Dynamics Day 2013 is focused on giving Microsoft Dynamics users the information they need to get the most out of their investments in the Dynamics range, or to help organisations who are considering any of these solutions insights into what’s possible and what’s on the roadmap in the future. Why do IT projects struggle? With careful planning and proper change management, organisations can improve the likelihood of a successful solution implementation. Intergen’s James Page and Mark Anderson provide an overview of change management, and how balancing the needs of people, processes and technology can help to deliver more successful outcomes.

1. Preparing your
business for change
James Page & Mark Anderson

2. Your presenter/s
James Page
Mark Anderson
Practice Principal
Practice Manager - Central

Dynamics Practice Principal

Dynamics Practice Manager

Over 15 years experience with
Dynamics ERP


Responsible for process,
methodology and strategy
Over 15 years experience
managing the implementation
of a variety of ERP solutions

Experienced in large project
delivery and have exposure to
both vendor and client
perspectives.

Involved in over 50
implementations across multiple
industry segments
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3. Business Solutions –
The Reality

4. 4,164,383
Your Awesome Presentation Title {Segoe UI 12 pt.}

5. The Reality
Enterprise Solutions – costs, duration, benefit
Year
Cost
(USD millions)
% of Cost
Overruns
Duration
(months)
Duration % of
Duration Overruns
% Receiving 50%
or Less Benefits
2012
7.1
53%
17.8
61%
60%
2011
10.5
56%
16.0
54%
48%
2010
5.5
74%
14.3
61%
48%
2009
6.2
51%
18.4
36%
67%
Average
7.325
59%
16.6
53%
56%
Source: 2013 ERP Report – Panorama Consulting
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6. The Reality
Project size vs Failure
Source: Gartner (June 2012)
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7. Implementation
Challenges

8. Implementation Challenges
ERP implementation research
“The single biggest failure point for ERP implementations is the need
for change management”
Neville Turbit, Project Perfect
Panorama Consulting: 2013 Report Organisational Change and Process Management
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9. Implementation Challenges
Process and Organisation Change Adjustment
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10. Preparing your business for change
Objective
Overview of the importance of
organisational change management
when implementing business
solutions
Discussion of key OCM components
to embed into your projects.
How to get started on this journey
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11. A Framework for
Change

12. The Myths of Change Management
Change Strategy and Execution
MYTH: Resistance can be overcome
Leadership
MYTH: Leaders always “get it”
Communications
MYTH: To achieve change, you just have to communicate
Training
MYTH: „They Just Need More Training‟
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13. The Change Journey
Identifying Improvements
Planning and Transitioning
Operating and Integrating
Managing and Improving
STAKEHOLDER EXPECTATIONS
STEADY
STATE
REALITY
REALISATION
DENIAL
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14. Change
Aligning Change to the Project Lifecycle
Time
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15. Key Components of Change Management
Leadership
Alignment
Stakeholder
Relationship
Management
Business
Culture/
History
Communication
Training
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Change
Team
Transition
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16. Business Culture / History of Success
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17. Leadership Alignment
Pre-positioning
•
•
•
•
•
Project Sponsor
Key Executive Buy-In
Leadership Roadshows
Leadership Action Plans
Leadership Contract
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Implementation
•
•
Steering Committee
Business Ownership
Consolidation
•
Solution Evangelist
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18. Stakeholder Relationship Management
Pre-positioning
•
•
•
Identify Stakeholders
Analyse Stakeholders
Stakeholder Management Plan
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Implementation
•
Proactive Engagement
Consolidation
•
Engagement Process
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19. Communications
Pre-positioning
•
•
•
•
•
Business Case
Articulate the Vision
Mandate for Change
Why/Where/How
WIIFM
Preparing Your Business For Change
Implementation
•
•
•
•
•
Constant Reinforcement
Internal/External
Formal/Informal
Manage Expectations
Too Much ?
Consolidation
•
•
•
•
Steering Committee
User Groups
Lessons Learned
Future Vision/Plans
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20. Training
Pre-positioning
•
•
TNA
Training Strategy
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Implementation
•
•
Delivery
Feedback
Consolidation
•
•
Maintenance
Ongoing training reqs
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21. Transition
Pre-positioning
•
Transition/Support
Strategy and Plan
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Implementation
•
•
•
•
Readiness Checklist
Training/Support
Expectation Setting
Go live Readiness Assessment
Consolidation
•
•
•
•
•
Stabilisation Period
Help Channels
Change Agents
Comms/Expectation Setting
On-going Business
Engagement
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22. Change Team Roles
Change
Manager
Comms
Co-ordinator
Training
Manager
Change
Agents/
Coaches
Trainer(s)
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23. Attributes of success

24. Change Management Critical Success
Factors

Effective Change Management Leadership and Planning

Secure visible executive sponsorship early in the project

Create a transition strategy with achievable timeframes

Effective communications

Employee Involvement
It’s a Journey….. Not a destination
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25. Getting started
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26. Fact
It has been identified that the most significant correlation to
benefits realised in an ERP implementation is the amount of
spend on change management.
In layman‟s terms, the more an organization spends supporting
its people and their transition, the more it receives; the less it
spends, the less it receives. It really is that simple.
2013 ERP Report: Panorama Consulting
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27. Thank you
Email:
james.page@intergen.co.nz
Mobile:
+64 21 241 9563
Twitter:
daxpage
LinkedIn: james-page
Email:
mark.anderson@intergen.co.nz
Mobile:
+64 21 241 9421
LinkedIn: mark-anderson