OneWa OCM Framework - Project Dashboard

March 31, 2020

Deliverable #4

OneWa OCM Framework

Document Information

2

DOCUMENT NAME OneWa OCM Framework

PROJECT NAME OneWashington

CLIENT Office of Financial Management, State of Washington

DOCUMENT AUTHOR Deloitte

DOCUMENT VERSION 2.0

DOCUMENT STATUS Final

DATE SUBMITTED 3/31/2020

FILE NAME OneWa OCM DEL OCM Framework_Final.ppt

Confidential & Proprietary

Document Review and Change History

DATE NAME ORGANIZATION/TITLE KEY CHANGES

02/4/20 Julie Thumser-Kerlee

OneWa • Updated OneWa Enterprise OCM Team to OneWa OCM Team throughout document.

• Updated OCM roles and responsibilities slide. • Changed order of slide 30 for better flow of

information.

02/13/20 Emily Poyner OneWa OCM Director • Updated wordings to be clear and consistent.• Added introductory slide for OCM visioning

session to provide context.• Used OneWa vs. One Washington consistently• Added Other Advisory Committees to the OCM

roles and responsibilities.

03/26/20 OCM Advisory Committee

OCM Advisory Committee • Split out the Executive Summary into two slides and updated the wording to be more clear on audience and description.

• Updated graphic on slide 22 to include other advisory committees.

• Updated definitions on slides 42-44 to be more clear.

• Added language to slides 25-28 (Tools section) to be more clear about who the tools are intended for and how they can be applied.

3Confidential & Proprietary

Distribution of Final Document

NAME ORGANIZATION/TITLE


Table of Contents


Executive Summary 6

OCM Visioning Session 11

Deloitte’s DCV Change Management Framework 15

OCM Roles and Responsibilities 20

Tools to Support OCM Activities 23

Appendix A: Tools 28

Appendix B: Glossary 40

6

Executive Summary


Executive Summary

7

OVERVIEW & AUDIENCE

• The OCM Framework is a high-level, foundational document that provides a methodology, roles and responsibilities, and tools for OneWa to use to create a robust OCM program.

• This document is intended for the One Washington Program team only and is not intended to be shared directly with agencies or other stakeholders outside of the program team.

PURPOSE

This deliverable provides the guiding themes and the structure to build the OCM Program and guide OCM activities that enable successful adoption of the OneWa solution.

The OCM Framework deliverable provides a foundation for One Washington to develop and implement a robust change management program throughout the State.

Executive Summary (cont.)

8

OBJECTIVES

• Provide a general structure with protocols to manage and coordinate OCM activities across the enterprise.

• Provide a guiding OCM methodology, developed based on years of OCM experience and tailored to OneWa.

• Identify roles and responsibilities of stakeholders involved in OCM activities.

• Define a set of tools to support OCM activities at the enterprise and agency levels.

IMPORTANCE• Organizations that underestimate the

importance of OCM in ERP projects often fail

to achieve desired business outcomes – OCM

is critical to a successful project (see Gartner

article)1.

• Large technology implementations, such as

OneWa, typically experience a “productivity

dip” as employees learn new skills and adapt

to their new roles – OCM minimizes that

productivity dip and this deliverable is the first

step in achieving that goal.

• For a program as large and complex as One

Washington, it is important to align and

coordinate OCM activities to mitigate

duplicative efforts, streamline operations, and

prepare stakeholder groups for the change.

This deliverable has several key objectives and reasons why it is important to the State.

Deliverable Overview (contd.)


Listed below are the four components of the OCM Framework deliverable:

1Deloitte’s Vision to Value (DCV) Framework: This section introducesDeloitte’s OCM methodology to help guide OneWa’s OCM approach and facilitate coordinated, valuable OCM activities throughout the transformation.

2Roles and Responsibilities: In this section a Responsible, Accountable, Consulted, Informed (RACI) matrix will help align stakeholders on their OCM roles and responsibilities to make sure they are engaged in the right activities at the right time.

3Tools to Support OCM Activities: This section outlines a set of tools to support OCM activities at both the enterprise level with the OneWa OCM team and agency level.

4Glossary: The Glossary, located in Appendix B, includes definitions for frequently used words to help the OneWa team and stakeholders communicate consistently across all channels.

Overview of SOW Deliverables

10

The eight deliverables outlined in the Statement of Work (SOW) are all related. The graphic below illustrates the groupings across these eight deliverables:

Quality Metrics What: Outlines key program, OCM, and business process. performance indicators Why: To measure success and areas for improvement.

Continuous ImprovementWhat: Specifies how quality metrics are tracked and reported and how OneWa activities will be adjusted to support improvement.Why: “What gets measured, gets improved” to help OneWa monitor progress and develop strategies to improve lagging metrics.

Baseline Readiness Assessment:What: Assesses initial agency readiness across people, process technology activities. Why: To establish an initial readiness baseline across agencies, identify most and least ready agencies, and understand where support is needed.

OCM Plan What: Incorporates elements from DEL#1-#7 to create a comprehensive OCM plan.Why: To provide a comprehensive, tactical plan to help OneWa manage change throughout the project.

Stakeholder Engagement Plan What: Provides a strategic and proactive approach to engage stakeholders with tailored activities and key messages.Why: To promote stakeholder ownership and engagement for implementation success.

DEL#5Continuous Improvement Model

DEL#1Quality Metrics

DEL#3 OCM Program

DEL#4 OCM Framework

DEL#2 Baseline Readiness Assessment

DEL#7 Stakeholder Engagement Plan

DEL#6 Communications Plan

DEL#8 OCM Plan

Communications Plan What: Outlines communications leading practices and a comprehensive executable comms plan.Why: To engage, inform, and align stakeholders to drive program adoption and success.

OCM Program What: Assesses current state OCM capabilities and capacity and recommends specific OCM structures, activities, and guidelines. Why: To provide a strategic direction and operationalize the OCM Framework.

OCM Framework What: Defines the guiding OCM methodology and framework for OneWa.Why: To establish the foundation for designing OCM Program and comprehensive OCM Plan.

FOCUS OF THIS DELIVERABLE

OCM Framework, Program, and PlanThe OCM Framework, OCM Program, and Comprehensive OCM Plan are 3 distinct deliverables, but complement and build on each other.

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PROGRAM

PLAN

Ke

y

Co

mp

on

en

ts:

• Guiding OCM methodology and framework

• OCM roles and responsibilities of stakeholders

• Tools to support OCM activities

• Glossary

• Key themes and considerations from OCM Visioning Session

• Recommendations for establishing the Agency Support Team

• Current and future state OCM capability and capacity

• OneWa OCM team program charter

• Roadmap of key OCM activities and milestones

Conceptual and theory-based: The OCM Framework establishes the foundation for how the OneWa OCM team will approach designing the OCM Program and developing the OCM Plan.

Ho

w i

s it

dif

fere

nt?

• Executable plan to achieve recommended OCM activities for OneWa OCM team and agencies

• Functions and activities of the program and agencies

• Roles and responsibilities of stakeholders at OCM activity level

• Foundational rationale for why OCM is needed

• Establishes OCM methodology for the program

• Is a catalogue of tools, less prescriptive

Tactical and executable plan: The OCM Plan provides a tactical roadmap and list of activities to manage and coordinate OneWa OCM team and agency-level activities.

Strategic and operational: The OCM Program assesses current state OCM capabilities and capacity, and recommends specific OCM structures and guidelines.

• Builds on OCM guiding principles to create prescriptive plans to get the work done

• Provides a proposed timeline of critical OCM activities

• Living document that will be updated throughout the project

• Recommendations for operationalizing the OCM framework

• High-level roadmap

• Recommendations for organizing the change ecosystem based on an assessment of current OCM capacity/capability and leading practices

FRAMEWORK

PROGRAM PLANFRAMEWORK


Less prescriptive More prescriptive

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OCM Visioning Session


OCM Visioning Session: Objectives and Activities

13

Align on what OCM success looks like for

both agencies and the program

OneWa team came together on Jan 28, 2020 to conduct a OCM Visioning session. The next two slides outline a high-level summary of the internal OneWa OCM Visioning Session, including objectives, activities, key outputs, and next steps.

Identified defining characteristics for what a future state might look like (think: 2022, AFRS is retired)

Created an exhaustive list of OCM activities needed to achieve the desired OCM outcomes

Analyzed free response Baseline Readiness Assessment survey data and discussed barriers/challenges that may prevent agencies from achieving OCM success

SESSION OBJECTIVES:

ACTIVITIES:

Assess barriers and challenges to

achieving OCM success

Identify what changes the OneWa team should make

to become a higher functioning team

Guiding Questions:

When we go live, what is different from today?

What OCM activities are needed to achieve the desired

outcomes for OneWa?

Based on the five OCM threads, what barriers may

prevent OCM success?


OCM Visioning Session: Key Outputs and Next Steps

14

The following is a summary of key outputs, initial observations and next steps from the OCM Visioning Session. The full Visioning Session Report is included as a separate attachment.

KEY OUTPUTS – What is critical for implementation success?

HOW WE’RE USING THIS INFORMATION

AND NEXT STEPS:

Training and Workforce DevelopmentThe OneWa team cannot take a “one size fits all” approach to training, which includes developing end-user skills, OCM capabilities, and leadership development. The group must address generational gaps.

Branding and Marketing of OneWaThe OneWa team needs to identify and standardize its brand so they can clearly and consistently communicate the who, what, how, why, and when to build stakeholder confidence and buy in.

Communication, Communication, CommunicationThe OneWa team must align on an approach to communicate early, often without “perfect” information, and consistently with a broad ecosystem of stakeholders to bring them along the change journey.

Empowering Leaders and ManagersSupporting leaders and managers so they are confident about dealing with and leading change is critical – a hybrid bottom-up and top-down approach will help them be successful from all angles.

1

2

3

4

• Details about key outputs and how these outputs are addressed in separate deliverables is included in the attached Visioning Session Report and on slide 15.

• Incorporate key themes into Communications Plan and Stakeholder Engagement Plan before final submissions on 4/3 and 5/1.

• Determine next steps to discuss findings from the “homework assignment” to reflect on how to become a higher performing team.


OCM Visioning Session: How Outputs Are Being Used

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The OneWa OCM Team is incorporating the OCM Visioning Session outputs into OCM deliverables

DEL#7 Stakeholder Engmt Plan

DEL#6 Communications Plan DEL#8 OCM PlanDEL#2 Baseline Readiness Assess.

DEL#3 OCM Program

DEL#4 OCM Framework

DEL#5 Cont. Improvement Model

Communicate consistently to bring stakeholders along the change journey

OUTPUT / TOPIC: EXAMPLE

DEL#6 outlines specific messaging and communications activities to consistently communicate to stakeholders.

Support leaders and managers so they are successful in leading change in their agencies

Address marketing challenges around OneWa

Account for the “Washington Way”

Address a potential barrier around lack of leadership and sponsorship

Articulate incentives in a timely manner and answering pressing questions

Track and measure performance at the program and agency level

DELIVERABLE

Determine thresholds around minimally viable communications products

Gain and grow leadership buy-in and engagement with OneWa

Account for the variety in agency sizes and their nuances when engaging agencies

DEL#3 provides three options for the Agency Support Team structure based on agency size.

DEL#7 includes specific engagement activities to show how OneWa can obtain leadership/stakeholder buy-in.

DEL#6 recommends OneWa set thresholds and be comfortable with minimally viable products.

DEL#4 recommends manager toolkits/leadership action plans to support managers and leaders.

DEL#6 outlines key messages, establishes the need to create a compelling and consistent OneWa brand.

DEL#8 provides tailored OneWa OCM activities that focus on What’s In it for Me (WIFM) for employees.

DEL#2 identifies which agencies may have lack of leadership support and provides recommendations.

DEL#3 includes recommended OCM resources and capabilities for agencies.

DEL#5 provides process and roles/responsibilities for tracking/measuring OneWa performance.

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Deloitte’s Vision to Value (DCV)

Change Management Framework


Adapting to an Agile Environment• Historically, technology projects have used a waterfall (sequential) method to manage the phases

of activities to deploy a new system. With a shift towards managing projects in an agile environment, our OCM methodology has evolved to align with this new way of working.

• Working in an agile environment, OCM teams must go through a shift in structure and mindset. As OCM team members integrate with functional and technical teams, a key shift is the focus on iteration, adaptability, collaboration, customer experience, and embracing change.

Confidential & Proprietary 17

Agile for OCM teams is not…

• Being locked in a room to build change materials

• Being a siloed team that doesn’t speak to technical teams

• Getting screenshots last minute to create user guides

• Rushing to deliver a plan 2 weeks before go live

The key changes are:

• Agile Mindset – OCM teams are adaptable and flexible to manage ambiguity and constant change.

• Integrated Delivery Teams – OCM teams are embedded into the delivery teams and are in constant coordination via established touchpoints.

• Iterative & Incremental Development – Work products are continuously developed and enhanced based on evolving stakeholder feedback and priorities. Recognize what is the minimally viable product at that point in time that is good enough to move forward and receive feedback.

This section introduces Deloitte’s Change: Vision to Value (DCV) Framework and identifies key considerations and themes to tailor the framework for OneWa. The OCM Program and Plan are built

on this framework.

Traditional approach Modern approach for cloud solutions

Copyright © 2019 Deloitte Development LLC. All rights reserved. 18

DRAFT

Deloitte’s OCM methodology is based on years of experience building and executing large-scale agile projects similar to OneWa. DCV will serve as a roadmap for the OneWa OCM team as we work to take impacted stakeholders along the transformation journey. The phases of DCV align to the OneWa program and system development phases, but there are certain elements of DCV that can be applied any time.

The four DCV change elements and supporting activities will be customized to meet the needs of staff as they adjust to new finance, procurement, budget, HR, and payroll processes and technology. This OCM

framework will help facilitate agile and coordinated OCM activities across the enterprise to deliver sustainable results for the State of Washington.

Define the case for change, illustrate change impacts, personalize the change experience.

Introduce stakeholders to new roles, skills, and behaviors in the transformation’s future state.

Provide ongoing transition support, optimize capabilities via continuous improvement for sustained results.

Visualize the future, build the conditions for leader-led change, and mobilize stakeholders.

Define Purpose

Design for Impact

Develop Capability

Drive Through Performance

Four Essential Change Elements guide the ERP transformation…


Guiding Framework: Deloitte’s Vision to Value (DCV)

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Tailoring OCM Framework for OneWa

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The State of Washington is unique in many ways – DCV is scalable and can be tailored to accommodate State of Washington agencies already using other OCM methodologies. Below are key considerations across three categories for tailoring DCV elements:

POLITICAL ENVIRONMENTFEDERATED AGENCY

CULTURECLOUD/SaaS SOLUTION

• Federated culture, with agencies having a fair amount of autonomy.

•Result is varied processes personnel structure, systems, data, financial management across agencies, etc.

What it means for OneWa’s OCM framework:• Create a highly participative

structure and desire for collaboration and cooperation among agencies.

• Target unique needs, processes, and cultures across all agencies.

• Track progress against OCM quality metrics.

Implementation of a cloud/software as a service (SaaS) solution requires a non-linear, iterative approach to change management.

• Leverage DCV principles in OCM framework to complement an agile approach to implementation, iterating and adapting as needed.

• State’s emphasis on effective, efficient, and human-centered principles in government.

• Complex political environment with potential funding challenges.

•Be proactive with OCM activities.• Personalize the change experience using

personas to promote human-centered design.

• Leverage tools, such as, ChangeScout (see slide 31) to adapt to changes in external environment with potential program impacts.


Tailoring DCV Phases to OneWa

1 2 43

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DCV is an iterative process, and the four elements are intended to be applied within each phase of the project, as appropriate. This method will help OneWa lead its agile transformation through high-impact experiences.

DEFINE PURPOSE DESIGN FOR IMPACT DEVELOP CAPABILITYDRIVE THROUGH PERFORMANCE

• Clear vision for the OneWa’s OCM strategy.

• Articulated benefits and impacts to leadership, legislative stakeholders, and agencies;

• Alignment of OneWa leaders; and

• Engagement with key end users across the state

• A comprehensive roadmap for state-wide readiness activities;

• Identify change impacts;

• Risk identification and mitigation steps for leadership; and

• Defined process to shape culture of the modernized finance, HR, payroll, procurement, and budget environment

• Stakeholders are equipped to drive OneWa’s change agenda;

• New roles, skills, behaviors introduced through targeted role-based training; and

• Individualized ways of learning and practical application in safe environment through tried and true training program

• Each implementation phase builds on the successes and lessons learned of the last;

• People are empowered and equipped to perform their updated role in the cloud/SaaS environment; and

• Tools and accelerators for change support long-term success


The OCM Program and OCM Comprehensive Plan will build on this tailored framework and recommend specific OCM activities to support and align with OneWa’s agile implementation.

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OCM Roles and Responsibilities


OneWa is a complex program with a large array of diverse stakeholders involved in OCM activities.

OCM Roles and Responsibilities

22

OCM Advisory Committee

PMOOneWa

OCM Team

ESCBTB & Bus iness

Owners

Other Adviso ry

CommitteesOneWa Project

Team

Agency 1:AST Lead

Agency SponsorAgency Change Agents

SMEs

OFM Comms

These groups vary in their involvement in OCM activities. While all groups have a responsibility to champion change, it is important to establish clear ownership and decision rights among

appropriate parties.


Agency 2:AST Lead

Agency SponsorSMEs

Agency 3:AST Lead

Agency Sponsor

To support a successful OCM framework based on DCV principles, it is critical to align stakeholders on their roles and responsibilities as they relate to OCM activities. Alignment early on will provide clarity, support coordination, and make sure stakeholders are engaged in the right activities at the right time.

KEY DEFINITIONS:

• Agency Support Team (AST): Encompasses OneWa-related roles within each agency (includes Agency POC/Lead, Agency Sponsor, Agency Change Agents, SMEs, and Agency Steering Committee).

• AST Lead: Primary point of contact at the agencies; they help manage OneWa requests and promote vertical communication within the agency. In some cases, could be the current Agency POC.

• Agency Sponsor: A senior leader within each agency that champions OneWa efforts (one sponsor per agency).

• Agency Change Agents: Mainly for large/medium agencies, these are individuals within each agency that support the Agency POC with OCM-specific activities (e.g., Communications, Training, etc.).

Roles and Responsibilities: RACI Matrix

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• Responsible (R): A role that will accomplish some or all of the work required to accomplish a task.

• Accountable (A): A role that is held accountable for managing a task to completion.

• Consulted (C): A role that serves as an advisor to a task or whose coordination or participation is necessary to

complete or execute an activity.

• Informed (I): A role that needs to be informed of a task’s completion or who needs to receive the product of a

task.

Establishing roles and responsibilities as they relate to OCM activities will provide standard protocols around what groups are involved in which activities and to what extent.

A RACI matrix documents tasks needed to complete an OCM activity. This RACI matrix will be a standard point of reference throughout the project to help stakeholders understand responsibilities and decision rights. The matrix is meant to be a living document that is updated when the OCM plan (DEL #8) is created.

A s p a r t o f t h i s d e l i v e r a b l e , t h e R A C I M a t r i x i s a s e p a r a t e E x c e l a t t a c h m e n t .

RACI Definitions


The OCM activities outlined in the RACI build on activities from the OCM Program Roadmap.

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Tools to Support OCM Activities


25

This section outlines a set of tools to support OCM activities at both the enterprise level with the OneWa OCM team and at the agency level. As we learn more about each agency’s unique OCM capabilities, needs, and gaps, the OCM team will refine specific tool recommendations for agencies based on the stage of the project and stakeholder feedback. The full set of tools is outlined in Appendix A.

T o o l s A p p r o a c h : Recommended tools in this section are separated into tools that will support the OneWa OCM team, and tools to support agency-level OCM teams and POCs in building OCM capabilities in their organizations and executing successful OCM activities in support of OneWa.

ONEWA OCM AGENCY-LEVEL OCM

• Tools for the OneWa OCM team to support agencies.

• These tools and methods will help the OCM team set the strategic direction of the OCM program and plan and support execution of various OCM activities.

• The majority of these tools are enabled by ChangeScout.

• Tools to support OCM activities at the agency level.

• Along with basic OCM training, these tools are intended to provide agencies with a starting point for managing change within their unique agencies.

• Unlike OneWa OCM tools, these tools do not live in ChangeScout, and templates are provided in Appendix A as applicable.

The detailed tools table in Appendix A will use the icons above to show whether tools are recommended for the OneWa OCM team and/or the agency-level OCM team.


Tools: Overview

Tools: Roadmap Overview

26

The roadmap on the next slide includes the tools that the OneWa OCM team and agencies may begin using in the near, long, and longer term throughout the OneWa modernization and transformation. As we learn more about each agency’s unique OCM capabilities, needs, and gaps, the OneWa OCM team will refine specific tool recommendations for agencies based on the stage of the project and stakeholder feedback.

• The roadmap covers now through Phase 1A (July 2022), and mirrors the OneWa program roadmap phases.

• There are no durations specified for Design, Develop, Test, and Deploy phases because those will be defined by the program at a later time.

• Phase 1B – Phase 3 are not included in this deliverable.

• This roadmap is meant to be a general guide for when each of these tools may be used. However, as the program progresses, it may be the case that certain tools should be used sooner than outlined in this roadmap. It may also be the case that based on current needs, some tools listed are not needed at all.

• Near Term covers from now until the beginning of system integration work.

• Mid Term covers from the beginning of system integration work until July 2021 and will include design and some configuration/development activities.

• Long Term covers from July 2021 until go-live in July 2022 and will include completion of configuration/development activities, testing, and deployment.

TOOLS ROADMAP – WHAT YOU NEED TO KNOW:

Roadmap


27

PLAN DEVELOP DESIGN TEST DEPLOY

Tools: Roadmap

SYSTEM DEVELOPMENT PHASES (PMO-MANAGED)


• Engage Stakeholders

• Program Visioning

• Leadership Alignment

• Baseline Readiness

• OCM Structure

• Performance Measurement

• Engage Stakeholders • Identify Change Impacts• Engage & Mobilize Stakeholders • Strengthen Agency & Workforce Readiness• Reinforce New Processes & Technology

• Engage Stakeholders • Strengthen Agency & Workforce

Readiness• Build Knowledge & Skills• Deliver Training • Reinforce New Processes &

Technology

GO

AL

ST

OO

LS

• Communications Toolkit

• Moments that Matter• Poll Everywhere• Stakeholder

Assessments• Twitter• Greenhouse Labs• Business Chemistry

• CulturePath• OCM Training Materials• Learning Needs

Assessment• Skills Assessment• Personas

• Change Impact Toolkit• Change Adoption

Dashboard• Journey Maps• Leadership Action Plans

• Learning Plan• Vyond• WalkMe• Agency Readiness Checklists• Manager Toolkit

The roadmap below provides a general guide as to when the OneWa OCM team or agency-level OCM team may begin to use each tool. ChangeScout is the only tool included in the current OneWa OCM contract. Additional details about the tools are provided in the appendix.

ChangeScout

N E A R T E R M M I D T E R M L O N G T E R M

Additional Tools

Today July 2020 July 2021July 2022 Go-Live

Tools that Require an Additional Cost

28

TOOL RECOMMENDED FOR…

Business Chemistry

Agencies are less likely to need a Business Chemistry workshop, but a workshop with the OneWa program team may help individuals identify their unique working style, grasp where others are coming from, appreciate the value they bring, and determine what they need to excel.

ChangeScout*Large, complex agencies with diverse stakeholders and a dedicated OCM team – and less than adequate current state OCM capabilities – may choose to use ChangeScout to manage all OCM activities to support OCM coordination and efficiently use the resources they have to support OneWa.

Greenhouse Labs

Agencies with leadership that are not yet bought into OneWa, or want to plan for OneWa, may benefit from a

Greenhouse Lab. An immersive experience may help to break down adoption barriers and align on a common

OneWa vision.

CulturePathAgencies with historical OCM challenges may opt to use CulturePath to break down cultural attributes into measurable individual behaviors, helping leaders make decisions about processes and talent that are aligned to the OneWa changes and impacts.

VyondAgencies of all sizes with varying OCM capabilities may use a online animation software such as Vyond to create training collateral, system demonstrations, or provide key OneWa information. This type of software can help tell a consistent story with standard messaging, and support end-user adoption of new systems.

WalkMeAll agencies may use a software like WalkMe specifically for end-user training in the new system. It is meant to complement other training methods, such as in-person learning and web-based training to support a variety of end-user learning needs.

The tools in the table below are available to both agencies and the OneWa team, but they may require an additional cost or license to implement. The matrix below outlines when each of these tools could be used to support OCM activities at the agency or program level, based on their current OCM capabilities. The cost of these tools will depend on several factors (such as: user/license, agency size, functionality, etc.).


*Already available for OneWa OCM Team

D e t a i l e d d e s c r i p t i o n a n d a p p l i c a t i o n / v a l u e o f e a c h t o o l i s d i s c u s s e d i n A p p e n d i x A .

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Appendix A:

Tools


ChangeScout Overview

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• ChangeScout combines cutting-edge technology, access to experts, and Deloitte’s unique change methodologyto transform the way change is delivered.

• Provides single source of truth for all change projects.

Reports and dashboards

provide single,

comprehensive

view into programs.

Built on the Salesforce.com

platform, leveraging best-in-

class security and scalability.

Provides insight into

value on Change

ROI.

Single working portal for

team collaboration.

Linked data allows for

customized, targeted

interventions.

The OneWa OCM team is already using ChangeScout to manage OCM work and deliverables. The next two slides provide an overview of what the tool is and how it can be used to manage change.


Using ChangeScout to “Manage Change”

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ALIGN LEADERSHIP

UNDERSTAND AND ENGAGE

STAKEHOLDERS

MANAGE IMPACTS

ASSESS READINESS

AND ADOPTION

COMMUNICATE AND ENGAGE

ENABLE LEARNING

MAP ROLES TO POSITIONS

MANAGE THE CHANGE TEAM

Identify leadership Contacts.

Analyze leaders’ impact, influence, support and engagement and track changes over time.

Create leadership alignment Plansand corresponding activities.

Track interactions with and activitiesfor key leaders.

Visualizeleadership support survey results.

Design Communitystructure to reflect understanding of high-level impacts and engagement approach.

Conduct baseline stakeholder Analysis for impacted Communities and track over time.

Import and visualize survey results in ChangeScout (segmented by Communities).

Design engagement approach and add change campaign to Plans.

Create Communities and add identified / nominated Contacts.

Identify the “root” of change; for example, business Processes, moments or change themes.

Conduct detailed Impactassessment, tag Impacts to Communities and define initial mitigation approaches.

Validate Impactswith project sponsors, SMEs.

Define Plans to address the project Impacts.

Log Training Needs for impacts with a designated training mitigation approach.

Define communities, functionally and geographically based on Impactassessment results.

Design surveyquestions to align with ChangeScout demographic data (e.g. communities, regions, etc.).

Import and visualize readiness survey results on Dashboards.

Gather readiness data at the Community level to enable decision-making.

Corroborate various adoption metrics to assess readiness and post go-live adoption: training Eventattendance, surveys and training evaluation results visualizations, leadership alignment / Contact Analysis, Impact mitigation, Business Advocate Network proliferation, Logrisks / gaps / issues.

Establish comprehensive change campaign using Plans andActivities.

Monitor Contentdevelopment, reviews and approvals.

Track contacts’ Event attendance to assess engagement and help identify parts of the organization that may present adoption risks.

Link Impacts to Plans to define mitigations and track how / when impacts are addressed.

Use Chatter to engage with the Business Advocate Network.

Leverage Log to capture frequently asked questions that can be incorporated into Content.

Load system or process-specific baseline Curriculum.

Develop Coursesand Modules; define and map to relevant Attributes(e.g. region, brand, business unit).

Link Courses to Training Needs to track how / when needs are addressed.

Track training material development, including reviews and approvals, through the Content.

Add Courses to Learning Paths, sequence and denote as required or optional.

Create Plans and training delivery; track Contacts’ attendance at training Events.

Use the Role Mapping Engine to map Contacts or Positions to Business Roles.

Validate Mapping Queue with appropriate project contacts / SMEs and log approvals.

Link Business Roles to Learning Paths to facilitate role-based learning.

Add Strategy to align project activities with overarching program/organizational objectives.

Establish project milestones as Project Dates.

Develop OCM strategy, define scope and establish Threads to organize change activities by workstream and deliver custom reporting.

Track OCM-specific risks, issues, actions, decisions or gaps via Log.

Organize the OCM work by allocating Tasks to team members.


TOOLS WHEN? DESCRIPTION APPLICATION/VALUE FOR ONEWA

ChangeScout**

Near term

ChangeScout is a Salesforce-based OCM software solution that accelerates transformation to drive the most complex change programs through relational data bases and reporting dashboards.

ChangeScout automates reporting and analytics capability to provide a single, comprehensive change view of data across programs. It links change data and allows for customized, targeted interventions based on real-time insights. ChangeScout provides a single working portal for change team management and collaboration.

Communications Toolkit

Near term

A communications toolkit is a package of communications materials and resources, such as talking points, FAQs, one-pagers, and infographics, to help stakeholders communicate consistently about key topics.

A communications toolkit will help OneWa program team members, leadership, and agency POCs communicate consistently about OneWa.

Moments that Matter

Near term

Moments that Matter are exceptional experiences that spark deep relationships and generate lasting value for teams. During the project,

Moments that Matter can also be a tool to describe key points of a process

OneWa can incorporate the Moments that Matter pocket guide into toolkit “best practices” (such as Communications, OCM, and Manager toolkits) to give individuals tactics to create more impactful moments within their teams (e.g., say what no one else will, own it, suspend self interest).

During the project, moments that matter can be identified based on important points in a process.

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Tools: Description and Value

*Cost associated with these tools**Already available to the OneWa OCM team


Recommended for both OneWa OCM team and agency-level OCM team/POC

Recommended for only the OneWa OCM team

KEY:


Poll Everywhere

Near term

Poll Everywhere is an application typically used with live audiences to engage them in a conversation and provide real-time feedback. Participants can text comments to a presentation and respond to polls real-time.

Poll Everywhere can help the OneWa team collect live feedback from large audiences at once, make virtual meetings less static, and perform quick pulse checks as needed.

Stakeholder Assessments

Near term

Stakeholder assessments show the level of support and engagement by individuals or stakeholder groups (e.g., level of influence, current level of engagement, resistance considerations, etc.).

Ongoing reviews of stakeholder analyses will help agencies assess specific needs of stakeholder groups to determine how to best engage/communicate with them; the team can also assess changes in support/engagement over time by stakeholder and stakeholder groups.

Twitter

Near term

Twitter is a social media platform that allows users to create, share, comment on, and “like” short posts, called tweets.

OneWa can easily share and promote the latest OneWa updates and reach a large audience quickly through tweets and retweets. The OneWa Twitter account is a vehicle to interact with agencies directly, as well.

Greenhouse Labs*

Near term

Greenhouse labs are facilitated sessions that apply a tested set of principles that combine behavioral science, analytics, technology, and facilitation techniques to help teams think creatively, develop visions and strategies, and create action plans for tangible solutions.

These labs, used throughout a project lifecycle as necessary, facilitate creative thinking to generate big ideas that will help the OneWa team build strategies and align on action plans as needed. These labs are particularly valuable for aligning leadership and mitigating resistance among leadership.

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*Cost associated with this toolConfidential & Proprietary


Business Chemistry*

Near term

Business Chemistry is a system designed to provide insights about individuals and teams based on observable business traits and preferences. It draws upon analytics technology to reveal four scientifically based patterns of behavior.

Knowing your own working style, and the working style of other team members, can help individuals grasp where other are coming from, appreciate the value they bring, and determine wat they need in order to excel. It offers practical ways to be more effective as an individual and as a leader.

CulturePath*

Long term

CulturePath is a proprietary framework and a cloud-based analysis of eight indices that are critical to business outcomes, including courage, commitment, change and innovation, and external orientation, for example.

CulturePath breaks down broad cultural attributes into measurable individual behaviors, helping OneWa leaders make specific decisions about processes and talent that are aligned to the business strategy. It provides visibility into an organization, enabling leaders to drive ongoing change in the areas that matter most to their business.

OCM Training Materials

Long term

OCM training materials may include a toolkit or packet of OCM materials to share with stakeholders and help them “get smart” on OCM.

OCM training materials can help the OneWa team and agencies prepare and manage change throughout the transformation. The OCM toolkit may include OCM 101 guidance to help stakeholders learn and understand how to best promote change within their organizations.

Learning Needs Assessment

Long term

A learning needs assessment helps determine and addressing learning needs, gaps, and priorities between current conditions and desired conditions.

To develop capability of end-users, OneWa OCM team can use a training needs assessment to support its training strategy and tailor resources and learning materials for staff.

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*Cost associated with these toolsConfidential & Proprietary


Skills Assessment

Long term

A skills assessment worksheet is used to survey the level of proficiency for each skill or competency activity included in the assessment.

OneWa can use skill assessments to help leaders visualize who knows what and identify gaps where training may be needed to maximize the growth and potential of each individual. Agencies will be able to map out current state skills of employees. This assessment will complement the learning needs assessments to inform the development of a learning plan.

Personas

Long term

Personas are fictional “characters” built to help humanize stakeholders and bring awareness to unique needs.

Personas can help OneWa team members deepen their awareness and understanding of how OneWa may impact their employees.

Change Impact Toolkit

Long term

A change impact toolkit may include Information and instructions to help agencies identify changes to people, processes, and technology based on the future state of OneWa.

A change impact toolkit will help leadership assess high, medium, and low impacts to stakeholder groups; a toolkit will also help the OneWa OCM team and agencies implement appropriate change activities to manage impacts.

Change Adoption Dashboard Long term

A change adoption dashboard shows stakeholders’ readiness and willingness to adopt the new solution.

Supported by pulse survey data, the use of change adoption dashboards can help the OneWa team design interventions to support adoption throughout the transformation.

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*Cost associated with these toolsConfidential & Proprietary


Journey Maps

Long term

Journey maps provide a visualization of the process a person goes through to accomplish a goal or complete a task. Journey maps include tactical steps and a narrative to bring user actions and experiences to life.

OneWa can use journey maps to help the team understand the “customer” (employee, vendor) experience of processes to inform the design of the system.

Leadership Action Plans

Long term

Leadership action plans may include a quick-reference checklist (or “toolkit”) to help leadership manage change and readiness with their teams/ organizations.

OneWa can use leadership action plans to outline actions needed to reach goals and help managers manage the details. These plans will detail the set of steps that must be taken, or activities that must be completed, to support OCM.

Vyond*

Longer Term

Vyond is an online animation software that leaders can use to create animated videos for organizations with various props, characters, and scripts.

OneWa can use these videos as training collateral and to communicate program updates with employees.

WalkMe*

Longer Term

WalkMe is a software that provides comprehensive step-by-step guidance delivered through a sequence of “tip” balloons without requiring the user to leave the screen, watch video tutorials, or read tedious manuals or FAQ pages.

The OneWa team can use WalkMe to help end-users learn how to use the new system. This tool will complement other training methods (in-person learning, web-based training) to support a variety of end-user learning needs.

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Confidential & Proprietary*Cost associated with this tool


Agency Readiness Checklists

Longer Term

Agency readiness checklists provide a list of activities that agencies need to complete each month for OneWa (such as data conversion, interface testing, communications distribution, townhall, etc.)

Readiness checklists will help agencies plan the resources and time needed to prepare for pre- and post- implementation of OneWa.

Manager Toolkit

Longer Term

Manager toolkits typically include a package of resources such as FAQs and talking points to explain how things are changing from the end-user perspective, guides on how to help people move through the commitment curve, and quick reference training guides.

Managers within agencies can use this toolkit to help them manager change within their teams. Along with OCM training materials, this toolkit with help managers “get smart” on OCM and prepare them to handle resistors within their organizations.

Learning Plan

Longer term

A learning plan is a document (interactive or online document) that identifies educational and training needs of staff to support them in achieving short- and long-term learning goals.

Based on the learning needs assessment, OneWa will determine what training staff needs based on their security profile and develop a specific learning plan for to address these needs.

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Tools: Templates

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The tool templates, submitted in a separate zip file, provided as part of this deliverable are not intended to be distributed to agencies at the time of the draft submission of this deliverable.

These tools require additional instruction (e.g., webinar, quick reference guide) and coaching before the OneWa team distributes to agencies to make sure they are used correctly and consistently. Where appropriate, these templates will be updated to be compatible with the OneWa OCM team’s ChangeScout fields. Additionally, several of these tools may be one component of a larger toolkit that will be developed and implemented appropriately to support agencies, leadership, and managers.

I m p o r t a n t N o t e f o r A g e n c y To o l s

1 Communications Tracker

2 Stakeholder Analysis Tracker

Specific tools such as toolkits, action plans, and OCM training materials will be needed to support agency readiness as the program progresses and moves from Phase 0 (Planning) into Phase 1A (Develop, Design, Test, Deploy). However, they

should not be developed until the program is further along.

3Continuous Improvement Tracker *to be

updated following submission of DEL #5: Continuous Improvement Model

4 Change Impact Analysis


OneWa OCM Program Roadmap (DEL #3)

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PHASE 0 – ERP

READINESSPHASE 1A – CORE FINANCIAL & PROCUREMENT

PLAN DESIGN DEVELOP TEST DEPLOY

JAN-MAR 2020 APR-JUN 2020

Major Milestones & System Integration Activities

OCM COORDINATION & REPORTING

LEADERSHIP ALIGNMENT

COMMUNICATIONS

WORKFORCE READINESS

AGENCY READINESS

TRAINING

SI Vendor

Selection / Award

July 2020 July 2022

Develop End-User Learning Strategy

Develop Learning Needs

Assessment

Conduct Role to Position Mapping

Conduct End-User Training

Phase1

A Go-

Live

Onboard and Prepare Trainers

Conduct CRA Conduct CRA

Business

Process

Redesign

Monthly OCM Workgroup Meetings

Monthly OCM Advisory Committee Meetings

Stand-up Go-Live Support Team

Agency Go-Live Checklist Completion

Conduct regular interviews and pulse checks, and implement Leadership activities

Develop User Stories and Personas

Develop Comms Plan

Design

Workshops

Update Comms Plan and feedback

loops

Develop and Deliver communications

Update Comms Plan and feedback

loops

Monthly ESC Meetings

Develop Learning Content

Change Impact Updates & Agency Readiness Follow-upStand up Agency Support Team

Develop Go-Live Checklist

Conduct Change Impact

Assessment

User Practice

Vendor

Demos

Software

Selection

User

Acceptance

Testing

= Post Go-Live Period = One-Time Activity = Ongoing Activity

Develop Workforce Strategy

Execute Workforce Strategy

= Dependency

Develop & Distro Manager’s

Toolkit

Develop Detailed

Learning Plan

Execute Workforce Strategy


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Appendix B: Assumptions and Glossary


Assumptions

• The State will provide timely reviews of the OCM Framework with clear and actionable feedback.

• The recommendations in this document are based on current status of the program, however we expect this will be a living document that will need to be updated as changes happen.

• Use of the Deloitte: Change, Vision to Value (DCV) methodology is proprietary to Deloitte.

• The recommendations in this deliverable cover the period of 2020 – 2022 (through Phase1A).

• The recommendations in this deliverable are based on Deloitte’s experience doing similar work for other states and the recommendations may need to be adjusted after collecting feedback from OneWa and the agencies.

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Deloitte made the following assumptions in development of this deliverable.


GlossaryThe OneWa project is complex and fast-paced. It is critical that all stakeholders are using key terms the same way in emails, in-person meetings, presentations, and casual conversations to mitigate confusion. The OCM framework provides a Glossary to support OneWa’s ability to communicate effectively and consistently across all channels.

• Agency Steering Committee • Advisory Committee • Agency Advocate• Agency Change Agents• Agency Readiness• Agency Sponsor• Agency Steering Committee• Agency Support Team• Agency Support Team Lead• Communications• Community of Practice

• Enterprise• Enterprise Resource Planning• Governance• Organizational Change Management• Point of Contact• Process Area• Business Owner• Software as a Service• Stakeholder Engagement• Training• Workforce Readiness

The list of defined terms below will help various stakeholder groups – across the enterprise and within the agencies – use standard terminology when referencing OneWa OCM activities. This list is not exhaustive – it is meant to grow and evolve over time as the program progresses.

LIST OF TERMS:


Glossary: Definitions

TERMS OTHER NAMES DEFINITION

Agency Steering Committee

Mainly for large/medium agencies, this is an advisory group made up of senior leaders within the agency who provide guidance and advice on OneWaactivities in place of or in addition to an agency POC.

Advisory Committee

ACOneWa holds seven advisory committees; one for each process area, overseen by the process owner, and one for OCM, overseen by the OCM Director. Members are comprised of agency leadership and process SMEs.

*OneWa Agency Advocate

These positions are part of the OneWa OCM Team and coordinate with and support agencies’ OCM efforts.

*Agency Change Agents

Mainly for large/medium agencies, these are individuals within each agency that support the Agency POC with OCM-specific activities (e.g., provide feedback on communications, facilitate and manage training, etc.).

Agency Readiness

Refers to an agency’s capacity (availability of time and resources) and capability to support and adopt the upcoming transformation. People, process, and technology are the core elements used to assess and measure agency readiness over time. Agency Readiness is a component of OCM.

*Agency SponsorA senior leader within each agency that actively and visibly supports OneWa efforts by attaching their name to communications and being the “leadership face” of OneWa to all employees (one sponsor per agency).

*Agency Support Team

ASTEncompasses all OneWa-related roles within each agency (includes Agency POC/Lead, Agency Sponsor, Agency Change Agents, SMEs, and Agency Steering Committee).

The list of defined terms below will help various stakeholder groups – across the enterprise and within the agencies – use standard terminology when referencing OneWa OCM activities.

43*Some of these terms and concepts are to be determined, and they will be updated as part of the OCM Plan (DEL #8)


Glossary: Definitions (contd.)The list of defined terms below will help various stakeholder groups – across the enterprise and within the agencies – use standard terminology when referencing OneWa OCM activities.


Agency Support Team Lead*

AST LeadThe main point of contact for each agency (one per agency) who organizes agency resources and responses.

CommunicationsEstablishes key messaging and supports development of information and materials that are shared with stakeholders about OneWa.

Community of Practice

CoP

A group of people who share a professional interest or common desire to learn more about a particular subject area or develop a certain skillset; in the context of OneWa, these mainly exist for OCM and the five core process areas, and can exist within or across agencies.

Enterprise Synonym for “statewide”; OneWa primarily supports enterprise functions.

Enterprise Resource Planning

ERP

ERP is a set of common business practices and a software system that implements core business practices across an organization. A complete ERP system combines business functions (finance, procurement, budget, payroll and HR) across an organization’s main resources – its people, money, information and assets – and provides decision makers with real-time enterprise information.

Governance

An organizational structure to set the responsibilities and practices exercised by the governing bodies to provide strategic direction, ensure that objectives are achieved, appropriately manage risks and change, and ensure good stewardship of state resources.

Organizational Change Management

OCMOrganizational change management (OCM) refers to a subset of activities with the goal of helping staff impacted by change understand why it is happening and understand what they can do to prepare for change. 44


Glossary: Definitions (contd.)

45


Point of Contact POCPrimary liaisons between OneWa and agencies; they help manage agency requests and promote vertical communication within the agency.

Process AreasBusiness Area, Functional Area

OneWa’s core operations that will be modernized in the transformation (Budget, HR, Payroll, Procurement, Finance).

Business Owner Process OwnerIndividuals who provide functional expertise in the five core process areas, lead their respective OneWa advisory committees, and lead communities of practice amongst employees in their process area.

Software as a Service

SaaSSoftware as a service, or SaaS, is a business model in which a third-party provider hosts applications and makes them available to customers via the Internet. An ERP is a type of SaaS.

Stakeholder Engagement

Stakeholder engagement refers to the process and activities used to involve people who may be affected by decisions or who can influence the implementation of its decisions. Stakeholder engagement is a component of OCM.

Training LearningEfforts to support learning and develop capabilities to help individuals adopt a particular skill or type of behavior related to OCM, the new system, or new business processes. Training is a component of OCM.

Workforce Readiness

Helps end-users understand how their job is changing and be prepared for new roles and responsibilities – before training, Workforce Readiness is a component of OCM.

The list of defined terms below will help various stakeholder groups – across the enterprise and within the agencies – use standard terminology when referencing OneWa OCM activities.


OneWa OCM Framework - Project Dashboard

Documents

Transcript of OneWa OCM Framework - Project Dashboard