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2013 November 23
Lina BoehnkePrincipal ConsultantSilver Spruce Corporate SolutionsSilver Spruce Corporate [email protected]
AgendaAgenda
Delegating Upwards: Utilizing Your Project Sponsor
Change Initiatives: Documentation and Budgeting
Understanding Full Project Impactg j p
Communication Planning and Tools
Dealing with Stakeholder Resistance
Managing “Go‐Live”
Transferring Product Ownership
PDU Information PDU Information
Utilizing Your Sponsor Effectively
Delegating Upwards:Utilizing Your Project Sponsor
P j S R ibili i
Utilizing Your Project Sponsor
Project Sponsor Responsibilities:
Commit to project scope change request process
Honour the scope change request process
Promote the project to all stakeholders (upwards laterally downwards) Promote the project to all stakeholders (upwards, laterally, downwards)
Attend the project kick off and status update meetings
Invite a senior executive to speak at the project kick off meeting
Recruit executive level sponsors at satellite locations
Delegating Upwards:Utilizing Your Project Sponsor
b l
Utilizing Your Project Sponsor
Project Sponsor Responsibilities:
Provide known information:• Risks• Past attempts
Access company communication channels
Help with mitigation of:• Roadblocks • Issues arising from difficult stakeholders
Influence managers to:• Include project deliverables as performance appraisal objectives for direct
reports• Provide team members time to complete project tasks
Understanding Full Project Impact
Id if & U d d Y S k h ld
Understanding Full Project Impact
Identify & Understand Your Stakeholder
• Education, level of autonomy, ability to respond to change
Consider Your Environment
• Government standards?
I d t i t ?• Industry requirements?
• Environmental Groups?
• Community Groups?
What do Stakeholders Need to “Unlearn”?
• What past information or assumptions need to be corrected or eliminated?• What past information or assumptions need to be corrected or eliminated?
Understanding Full Project ImpactUnderstanding Full Project Impact
End to End Testing
• With employees who do the job
• At multiple sitesAt multiple sites
• Provide lots of opportunity for “How do I do …… now?”
• Test hand‐off between tasks and functional areas
Pilot Run of Training
• Utilizing “go live” training materials and “Quick Tip” reference cards• Utilizing go‐live training materials and Quick Tip reference cards
• Testing new or re‐written policies & procedures
Understanding Full Project ImpactUnderstanding Full Project Impact
What can be “Retired” to prevent confusion or misuse?
• “Shut down” of replaced applications & databasesShut down of replaced applications & databases
• Removal of:o Defunct URL addresseso Document templates from the intranet / extraneto Equipment
• Communication to stakeholders to discard defunct:Policieso Policies
o Procedureso Training Materials / Manuals
Documentation & Budgeting
Change Initiatives: Documentation and BudgetingDocumentation and Budgeting
Budget for Project Team Members
• Schmoozer
• Business Analyst(s)
• Technical Writer(s)
• Instructional Designer(s)
• Trainer(s)
• Marketing / Communication Specialist(s)
• Quality Assurance personnel
Change Initiatives: Documentation and BudgetingDocumentation and Budgeting
Document the materials they will create:
• Scope Change Request Process
• Process Flows
• Gap Analysis
• Training Materials
• Quick Tip Reference Materials
• FAQ’s
• Policies & Procedures
• Marketing Materials
• Social Media Messaging, Graphics
• Auditing materials
• Help Desk Scripts / Call Centre Scripts
Change Initiatives: Documentation and Budgeting
B d f P i l I
Documentation and Budgeting
Budget for Promotional Items• Posters• Swag• E‐Blasts• E‐Blasts• Video • Events• Table Top Communications (Cafeteria , Meeting Rooms)p g• Training Materials / Quick Ref Material / FAQ’s posted on intranet
Budget for Venues, Equipmentg , q p• Meeting & Training Rooms• Snacks / Meals – Kick Off meeting, End‐To End Testing, Field Trials of Training • Laptops, LCD’s
Planning & Tools
Communication Planning and ToolsCommunication Planning and Tools
Ensure stakeholders understand why the change is being made
Who the communication comes from can be as important as the Who the communication comes from can be as important as the message and the targeted recipient.
Which person will have the most impact as a communicator to your Which person will have the most impact, as a communicator, to your targeted audience?
Communicate regularly and transparently with affected stakeholders
Utilize formal & informal communication channels
Relationship Mapping
G k i fl
Relationship Mapping
Get to know your influencers:o Trusted business analyst?o Executives are friends outside of the office?o Who has influence authority or willingness to say “No” or override others?o Who has influence, authority or willingness to say No or override others?
Create a relationship map:o Write down the relationships o Write down the relationships o Document influencers and their specific skillso Keep this at home!!!o Do not share!!
Have a road block?o Strategies utilizing your personal relationship mapg g y p p p
Dealing with Stakeholder Resistance
Id tif b i t k h ld
Dealing with Stakeholder Resistance
Identify non‐obvious stakeholders• Executives within your business or Corporate Office with an interest in the project• External organizations (regulatory, environmental, community groups)• Quality Assurancey
Determine which stakeholders will be impacted the most
Involve stakeholders early
Listen for understanding
Additi l h t t t i t l i d? Additional change management strategies or tools required?
Dealing With Stakeholder ResistanceDealing With Stakeholder Resistance
Ensure stakeholders understand “Why” is the change is being made
Utilize your Project Sponsor and Managers to influence direct reports Utilize your Project Sponsor and Managers to influence direct reports
Managing “Go Live”Managing Go‐Live
Robust Recovery Plan
Training is complete policies and procedures are distributed Training is complete, policies and procedures are distributed
Project Documentation is completed and retrievable
Help Desk / Contact Center Scriptsl bl ff Available to Support Staff
On‐site & On‐line support available to affected stakeholders
Managing “Go Live”Managing Go‐Live
Schedule post go‐live two way communication with key stakeholders and project staff
• Daily meetings (first week)
• Weekly meetings (next 4 weeks)
• Monthly meetings (first 3 months)
Transferring Product OwnershipTransferring Product Ownership
Formal project sign off process
• Tester Acceptance Testingp g
• User Acceptance Testing
• Documentation Sign‐Off
• Sponsor / Major Stakeholder Sign‐off prior to: • Go‐Live• Reduction of Frequency of Post‐Go Live Meetings• Product and Process Hand‐Off to the business
Questions?Questions?
Questions?
Lina Boehnke@gmail [email protected]
416‐887‐7682
Feel free to connect with me on LinkedIn