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Edited for job application
Time Management System Business
Change Strategy
Status: Draft
Version: 0.1
Date: 15.10.15
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CONTENTS
Document Control......................................................................................................................3
Document History..............................................................................................................................3
Distribution List..................................................................................................................................3
Approvers..........................................................................................................................................3
Executive Summary....................................................................................................................4
Background.................................................................................................................................4
Business Change Approach........................................................................................................4
1.Stakeholder Approach....................................................................................................................5
2.Communications Approach.............................................................................................................8
3.Training Approach..........................................................................................................................9
4.Release/Implementation Management Approach.........................................................................9
5.HR Approach...................................................................................................................................9
6.Post Go-Live Support Approach......................................................................................................9
7.Example Timetable:......................................................................................................................11
Appendices...............................................................................................................................12
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Document Control
Document History
Version Date Status Reason
0.1 15.10.2015 Draft for Discussion Initial Draft for Internal review
Distribution List
Distributed
To
Role Date V. Notes
Approvers
Sign Off Name Role Title Date V. Signature
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Executive Summary
The implementation of the TMS work stream of the Aurora Project will impact all officers
and staff within ASC. It will also significantly impact the HR and Finance departments.
This document sets out to address the change management aspect of the project and
proposes an approach for Business Change (Stakeholder Approach, Communications
Approach, Training Approach, Release Management Approach, HR approach, and post Go-
Live support Approach).
Managing business change consists of three main stages: Prepare, Engage and Embed.
These stages inform our approach to change management to prepare ASC for the change, to
outline the change vision, to inform and engage key stakeholders and to embed the
appropriate behavioural changes and acquisition of skills.
These will seek to ensure that leaders within the organisation are fully aware of Origin
DMS’s capabilities and the impact it will have on staff, officers, and affected departments;
ensure that staff, officers, and affected departments are fully aware of and prepared for the
impending change and what it means to them; ensure that all staff, officers, and
departments are provided with adequate training which is relevant to the needs of their
role; and ensure support mechanisms are in place when the system goes live.
Background
Explained the background and aims of the project and introduced the purpose of this
document
Business Change Approach
The process of business change will work through three distinct phases:
• Prepare: where key stakeholders will be identified, consulted and briefed.
• Engage: where wider communication with staff will commence.
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• Embed: which involves training and post go-live support.
In order for the project to be a success the following conditions should be met:
Before Go-Live:
• Senior leadership are clear on, and fully supportive of the changes.
• First and second line leaders are supported and engaged with, to enable them to
cascade communication to their teams.
• It is clear who is impacted by the changes across the wider organisation and they are
engaged accordingly.
• The project will have resources dedicated to the Business Change workstream in
order to provide consistent and capable ownership of Business Change.
• Support and an agreed commitment will be provided for Aurora project from Subject
Matter Experts and HR, Communications, Finance, and Training SPOCs.
• Alignment with wider projects in ASC to enable an understanding of key milestones,
the impact of new business processes and roles.
• Given the need for cultural/policy change, early communications should provide
staff with an understanding of the changes in terms of cultural expectations.
• Training should be designed to support embedding the cultural changes, as well as
system training.
In place at Go Live of TMS:
• The impact of this period is understood and interim processes are communicated;
feedback mechanisms are employed and communications and interventions are
tailored.
• There is a structured framework to help ASC’s staff to adapt to changes in their ways
of time recording.
• There is an agreed approach to give the appropriate level of post go live support to
staff.
It is proposed that Aurora adopts six distinct approaches to managing the Business change:
the Stakeholder Approach, the Communications Approach, the Training Approach, the
Release Management Approach, the HR approach, and the post Go-Live support Approach.
The success of the project will depend in part on embedding business process and cultural
changes. The Business Change Strategy will need to determine whether this is addressed
though the Communications Approach, the Training Approach, or both.
1. Stakeholder Approach
A stakeholder is defined as an individual or group of individuals who have impact on
or are impacted in any way by the Aurora Project, either directly or indirectly, at all
levels of within and outside ASC. The main purpose of stakeholder analysis is to
identify the varying stakeholder groups that need to be engaged and understand
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who is impacted. The outputs of this process will inform the prioritisation of
stakeholders, provide an understanding of how to engage them effectively, identify
their key concerns and develop interventions to build commitment to the change.
This analysis will provide a basis for key communications activities and the
development of an effective change plan.
Key outputs of this process include:
• Stakeholder Assessment (identify and map key stakeholder groups)
• Outline change vision
• Define stakeholder engagement approach
Key benefits of this process include:
• Understand the need for information and involvement within and outside ASC
• Make sure that the right people receive the right information, at the right time,
in the right way
• Make sure that the right people participate at the right time, in the right way
Deliverables
Stakeholder Assessment Report
Stakeholder Engagement Approach
Stakeholder Contact Log
Business change impact assessment Report
Business Change Readiness Assessments (to be detailed)
Business Change Readiness items Log
Business Readiness Report
Key Activities:
Stakeholder Assessment (Identification and Mapping):
Stakeholders will be identified and evaluated in terms of their likely influence on the project and the
expected impact that TMS will have on them.
Some early stakeholder work has been conducted within the project; however it covers all project
work streams. TMS will have the broadest user impact, and this work will be re-evaluated by the
project team with specific reference to TMS. The project team will also be engaged in the
Stakeholder Identification and Mapping.
Depending on the outcome of this activity, further workshops may need to be arranged with key
representative stakeholders from the Business.
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The outcome will be summarised in the Stakeholder Assessment Report. This will be a key business
change document and will inform further activities relating to managing the Time Management
Business Change.
As with all deliverables listed in this document, the Stakeholder Assessment Report will be considered
a ‘live’ document, to be revisited if there are any major changes to the project, and as and when new
stakeholder impacts are identified.
Business Change Impact Assessment
Once the stakeholders are identified, an assessment of the Business Change Impact will be
conducted.
This will be achieved through engagement and consultation with stakeholder representatives, and will
be documented within the Business Change Impact Assessment Report.
Equalities Impacts, Impacts on public and partners, and Health and Safety impacts will be covered
within the Full Business Case, and key findings and resulting action plans will be referenced in the
Business Change Impact Assessment Report.
Stakeholder Engagement Approach
This will be developed based on the findings of the Stakeholder Assessment, the Business Change
Impact Assessment, and the outputs of the Dec 2015/Jan 2016 workshops (see Communications
section for more detail). It will be documented as the ‘Stakeholder Engagement Approach’.
Change Readiness Assessment
The evaluation of Change Readiness will be approached from the both the perspective of the
Business Capacity Readiness, and the Force’s People Readiness for the change.
Business Capacity Readiness is the most objective part of the assessment and will focus on the
items that must be in place within the business to ensure a smooth roll-out of the Time Management
System. These will be identified by the Project Team and will be listed and defined within the
Business Change Readiness Items Log. Each item will be assigned a responsible person within the
team, and the log will be reviewed at regular intervals.
Each item will be defined as relating to one of the following capacity types: People, Processes,
Technology/Support Resources, Physical Resources, and Organizational Systems (detailed in table
below), to ensure that each area is considered within the strategy.
Capacity type:
People
Implementers, Sponsors, Managers, Operational experts, Impacted staff,
Partners
Knowledge/skills/abilities, Experience, Availability, Organizational structures
Processes
Decision making, Portfolio, Program and Project management, Change
management, Strategy development and measurement, communication
Familiarity, Complexity, Boundary clarity and coordination, Role clarity,
Consistency of use, Efficacy, skills across the organisation
Technology/Support Software/hardware, Bandwidth, Technical experts
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Resources Familiarity, Experience base, Expertise, Availability, Targeted to need
Physical Resources
Financial, Space, Equipment
Adequacy, Availability
Organizational
Systems
Rewards, Accountability, Knowledge transfer
Efficacy, Supportive of current goals
The Force’s People Readiness is a more subjective assessment of opinions and attitude to the
change, and how that might impact the roll-out. It will focus on people’s perceptions and attitudes
towards the change, for instance their sense of the value of the project to them, their ability to cope
with change, their understanding of the impact it will have on them, their confidence that the
organisation will support them through the change, etc.
The initial Force’s People Readiness Assessment will take the form of a force wide survey. We will
request that the leadership teams of the areas particularly impacted encourage their teams to
complete this questionnaire.
Further assessments will be determined following analysis of this initial assessment, and may include
a further survey, focus groups, interviews etc.
At least one further assessment will be conducted within the two weeks prior to Go-live, and a
Business Readiness Report will be produced, summarising the current analysis of both Business
Capacity Readiness, and the Force’s People Readiness.
2. Communications Approach
Organisation-wide communications. Work with the Corporate Communications
team to develop and implement a communications approach, tapping into their
expertise and knowledge of what has worked well/less well in other projects.
Deliverables
Communication Strategy
Communication Plan
Communication materials (e.g. support packs for change champions, FAQs, etc.)
Develop Feedback Mechanisms
Further deliverables may be identified in the Communication Strategy
Activities:
In December 2015/January 2016, one or more workshops will be held with the wider project team to
consider the following aspects prior to developing the Communication Strategy and Plan:
- What support should be requested of the Senior Leadership Teams (SLTs).
- How can we best engage the SLTs
- Which SWOne SLTs should be included within the communication strategy
- What networks could we tap into to support the roll-out? E.g. CIOs, Inspectors,
Sergeants etc.
- How might we engage those support networks? What information should be included in
briefing packs to ‘change champions’? etc.
- What information do we NEED to communicate to ‘All Users’, and at what time points
(working backwards from Go-live) should we deliver that communication?
- Who should be included in UAT?
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- What feedback mechanisms could we use?
- What do we need to consider for our strategy to respond to feedback?
3. Training Approach
A commissioning form will be submitted to CLaD in January 2016, to enable them to
evaluate the resources required for the Time Management Training, and a training
approach and timeframe will be agreed with CLad. This will include the use of
elearning through the uPerform facility.
Trainers will be invited to observe UAT, both as a means of familiarising themselves
with the system, and to complete a training needs analysis.
Deliverables
Commissioning document
Training plan (delivered by Clad) any items to come out of that
4. Release/Implementation Management Approach
Will bring together elements of the other approaches to create a plan for
implementation, including Business Readiness (IT requirements etc.), detailing a
timetable for floorwalkers/post-go-live support, etc. Identifying and engaging
Superusers and UAT participants
5. HR Approach
Section to be written by Cath/Caroline outlining the HR approach
6. Post Go-Live Support Approach
A working group should be set-up to discuss and evaluate what post go-live support
will be needed, and to define roles and responsibilities for that support. The working
group should comprise representatives from HR, Finance, Technical Services, ClaD, the
DRUs, and the project team.
It should address aspects of immediate go-live support, including
floorwalkers/superusers, and long-term support. It should establish what training is
needed for the support teams.
Deliverables
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Deliverables
Release Plan
Deliverables
Any HR deliverables – HR plan?

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Post Go-live Support strategy document
Agreement of responsibilities for Post Go-live Support
Any documents associated with that agreement
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7. Example Timetable:
Task/Product week Key:
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Training
Presentation/workshops with SLTs
Preparation of SLT support materials
Initial forecewide comms
1st readiness questionnaire
2nd readiness questionnaire
Implementation outcome questionnaire
UAT
Workshop (communications/UAT) Dec15/16
Stakeholder Assessment Report Nov-15
Stakeholder Engagement Approach Jan-16
Stakeholder Contact Log Ongoing
Business Change Readiness Assessment Dec-15
Readiness Assessment items Log Oct-15
Business change Readiness Report
Communications strategy Feb-16
Communications Plan Feb-16
Communications Materials - SLTs Feb-16
Communications Materials - Forcewide Mar/Apr-16
Support Materials (change champs etc.)
Training Needs Analysis
Training Database completed
Trainers trained
Training piloted
Validation and assessment of pilot
E-learning materials released
Training evaluation post-completion
Post-Go Live Support Strategy Jan-Mar 16
Post-Go Live Support Agreements Mar-16
Completed
prior to 3
months pre Go-
live
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Appendices
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