7 - TechTalk OCM 1.22.2020

INFORMATION TECHNOLOGY SERVICES
CHANGE MANAGEMENT -
ORGANIZATION & ITSM
From Start to Success

Rebekah Dorn, Megan Skowronski & Nick Thomas
OVERVIEW
Change Management
What is OCM?
OCM Center of Excellence
ADKAR Methodology
OCM Lifecycle
Tools for a Change Manager
Activity
ITSM

WHAT IS CHANGE MANAGEMENT?
ü Talk with a partner
ü Share with your group

DID YOU KNOW…?
Ø 70% of change programs fail

q Employee resistance
q Lack of management support
Ø Change initiatives are 30% more like to stick when

people are truly invested
Ø The number one reason for resistance to change on

major projects is lack of awareness
(Ewenstien, Smith & Sologar)

WHAT IS ORGANIZATIONAL CHANGE
MANAGEMENT?
A structured process and set of tools for managing the
people side of change to achieve a desired outcome.
What this really means:

ü Nurturing relationships
ü Assuring people have the resources they need
ü Be a coach & teacher

FSU OCM CENTER OF EXCELLENCE
(OCM COE)
Teams with individuals and groups to ensure
resources are in place to transition FSU users from
“current state” to “future state”. The OCM team will
plan, manage and reinforce via a systematic
framework and customized approach:
ü Custom organizational change management

framework
ü Visible, engaged and proactive change leadership

WHY DO YOU NEED CHANGE
MANAGEMENT?
ü Do you know all of your project stakeholders?
ü Do you know the impact of the change on your
organization?
ü How will you socialize the change to ITS and our
campus partners?
ü How will you enable people to adapt to a new
workflow?
We are here to help you answer questions like these!

ADKAR METHODOLOGY - PROSCI
A
Awareness of the need for change
D
Desire to support the change
K
Knowledge of how to change
A
Ability to demonstrate skills and behaviors
R
Reinforcement to make the change stick

A - ADKAR
o Awareness
o Awareness for the NEED for change, not just that change
is happening!
o What change is happening and WHY it is important.
o How to Build Awareness:

o Communication through targeted messages
o Individual conversations and coaching
o Show compelling case for reason for why it is needed

D - ADKAR
o Desire
o A step further than awareness, participants WANT to be
part of the change.
o Personal decision to be engaged
o How to Build Desire:

o Incentive programs
o WIIFM
o Strong sponsorships and relationship-building

K - ADKAR
o Knowledge
o Knowledge of what to do DURING the transition
o Knowledge of how to perform effectively in the FUTURE
o How to Build Knowledge:

o Training programs
o Job Aids
o Coaching

A - ADKAR
o Ability
o Translates the knowledge to application of new skills
o Needs to allow for hands-on training and feedback
o How to Build Ability:

o Performance monitoring
o Hands-on practice during training
o Ability to expert resources

R - ADKAR
o Reinforcement
o Created systems to understand if change was successful
o Shows the importance of the investments in efforts
through training
o How to Build Reinforcement:

o Publicly visible performance scoreboards
o Feedback from supervisors & senior level sponsors
o Compensation and appraisal systems to support change

ADKAR GAP MODEL
Awareness Desire Knowledge Ability Reinforcement Change
Desire Knowledge Ability Reinforcement Confusion
Awareness Knowledge Ability Reinforcement Resistance
Awareness Desire Ability Reinforcement Fear/Anxiety
Awareness Desire Knowledge Reinforcement Frustration
Awareness Desire Knowledge Ability Backsliding

OCM LIFECYCLE
• Define your change
Preparing management strategy
• Prepare your change
for Change management team

• Develop your
sponsorship model
• Develop change
Managing management
practices
Change • Take action and
implement plans
• Collect and analyze

feedback
Reinforcing • Diagnose gaps and
manage resistance
Change • Implement corrective
actions and celebrate
successes

INFORMATION TECHNOLOGY SERVICES FSU Information Technology Services
Organizational Change Management Lifecycle
Activities
Stakeholder Interviews Status Updates (PM/Leadership)

& Workshops Implement & Execute Plans
Intake Form
Discovery Meetings Assess Adoption
CL&P Team Meeting GAP Analysis
Present initial OCM Strategy

approach Development
Intake Planning for Change Managing Change Reinforce Change Sustainability Planning
ü Risk Assessment ü Survey/Feedback ü Transition to Run-The-

ü Change Definition
ü Identified metrics for success Sessions Business
Checklist
ü Project Goals ü OCM Approach
ü Organizational Attributes ü Create Marketing
Strategy/Training/Coaching/Resistance
& Deployment Plans
Outputs
Leadership and Change Champion Engagement Throughout Entire OCM Lifecycle

TOOLS FOR CHANGE
MANAGERS
CHANGE CHECKLIST

FSU Information Technology Services

Mission and Vision Alignment
ITS Mission ITS Vision

Make IT easier for the students, faculty and staff Partner with the FSU community to deliver world-
who learn, teach, conduct research and work at class technology services to support the teaching,
Florida State University. research and administrative mission of Florida
State University.
How will [the new system/project]

implementation align with the ITS
mission and vision?

TOOLS FOR PLANNING PHASE
ü Stakeholder Analysis
ü Risk Assessment
ü Readiness Survey
q Change Checklist
q Culture Readiness
ü Metrics for Success
ü Create Strategy & Approach
ü ITS Internal Teams

STAKEHOLDER ANALYSIS

RISK ASSESSMENT
Change
resistant
Medium High
risk risk
Medium
Low risk
risk
Change
ready Small,
Large,
incremental
disruptive
Prosci™
CULTURE READINESS ASSESSMENT
ü Organizational change management culture

ü Employee change readiness structure
ü Change capacity
ü Leadership style
ü Past initiatives
ü Project roles
ü Survey of recent or past changes
ü Change characteristics assessment

METRICS FOR SUCCESS
o How will we know if we are successful?

o Project Goals versus Service KPI
o Goals: Were we able to successfully complete the
project?
o KPI (Key Performance Indicators): How will we know if our
service was successfully impacted?

CREATE STRATEGY & APPROACH
o Create specialize approach based on the inputs,

needs of stakeholders, and needs of project
o Each plan could include:
o Communication
o Coaching
o Training
o Incentives
o Resistance Plans
o Deployment Plans

ITS INTERNAL TEAMS
o Integrated Communication
o Service Outreach
o User Experience
o Project Managers
o Service Management
o Project Sponsor/Teams

TOOLS FOR REINFORCING CHANGE
o Gap Analysis Training

o Survey Feedback (Reinforcing Change)
o Coaching
o On Going Communications

POST GO LIVE
Continued
communications
30-60-90 day
follow-up with
Gap analysis primary
stakeholders
ü Surveys
ü Workshops
ü Additional training
resources

ADKAR CRM EXAMPLE
•Current CRM is difficult for end users
Awareness •Only one agent at a time
•CTDs are hard to understand
•Switching systems will make our jobs at ITS easier

Desire •Campus partners will be happier with the customer service
they receive
Knowledge •Training (hands-on, desktop guides)
•Afford agents time to practice

Ability in new CRM
•Coaching and role-modeling
behavior from team managers
•Appreciation for everyone’s

hard work
Reinforcement •Corrective action if part of the
process isn’t working
•Feedback

ADKAR ACTIVITY
Ø Consider a past project/initiative you were involved

in or one you think would benefit from an
organizational change management plan.
Ø Individually brainstorm activities for each phase of

the ADKAR model.
Ø Discuss with your group.
Ø What stood out during your brainstorm?

ADKAR BRAINSTORM
Awareness
Desire
Knowledge
Ability
Reinforcement

PARTNERS FOR
CHANGE
SPONSOR ENGAGEMENT
ü Strengthen momentum
for projects
ü Create buy-in for

campus partners
ü Provide governance
and guidance

CHANGE CHAMPIONS
ü Engaged
members of
the ITS &
campus
community
ü Boots on the
ground
ü Eager to
learn &
teach new
skills

PROJECT MANAGER & OCM
Organizational Change
Project Manager Manager
People impact
Timelines Strategies
Plans Readiness
Budget
Communication
Resistance Management
Quality Resources
Stakeholders
Risk Training
Marketing
Scope
Sponsor roadmap

ITSM & OCM
Organizational Change
Technology Change Manager
Enablement
ITSM
People impact
Scope Strategies
Communication Readiness
Schedule
Stakeholders
Resistance Management
Quality
Training
Risk
Marketing
Sponsor roadmap

TECHNOLOGY CHANGE ENABLEMENT
• Formerly known as Change Management
• Industry best practice for managing IT changes
• Can ensure standardized methods, processes and procedures

are used for all changes
• Facilitate efficient and prompt handling of all changes
• Maintain the proper balance between the need for change and
the potential detrimental impact of changes

DEFINITION OF A CHANGE
Change: the addition, modification or removal of anything that
could have an effect on an ITS service in Production
1. Standard change: a pre-approved change that is low risk,

relatively common and follows a documented procedure
2. Normal change: a change that follows the normal process,
allowing at least 14 days of notice
3. Emergency change: a change that must be introduced as
soon as possible, which requires less than 14 days of notice

Is a Change: Is Not a Change:

Hardware User profiles
Software Password resets
Database Security scans
Physical Assets Data updates
Virtual Assets
Interfaces

PROCESS WORKFLOW
Change Management
Record & Review RFC Prioritize & Categorize Assess & Evaluate Authorize Coordinate Change Implementation Review & Close
Requester
Change
Change Manager
1.0
Record &
Review
Change 7.0
2.0
Request Prioritize & 5.0 6.0 Review &
Coordinate Coordinate Close
Categorize Change Change
Change Change
Request 3.0 Build & Test Deployment
4.0 Record
Coordinator
Assess and
Authorize
Change
Evaluate
Change
Change
CAB
Coordinator
Release &
5.0 6.0
Deploy
Coordinate Coordinate
Change Change
Build & Test Deployment


OUTCOMES
• Reduced negative impact on the university, thus improving
customer satisfaction
• Greater collaboration across ITS
• Shared system allows greater visibility for ITS staff into what
changes are being made in production
• More proactive approach to implementing changes


WHAT IS ITIL AND ITSM?
ITIL is a globally recognized best practice

methodology for IT service management (ITSM) that
is used all over the world by leading organizations.
ITIL ensures that IT services are aligned to the needs
and support the goals of the business (in our case the
University and the University community).





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INFORMATION TECHNOLOGY SERVICES

From Start to Success

OCM Center of Excellence

Tools for a Change Manager

INFORMATION TECHNOLOGY SERVICES

INFORMATION TECHNOLOGY SERVICES

Ø 70% of change programs fail

Ø Change initiatives are 30% more like to stick when

Ø The number one reason for resistance to change on

(Ewenstien, Smith & Sologar)

What this really means:

INFORMATION TECHNOLOGY SERVICES

ü Custom organizational change management

INFORMATION TECHNOLOGY SERVICES

We are here to help you answer questions like these!

INFORMATION TECHNOLOGY SERVICES

INFORMATION TECHNOLOGY SERVICES

o How to Build Awareness:

INFORMATION TECHNOLOGY SERVICES

o How to Build Desire:

INFORMATION TECHNOLOGY SERVICES

o How to Build Knowledge:

INFORMATION TECHNOLOGY SERVICES

o How to Build Ability:

INFORMATION TECHNOLOGY SERVICES

o How to Build Reinforcement:

INFORMATION TECHNOLOGY SERVICES

Awareness Desire Knowledge Ability Reinforcement Change

Desire Knowledge Ability Reinforcement Confusion

Awareness Knowledge Ability Reinforcement Resistance

Awareness Desire Ability Reinforcement Fear/Anxiety

Awareness Desire Knowledge Reinforcement Frustration

Awareness Desire Knowledge Ability Backsliding

INFORMATION TECHNOLOGY SERVICES

for Change management team

• Collect and analyze

INFORMATION TECHNOLOGY SERVICES

Stakeholder Interviews Status Updates (PM/Leadership)

Present initial OCM Strategy

ü Risk Assessment ü Survey/Feedback ü Transition to Run-The-

Leadership and Change Champion Engagement Throughout Entire OCM Lifecycle

INFORMATION TECHNOLOGY SERVICES

INFORMATION TECHNOLOGY SERVICES

FSU Information Technology Services

ITS Mission ITS Vision

How will [the new system/project]

INFORMATION TECHNOLOGY SERVICES

INFORMATION TECHNOLOGY SERVICES

INFORMATION TECHNOLOGY SERVICES

ü Organizational change management culture

INFORMATION TECHNOLOGY SERVICES

o How will we know if we are successful?

INFORMATION TECHNOLOGY SERVICES

o Create specialize approach based on the inputs,

INFORMATION TECHNOLOGY SERVICES

INFORMATION TECHNOLOGY SERVICES

o Gap Analysis Training