IT Change IT Change ManagementManagement

Merle P. MartinMerle P. MartinMIS DepartmentMIS DepartmentCSU SacramentoCSU Sacramento

AgendaAgenda Challenge of changeChallenge of change Change processChange process

identify needidentify need describedescribe assess environmentassess environment positionposition move forwardmove forward

Critical Success FactorsCritical Success Factors

Dilbert ChangeDilbert Change““People hate change, and with good People hate change, and with good

reason. Change makes us stupider, reason. Change makes us stupider, relatively speaking. Change adds relatively speaking. Change adds new information to the universe; new information to the universe; information we don’t know. Our information we don’t know. Our knowledge - as a percentage of all knowledge - as a percentage of all the things that we know - goes down the things that we know - goes down a tick every time something a tick every time something changes.”changes.”

Dilbert PrincipleDilbert Principle, pg 18, pg 18

Challenge of ChangeChallenge of Change Disrupts frames of referenceDisrupts frames of reference Presents a future where past Presents a future where past

experiences do not hold trueexperiences do not hold true What value seniority?What value seniority?

Engenders reluctance to IT change Engenders reluctance to IT change

Positive ImpactsPositive Impacts Improved jobs; opportunities, Improved jobs; opportunities,

satisfaction, conditions, paysatisfaction, conditions, pay Improved product quality, Improved product quality,

cycle time, convenience, costcycle time, convenience, cost Competitive advantageCompetitive advantage Increasing productivity, health, Increasing productivity, health,

leisure time, educational opportunityleisure time, educational opportunity

Negative ImpactsNegative Impacts Degraded jobs; opportunities, satisfaction, Degraded jobs; opportunities, satisfaction,

conditions, payconditions, pay Increased costs, risksIncreased costs, risks Unwanted side effectsUnwanted side effects

Changes to business processesChanges to business processes Obsolete skills, experienceObsolete skills, experience Impact on business partnersImpact on business partners Changed economic modelsChanged economic models

Types of ResistanceTypes of Resistance Avoidance:Avoidance:

pretend new systems pretend new systems don’t existdon’t exist

maintain informal / redundant maintain informal / redundant record-keeping systemsrecord-keeping systems

Projection: blame all application Projection: blame all application problems on new systemproblems on new system

Resistance (Resistance (Cont.Cont.)) Hostility:Hostility:

users antagonisticusers antagonistic particularly to advocates particularly to advocates

of new system of new system Sabotage: try to make new system Sabotage: try to make new system

failfail

Business / Technology Business / Technology Rate of ChangeRate of Change

Hig

h C

hang

e

High Change

Low

Cha

nge

Low Change

Bu

sin

ess

Technology

MonitoringMonitoringReadinessReadinessfor Changefor Change

MeasuringMeasuringPerformancePerformance

Leading ChangeLeading Change

EngagingEngagingStakeholdersStakeholders

CommunicatingCommunicating

Organizing forOrganizing forChangeChange

FEBFEBJANJAN

Planning forPlanning forTransitionTransition

Change Management

•IT Change ProcessIT Change Process Identify need for changeIdentify need for change Describe the changeDescribe the change Assess change environmentAssess change environment Position for changePosition for change Move forwardMove forward Follow upFollow up

Identify NeedIdentify Need““When it is not necessary When it is not necessary

to change, it is necessary not to change, it is necessary not to change.”to change.”

Result of IT top-down, strategic Result of IT top-down, strategic planningplanning

Beware of Law of HammerBeware of Law of Hammer ““Give a kid a hammer, and Give a kid a hammer, and

you’ll be surprised what needs you’ll be surprised what needs to be hammered”to be hammered”

Develop NeedDevelop Need Point out alternatives Point out alternatives

to existing problemto existing problem Dramatize end-users Dramatize end-users

importance in solving problemimportance in solving problem Convince end-users they Convince end-users they

are capable of solving problemare capable of solving problem

Describe ChangeDescribe Change WhatWhat Why (strategic plan)Why (strategic plan) Who (stakeholders)Who (stakeholders) Where (geographic / Where (geographic /

level of organization)level of organization) When (preliminary)When (preliminary)

Assess EnvironmentAssess Environment AMS identifies people who AMS identifies people who

can accelerate, slow, or can accelerate, slow, or block change initiative. Who:block change initiative. Who: is driving initiative?is driving initiative? seems to be resisting?seems to be resisting? is empowered to make is empowered to make

decisions?decisions? can make change succeed can make change succeed

or fail?or fail?

AMS PeopleAMS People WHO:WHO:

will be affected by will be affected by the change?the change?

will take an interest in will take an interest in change and its effects change and its effects (e.g., regulators and public)?(e.g., regulators and public)?

will be responsible for will be responsible for change when implemented?change when implemented?

Department ApproachDepartment Approach Carey studied different Carey studied different

organizations’ success in organizations’ success in implementing changeimplementing change

Found 4 significant factorsFound 4 significant factors rigidityrigidity commitment to status quocommitment to status quo knowledge of status quoknowledge of status quo exposure to changeexposure to change

RigidityRigidity Behavioral-rigidity scores Behavioral-rigidity scores

on standard personality teston standard personality test Prohibited as hiring factorProhibited as hiring factor Can offset rigid mindset by:Can offset rigid mindset by:

changing in stageschanging in stages measure by departmentmeasure by department introduce change in less rigid introduce change in less rigid

departmentsdepartments

Commitment to Commitment to Status QuoStatus Quo More commitment, More commitment,

more resistance to changemore resistance to change Make status quo unattractive:Make status quo unattractive:

higher chargeback ratehigher chargeback rate Make change attractiveMake change attractive

enhance (sell) imageenhance (sell) image increase status of those who use itincrease status of those who use it

Knowledge of Knowledge of Status QuoStatus Quo Length of time worked Length of time worked

with old ITwith old IT Supervisors, managersSupervisors, managers Surround strategySurround strategy

implement change elsewhereimplement change elsewhere peer pressurepeer pressure

Exposure to ChangeExposure to Change More exposure, More exposure,

more positive attitudes more positive attitudes to changeto change

Early indoctrination, Early indoctrination, trainingtraining

PrototypingPrototyping

IssueIssue

This is the era of continual This is the era of continual change. Therefore, we can change. Therefore, we can expect reduced resistance to expect reduced resistance to technological changes?technological changes?

Do you agree?Do you agree? Why or why not?Why or why not?

Position for ChangePosition for Change Create steering committeeCreate steering committee Establish change goalsEstablish change goals Design measurement systemDesign measurement system Establish project management Establish project management

systemsystem

Position for ChangePosition for Change Establish change team Establish change team

credibilitycredibility Design training programDesign training program Begin to sell changeBegin to sell change Design change Design change

communication systemcommunication system

Change Team Change Team CredibilityCredibility Establish credibility inEstablish credibility in

competencecompetence honestyhonesty objectivityobjectivity empathyempathy

Selling ChangeSelling Change Secure end-user Secure end-user

commitmentcommitment Assume end-user Assume end-user

perspectiveperspective Address end-user Address end-user

concerns concerns

Secure End-user Secure End-user CommitmentCommitment

Build user competenceBuild user competence Make changes easierMake changes easier

Human FactorsHuman Factors TrainingTraining

Making Change Making Change PossiblePossible

ITITITIT End-End-usersusersEnd-End-usersusersChangeChangeChangeChange

Change Change agentagent

Change Change agentagent

Make Make system system more more

usableusable

Make Make system system more more

usableusable

Acquire Acquire knowledge knowledge

& skills& skills

Acquire Acquire knowledge knowledge

& skills& skills

Assume End-User Assume End-User PerspectivePerspective Go to end-user work areasGo to end-user work areas Use end-user oriented toolsUse end-user oriented tools Play the role of the end-userPlay the role of the end-user

The Memo exerciseThe Memo exercise

Selling ChangeSelling Change Ferguires (Ferguires (19911991)) Areas of end-user concernAreas of end-user concern Relative AdvantageRelative Advantage::

What’s in it for me?What’s in it for me? How will my relative position be How will my relative position be

enhanced by this change?enhanced by this change?

Selling ChangeSelling Change Compatibility:Compatibility:

What is the same in What is the same in the new and old systems?the new and old systems?

What won’t I have to learn?What won’t I have to learn? Complexity:Complexity:

How long is the learning curve?How long is the learning curve? Will I be able to learn Will I be able to learn

the new system?the new system? How long will it take?How long will it take?

Selling ChangeSelling Change Try-ability:Try-ability:

Can I try it before Can I try it before I commit? I commit?

PrototypingPrototyping Observability:Observability:

Can I see it in action?Can I see it in action? Who else is using it?Who else is using it? Do they like it?Do they like it?

Communication SystemCommunication System““Communication about Communication about

change is a lot like a change is a lot like a wooden hamburger. If you wooden hamburger. If you put enough garnish on it, put enough garnish on it, somebody is going to swallow it.” somebody is going to swallow it.”

DilbertDilbert

Need honest communication Need honest communication systemsystem

Honest Communication Honest Communication SystemSystem Where did we say we’d be?Where did we say we’d be? Where are we now?Where are we now? What’s the difference?What’s the difference? Why?Why? How will we solve this problem?How will we solve this problem? What’s our new prognosis?What’s our new prognosis?

IssueIssueWhat experiences have you What experiences have you

had in good or bad had in good or bad communication in a communication in a change situation?change situation? What would you have What would you have

done differently?done differently?

Move ForwardMove Forward Measure / communicate Measure / communicate

resultsresults Freeze positive behavior Freeze positive behavior

by rewarding changeby rewarding change Continuous (not ad-hoc) trainingContinuous (not ad-hoc) training Shift from user reliance to self Shift from user reliance to self

reliancereliance

Move ForwardMove Forward Reduce resistance by:Reduce resistance by:

user involvementuser involvement prototypingprototyping user feedbackuser feedback

Repeat steps, if necessaryRepeat steps, if necessary Implementation methodImplementation method Use end-users to spread commitmentUse end-users to spread commitment

Freeze Positive Freeze Positive Behavior Behavior Give rewards for changeGive rewards for change

latest equipmentlatest equipment off-site trainingoff-site training

Establish continuous trainingEstablish continuous training rather than ad-hocrather than ad-hoc

Shift from Reliance Shift from Reliance to Self Relianceto Self Reliance Make end-users less Make end-users less

reliant on youreliant on you Sacrifice your egoSacrifice your ego Build end-user ownershipBuild end-user ownership

““Old change-agents never die; Old change-agents never die; they just fade away.they just fade away.””

Use End-users to Use End-users to Spread CommitmentSpread Commitment

Identify / select leadersIdentify / select leaders Assign them to steering Assign them to steering

committeescommittees Assign them to project teamsAssign them to project teams

Critical Success Critical Success FactorsFactors Senior management Senior management

commitmentcommitment Be sensitive to people issuesBe sensitive to people issues Set aggressive improvement Set aggressive improvement

targetstargets

Critical Success Critical Success FactorsFactors Look to top performers for Look to top performers for

selling changeselling change Measure and communicateMeasure and communicate Instill a sense of ownership Instill a sense of ownership

of the change by those of the change by those undergoing the changeundergoing the change

DiscussionDiscussionDoug BuschDoug BuschManager of Intranet OperationsManager of Intranet OperationsIntelIntel

Points to RememberPoints to Remember Challenge of changeChallenge of change Change processChange process Critical Success FactorsCritical Success Factors