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Our Difference: About

Organisational Planning and Development

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  • CRITERIA: Change Management

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Project context: Digital Transition and Transformation Program for Federal government Agency

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    1. The Challenge:

In 2019 Project Performance People was selected as part of the DTA Panel to put forward experienced personnel with expertise in ICT Program Management. One of our senior consultants was designated as the Program Manager then was engaged to lead the multiple initiatives and work streams; and the organisational change management components of the ICT Services Branch. This ICT Infrastructure Technology Program became the vestiges of a Digital Business Transformation. The roll out of the new cloud technology to the multiple business areas and a cohort of over 10.000 users.

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     2. The Solution:

The Program Manager was responsible for the business strategy and the creation of the program, including the transition and transformation components:

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Tranche 1 Transition with Services Australia for:

  • E-mail Migration from On-Prem to the Cloud Azure 365

  • File share Migration of R: Drives, DNS, Intranet, SharePoint on prem to SharePoint Online and One Drive

  • Access to all Legacy Applications (Web and Desktop Apps) exploring Zscaler, VDI Citrix and XenApps technology

  • Managed Telecommunications Services Transition for over 162 sites for the Agency: 19 Priority Sites, 55 Stand Alone Sites and 85 Co-located sites around Australia (Including New Contact for a Service Provider)

  • Mobile Phone Technology

  • Integration of Service Desk Tooling: Jira Service Desk integration with MySupport HP Service Manager

  • Return of assets (Surface Pro 3)

  • Licensing agreements

  • Dependencies between the ICT Shared Services Agreements and the Corporate Shared Services Agreements (In respect to Financial Systems, Asset Management and Assistive Support Units)

  • Termination of Services

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Digital Transformation:

  • Identify external organisations in partnership with the agency and design the Strategic Roadmap for transition of over 5000 users to the Azure Virtual Desktop (AVD Remote Login)

  • Manage the Proof-of-Concept (POC), Pilots and Development with the original 4 external community organisations

  • Complete HL, Detail Designs and As-Built documentation for Azure Virtual Desktop in order to obtain Authority to Operate (ATO) and comply with Essential 8 criteria and guidelines from ACSC

  • Complete HL, Detail Designs and As-Built documentation for Microsoft Managed Devices Desktop in order to obtain Authority to Operate (ATO) and comply with Essential 8 criteria and guidelines from ACSC

  • Complete HL, Detail Designs and As-Built documentation for Azure Active Directory (AAD) in order to obtain Authority to Operate (ATO) and comply with Essential 8 criteria and guidelines from ACSC

  • Creating the Program Management Plan, strategic roadmap, blueprint and multiple Tranche approach

  • Creating the Communications Strategy, Training Plans, Stakeholder engagement Plans and artefacts (Work Instructions, task cards and end-user materials)

  • Creating and embedding the new governance model, processes and tools across multiple service providers and user groups in the agency. 

  • Managing the Transition in order to achieve the Outcomes for the Program within the Agency

  • Introduce the New Microsoft Managed Services and seek authorisation from CEO and CIO to proceed with Microsoft Laptops

  • Stand up the project streams under the Program to deliver:

    • Cloud protected utility

    • Desktop protected utility 

    • Organisational Change Management Stream preparations and execution 

    • ITSM Services Support and SIAM orchestration

    • Asset deployment and returns

    • Resource plan and costing models

    • Benefits Management Plans and Benefit profiles

    • Drive organisational engagement with the introduction of the new Desktop and Network Infrastructure for over 10000 people

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The Program Manager identified key stakeholders from ICT and business areas and involved them in a series of workshops to build awareness of the importance of actively managing the change impacts. Additionally, these workshops allowed him to familiarise stakeholders with the advantages of methodologies such as the Kotter Model, ADKAR and Prosci, and to select and agree key change initiatives that had broad stakeholder support. This led to the biggest Business Unit (+ 4000 people) to assign their own Organisational Change Manager to support the roll out to this group.

Having secured the engagement of key stakeholders, the Program Manager worked with the Agency to plan the detail of the change activities and developed artefacts including:

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  • Change Sizing Tool

  • Change Impact Assessment

  • Training Needs Analysis

  • Stakeholder Profiles including location mapping 

  • Stakeholder Engagement Plan

  • Change Resourcing Plan

  • Training Strategy and Plan

  • Communication Strategy, Communication Plan and the artefacts 

  • Organisational Change Management Plan

  • Planning Workshops and PMP for Tranche 2. These artefacts provided the detailed steps that the Program Manager used to drive change adoption in collaboration with his key stakeholders.

 

     3. The Result:

The result was successful transition to the new tools over a period of 3 to 6 months. Commencing with Office of the CIO, Corporate and HR and all the Business Units.

Use of Strategies and Best Practices:

  • Managing Successful Programs (MSP)

  • P3O – Portfolio, Program and Project Offices

  • ITIL v4

  • Prince2 Agile

  • Scrum

  • Report of Progress in the Executive Team (ET) & Program Steering Committee

  • Created and run the Program Board

  • Supported the Champions Network (over 100 people)

  • Work very closely with the business units to onboard the external organisations (over 4000 users)

  • Overall Transition Plan for all external parties

  • Individual Transition Plans for each organisation

  • Check list for each external organisation

  • Managed the Transition with each organisation across Australia

  • Supported the review of the independent organisation’s contract variations

  • Engaged directly with the Strategic Communications Teams

  • Performed the Impact Assessment and managed change resistance with the first 3 business areas to EOFY 30 June 2021. 

  • Successful technology development and roll out

  • Successful adoption model

  • And The Roll out continues into Tranche 2 waiting for devices to arrive from the vendor to be completed end of Calendar year 2021

  • Covid 19 Safety and roll out plan

  • In parallel, the program manager designed the roll out approach to the Network Services Directorate.

  • Supported the schedule development

  • Contract negotiations with the vendor as a Service Provider

  • Interviewed the new team members to support the creation of a Zero Trust Network (ZTN) for the Agency and onboarded a new Project Manager to run the Network Stream and complete the roll out of SD-WAN, LAN and Wireless Network across the country. 

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The Program Manager also provided advise in the implementation of Event Monitoring, Identity Management and Access Management and Splunk Technology. Responsible for the screening of candidates and interview for the Agency Project Manager to look after that Stream in the next stage.

The Program Manager also participated in the ICT Portfolio Review Meetings in collaboration with the Directors of SIAM, Network, Desktop, IT Service Desk and Monitoring.

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  • CRITERIA: Design and Embed Change Programs.

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Client name: Federal Government Agency

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Project Context: Organisational Change Manager for the introduction of a new IT software into the service desk at a Federal Government Agency

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    1. The Challenge:

In 2020, the Program Manager was engaged to lead the design and planning of organisational change management for the introduction of new ICT service desk software (ServiceNow Orlando).  

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    2. The Solution:

The Program Manager initially undertook a discovery process to identify affected stakeholders and worked with them to clarify the scope of the change impact. This identified that the new software would require training for 2500 service desk analysts in teams operating 24 hours a day, seven days a week, and 23000 self-service users.

The Program Manager identified the requirement to work within the departmental change framework, however was able to tailor the ADKAR methodology to build on this. Using the result of his discovery process, The Program Manager created the following change management artefacts:

  • Organisational Change Management Plan

  • Communications Plan

  • Training needs analysis (TNA)

  • Training materials (User Guides, training manuals, artefacts for communications, and one-on-one and one-to-many information sessions) for 14 processes and practices

 

    3. The Result:

The plans were then implemented to ensure that the right information was received by the right stakeholders at the right time. Subsequently, the Program Manager worked with managers from across the organisation to complete a business readiness assessment and adoption plan, which was approved at the executive level ready for system go-live. High adoption, user uptake and training rates closed the loop on this delivery. Outcomes were achieved.

©2020 by Project Performance People

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