Appendix 1 Edited for Eduserv application Business Change Strategy v0.1 draft
- 1. 1 Edited for job application Time Management System Business Change Strategy Status: Draft Version: 0.1 Date: 15.10.15 15.10.15 Edited TM Business Change Strategy v0.1
- 2. 2 CONTENTS Document Control......................................................................................................................3 Document History..............................................................................................................................3 Distribution List..................................................................................................................................3 Approvers..........................................................................................................................................3 Executive Summary....................................................................................................................4 Background.................................................................................................................................4 Business Change Approach........................................................................................................4 1.Stakeholder Approach....................................................................................................................5 2.Communications Approach.............................................................................................................8 3.Training Approach..........................................................................................................................9 4.Release/Implementation Management Approach.........................................................................9 5.HR Approach...................................................................................................................................9 6.Post Go-Live Support Approach......................................................................................................9 7.Example Timetable:......................................................................................................................11 Appendices...............................................................................................................................12 15.10.15 Edited TM Business Change Strategy v0.1
- 3. 3 Document Control Document History Version Date Status Reason 0.1 15.10.2015 Draft for Discussion Initial Draft for Internal review Distribution List Distributed To Role Date V. Notes Approvers Sign Off Name Role Title Date V. Signature 15.10.15 Edited TM Business Change Strategy v0.1
- 4. 4 Executive Summary The implementation of the TMS work stream of the Aurora Project will impact all officers and staff within ASC. It will also significantly impact the HR and Finance departments. This document sets out to address the change management aspect of the project and proposes an approach for Business Change (Stakeholder Approach, Communications Approach, Training Approach, Release Management Approach, HR approach, and post Go- Live support Approach). Managing business change consists of three main stages: Prepare, Engage and Embed. These stages inform our approach to change management to prepare ASC for the change, to outline the change vision, to inform and engage key stakeholders and to embed the appropriate behavioural changes and acquisition of skills. These will seek to ensure that leaders within the organisation are fully aware of Origin DMS’s capabilities and the impact it will have on staff, officers, and affected departments; ensure that staff, officers, and affected departments are fully aware of and prepared for the impending change and what it means to them; ensure that all staff, officers, and departments are provided with adequate training which is relevant to the needs of their role; and ensure support mechanisms are in place when the system goes live. Background Explained the background and aims of the project and introduced the purpose of this document Business Change Approach The process of business change will work through three distinct phases: • Prepare: where key stakeholders will be identified, consulted and briefed. • Engage: where wider communication with staff will commence. 15.10.15 Edited TM Business Change Strategy v0.1
- 5. 5 • Embed: which involves training and post go-live support. In order for the project to be a success the following conditions should be met: Before Go-Live: • Senior leadership are clear on, and fully supportive of the changes. • First and second line leaders are supported and engaged with, to enable them to cascade communication to their teams. • It is clear who is impacted by the changes across the wider organisation and they are engaged accordingly. • The project will have resources dedicated to the Business Change workstream in order to provide consistent and capable ownership of Business Change. • Support and an agreed commitment will be provided for Aurora project from Subject Matter Experts and HR, Communications, Finance, and Training SPOCs. • Alignment with wider projects in ASC to enable an understanding of key milestones, the impact of new business processes and roles. • Given the need for cultural/policy change, early communications should provide staff with an understanding of the changes in terms of cultural expectations. • Training should be designed to support embedding the cultural changes, as well as system training. In place at Go Live of TMS: • The impact of this period is understood and interim processes are communicated; feedback mechanisms are employed and communications and interventions are tailored. • There is a structured framework to help ASC’s staff to adapt to changes in their ways of time recording. • There is an agreed approach to give the appropriate level of post go live support to staff. It is proposed that Aurora adopts six distinct approaches to managing the Business change: the Stakeholder Approach, the Communications Approach, the Training Approach, the Release Management Approach, the HR approach, and the post Go-Live support Approach. The success of the project will depend in part on embedding business process and cultural changes. The Business Change Strategy will need to determine whether this is addressed though the Communications Approach, the Training Approach, or both. 1. Stakeholder Approach A stakeholder is defined as an individual or group of individuals who have impact on or are impacted in any way by the Aurora Project, either directly or indirectly, at all levels of within and outside ASC. The main purpose of stakeholder analysis is to identify the varying stakeholder groups that need to be engaged and understand 15.10.15 Edited TM Business Change Strategy v0.1
- 6. 6 who is impacted. The outputs of this process will inform the prioritisation of stakeholders, provide an understanding of how to engage them effectively, identify their key concerns and develop interventions to build commitment to the change. This analysis will provide a basis for key communications activities and the development of an effective change plan. Key outputs of this process include: • Stakeholder Assessment (identify and map key stakeholder groups) • Outline change vision • Define stakeholder engagement approach Key benefits of this process include: • Understand the need for information and involvement within and outside ASC • Make sure that the right people receive the right information, at the right time, in the right way • Make sure that the right people participate at the right time, in the right way Deliverables Stakeholder Assessment Report Stakeholder Engagement Approach Stakeholder Contact Log Business change impact assessment Report Business Change Readiness Assessments (to be detailed) Business Change Readiness items Log Business Readiness Report Key Activities: Stakeholder Assessment (Identification and Mapping): Stakeholders will be identified and evaluated in terms of their likely influence on the project and the expected impact that TMS will have on them. Some early stakeholder work has been conducted within the project; however it covers all project work streams. TMS will have the broadest user impact, and this work will be re-evaluated by the project team with specific reference to TMS. The project team will also be engaged in the Stakeholder Identification and Mapping. Depending on the outcome of this activity, further workshops may need to be arranged with key representative stakeholders from the Business. 15.10.15 Edited TM Business Change Strategy v0.1
- 7. 7 The outcome will be summarised in the Stakeholder Assessment Report. This will be a key business change document and will inform further activities relating to managing the Time Management Business Change. As with all deliverables listed in this document, the Stakeholder Assessment Report will be considered a ‘live’ document, to be revisited if there are any major changes to the project, and as and when new stakeholder impacts are identified. Business Change Impact Assessment Once the stakeholders are identified, an assessment of the Business Change Impact will be conducted. This will be achieved through engagement and consultation with stakeholder representatives, and will be documented within the Business Change Impact Assessment Report. Equalities Impacts, Impacts on public and partners, and Health and Safety impacts will be covered within the Full Business Case, and key findings and resulting action plans will be referenced in the Business Change Impact Assessment Report. Stakeholder Engagement Approach This will be developed based on the findings of the Stakeholder Assessment, the Business Change Impact Assessment, and the outputs of the Dec 2015/Jan 2016 workshops (see Communications section for more detail). It will be documented as the ‘Stakeholder Engagement Approach’. Change Readiness Assessment The evaluation of Change Readiness will be approached from the both the perspective of the Business Capacity Readiness, and the Force’s People Readiness for the change. Business Capacity Readiness is the most objective part of the assessment and will focus on the items that must be in place within the business to ensure a smooth roll-out of the Time Management System. These will be identified by the Project Team and will be listed and defined within the Business Change Readiness Items Log. Each item will be assigned a responsible person within the team, and the log will be reviewed at regular intervals. Each item will be defined as relating to one of the following capacity types: People, Processes, Technology/Support Resources, Physical Resources, and Organizational Systems (detailed in table below), to ensure that each area is considered within the strategy. Capacity type: People Implementers, Sponsors, Managers, Operational experts, Impacted staff, Partners Knowledge/skills/abilities, Experience, Availability, Organizational structures Processes Decision making, Portfolio, Program and Project management, Change management, Strategy development and measurement, communication Familiarity, Complexity, Boundary clarity and coordination, Role clarity, Consistency of use, Efficacy, skills across the organisation Technology/Support Software/hardware, Bandwidth, Technical experts 15.10.15 Edited TM Business Change Strategy v0.1
- 8. 8 Resources Familiarity, Experience base, Expertise, Availability, Targeted to need Physical Resources Financial, Space, Equipment Adequacy, Availability Organizational Systems Rewards, Accountability, Knowledge transfer Efficacy, Supportive of current goals The Force’s People Readiness is a more subjective assessment of opinions and attitude to the change, and how that might impact the roll-out. It will focus on people’s perceptions and attitudes towards the change, for instance their sense of the value of the project to them, their ability to cope with change, their understanding of the impact it will have on them, their confidence that the organisation will support them through the change, etc. The initial Force’s People Readiness Assessment will take the form of a force wide survey. We will request that the leadership teams of the areas particularly impacted encourage their teams to complete this questionnaire. Further assessments will be determined following analysis of this initial assessment, and may include a further survey, focus groups, interviews etc. At least one further assessment will be conducted within the two weeks prior to Go-live, and a Business Readiness Report will be produced, summarising the current analysis of both Business Capacity Readiness, and the Force’s People Readiness. 2. Communications Approach Organisation-wide communications. Work with the Corporate Communications team to develop and implement a communications approach, tapping into their expertise and knowledge of what has worked well/less well in other projects. Deliverables Communication Strategy Communication Plan Communication materials (e.g. support packs for change champions, FAQs, etc.) Develop Feedback Mechanisms Further deliverables may be identified in the Communication Strategy Activities: In December 2015/January 2016, one or more workshops will be held with the wider project team to consider the following aspects prior to developing the Communication Strategy and Plan: - What support should be requested of the Senior Leadership Teams (SLTs). - How can we best engage the SLTs - Which SWOne SLTs should be included within the communication strategy - What networks could we tap into to support the roll-out? E.g. CIOs, Inspectors, Sergeants etc. - How might we engage those support networks? What information should be included in briefing packs to ‘change champions’? etc. - What information do we NEED to communicate to ‘All Users’, and at what time points (working backwards from Go-live) should we deliver that communication? - Who should be included in UAT? 15.10.15 Edited TM Business Change Strategy v0.1
- 9. 9 - What feedback mechanisms could we use? - What do we need to consider for our strategy to respond to feedback? 3. Training Approach A commissioning form will be submitted to CLaD in January 2016, to enable them to evaluate the resources required for the Time Management Training, and a training approach and timeframe will be agreed with CLad. This will include the use of elearning through the uPerform facility. Trainers will be invited to observe UAT, both as a means of familiarising themselves with the system, and to complete a training needs analysis. Deliverables Commissioning document Training plan (delivered by Clad) any items to come out of that 4. Release/Implementation Management Approach Will bring together elements of the other approaches to create a plan for implementation, including Business Readiness (IT requirements etc.), detailing a timetable for floorwalkers/post-go-live support, etc. Identifying and engaging Superusers and UAT participants 5. HR Approach Section to be written by Cath/Caroline outlining the HR approach 6. Post Go-Live Support Approach A working group should be set-up to discuss and evaluate what post go-live support will be needed, and to define roles and responsibilities for that support. The working group should comprise representatives from HR, Finance, Technical Services, ClaD, the DRUs, and the project team. It should address aspects of immediate go-live support, including floorwalkers/superusers, and long-term support. It should establish what training is needed for the support teams. Deliverables 15.10.15 Edited TM Business Change Strategy v0.1 Deliverables Release Plan Deliverables Any HR deliverables – HR plan?
- 10. 10 Post Go-live Support strategy document Agreement of responsibilities for Post Go-live Support Any documents associated with that agreement 15.10.15 Edited TM Business Change Strategy v0.1
- 11. 11 7. Example Timetable: Task/Product week Key: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Training Presentation/workshops with SLTs Preparation of SLT support materials Initial forecewide comms 1st readiness questionnaire 2nd readiness questionnaire Implementation outcome questionnaire UAT Workshop (communications/UAT) Dec15/16 Stakeholder Assessment Report Nov-15 Stakeholder Engagement Approach Jan-16 Stakeholder Contact Log Ongoing Business Change Readiness Assessment Dec-15 Readiness Assessment items Log Oct-15 Business change Readiness Report Communications strategy Feb-16 Communications Plan Feb-16 Communications Materials - SLTs Feb-16 Communications Materials - Forcewide Mar/Apr-16 Support Materials (change champs etc.) Training Needs Analysis Training Database completed Trainers trained Training piloted Validation and assessment of pilot E-learning materials released Training evaluation post-completion Post-Go Live Support Strategy Jan-Mar 16 Post-Go Live Support Agreements Mar-16 Completed prior to 3 months pre Go- live 15.10.15 Edited TM Business Change Strategy v0.1
- 12. 12 Appendices 15.10.15 Edited TM Business Change Strategy v0.1