Confidential 1 DUBAI MUNICIPALITY E-GOVERNMENT IMPLEMENTATION PROJECT Change Management Presentation 21 st July 2001

ConfidentialConfidential

1

DUBAI MUNICIPALITY

E-GOVERNMENT IMPLEMENTATION PROJECT

Change Management Presentation

21st July 2001

DUBAI MUNICIPALITY

E-GOVERNMENT IMPLEMENTATION PROJECT

Change Management Presentation

21st July 2001


2

Agenda

Background – Importance of Change Management

Sample Case Studies

Issues/Obstacles facing e-Government projects

The Pillars of Change

Change Management Framework

Your Role as a Change Champion

Conclusions


3

Where does this workshop fit within the e-Government project?

For

each

serv

ice

For

each

serv

ice

Integrated Programme and Project ManagementIntegrated Programme and Project Management

Technology Foundation ExecutionTechnology Foundation Execution

Analyse Process(As Is)

Analyse Process(As Is)

Define Process(To Be)

Define Process(To Be)

Define Organisationand Change

Requirements

Define Organisationand Change

Requirements

Define SystemsRequirements

Define SystemsRequirements

DesignApplications

DesignApplications

Plan ServiceTransition

Plan ServiceTransition

Develop processand systems

Documentation

Develop processand systems

Documentation

Provide Userand Technology

Training

Provide Userand Technology

TrainingDeploy systemsDeploy systems

ProvidePost-Implementation

Support

ProvidePost-Implementation

Support

MeasureSuccessMeasureSuccess

RefineE-Government

Strategy and Vision

RefineE-Government

Strategy and Vision

Organisation & Change ManagementOrganisation & Change Management

DevelopApplications

DevelopApplications


4

All projects or development activities involve a certain degree of change. The e-Government implementation project fundamentally changes the way things are done currently and affects people within DM and others outside DM.

From our experience, we have seen Governments take two different approaches to managing a change project of this magnitude:

• Enforce the change on your customers and your staff (since you are the Government and your customers do not have a choice); OR

• Try and actively involve those affected by the change during the project so that they become champions for the change.

Background/Importance of Change Management


5

So what is change management about?

• Who are the people affected by the change?

• How does the change affect them?

• Can the change be enforced on them and is this approach likely to succeed?

• What benefits will the change (the e-Government project) deliver for people involved?

• What benefits do we (DM) expect from this change and how can we manage these expectations?

Background/Importance of Change Management


6

SMART PERMIT PROJECT – USA

• Project began in 1994

• 8 cities involved in project

• Objective to e-enable the building permitting process

• Pilot project completed in December 2000

• Key lessons learnt

• Building technology does NOT mean people will use it

• Only “simple” permits are being processed on-line – more complex processes are still being done manually

• There is a need to refine processes before automation

• Need to MARKET the service

• Need to INVOLVE users in developing the service

Case Studies

Change NOT managed effectively


7

Saudi Telecom Company – Implementation of ERP system

• Project to implement new Financials system started in 1998

• Project initially treated as a systems/IT project

• System could not be used by client on completion of implementation (end 1998)

• Relevant users not involved in project resulting in failure of original implementation

• Project re-implemented in 1999-2000 involving

• Refining of processes

• Involvement of stakeholders (process & technology)

• Lost over US$ 2 million in the process

Case Studies

Change NOT managed effectively


8

• Excellent business model

• Company still losing money!

Case Studies

Amazon.COM


9

Case Studies

DELL

• Success Story!


10


11

From our experience, e-Government projects can face problems at a number of levels ranging from bureaucracy to political issues. Some of the challenges facing e-Government projects are shown below

Ownership issues

Project set-up issues

The public trust in Government

Legislative or regulatory constraints

Support issues

Experience issues

Marketing issues

Added value

Expertise issue

Issues/obstacles facing E-government projects


12

“Top Ten” Lessons Learned

1. Value Proposition (for all stakeholders) is critical.

2. Marketing of the service is critically important.

3. Success needs to be driven by a customer or client-centric

approach.

4. Avoid “channel conflicts” by developing a comprehensive

strategy to integrate across channels (avoid confusion)

5. Building “community” loyalty needs to be addressed -- portal

strategy issue.

6. Senior management champions and enterprise-wide

participation are necessary.


13

7. Integration with back end legacy applications must be well-

managed with appropriate resources.

8. Involvement of the end user or customer in the process of

developing the e-Service significantly enhances the chances

of success.

9. Early focus on infrastructure translates to huge business

advantage later. New types of infrastructure services will

provide cost and efficiency advantages.

10.Sensitivities around advertising for government portal

strategies will need to be addressed.

“Top Ten” Lessons Learned


14

Build teams.

Manage stakeholders.

Manage communications.

Transfer skills.

The Pillars of Change


15

Acceptance of Change - Change Path – Stages of Change


16

Initiation

Definition

Transition

Improvement

Change Pillars Implementation Staircase

Develop application

Provide user and technology training

Deploy system

Provide post implementation support

Measure success Refine e-government strategy and vision

Define process (TO BE)

Define organisation and change requirements

Define system requirements

Plan service transition

Design application

Develop process and system documentation

Analyse process (AS IS)


17

Stakeholders

Initiation

Definition

Transition

Improvement

Identify stakeholders groups and issues

Conduct initiation stakeholder workshops/meetings “inform”

Conduct definition stakeholder workshops/meetings “explain and provide details - get commitment”

Define change agents and assign roles.

Conduct transition stakeholder workshops/meetings “involve”

Conduct improvement stakeholder workshops/meetings “get feed back”



18

Mange Communication

Initiation

Definition

Transition

Improvement

Define overall communication plan (build project level staircase)

Define service communication plan (build service specific staircase).

Execute initiation stage communication”Generate Interest”

Need to develop overall programme level actions

Execute communication Plan for specific service ”Communicate Value and Road Map”


Execute communication Plan for specific service “Maintain enthusiasm”


Execute communication Plan for specific service “Celebrate Success and communicate achievement”



19

Transfer Skill

Initiation

Definition

Transition

Improvement

Identify technology foundation skill gaps.

Develop technology foundation training plan

Identify service skill gap

Develop Training plan and Execute initiation phase training “Build Basic/Core Skills/capabilities”

Execute technology infrastructure training plan

Execute definition stage training plan “Build advanced/sophisticated Capabilities”


Execute transition stage training plan “Nominate and develop key service experts”




20

Building Teams

Initiation

Definition

Transition

Improvement

Establish the Implementation Teams

Conduct implementation team introductory workshop

Monitor team dynamics

Monitor team dynamics Establish future

implementation team member roles

Engage teams in project review exercise

Establish the Steering Committee

Establish the Change Sponsor Establish the Change

Champions Establish the Core Change

Team Establish the project reporting

structure Communicate the team

framework



21

Change Pillars Implementation

Staircase

Change Pillars Implementation

Staircase

Initiation

Definition

Transition

Improvement

Establish the Implementation Teams

Conduct implementation team introductory workshop

Monitor team dynamics Conduct stakeholder

workshops/meetings “explain and provide details - get commitment”

Define change agents and assign roles.


Execute communication Plan for specific service”Communicate Value and Road Map”

Execute technology infrastructure training plan (Gopal)

Execute training “Build advanced/sophisticated Capabilities”

Monitor team dynamics Establish future implementation

team member roles Conduct stakeholder

workshops/meetings “involve” Need to develop overall

programme level actions Execute communication Plan for

specific service “Maintain enthusiasm”


Execute training “Nominate and develop key service experts”

Engage teams in project review exercise

Conduct stakeholder workshops/meetings “get feed back”


Execute communication Plan for specific service “Celebrate Success and communicate achievement”


Change Pillar LegendBuild TeamsManage StakeholdersManage CommunicationTransfer Skills

Establish the Steering Committee Establish the Change Sponsor Establish the Change Champions Establish the Core Change Team Establish the project reporting

structure Communicate the team

framework Identify stakeholders groups and

issues Conduct stakeholder

workshops/meetings “inform” Define overall communication

plan (build project level staircase) Define service communication

plan (build service specific staircase).

Execute communication”Generate Interest”

Identify technology foundation skill gaps.

Develop technology foundation training plan

Identify service skill gap Develop Training plan and

Execute training “Build Basic/Core Skills/capabilities”



22

Steering Committee

Change Champion

Service Champion

Core Change Team

Implementation Team(s)

PwC Project Manager DM Project Manager

Support Staff Support Staff

E-government Organization Chart

PwC Service Team Leader


23

Service

Champion

There will be a Service Champion for each of the e-Government

services. The responsibility of the Service Champion will be to

monitor and implement the four change pillars. In other words the

Service Champion will be responsible for planning and

implementing change management activities, and later

transferring change planning and implementation skills to other

members of the DM. For example, a Service Champion for the

initial services to be launched will transfer knowledge to his staff

and to other Service Champions of later services. The Service

Champion will also be responsible for allocating and monitoring

resources selected to participate in the delivery of the services.

Service Champion Role


24

Core Change Team The Core Change Team will support the Service Champion in

the implementation of the change management activities

stemming from the four change pillars. This involves support

in preparing for change meetings or workshops, playing the

role of facilitator in meetings/workshops and the such. In

addition the Core Change Team will be responsible for

facilitating cross-functional, multi-disciplinary teams in

performing tasks and activities.

Core Change Team Role


25

Change Pillar Build Teams Stage Definition

Action Title Establish the implementation teams

Responsibility Service Champions, DM Project Manager

Execution Service Champions

Description: The purpose of this activity is to identify the members of the implementation teams across all services, to explain their role to them and to begin to include them in the project communications loop.

Tasks Identify DM implementation team members per serviceDefine the timeframe within which the implementation team will become effective.Communicate to all implementation team members the fact that they have been selected for that role and what will be expected of them

Tips Refer to the ‘Responsibilities in Change Management’ table for a description of the Implementation Teams’ role.Refer to appendix LO_1 for a description of the elements of a successful implementation team.Refer to Appendix LO_2 for a description of some techniques for ensuring team member performance.Not all Implementation Teams will be effective at the start of the project but they all need to be aware of their roles from the start. They all need to be involved in the project communication loop from the start.Establish Implementation Team, drawing members from among the DM functions that will be affected by or that may be required to respond to change drivers. Ensure that each implementation team includes a facilitator capable of both facilitating the group and helping group members learn to facilitate.Staff the teams with people who perform the work and people who make decisions in the process being redesigned, look for good communicators and change agents.The attributes of the Implementation Team members include:Experience in or knowledge of business process analysis, design and implementation Strong knowledge in the service they are working onGood understanding of the systems supporting current processes Appreciate for quality management

Sample Work Sheet


26

Revise performance measures Build change agents

Adopt a stakeholder Recognise those "getting out the daily wash

Implement early wins Use training as a reward

How do you secure Commitment to change?


27

Banners Project Plans Process walk-thorough

or role plays electronic Mail Teleconferencing Phone-mail with daily

updates

Messages in paycheck envelopes

Personal correspondence to team members

Some ideas for communication media include:

Hotlines Videos or music videos Discussion databases Management round tables Informal lunch sessions

City Hall meetings E-government newsletter DM weekly newsletter Newspapers


28

Communication Planning Aspects

Audience

Messages

Media

Schedule

Frequency

Responsibility

Feedback Mechanisms

Performance measures and targets

Documents

Confidential 1 DUBAI MUNICIPALITY E-GOVERNMENT IMPLEMENTATION PROJECT Change Management Presentation 21 st July 2001