Professional Services Automation (PSA) 120-Day Change … › asset › ... · 2019-04-11 ·...

Audience: [NAME][LEADER NAME]October 2017

Professional Services Automation (PSA) 120-Day Change Management Plan

Cisco Advanced Services

© 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential© 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential

AgendaAccomplishments

120-Day Change Plan by Milestone

Training Strategies & Options

Next Steps


Evaluated Training & Defined Digital Training Strategy à User Experience success and cost efficiencies

Accomplishments½ August – September

Finalized Change Management Approach & Tools à Gained AS OSM & PSA OC reviews, approvals

Started Stakeholder Analysis & Engagement ActivitiesBegan detailed PSA change management plan

Documented & Validated End-User Personas à AS OCM Practice adoptedCreated Persona Feedback Spark Rooms

Began OCM inputs into Master PSA Project Plan


120-Day Change Plan½Milestones & TimelineOctober November December

BAT

Pilots

Platforms & Processes

Personas

End-User Engagement Model

AS-PSA Change Management Interlock –Analyses & Assessments

Engagement

Communications

Training

January

Lead-to-Order (ServicesOne & SalesCloud)

DPMT End-of-Life Meeting #2

PSA Automation MVP 2 offsite workshop

JAM EMEAR PilotFEB APJ Pilot

Spark Room enablement (Workspaces)

Refine End-User Personas

HR Role-to-Position Mapping

Non-Production UAT

EMEAR Interviews aBDM, rBDM & CRT AMER aBDM, rBDM, CRT (SDM, SDE)

DPMT End-of-Life Meeting #1

EMEAR UAT: aBDM, rBDM, CRTs11/27-12/15

Finalize Users

BATUAT

Mid

FY

Holid

ays &

Bla

ckou

t

Digital Training Plan

WMA/Commerce/PSA communications interlock, AS messaging framework alignment

Persona impact assessments – JAN & FEB Users & DPMT

PSA OC, SC, Engagement EMEAR, APJC & AMER Leadership Engagement

EMEAR, APJ & AMER Change Champion Engagement

Assess & Define Needs, Schedule, Materials, Reporting

Leverage AS Ambassador Network, Conduct on-going Stakeholder Analysis, Implement feedback framework & reporting

Test User Training

Finalize detailed change management plan – All PSA Features & DPMT EoL

DPMT End-of-Life

Validate R2P

Production Pilot #1

MAR-MAY Users

Refine Personas

Decision Training strategy


Complete OCM inputs into Master Project Plan – NOV BAT & NOV-DEC UAT, JAN & FEB Pilots, DPMT EoL, MAR-MAY AMER Ease of Selling-PSA Releases

Next Steps½ October – December

Coordinate Ease of Selling, Hierarchy, Pricing & Business Critical Services/Renewals, DPMT End-of-Life Rollouts & Rollout Plan Month/Month

Conduct & complete Persona impact assessments – Q3 Rollouts & DPMT End-of-LifeFinalize detailed PSA change management plan

Complete AS Messaging integration – All PSA materials(i.e.: MIB, At-a-Glance, Jive)

Gain Digital Learning Strategy reviews, approvals Build Training plan; Test/Implement for JAN EMEAR & FEB APJ Pilots


RACI – External Resources RACI – Internal Resources at $0 Estimated Costs/QTR Considerations

Traditional

Instructor-Led, Web-Based &

Practice (Recorded Training, No

Versioning, Manual Lessons Learned

Integration)

Trainers Curriculum & Module Designer (R2P Maps aligned)Instructional DesignerTechnical WriterContent CreatorCapacity Planner – Logistics, Scheduling, Execution & Surveys

Training Strategy & Plan (TC)Needs Analysis + Comms (TC)Dashboard (TC, Region Change Leads)Persona/Region Train-the-Trainer(s)

Trainer by Persona & Region = 3x7 for 21 EMEAR, AMER, APJCurriculum & Module Designer (ServicesOne & SalesCloud) = 2Instructional Designer = 2Technical Writer = 1.5Content Creator = 1.5Capacity Planner = 1.0

Estimate: $1-$1.5M

q 29 Resources = $1.5M q 21 Resources = $1M

§ Train-the-Trainers to be identified by Ease-of-Selling,PSA and Region interlock

§ Traditional operating model (ILT, WBT, Practice) risks user fatigue, increased Case #s, Support needs

§ Needs to touch end-users multiple times as we add features (re-Train)

§ Longer time-to-integration for Lessons Learned in Training modules, materials, material versioning in digital forums (i.e.: SalesConnect)

Guided

In-Session End-User eLearning

(Automated Versioning, Lessons

Learned Integration)

WalkMe Licenses (7000)Professional ServicesIT Module Designer (coding skills)Instructional DesignerTechnical Writer

Training Strategy & Plan (TC)Needs Analysis + Comms (TC)Capacity Plan & Goals (AS OCM, TC, Region Change Leads)Dashboard (TC, Region Change Leads)WalkMe Cisco PoC (Rob Goodman)Supply Chain Lead (TBD)

Licensing (7000) = 7Kx2 or x3Professional Services = 5K x 2IT Module Designer (coding skills) = 2Instructional Designer = 2Technical Writer = 1.5

Estimate: $375-$390K

q 7.5 resources = 400Kq One time Cost savings to Cisco =

$10-25K*

§ WalkMe for Salesforce§ Decreases classroom time§ Ease-of-use with multiple

Personas increases time for behavioral change goals/wins

§ Automated UE & error reporting = right updates

§ Automated on-boarding,adoption, utilization metrics

§ Upload Walk-throughs into just-in-time Training & reference materials to forums with versioning

Training½Strategies & Options

Option I

Option II


Appendices

Pipeline Visibility & Accountability

Revenue, Forecasting & Budgeting

Right Resource, Right Time

Scope, Estimate & Pricing

Standardization

PSA½Future-StateContinuous improvements & application-level analytics and outcomes that integrate Sales & AS workflows and make it easier to sell AS

Sales-AS Workflows

Easier toSell AS


FY18½Track 1 Capabilities by Persona (1 of 2)*

NOV MARCH

Sale

s Cl

oud SALES

AM*

• View BDM Multi-tech workspaces in SalesCloud with visibility into

ServicesOne

• Collaborate on an Opportunity in SPARK – approvals, notifications &

updates

• Populate business qualification

• Request DAT Assistance from SalesCloud

• View Opportunity progression & status as DAT

works on deal

Sale

s Cl

oud

&

Serv

icesO

ne BDM**• Create Multi-tech workspaces in SalesCloud

• Collaborate in SPARK – approvals, notifications & updates (pre-sales

team given access)


• Request DAT Assistance from SalesCloud

• View Opportunity progression & status as DAT

works on deal

Serv

icesO

ne CRT

SDM & SDE)***

• View home page showing Unassigned/Assigned Opportunities & cases

requested (for DA)

• Manage their Pipeline and forecast

• View BDM Multi-tech workspaces


• Request DAT assistance

• View Opportunity progression & Status as DAT works on deal


updates

• Attachment integration with DCP-CM on Opportunity Record, Case, and

Projects

• Retrieve existing DPMT data

• View ServicesOne pipeline and resource forecast

data in Tableau

• Auto-assigned to opportunities

• Follow the pre-Sales investment process in

ServicesOne

• View and mine non-AS opportunities in SalesCloud

for leads

• Attach documents through DCP in ServicesOne

NOV – Non-Production Release

MAR – Begin Phased Rollout


FY18½Track 1 Capabilities by Persona(2 of 2)

Serv

icesO

ne

DEAL

ACCELERATOR


requested

• Case management;

• Collaborate in SPARK – approvals, notifications & updates

• DCP content integrated across Opportunity Record, Case, and Projects

• Generate PID

• Import LOE by spreadsheet for resource forecasting

• View Multi-tech BDM workspaces in SalesCloud

• Request PID with validation/rules

• Edit/Update/Delete PID

• Provide cycle time metrics

• Follow the pre-Sales investment process in

ServicesOne

• Estimate Quote from ServicesOne

SPA• Find, assign & track deal scoping requests from DA’s

• Collaborate in SPARK – approvals, notifications & updates (pre-sales team

given access)


INTAKE COORDINATOR


requested (for Deal Accelerator)

• View BDM Multi-tech workspaces in SalesCloud

• Assign Deal Accelerator to Opportunity


updates


• Manage Deal Accelerator capacity for

Assignment

SVT US GSP /Region BDM

DEAL ASSURANCE

• Generate PID

• Request AS-T Booking/Activation integration with uCRM tool

• Request PID with validation/rules

• Edit/Update/Delete PID

NOV MARCHNOV – Non-Production ReleaseMAR – Begin Phased Rollout


AS-PSA½Governance Structure

Executive Sponsor

Bryan Palma SLT

AS Steering Committee (Monthly)

AS- Susan McDonough OSP- Jose Van Dijk IT- Todd MyersAs-Needed: Global Process Owners, Thought Leaders, Program Execs

AS Operating Committee (Bi-Weekly)

Execs – Kirsten Youngflesh, Jenny CollinsLead- Luisa PearsonThought Leaders - L2O, O2S, Deliver Service, Workforce Mgmt- TBDAS Global Process Owners - David Walker, Nikki Moberly

Program Leadership Team (OSP/AS) (Weekly)

Execs - Charles Baker, Mahesh Bhumralkar, Kirsten Youngflesh, Jenny Collins, Angela Bhurji Leads - Luisa Pearson, Tom Donohue (OSP Engagement) Program Managers – Kristine Rogan, Julie Evans PierceIT Lead –Theresa De SotoProject/Track Leads – IT (G), AS (Grant Malins, Serena), OSP (JS)Change Management Lead – Theresa Conner

• Ultimate decision-maker, spending authority• Approves overall OSP goals and objectives

• Provides executive sponsorship, resourcing and funding when appropriate

• Assists in removing executive-level barriers and ensures prioritization

• Approves critical decisions

• Provides thought leadership & future-state vision for capabilities, processes

• Leads on platform transformation• Provides formal approvals (requirements, commits &

user acceptance criteria)

• Drives outcomes• Resolves dependencies• Owns and solves Issues & Risks• Approves Change Requests (scope & timeline)

Accountabilities & Rights

Professional Services Automation (PSA) At-a-Glance

AS Transformational Program

§ Increases pipeline visibility & accountability

§ Standardizes scoping, estimating & pricing

§ Right Resource, Right Price, Right Time

§ Improves forecasting, budgeting & margin

§ Eliminates duplicative data; data re-entry

Digitize & Integrate

Optimized AS core business processes onto integrated

systems & platforms

Opportunity through Delivery

Interlocked with ongoing AS initiatives

(Ease of Selling & more)

Personas

SalesBDMDATCRT

StaffingCPS

Global PMODelivery

Finance/Legal

Q3 FY18

Phased rollouts

Starting withLead-to-Order functionality

Ongoing continuous improvements

What Who How When

Optimizes AS Core Business Processes & SystemsIntegrates Sales & AS Workflows

Makes it easier to Sell AS

© 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential

Activate

Change

Network

Assess

Impacts

Define Change

Network

Design & Deliver

Training

Define, Build &

Execute

Engagement &

Communications

End-to-End Elements

Change Management½Typical Scope Plan Elements


Change Network§ Data-driven matrix§ RACI sets accountabilities, action

plans & owners§ Visibility into where stakeholders

are and need to be

Used to drive engagement throughout PSA transformation

Change Process½Stakeholder, Leader, AgentHow we stay focused on the right people & activities to throughout transformation

Conduct Impact Assessments – Staging Environments/Pilots & Releases§ Data-driven assessment – 32 questions (30 minutes to 1 hour; 1:1s and feedback forums)§ Quantifies and prioritizes audience needs that we execute


Define§ Visibility into where stakeholders

and audiences are and need to be


Change Process½Bring them along to Future-StateDefine a PSA stakeholder network…

Role Current Sponsor Commitment

Desired Sponsor Commitment

Status - Red, Yellow, Green,

White

Initiating Sponsor 5 - Making it Happen 5 - Making it Happen Green

Initiating Sponsor 2 - Let It Happen / Understanding

2 - Let It Happen / Understanding

Green

Executive Sponsor 4 - Actively Helping 6 - Institutionalization Orange

Change Champion 3 - Passively Helping / Exploring

4 - Actively Helping Green

Change Champion 2 - Let It Happen / Understanding

2 - Let It Happen / Understanding

Green

Change Champion 4 - Actively Helping 5 - Making it Happen Yellow


Activate§ Data-driven matrix (LOV)


Change Process½Take them up the Change CurveActivate a PSA Change Network…

Time

Sponsors: Initiating Sponsor, Sustaining

Sponsor

Stakeholders: Change Leader, Agent, Target

Understanding

Acceptance

Unaware

Internalization

Su

pp

ort

fo

r C

han

ge

Self Concern

Hands on Trial

No Commitment / Awareness

Let It Happen / Understanding

Passively Helping / Exploring

Making it Happen

Institutionalization

Actively Helping

Note: See Legend of Values (LOV) worksheet for role and commitment descriptions

Time

Sponsors: Initiating Sponsor, Sustaining

Sponsor

Stakeholders: Change Leader, Agent, Target

Understanding

Acceptance

Unaware

Internalization

Su

pp

ort

fo

r C

han

ge

Self Concern

Hands on Trial

No Commitment / Awareness

Let It Happen / Understanding

Passively Helping / Exploring

Making it Happen

Institutionalization

Actively Helping

Note: See Legend of Values (LOV) worksheet for role and commitment descriptions


Leverage§ Map stakeholders so we know

who to engage, why, how and for what actions


Change Process½Who we engage, why, how & what forLeverage our PSA network…

6 Sponsor 0 0 0 0 0 1Stk. Hldr. 0 0 0 0 0 0

5 Sponsor 0 5 0 0 7 1Stk. Hldr. 0 0 0 0 0 0

4 Sponsor 0 2 0 5 8 1Stk. Hldr. 0 0 0 0 0 0

Total: 7 Total: 23

3 Sponsor 0 0 3 4 4 3Stk. Hldr. 0 0 0 0 0 0

2 Sponsor 0 4 0 3 1 3Stk. Hldr. 0 0 0 0 0 0

1 Sponsor 0 1 1 1 0 0Stk. Hldr. 0 0 0 0 0 0

Total: 9 Total: 19

0 1 2 3 4 5 6

Sponsor, Change Champion & Change Agent Engagement Map

Safe

Low Engagement Needed

Blind Spot

More Engagement Needed

Untapped Potential

Leverage for Influence

On Track

Leverage to Drive Change

Cur

rent

Lev

el o

f Com

mitm

ent

Desired Level of Commitment


Change Process½Assess End-User Impacts

…identify, execute & measure highest ROI activitiesSBAR: Change Risk and Readiness Impact Assessment

Total CM Risk Org Landscape Leadership Communication Learning

Change Magnitude Risk

Lower Change Risk Change Readiness Risk

Very Complex

Mag

nitu

de o

f Cha

nge

Deep Change Risk

Agile Practices & Change….Scrum!

ü In/Out of scope – Clarity on what’s changing

ü User stories – Effect change & Business value for

people affected by changes, Care-abouts

ü Stand-up meetings – Keeps AS-PSA Change in-

sync

ü KPI evolution

ü Time Boxes and Demos – Show progress

ü Early indicators – Engagement, Communications

Professional Services Automation (PSA) 120-Day Change … › asset › ... · 2019-04-11 ·...

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Transcript of Professional Services Automation (PSA) 120-Day Change … › asset › ... · 2019-04-11 ·...