Thanks Kerry!  I was actually asking about alternatives to the "normal" processes we follow on SAP projects, given our user base is 150,000 plus.  We can't really engage a significant perspective and we are challenged with crafting the messages that help folks feel as if they were engaged.  I was wondering if you have seen innovative alternatives when trying to work with such a large group that really won't have a lot of input (shhhhh!!) on the system design or the processes.

May 25, 2011 -- 2:12PM, Sandi Boll wrote:

Thanks Kerry!  I was actually asking about alternatives to the "normal" processes we follow on SAP projects, given our user base is 150,000 plus.  We can't really engage a significant perspective and we are challenged with crafting the messages that help folks feel as if they were engaged.  I was wondering if you have seen innovative alternatives when trying to work with such a large group that really won't have a lot of input (shhhhh!!) on the system design or the processes.

Ah..thanks, that makes more sense now...!

The area that we are seeing the greatest 'newness' to communication is through the use of social media to support 'social learning'.  What I mean by that is the use of blogs from leadership with the ability to comment, create a dialog for 2 way feedback, etc. and additionally through the use of twitter to create community groups that can receive a quick snapshot of activity that satisfies the 'what's new?' question.  These two forums have a broad reach with minimal cost.

Often it is the presence or opportunity for interaction that creates successful engagement vs direct touch.  Much of change management is about building trust, so the opportunity creates the belief and reality that connection is possible - even when it might be quite limited.

May 25, 2011 -- 2:10PM, Kerry Brown wrote:

May 25, 2011 -- 1:57PM, Kerry Brown wrote:

May 25, 2011 -- 1:53PM, Kristine Erickson wrote:

Thanks for taking these questions, Kerry. I hope you can answer one or both of these!

- You mention in your interview that the leader of a change management initiative can come from many areas - most often from HR/Training. Do you have any specific  ideas for  talking points for project managers, to advocate to get  those resources? Any pointers there?

- And perhaps this is too simple, but from your expeirence, what a  typical change management initiative look like? Is it integrated into the project plan? Or is it documented separately?

Kristine - glad you got the chance to read the interview - thanks for taking the time!

Leadership engagement and buy-in are critical to project success as well as resource attainment.  One story from an early implementation when the HR organization was hesitant to engage, another leader from that cusotmer stood up and wrote on the white board OO+NT=VEOO...what's that you ask...Old Organization + New Technology = Very Expensive Old Organization!! The truth is that all companies want SAP as a catalyst for change to improve the organizational efficiency, ROI, etc...when that becomes real to the leadership, then the support and commitment of resources occurs.

 

One other thing to remember regarding organizational readiness, is that 'when the student is ready, the teached will emerge'...I know I am dating myself with the Karate Kid analogy, however, it is very true in this instance. 

Early on in a project, the impact or relevance may not be as clear - but start to engage early and continue to re-engage until the message sticks.

Thanks, Kerry. Those examples are really helpful! And no Karate Kid reference is lost on me! :)

May 25, 2011 -- 2:20PM, Scott Priest wrote:

People often seem to think of change management as a fad. In your experience working  in this area, have you seen change management as a trend that has risen/fallen  in popularity, or is it something that companies are recognizing as a stable part of their business planning and operations?

Originally, Scott, you are correct, it started as a bit of a fad.  What is true though is that the staying power and the value of some of the core elements have built a broader understanding and appreciation for the value of change management.

When I first started doing this, it was a 'new' term and the definition was still shaping - now you can take undergraduate and graduate programs from many of the best colleges and universities focused in this area.  Additionally, some application of this is typically present in all successful implementations and projects.

As I said in the interview, much of 'change management is putting discipline around common sense', so those elements that are sensible have remained present and the value of a complete approach is to harness collective simultaneous adoption and application of common sense.

Thanks to all who posted questions and followed today's discussion!

A full summary of all the questions will be available here in the Project Management Forum and in the Project Management Group on Insider Learning Network. I encourage you to join this group for ongoing information and additional resources from Project Expert and other sources.

And thank you again, Kerry, for joining us today and taking the time to answer these questions!