ITLA XVIII

ITLA XVIII | Road Map | Organizational Change | Toolkit
Research | Infrastructure Consolidation | FAQ | Appendix

Roadmap

Definition

Planning well ahead of time should help deliver a more efficient ICP implementation, and there are support staff needs and concerns that may arise through the process. Consolidation efforts will undoubtedly cause a change in the perception of how we operate IT and may be projected as fear, uncertainty, and doubt by staff. Through the process of organizational change, the more and earlier that people are involved in, and communicated with, the better the chance that they will be supportive, engaged, and positive.

The following is a roadmap to assist departments in managing organizational change as they work through the ICP objectives. The roadmap provides a general approach, including questions and considerations for each stage of progress and emphasizes planning and communication tools and techniques.

For this roadmap, each consolidation effort can be generalized to include five (5) steps:

Steps to Consolidation - Step 1

Step 1: Identify impacted systems and staff

In this step, departments must understand the scope of resources (systems, people, customers) impacted by the ICP. The more complete this list is, the greater the opportunity to address needs and concerns before they become issues and distractions to the real effort of the ICP. Through this activity, some staff may begin to feel like they are losing control, identity, or purpose within the department. This may be a result of a communication breakdown with staff or an indication of the ICP causing organizational change.

"...if you don't have control of your systems, how are you to take care of things? We don't have control over our email system like we used to, we don't have control over response like we used to, we have to go through someone else..." - Devin Holmes, Customer Services, CDCR

Either way, the staff should be encouraged to engage in this effort, and supported with the knowledge that their job is not going away, but their responsibilities and assignments within the organization may change to support the department's operational needs.

Questions to Ask

  • Who is assigned to the system support today?
  • In what role or roles do they serve (customers, administration, IT support)?
  • What is their current skill set?
  • What percentage of time does each IT staff (by role) dedicate to those roles?
  • What experience do they have with the current system? (Installation, operations, upgrade, conversion, etc.)
  • What exposure and/or training do they have with the offering's technology and implementation?
  • How many customers and distinct locations are affected?

Actions to Consider

  • Gather process and procedures for system operation and maintenance.
  • Run skills assessment.
  • Document transitioning hardware and software inventory.
  • Document integrated/impacted systems as a result of the transition.

Steps to Consolidation - Step 2

Step 2: Research and Analyze Service Offerings

In this step, departments will work with the Service Provider for the ICP focus to gain an understanding of the service offering requirements and constraints. Staff responsible for the impacted department systems and resources should be encouraged to participate in this process and share their department business needs and current operational process.

“What we found is that the people that were redirected had the opportunity to merge and become a part of an integrated unit and the people that we augmented ended up becoming a fairly close knit team…” – Lee Macklin, Enterprise Technology & Portfolio Manager, CDCR

The ICPs are focused on establishing standard implementations of commodity services for the State. As a result, how things are done may change for departments. In some cases, the target service may utilize a different technology than the department’s current service, creating a skills gap. This step produces information which is an input to developing the implementation plan and completing an operational assessment including roles, responsibilities, training needs, processes, and procedures for impacted staff.

Questions to Ask

  • Will the existing roles and responsibilities of your staff to support the consolidated system be affected by the transition? If so, by how much?
  • What percentage of staff time performing each different function may be affected by the transition?
  • What training is available or required to ensure smooth transition and operation of the affected systems or functions?
  • How will the existing process and procedures for operations and maintenance be affected by the transition?

Actions to Consider

  • Document roles, responsibilities, and functions and how they may change as a result of the transition.
  • Identify training to fill any skills gaps.
  • Communicate the benefits and opportunities (Tipsforcommunicating.docx in Organization Change Management section of Toolkit) of the consolidation effort.
  • Begin to regularly communicate the plan and schedule for completing the department transition.

Steps to Consolidation - Step 3

Step 3: Plan for the Technology/Service Transitio

In this step, departments and the Service Provider will develop the implementation plan for the service. Staff responsible for the impacted department systems and resources should again be encouraged to participate in this process. Their expertise in the department system, data, and operation cannot be undervalued or dismissed. In most cases, this staff will assume responsibilities to operate and maintain the new system. Their inclusion in this planning creates ownership and investment in delivering a successful implementation. In this step, staff should receive any required training and skills development to support their role with the target system/service.

“If we don’t look at it from a ten-year goal, as opposed to an immediate goal, it will create a problem…because 10 to 15 years from now, with the change of technology there will be a big impact in how this consolidation will work…” – Frank Pinder, Developer CDFA

The output of this step should be a detailed implementation plan, a plan for decommissioning any systems affected, and an organizational support plan including updated duty statements, processes and procedures for the new system/service. At this stage, all impacted staff should have a clear understanding of their role, responsibility, and future within the department.

Questions to Ask

  • What end users and other customers are affected or impacted by the transition?
  • Do I need additional expertise in planning or executing the transition?
  • Is the training effort providing value?
  • Is involvement by your Human Resources section required to facilitate any role/responsibility changes?
  • Are staff fully aware of their potential new roles and responsibilities?

Actions to Consider

  • Assess list of impacted resources identified in step 1 for accuracy and completeness.
  • Publish and execute a communication plan. Provide status of the transition and solicit feedback from impacted resources.
  • Identify alternate sources of transitional knowledge. (Vendor, other government departments, etc.)
  • Provide a test environment for staff to exercise their newly-gained knowledge.
  • Ask staff their thoughts on how well the training prepared them to perform any new functions.
  • Survey staff on their knowledge of their proposed role and responsibility changes.
  • Conduct dry runs of new process and procedures.

Steps to Consolidation - Step 4

Step 4: Implement the Transition

In this step, departments and the Service Provider will execute the implementation and organizational support plans developed in step 3. There may be a significant amount of time that is needed for doing so, dependent on the nature of the transition. Communication at all levels within all levels of the organization is absolutely critical during this step.

“Communication is probably the biggest thing - making sure that you set expectations. When I sat down with executive management, I made it very clear that this is not going to be the same email system that you are used to.” – Devin Holmes, Customer Services, CDCR

Organizations should continue to support the technology and implementation through staff training opportunities and should also continue the transition of organization roles, responsibilities, and functions.

Questions to Ask

  • How well have we been communicating with affected parties?
  • Do any adjustments need to be made to the plans?
  • How well are staff adjusting to their new roles?

Actions to Consider

  • Revise communication plans if needed.
  • Evaluate the need for additional training.
  • Leverage mentoring programs or take advantage of any collaborative opportunities with other organizations.
  • Monitor performance and measure results. The sponsor of the change needs to monitor the overall plan and keep the support group informed and engaged as needed.
  • Establish specific dates when you will reward and recognize both the transition team and affected resources as they achieve plan objectives. That builds momentum and keeps people motivated. In some events, the change sponsor should be the one doing the recognition.
    Keep people informed through newsletters, group meetings, town halls, memos, e-mails, videos, and one-on-one informal conversations.

Steps to Consolidation - Step 5

Step 5: Decommission Old System(s)

In this step, departments and the Service Provider will execute the decommissioning plan developed in step 3. Once completed, remember that staff roles, responsibilities, and functions for the transitioned service/implementation will cease.

Questions to Ask

  • Are all processes and functions migrated?
  • Are all customers and staff aware of the new processes and roles?
  • How well did we communicate organizational and functional changes to stakeholders, customers, and staff?

Actions to Consider

  • Celebrate the successful transition.
  • Recognize staff involved in the transition.
  • Reassess roles and responsibilities, processes and procedures now that the transition has occurred in an effort to perform continuous improvement.
  • Survey staff and project participants for feedback and lessons learned, documenting the findings.

“To make the consolidation…more successful is to…communicate more with the line staff…because they are going to be able to raise more concerns in the program area” – Monica Medina, Database Administrator, DHCS