the
change is being made and the organization’s readiness for
change
Resistance assessment and Resistance
Plan
Address: Discussion with all Heads re ‘nature of change’ ..
potential impact on each of their teams… program and team
strengths from each of their areas that will contribute to
successfully making these changes
Readiness Assessments with them as managers, with
individuals / teams… identify hot spots, change readiness,
resistance factors
•
Train Project Management Team, Management on change
management and their role as sponsors of change
Training Plan
•
Help create key messages for ALL management to
communicate to the organization (presentations and
elevator conversations)
Create identifiable actions that Executive Sponsors /
Primiary can do to begin supporting the change
Communication Plan
•
Sponsor Roadmap
Roadmap for Change: Growth and Positioning for Service Excellence
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IMPLEMENTATION: Reinforcing Change
Transfer Ownership
Coach Sponsors
Train Employees one-by-one
Measurement and monitoring progress and success
Milestones and celebrations
System supports to be put into place to create and sustain new culture/behaviours
Roadmap for Change: Growth and Positioning for Service Excellence
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Appendix 1: CCE Change Management Teams
Executive Sponsors
CCE Change Management Teams
Advisory Team
WHO
Acting VP, Academic Dr George Maslany
and Associate VP Academic Dr Lynn
Wells
WHO
Advisory Team Primary Sponsor: Director,
Dr. Harvey King, Key stakeholders;
partners, clients
MISSION: to effectively create credibility
for the project … to show the university’s
commitment to the change by sharing the
vision and rationale and to build a
coalition with other key leaders.
MISSION: To provide advice that integrates
project decisions into the fabric of the
university and into the University’s purpose
of service to students, to strengthen the
change ‘capability’ of the project and to
create awareness and support for the future
success of the project.
ROLE
Sponsors of change, model commitment,
make decisions required from your level
within the university, remove roadblocks
TASKS
Fund the change, set high level priorities,
build supportive coalition – creating
engagement at senior management level,
resolve issues, manage resistance,
participate with project and change team
for duration of the project, communicate
alignment with vision/mission of
university, celebrate successes with the
team
ROLE
Interpreter
Advisor
TASKS
Keep abreast of project steps / decisions
Create 2 way dialogue within their areas of
influence re: the impact and efficacy of
project steps / decisions and deliverables
Provide advice to CCE Sponsors, Project
and ChangeTeam based on their
experience / their connections /
conversations throughout the University /
external community
Note: Internal and/or external stakeholders,
involvement may fluctuate throughout
project duration
Change Management
Team
WHO
Primary Sponsor: Director, Dr. Harvey King,
Change Management Team Lead, HR Org
Dev Consultant, Jeannette Aschenbrenner
Team Members and Contributors: Executive
Sponsors, Advisory Team members, Project
Management Team members, CCE
Head(s) / Managers / Supervisors
MISSION: To create project and people
success by creating and implementing
convergent paths that bring together
change management (people side of
change) and project management (techical
side of change) to achieve the business
objectives of the change.
ROLE of Change Management Lead:
Identify change model/tools, assess
readiness, develop communication plan,
sponsorship roadmap, coaching and
training plan and reinforcement plan, and
integrate change plan with project plan
Change Management Team members:
participate in the change as information
providers, creators of communication
dialogue, assessors, advocates and
coaches for change
Project
Management Team
WHO
Primary Sponsor: Director,
Dr. Harvey King, Assistant Project Manager,
ORP, Institutional Research Analyst, Emma
Zhou,
Team Members and Contributors:
Head of DLD, Willadell Garreck,
Head of CSD, Kevin O’Brien,
ESL Instructor, Simone Hengen
MISSION: To create project and people
success by creating and implementing
convergent paths that bring together
change management (people side of
change) and project management (techical
side of change) to achieve the business
objectives of the change.
ROLE of Project Management Lead:
Design / Write the Project Plan Define the
project: what the change will look like, what
is changing – structure, processes,
systems... identify trade offs between time,
cost and scope, define deliverables
Project Team Members: link to CCE
operations, provide and review information
and project direction, give feedback and
guidance to the project
Note: Team involvement will fluctuate
Roadmap for Change: Growth and Positioning for Service Excellence
throughout project duration
33
Appendix 2: Individual Change Model
(summary of: Hiatt Jeffrey M. (2006) ADKAR How to Implement Successful Change in our Personal Lives and
Professional Careers)
Change managment support includes focusing on how individuals wlll be addressing the
change. People change individually, one person at a time. The individual change model
articulated by Prosci, describes the elements of change individuals go through and the order
in which each individual experiences change: ADKAR, awareness, desire, knowledge, ability
and reinforcement.
RISKS at Each of these Potential Barrier
Points to Change
Awareness of the need for change
Desire to support and participate in the change
Absence of or low Awareness / Desire >
more resistance… slower adoption… higher
turnover… delayed implrmentation
Knowledge of how to change
Ability to implement required skills and behaviours
Absence of or low Knowledge / Ability >
lower utilization… incorrect usage of new
processes/tools… negative customer
impact… sustained reduction in productivity
Reinforcement to sustain the change
Absence of or low Reinforcement >
…lose interest and revert to old behaviours…
Prosci’s research and resources identify:
• assessments that help to identify change positions or profiles of the organization,
groups and /or individuals,
• strategy and actions to guide/coach individuals through each of these elements of the
change process, and
• identification of accountabilities by role required to accomplish specific strategies and
outcomes. (i.e. executive sponsors, promary sponsors, stakeholders, managers) for
each stage of the organizational and individual change process.
This Change Management plan articulates roles / responsibilities, change management
activities and supports for planning and implementing the ‘people’ side of change, as
individuals move from awareness to successful and sustainable change and as CCE moves
through preparing for, managing and reinforcing the changes articulated in this plan. This
plan is written to link change management and project management tasks and actions,
combining and sequencing initiative for project success.
Roadmap for Change: Growth and Positioning for Service Excellence
34