1speks project communication & management and...

1

Perbendaharaan Negeri, Negeri Sembilan

12th & 13th March 2018

1SPEKS Project Communication &

Management and COA Training

Perkhidmatan Perunding Projek Sistem

Perakaunan Akruan Kerajaan Negeri (1SPEKS)

2

Course Topics Part 1 – Project Communication

& Management

Overview of the Lessons Learned from 1SPEKS Go Live in Johor

Understanding of Behavioral Change Management (BCM)

How can you help in 1SPEKS Implementation?

Build capabilities on enabling activities & supporting services for

1SPEKS success

Agenda

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Agenda Over the Next Two Days...

Introduction to PCM & Welcome 9.00am – 9.30am

Lessons Learned from 1SPEKS Go Live in

Johor9.30 – 10.30

Understanding of Behavioral Changes

Management (BCM)10.30 – 11.00

BREAK 11.00 – 11.15

Understanding of Behavioral Changes

Management (BCM) - Cont11.15 – 12.30

LUNCH 12.30 – 2.00

How can you help in 1SPEKS

Implementation?2.00 – 3.30

Applying change and build capabilities for

1SPEKS success3.30 – 4.30

12th March13th March

Principles of Accrual Accounting 9.00 – 9.30

Introduction of COA 1SPEKS 9.30 – 10.00

Application of Kod Dana in 1SPEKS COA 10.00 – 11.00

BREAK 11.00 – 11.15

Illustration of the usage of COA in 1SPEKS –

Belanja & Hasil11.15 – 12.45

LUNCH 12.45 – 2.00

Illustration of the usage of COA in 1SPEKS –

Asset & Liabilities2.00 – 3.30

Recap on Federal Accrual Accounting Policies 3.30 – 4.00

FAQ & Open Discussion Session on COA 4.00 – 4.30

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During the Course – Housekeeping Items...

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Introducing Our Team

Who We Are

Carrie ChinAssociate Director

Tan Khai ChienSenior Associate

Darran Navin FrancisSenior Associate

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At the end of this course, you will…

Have a good grasp of the principles surrounding Behavioral Change

Management.

Be able to analyse the change impacting your situation., apply

methods and tools to manage and realise the change.

Encourage awareness on the present transition and continue to build

capabilities for SPEKS transformation to 1SPEKS for success.

Be able to use the lessons learned from Johor for your 1SPEKS

implementation.

Be able to understand the application of COA in 1SPEKS.

Course Topics Part 1 –

Change Management

Overview of Lessons

Learned from 1SPEKS

Go Live in Johor

10

Oct

16

Nov

16

Dec

16

Jan

17

Feb

17

Mar

17

Apr

17

May

17

Nov to Dec 16

Trainings

Jan 17

Johor Go-Live

Dec 16

Data

Migration

Oct to Nov 16

Pre-FCT and FCT Testing Jan to Mar 17

Rollout of all modules to

BN and PTJ

1. Lessons Learned from 1SPEKS Go Live in Johor

Overall Events Recap in Johor

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Jan 17 Feb 17 Mar 17

BA

Modu

lesPT

JBN

BA

AR

AR

CM

CM

GL

GLAP

AP

PROC

PROC

CoM

CoM

SL

AC

SL

AC

PY

PY

Week 1 Week 2 Week 3 Week 4 Week 1 Week 2 Week 3 Week 4 Week 1 Week 2 Week 3 Week 4


Overall Events Recap in Johor – Modules Go Live

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People

1. Good rapport and working spirit amongst parties at Johor (ie BNJ, BKP, KJSB and KPMG).

2. Ability to ascertain and leverage on the strengths of every parties involved in the Go-Live at Johor.

Decision

• Unclear organisation structure resulted in lack of direction in terms of activities conducted at State.

Knowledge

• Lack of knowledge in 1SPEKS system functionality.

Resources

• Lack of staffs amongst BKP, KJSB,KPMG and BNJ to cover extensively for testings and trainings at State.

Communication

• Lack of communication amongst different parties, ie State, BKP, KJSB and KPMG.

• Set-up of PMO office at State and driven by Bendahari Negeri.

• All parties to fully master every processes in 1SPEKS system in order to ease the deployment of support to other States.

• Resources allocation to be monitored in order to ensure the headcount numbers allocated in States are properly managed.

• Set-up of a proper communication structure at State and adherence to the checklist in States.


1SPEKS Testing,UAT,Training,Migration and Final Preparation for “Pre Go Live”

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1. Strategic decision between State, BKP, KJSB and KPMG for Go-Live.

2. Decision to Go-Live has resulted in proper processes being put in place to ensure Go-Live still takes place at Johor.

Data Migration• Procedures to approve the opening balances prior to Data Migration was unclear. • Data complexity issues during Data Migration in which more effort needs to be spent in understanding these data. (ie:

BA module).Testing• Long duration of system testing (ie: 2 months) due to the instability of system.

Training• Improper planning and unreadiness training preparation (ie:training location and logistic) in BNJ.

External Integration• Improper planning and unreadiness of the external integration requirements with the Banks and Agencies.

• Adherence to checklist at states.

• To ensure Data Migration for other States are performed ahead at earlier date prior to Go-Live.

• Future deployment to be performed at all States upon confirmation of the stability in 1SPEKS system in Johor.

• Training preparations, External Integration with every Banks & Agencies are to be planned ahead, prior to the deployment in other States.



Process

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1. Latest hardware installed at state thus ensuring stability and good performance.

2. Stable network connection at State Office.

Application• Browser issues (ie: Chrome Versioning).• Unclear information on the environment for testing (ie: DC, DRC).• Instability of 1SPEKS application.

Support• Longer time in fixing the system due to deployment.

Network• Distruption of network connections in PTJ and BN, as well as access to the servers in HQ

• Default browsers requires higher computing capability.

• Clear communication with regards to the environment for testing.

• Deployment sessions to be performed at the agreed times without any disturbance to the fixing and testing sessions.

• Network connection in States with access to server in HQ is to be fully configured and tested prior to the deployment to other States.



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1. Good rapport and working spirit amongst parties at Johor (ie State, BKP, KJSB and KPMG).

2. Immediate identification of workaround solutions for any system issues identified to ensure no show-stoppers

for 1SPEKS system.

Decision

• Unclear organisation structure and lack of understanding of the activities to be conducted in States.

Resources

• Lack of resources (ie: KJSB Development Team) to cater for the after Go-Live support.

Knowledge

• Insufficient user awareness on 1SPEKS due to the lack of change management implementation (ie: usage of the

correct Chart of Accounts).

• Users are still carrying the legacy cash accounting mindset and more comfortable in using SPEKS instead of 1SPEKS.

• Clear set-up and communication structure is important for the implementation at other States.

• Progressively monitor current capability to Go-Live for 2 to 3 States at one time so as to manage the lack of

resources to support after Go Live. .

• User training for 1SPEKS COA to be conducted prior to the Go Live for better understanding in other States.

• Revisit to enhance the 1SPEKS awareness among other States.


1SPEKS Roll Out (Post Go Live and Maintenance)

People

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1. Strategic decision collaborated by all parties to rollout 1SPEKS modules on a phased approach in order to monitor successful use of the system amongst users.

Documentation• Unclear and lack of information on the module ownership from States, BKP and KJSB.

Transition from SPEKS to 1SPEKS• Lack of knowledge and understanding of the changes from SPEKS to 1SPEKS (ie: reports generated in 1SPEKS

compared to SPEKS)

Issue Escalation Procedures• Maintenance of issue logs by different parties instead of at consolidated level leads to the inconsistent

issue/resolution reporting.

• Owner to the respective 1SPEKS Modules are to be identified ahead prior to the 1SPEKS deployment in other States.

• Awareness trainings to be conducted earlier for the mindset of users to buy the change from SPEKS to 1SPEKS for other States.

• Centralisation of issue logs in a central repository accessible by all parties and constant monitoring of the issues followed by proper escalation procedures.



Process

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1. Optimum performance of hardware at state.

System functions• Certain functionality (Dashboard) in 1SPEKS was not user friendly.• Screen loading in 1SPEKS was longer than the usual estimated duration.

Infrastructure• Infrastructure such as the computers and operating systems used in State (PTJs) were old and obsolete which give

rise to the issue of incompatibility for 1SPEKS.

Application• Browser issues (ie: Chrome Versioning).

• All issues pertaining to the functionality of 1SPEKS are to be sorted and tested prior to the deployment in other States.

• States (PTJs) to review earlier on the existing infrastructure and ensure compatibility with 1SPEKS.

• Default browsers requires higher computing capability.



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GOVERNANCE – It’s all about PEOPLE!

& Usage of CHECKLIST Thoroughly!

You cannot manage change at an organisational level until you know how to manage

change with a single individual.


Summary Key Lessons Learned

Understanding of

Behavioral Change

Management (BCM)

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Be able to articulate some basic ‘truths’ about Behavioural Change

Management for 1SPEKS Implementation.

Be able to understand the benefits of applying BCM on the

transformation from SPEKS to 1SPEKS.

Be able to explain, in simple terms, what is meant by Behavioural

Change Management (BCM).

2. Understanding of BCM

At the end of this session, you will………….

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Change Management is a proactive, structured approach to

address the people and organisational risks inherent in any change effort.

Translating the change

vision into reality for

people – What does this

mean for me?

Workshops, training,

organisational design,

communications,

leadership alignment, on-

the-job coaching

Alignment of performance

measures,

reward/recognition, HR

policies, career pathways

to the end state

WILLING READY ABLE

MAKE IT

REAL

MAKE IT

HAPPEN

MAKE IT

STICK

MAKE IT

KNOWN

Communicating the

change openly early on.

Inviting the people to

contribute.

AWARE


What is it?

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The first role of BCM is to create awareness about the change agenda

• Defining the case for change

• Communicating the intention to change

• Stimulating curiosity and enthusiasm

(where appropriate)

• Beginning to build momentum

MAKE IT

REAL

MAKE IT

HAPPEN

MAKE IT

STICK

MAKE IT

KNOWN


Make it KNOWN

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MAKE IT

REAL

MAKE IT

HAPPEN

MAKE IT

STICK

MAKE IT

KNOWN

Articulate the rationale for

change by creating a strong

and united case for action –

the case for change

Explain what will be

different,

for whom and when

Clearly define knowledge, skills and

behaviours needed to be successful and

enable staff through capability development

Give people reason to

change and reinforce the

right skills and behaviours

Know WHY...

we need to change

Know WHAT...

we need to change

Know HOW...to change WANT TO...change


Make it REAL

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MAKE IT

REAL

MAKE IT

HAPPEN

MAKE IT

STICK

MAKE IT

KNOWN

INTRINSIC

MOTIVATION

EXTRINSIC

MOTIVATION

Creating a sense of

meaningfulness

Self efficacy

and

competence

There is choice about

how to change Pay and bonuses Non financial benefits &

recognition

Positive reinforcement

Role Models

Sense of

accomplishment and

progress

Success stories

What drives people’s motivation?


Make it HAPPEN

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MAKE IT

REAL

MAKE IT

HAPPEN

MAKE IT

STICK

MAKE IT

KNOWN

Leadership

alignment

Leadership

Performance management

Recruitment

Rewards and

Recognition

Training

Terms and

Conditions

Retention and

Talent Management

Organisation Design

(structure, process and governance)

This is about aligning the core organisational/Human Resources Levers to the End State


Make it STICK

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CHANGE IS PERSONAL

PEOPLE NEED

TO KNOW

THE REASON WHY

LEADERS MUST BE

INVOLVED & LEAD CHANGE IS SITUATIONAL

1 2

3 4

Can you think of any others?

In reality however, change management is governed by some basic truths…


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Basic Truth No 1: Change is PERSONAL

Everyone reacts to change differentlyChange is always received both rationally and

emotionally. And politically?

Change is ultimately a personal choice

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Typical PERSONAL responses to change

Change can cause a rollercoaster of responses and emotions

?

Anxiety

What is this?

Happiness

At last something’s

going to change!

Fear

What will

this mean

for me?

Threat

This is worse

than I thought!

Guilt

Did I really

do that?

Disillusionment

I’m off.. This isn’t

for me

Denial

Change,

what change?

Depression

Who am I?

What am I doing?

Acceptance

I can see myself

in the future

Moving forward

This can work

and be good

Hostility

I’ll make this

work if it kills me!

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Basic Truth No 2: People need to know the reason WHY

What’s in it for me?

Why are we doing this?

How do we get there?Do I want to do this?

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Basic Truth No 3: Leaders must be INVOLVED & LEAD

Visible leadership

Role-modelling the

right behaviours

Engaging, listening and

communicating

Sponsorship is no longer enough

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Basic Truth No 4: Change is SITUATIONAL

Different types of changes will require different approaches.

There is no one-size-fits-all approach

8 Most common change triggers:

Our change approach needs to reflect the different change context

1 Technology Enabled Change

2 Merger Integration or Divestiture

3 Industry or Market shift

4 Shared Services/Outsourcing transition

5 Regulatory/Risk change

6 Digital Revolution/Marketing

7 Organisation Re-Design

8 Lean

SPEKS to 1SPEKS

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Results of transition from Cash Accounting, SPEKS to Accrual Accounting, 1SPEKS

Implementation of large scale business transformation initiatives, like SPEKS to 1SPEKS, by

nature may results in significant and fundamental change as in...

How people used to perform their roles has now changed;

Who to report in the organisation hierarchy may now be totally different;

The tools (systems & reports generation) used in the job and how people interface with them changes;

Implementing the new initiatives requires additional, unfamiliar work, maybe in unfamiliar locations;

New skills and behaviors will be required;

Employee assignment;

Controls (over processes and information) will change; and

How information is provided, accessed, and shared among relevant stakeholders.

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What happens when you don’t get it right?

“I’m confused and de-motivated,

I’m going to start looking for another

job”

“I will do the minimum possible

because I am not interested in the

new Accrual or Reversal &

Reclassification Accounting

initiatives & roles and let’s see if

Cash Accounting still remains.”

FALLING EMPLOYEE

ENGAGEMENT

“I don’t know what I’m meant

to be doing now as I am not a

qualified Accountant. Should I just

resign?”

“How does this Cash to Accrual

Reporting change affect

me personally?”

“Do all these changes means I’m

going to lose my job?”

CONFUSION AND

ANXIETY

“I’ve been doing things this way for a

long time and it’s always worked – I

don’t see the need for change from

SPEKS to 1SPEKS”

“My Superior hasn’t changed her

behaviour...I don’t see why I

should!”

RESISTANCE TO

CHANGE

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Why MUST we care about managing change from SPEKS to 1SPEKS? – General Survey

Shows

Of companies

face a decline

in productivity

Of companies

face a decline in

employee morale

41%

A high proportion of change/transformation

efforts fail, and many more do not deliver the

intended benefits/ROI

Why is BCM important?

What is the added value of BCM?

Why does this happen?

Which is caused by:

Lack of employee capability

(people being good at the

change)

Lack of employee

ownership (people

living/using the change)

• Different stakeholders

• Lack of internal and external engagement

• Lack of leveraging internal levers

• Leadership lack of experience and capability

Organisational

wellbeing maintained

through the change

Organisations, leadership, and

employees ready, willing and

able to implement change

Realisation of % ROI that

depends on employee

ownership and capability

Upskilled organisations in organisational agility and

change ability

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Why MUST we care about managing change from SPEKS to 1SPEKS? – Business Case ($)

Time

Pro

du

ctivity

Implementation

Reduced

immediate

productivity fall-off

Expedited

efficiency ramp-

up

Accelerated

learning

curveEarlier attainment

of optimal

productivity;

people, process

and technology

benefits fully

captured

?Project with

integrated

change

Quicker ROI

How can you help in

1SPEKS

Implementation?

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Be able to translate the change vision into reality for your State and clarifying

what the change means for them.

Understand the elements in BCM Methodology and applying its’ tools for

realising the change.

Understand and refresh yourself with the change context, history & vision and

start/continue engaging your State around the change agenda.

3. How can you help in 1SPEKS Implementation

At the end of this session, you will………….

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Let’s get familiar - Vision and history of the change context

Malaysia’s Move Towards Accrual Accounting

Implementation of Accrual Accounting for Federal Government and States

The Federal Government is expected to transform to Accrual Accounting by 1st

January 2018.

The State Government is expected to transform to Accrual Accounting by 1st

January 2018.

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Federal

GovernmentGFMAS 1GFMAS

State

GovernmentSPEKS 1SPEKS

• Recognition of assets

& liabilities

• Valuation of assets &

liabilities

• Disclosure &

presentation

• Cost of output,

programs & activities

• Cash flow

management

GFMAS and SPEKS must be enhanced to ensure completeness and accuracy of Public

Sector Financial Statements


Impact to financial systems at Federal and State level is inevitable



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Disadvantages of Cash Accounting for Federal Government and States



Disadvantages

1. Cash-based reporting and management may provide incomplete or misleading information and perverse incentives.

2. Does not allow for the tracking of actual dates of sales and purchases.

3. May not properly recognize future costs associated with current government activities.

4. May not properly align costs accurately with the provision of goods and services.

5. The current states’ accounting system is obsolete.

6. Less analytical information available for users to perform analysis.

Source: OECD and IMF staff estimates based on public information, including Blöndal and Moretti (2016)

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Benefits of 1SPEKS Implementation for Government and Individuals

Better management of government resources enabling efficiency and cost effectiveness.

Increased transparency and accountability of the public sector.

Enables an improved stewardship of assets and liabilities.

Availability of more comprehensive information for decision-making.

Better consistency and comparability with other governments worldwide.

Enhanced reporting of Government Finance Statistics (GFS) required by the IMF.

Ease in performing reconciliations.

Effortless generation of reports.

Provides a shorter turnaround time.

Accurate asset tagging with the introduction of POS system (bar code scanning).

User-friendly system.

Government Individuals

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To increase productivity

and efficiency in

Financial Management

To prepare accurate and

timely Financial

Statement

To improve State’s

financial administration

To provide Financial

Information Source

Centre

To prepare state

government for Accrual

Accounting

Objectives of 1SPEKS

SPEKS - Modified Cash Basis 1SPEKS – Accrual Basis



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SPEKS - Modified Cash Basis

Asset & Inventory Management Process

Process3. How can you help in 1SPEKS Implementation


Asset Register:

Type 1: With Local Order

Type 2: Without Local Order

Type 3: Others

Department Code, PTJ Code,

DO. No, LPO No.

PTJ Financial

Module

No. DO / No. LPO (Asset

Register Type 1)

Asset Register

Asset Damage Report

Information

Asset Information

Generation Process

Asset

Module

Asset Loss Early

Information

Asset Loss Final

Information

Asset

Transfer

Asset

Revaluation

Office Supplies

Maintenance

Capital Asset &

Inventory Management

Asset

Information

Asset Assignment /

Custodial

Asset Maintenance /

Enhancement

Asset Disposal

and Write-off

No. DO / No. LPO

(Asset Register Type 2 & 3)

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1SPEKS – Accrual Basis

Asset & Inventory Management Process

Process3. How can you help in 1SPEKS Implementation


Proses Perakaunan Aset:

1. Daftar & Penyelenggaraan Rekod Induk Aset

2. Perolehan Aset

3. Permodalkan AUC dan Kos Dalam Perjalanan

4. Penyelenggaraan & Penambahbaikan Aset

5. Penyatuan Aset (Merging)

6. Pengasingan Aset (Splitting)

7. Pengklasifikasian Semula Aset

8. Penjejasan Aset

9. Pelupusan Aset

10.Penilaian Semula Aset

11.Susutnilai Aset

12.Pelarasan Jurnal Aset

13.Pindahan Aset

Proses Pengurusan Aset:

1. Penyerahan/ Pengawasan/ Pindahan Lokasi Aset

2. Pergerakan Aset

3. Aduan Kerosakan

4. Maklumat Awal Kehilangan Aset

5. Maklumat Akhir Kehilangan Aset

SAM

i) Kod Kategori Aset

ii) Kod Kelas Aset

iii) Kod Lokasi Aset

iv) Kod Aset

v) Parameter Modul

PEROLEHAN

Perolehan & Penyelenggaraan Aset

AKAUN BELUM

BAYAR

Perolehan Aset Tanpa PT / Maklumat AUC

PERAKAUNAN

PROJEK

AUC Roll Out

AKAUN BELUM

TERIMA

Pelupusan Dengan HasilBAJET

Semak / Kemaskini

Peruntukan Bajet

LEJAR AM

Double Entry

PINJAMAN

Penyelesaian Pinjaman

Melalui Aset

ABC

Maklumat Aset

PENGURUSAN

KONTRAK

Kontrak Berkaitan Aset

SISTEM LUAR

i) Baki Aset

ii) Pengesahan Prosesan

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Just wait until the

next management

change and this

will all go away.

Why is this even

necessary, it’s a

waste of the

budget!

Finally,

somebody is

focusing on

this! This is

what needs to

be done for the

country!

Didn’t we do this

with the last vendor

group that came in

& the SPEKS system

wasn’t really

helpful? Looks like

history is repeating.

I ain’t know

accrual, will

there be

training on

this…

Things are

going well with

SPEKS, the

way they are;

why change to

1SPEKS?

Top management

is unreasonable for

pushing these

initiatives. It’s not

going to be

realised!

What’s my

role then.

Who owns

change

anyhow?

Who thought of

that solution? Not

bad. I have a better

idea to realise this.

In order to achieve

efficient & effective

business/financial

performance for the

country, we need to

implement new

processes & system.

So Who Owns Change?

People3. How can you help in 1SPEKS Implementation

Let’s get familiar – Typical PERSONAL responses to the change of 1SPEKS

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Achievements and activities to date for 1SPEKS

Business Requirements Lab

Functional & Technical Specifications

Integration, Implementation & Migration

Strategy, Plans & Execution

Data Collection Strategy & Execution

IPSAS, MPSAS, AAM, Data Collection,

1SPEKS Application Trainings

Establishment of Project Governance,

Project Working Committees, Data

Collection Team Structures

Go Live in Johor, Perlis, Kedah & Perak

Data collection activities and audit

verification

Ongoing

Data migration activities in phases prior to

go liveOngoing

External Integration activities with banks and agencies

10

Ongoing

9

81

2

3

4

5

6

7

Network & Infrastructure setup in States for go live

11

Ongoing

Financial Statement Reporting readiness preparation

12

Ongoing

Go Live for Negeri Sembilan & Melaka13

Ongoing

Go Live for remaining 5 States14

Ongoing


Let’s get familiar – Translating the change vision into reality

47

Moving Forward – Data Collection UAD Cut Off



Jan – Feb 17Mar –Apr 17

May –Jun 17

Jul –Aug 17

Sep –Oct 17

Nov –Dec 17

Jan –Feb 18

Mar –Apr 18

May –Jun 18

Jul –Aug 18

Sep –Oct 18

Nov –Dec 18

Jan –Feb 19

Mar –Apr 19

Jan 17

Johor Go-

Live

Jul 17

Kedah

Go-

Live

Jun 17

Perlis Go-

Live

Jan 18

Perak

Go-Live

Sep 18

Terengganu

Go-Live

Jan 19

Kelantan,

Pulau

Pinang &

Selangor

Go-Live

30 Apr 17

Cut-off

UAD Perlis

31 May 17

Cut-off

UAD

Kedah

30 Nov 17

Cut-off

UAD

Perak

30 Apr 18

Cut-off

UAD

Negeri

Sembilan

31 May 18

Cut-off

UAD

Melaka

31 Jul 18

Cut-off UAD

Terengganu

30 Jun 18

Cut-off UAD Pahang

Jun 18

Negeri

Sembilan

Go-Live

Jul 18

Melaka

Go-Live

Aug 18

Pahang

Go-Live

30 Nov 18

Cut-off UAD

Kelantan,

Pulau Pinang

& Selangor

48

Moving Forward – Implementation Strategy

Jan – Feb 17Mar –Apr 17

May –Jun 17

Jul –Aug 17

Sep –Oct 17

Nov –Dec 17

Jan –Feb 18

Mar –Apr 18

May –Jun 18

Jul –Aug 18

Sep –Oct 18

Nov –Dec 18

Jan –Feb 19

Mar –Apr 19

Jan 17

Johor Go-

Live

Jul 17

Kedah

Go-

Live

Mar to Jun 17

Data Migration

for Kedah &

Perlis

Jun 17

Perlis Go-

Live



May 17 to

Jul 18

Training for

Kedah &

Perlis

Sep 17 to Sep 18

Training for Perak,

Negeri Sembilan,

Melaka, Pahang,

Terengganu

Jan 18

Perak

Go-Live

Jul 18

Melaka

Go-Live

Jun 18

Negeri

Sembilan

Go-Live

Sep 18

Terengganu

Go-Live

Aug 18

Pahang

Go-Live

Jan 19

Kelantan,

Pulau

Pinang &

Selangor

Go-Live

Oct 18 to

Dec 18

Training for

Kelantan,

Pulau

Pinang and

Selangor

Nov 17 to Nov 18

Data Migration for

Perak, Negeri

Sembilan, Melaka,

Pahang,

Terengganu

Oct 18 to Apr

19

Data Migration

for Kelantan

Pulau Pinang &

Selangor

49

Moving Forward –The On Going Challenges

Alignment with

Federal

Framework and

Policies

Identification

of Assets &

Liabilities

Data Collection &

Validation

Implementation

Timeline

Stakeholders

Commitment &

Availability

Training of

personnel

Key Challenges



50

Behavioral Change Management is about getting people ready,

willing and able to deliver the desired business benefit.

Analysis is about assessing the

organisational risk and cultural

readiness for Change.

Engagement is about

proactively addressing

and mitigating Change

resistance.

Delivery is about moving to the

“implementation” mode and

prepare stakeholders for the new

people, process and technology

impacting the Change.


Element in BCM Methodology

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Leading Practice

Case & Vision for Change Define the business benefit, vision and tactical plan to realise the change.

Change Risk AnalysisAssess change challenges, continue to identify risk (impact, readiness) and measure

progress throughout project.

Change StrategyDevelop and implement plan to proactively address risks and prepare the organisation and

individuals for a transition.

Change LeadershipCreate alignment among leaders to support the change and ensure leaders know what to

action upon.

Stakeholder ManagementUnderstand the impact to stakeholders’ (including required actions) and continue to assess

and manage stakeholders’ perception and support.

Involvement Strategies

Engage stakeholders in implementing the change, create ownership and communication

among stakeholders so they understand the need for change, what’s changing, what to

expect and what is required by them.

Organisational

Integration/Alignment

Ensure the organisational structure, roles and performance management process support

the new way of doing things, including behaviors.

People Transition & Workforce

Effectiveness

Identify skills required help employees and leaders develop the right knowledge and skills

to perform in the new environment through training and/or tools and resources.

Benefit Realization & Sustainable

Performance

Recognize and communicate progress, success and roadblocks to achieve the benefits and

sustained change.

Description


Definition by leading practices

52

What are the people

challenges and risks

and how do we prepare

for them?

What specifically is

changing and what is

the impact to each

role?

How do we effectively

transition each person

to ensure they are

prepared?

How do we continue to

monitor people

challenges and address

them?

Design Prepare DeployAnalyze /

Blueprint

What are the key

messages and what is

the plan to

consistently

communicate?

What are the messages

and engagement

opportunities to get the

right people prepared for

the change?

What specific

information is required

for each role for

transition readiness?

What needs

improvement, and

when success is being

achieved?

How are we going to

approach training,

what are the constraints

and how will it be

delivered?

What are the specific

training needs and

skill gaps?

What roles need to take

which training courses?

Are the right people

taking the right training?

Effective? Is additional

training needed?

What does current

state organisation look

like and what are the

future state guiding

principles/ needs?

What is the future

state design –

structure, headcount,

KPIs and governance,

roles?

How do we ensure

people are matched to

roles in the new

structure?

What else will enable

transition to the new

organisational design

and create high

performance?

Change

Readiness

Comms

Org Design

Training


BCM needs across project engagement lifecycle

BCM Methodology –

Analysis & Tools

- Case for Change

- Stakeholders Analysis

- Change Risk Analysis

- Change Strategy

54


Analysis & it’s element

Analysis is about assessing the organisational risk and cultural readiness and laying the

foundation for a compelling vision and executable Change Strategy going forward

Business

Case &

Vision for

change

Change Risk

Analysis

Change

Strategy

Objective:

To define a compelling business

case and vision for Change.

Tools:

Business Case for Change

Framework

Visioning the Future

KPI Profiling

Objective:

To develop a holistic understanding of the

landscape of organisational risks for the

upcoming change across all elements of the

BCM framework.

Tools:

Stakeholder Analysis

Change Risk Analysis in People, Process,

Technology

Objective:

To develop a feasible

change roadmap in

collaboration with PMO

to achieve the change

vision.

Tools:

Organisational Impact

Analysis

Change Strategy and

Plan

55


Analysis: Case of Change - Meaning

What is it?

Why is it important?

The case for change identifies and translates the business need for change into practical terms that are

meaningful and relevant to stakeholders and the workforce.

The purpose of the tool is to clearly define the reason for the change(s) at the beginning of an engagement.

It serves to engage leaders and key stakeholders early in the change process to gain alignment and early buy-

in by answering the question: “Why do we need to change, what are the desired benefits, and how does it

impact me?”

Remember: The Case for

Change is not the same as

the project’s Business Case

56


Analysis: Case for Change – Tool on Questionnaires

The case for change can be developed using some of the questions below.

Specifically, the case for change provides answers to the following questions

What’s the

problem?

What’s the

solution?

Why should we

change?

What if we don’t

change?

What does the

change mean to

me?

What benefits will

we gain from this

change?

What will help us change?What are the barriers to

change?

57


Analysis: Case for Change –Templates for Answer

Benefit Quantitative Qualitative

Financial

Non-financial

Background Vision and Objectives

What will change? What are the benefits of the change?

58


Analysis: Stakeholders Analysis

What is it?


Stakeholder Analysis is used as a tool to identify all the groups of people (stakeholders) that will be

impacted by the project, the potential risks with the stakeholder group or individual, and the level of

influence that each could potentially have on the success of the project.

It is designed to produce actionable outcomes that will affect the project and change plans and allows the

project to:

Predict, based on past behavior, how individuals or groups will react and affected by the change.

Define the actions people need to take and results they must achieve to successfully implement the

change.

Proactively identify:

Which individuals or groups can promote and add momentum to the change.

Which individuals or groups need support in the form of Information, Involvement, Training/Coaching, and

Influencing.

59


Analysis: Stakeholders Analysis – Understanding the change curve

CO

MM

IT

ME

NT

UnawareAware

Understand

Acceptance

Engagement

Advocacy

&

Ownership

•I am aware of it

TIME & CHANGE MANAGEMENT SUPPORT

•I understand it &

can explain it•I am

unaware

•I accept it (but don’t

necessarily want it)

•I see the benefits

•I am open to it

•I see how it benefits me

•I am involved

•I support it

•I believe in it

•I recommend it

Education & Alignment

Engagement &

Empowerment

Sustainability &

Resonance

60


Analysis: Stakeholders Analysis – Matrix guideLevel o

f E

ng

ag

em

en

t to

th

e ch

an

ge

Level of Influence from the stakeholders

Low

Medium

High

Low Medium High

Groups/individuals we are

actively engaging and will

provide project support, but

are not as critical to success.

Keep in this quadrant, but

engagement efforts likely do

not need to increase

Focus significant effort

towards increase level of

engagement. Capability to

lead and sense of ownership

must be created due to

influence on success.

Increase engagement efforts

to move closer to medium,

but likely do not need high

levels of engagement.

Focus significant effort

towards increasing level of

engagement. Capability to

lead and sense of ownership

must be created due to

influence on success.

62


Analysis: Stakeholders Analysis – Ability vs impact assessment definition

62

Challenge and Support

Provide significant support to

these stakeholders so they

can develop capabilities and

skill necessary to lead; and

challenge any reasons for lack

of program support with facts

and benefits.

Convince and Coach

Convince these stakeholders

to put more effort into

supporting the project and

developing strong change

leadership skills.

Utilize (Allies)

Utilize these stakeholders to

model the necessary

behaviors as well as provide

guidance to the team

regarding change risks and

needs.

Challenge and Coach

Challenge this group to

support the project and focus

on developing change

leadership skills. Provide

coaching and support to help

identifying and encourage the

necessary change leadership

behaviors.

Convince & Make More

Aware

Convince these stakeholders

that the need for their support

is significant and make them

more aware of what is needed

from them in regards to

change leadership

Assure

Assure this group that their

support and leadership skills

are needed and appreciated.

Keep them updated on project

status and needs.

Make Aware and Coach

Help this group better

understand the project and

coach them to develop

stronger change leadership

support/skills.

Inform

Keep these individuals

informed of the project and let

them know what actions are

required by them.

Inform & Have Coach Others

Keep this group informed and

use them to help coach and

develop other leaders.

Direction stakeholders need to be moved

Low Medium High

Low

Me

diu

mH

igh

Current Ability to Lead/Support the Change

Le

ve

l o

f sta

ke

ho

ld

er m

an

ag

em

en

t re

qu

ire

d

Im

pact to

S

ucce

ss

63


Analysis: Stakeholders Analysis – Individual stakeholder explanation guide

on the map

63

Challenge and Support Convince and Coach Utilize (Allies)

Challenge and Coach Convince & Make More Aware Assure

Make Aware and Coach Inform Inform & Have Coach Others


Low Medium High

Low

Me

diu

mH

igh


Le

ve

l o

f sta

ke

ho

ld

er m

an

ag

em

en

t re

qu

ire

d

Im

pa

ct to

S

ucce

ss

Stakeholder Target Area

64


Analysis: Stakeholders Analysis – Mapping of your results in the Template based

on the guides

Consolidated Individual Stakeholder Map

Challenge and Support Convince and Coach Utilize (Allies)

Challenge and Coach Convince & Make More Aware Assure

Make Aware and Coach Inform Inform & Have Coach Others


Low Medium High

Low

Me

diu

mH

igh


Le

ve

l o

f sta

ke

ho

ld

er m

an

ag

em

en

t re

qu

ire

d

Im

pa

ct to

S

ucce

ss

BendahariNegeri

KetuaJabatan

PTJ

PMO

65


Analysis: Stakeholders Analysis – Mapping of your results in the Template

based on the guides

Group Stakeholder Map

Low Medium High

Low

Medium

High

Le

ve

l o

f E

ng

ag

em

en

t

(h

ow

m

uch

e

ng

ag

em

en

t c

urre

ntly

in

clu

din

g

pro

ject s

up

po

rt an

d cap

ab

ilit

y t

o le

ad

)

BendahariNegeri

KetuaJabatan

PTJ

PMO

Level of Influence

(ability to influence project success and impact other

stakeholder groups)

66


Analysis: Change Risk Analysis (CRA)


CRA is a formal procedure that evaluates an organisation’s current state of stakeholder readiness,

support and capability to transition/change.

Identifies enablers and constraints in the groups/organisation.

Identifies the impact and needs of specific people that requires attention or specific groups that need

increased focus.

Gives employees the opportunity to provide feedback and share their opinions and ideas.

Provides support to the change strategy.

Assists leadership and the project team in:

• Distinguishing actions to support the design process and the future state practice.

• Pinpointing areas that require training on the upcoming change.

• Engaging employees in the change process.

• Spot communication needs.

What is it?

67


Analysis: Change Risk Analysis - Approach

The CRA is executed at the onset of an engagement and provides input to a variety of

other change activities employed later in the project.

Change Risk Analysis Approach

Determine

Assessment

Approach/

Vehicles

Identify

Assessment

Audience

Finalize

Assessment

Approach/

Vehicles

Conduct

Assessment

Compile

and Analyze

Assessment

Results

Present

Findings

Change Strategy

Risk Mitigation Plan

Leadership Strategy

Stakeholder

Management strategy

Communication Strategy

It is critical to note that the interview framework and survey technique is not aimed to be one-time.

Checkpoints should be established as monitoring mechanisms throughout the lifecycle of the project

to mitigate risk.

68


Analysis: Change Risk Analysis – Tool to record readiness for change

Management consensus—need for change

Management consensus—future vision

Stakeholder commitment

Existing change initiatives

High Low

High

High Low

Organisation’s understanding of the need for change Extensive Limited

Low

None Many

Cultural transformation required Low Extensive

Assessment Scale

Min Max

Resources allocated Extensive Limited

Employee retention risk Low High

Readiness for Change

This high-level snapshot conveys the readiness to accept the Change associated

with the integration project

69


Analysis: Change Risk Analysis – Tool to record complexity of change

Building on the readiness for Change, the Complexity highlights the magnitude of

the Transformation required based on an assessment of the current state Gap

Number of stakeholders involved

Impact on company’s core competencies

Number of people affected by the change

Potential for Workforce Reduction

Few Many

Low

Few Many

Required Change in Skills/Behaviors Limited Extensive

High

Limited Extensive

Simultaneous or Competing Changes Extended Compressed

Assessment Scale

Min Max

Timeframe Limited Extensive

Frequency of Change Initiatives Limited Extensive

Complexity of Change

70


Analysis: Change Risk Analysis – Tool for recording change issues and impact

Area of Focus Rating Rationale Potential Impact

History of Change

Results from observation &

interviews

Impact from the observation & interviews

Articulate Business

Case & Vision for

Change

Design Change

Strategy

Mobilize & Align

Leaders

Engage &

Communicate

with Stakeholders

Align Organisation

& Culture

Enable Workforce

Capabilities

71


Analysis: Change Risk Analysis – Tool for recording CRA overall summary results

2.51 ->

High Risk

2.01-2.50

Med Risk

<- 2.00

Low Risk

Change Focus Area Score

History of Change 1.92

Articulate Business Case & Vision for

Change2.46

Design Change Strategy 2.59

Mobilize & Align Leaders 2.13

Engage & Communicate

with Stakeholders1.86

Align Organisation & Culture 2.07

Enable Workforce

Capabilities2.71

Key Observations

Results from observation & interviews

72


Analysis: Change Impact


Change impact is the effect a change will have on departments and stakeholders (people) as a result of

new and different processes, technology, policies, roles and responsibilities, decisions or information.

Proactively plan for the change by determining the degree of impact, the perception and associated risks.

Identify and highlight the changes that will effect how people perform their jobs.

Understand which groups may be experiencing the greatest change and plan accordingly.

Help guide change, organisational design, communication and training efforts.

Provide audience specific details for communications regarding “what’s changing” and “what’s expected of

me.”

Document specifically how roles are changing.

What is it?

73


Analysis: Change Impact – Approach

Gather high level impact information

to identify

■ Areas with high impact

■ Possibility for high resistance

■ Potential org design requirements

Attend detailed design sessions to

assess impact at a job/role level to

identify:

■ Highly impacted roles

■ Training needs

■ Highest areas of resistance and risk

Continue refining specific changes and

impacts by role and organisation.

Document start, stop, continue by role.

Specific Communication Messages

Analyze/ Blueprint Detailed Design Build/Test

Training needs

Organisational Design Requirements

Areas of resistance

New/different skills, roles,

resources required

Stakeholders to engage/

get input from

Required leadership actions

Start, Stop, Continue documentation

Changing roles and responsibilities

Change and Communication Strategy and Plan

Organisational Design

Training Strategy and Plan

74


Analysis: Change Impact – Tool on change impact rating scale

MAGNITUDE / TYPES OF IMPACT KEY DESCRIPTION 0F lMPACT (“PERCEPTION”)

• Significant change compared to as-is

• Majority of stakeholders are impacted

• Very visible to internal customers

• At least somewhat visible externally (customers or

suppliers)

• Change that would not be favourably received

• Resistance expected from large portion of those

impacted

• Increases work effort

• Internal customers consider impact negative/at least

neutral

• Impactful change but limited to few departments

• Somewhat visible to internal customer

• Limited external impact (customers or suppliers)

• Those impacted would not view this negatively or

positively

• Not a significant area of change

• Small number of impacted people

• No impact to external stakeholders or internal customers

• Change welcomed by majority of impacted

• Potentially reduces work effort, provides better

information or positively impacts internal customers

• Change not viewed as a threat, but as way to simplify

work or improve the work product

• Not applicable – no impact N/A • Not applicable – no perception of impact

75


Analysis: Change Impact – Tool for recording change impact

Impact by FunctionMitigating Impact in a

Sub-Function/Department

Impact by Sub-Function/

Department

Change Impact

Description Impact TypeProcess

WorkstreamFunction

Magnitude (# of people impacted)

Degree of Change

Stakeholders Impacted

76


Analysis: Change Strategy


The Change Strategy is an actionable roadmap that defines the specific tactics and levers that will be

used to help transition the organisation in a tailored, integrated fashion and achieve the intended

business benefits.

Documents the project specific approach to proactively managing the changes and transitioning leaders

and staff effectively

Defines the guidelines and structure to proactively address known challenges while continuing to identify

new challenges so they may be quickly addressed

Identifies the areas and components of change that need the most attention and effort in order to manage

resources most effectively

Helps create leadership understanding and alignment for how the change and people impact can be

managed proactively

Help organisations to demystify Change Management and decompose a conceptual methodology into

distinct, measurable components as underscored by executable tools

What is it?

77


Analysis: Change Strategy – Strategy Components

Strategy Component Description

Business Case/ Case for

ChangeDefined target benefits and ROI.

Change Metrics & ScorecardDefined measures of change success, adoption and transformation including monitoring

effectiveness.

Stakeholder Analysis &

ManagementApproach for defining, assessing and managing stakeholders and stakeholder groups.

Change Impacts Process for identifying and tracking change impacts throughout the project.

Leadership AlignmentApproach for keeping leadership involved and aligned while continuing to identify leaderships

needs.

Risk and Readiness

Assessment

Method and approach for identifying readiness of the organisation at critical milestone points

and continues identification of change risks.

Workforce Transition Approach to transitioning the workforce to the changing jobs and new roles.

Organisational DesignFuture state organisational design that aligns roles, activities, KPIs, structure, and

governance for the new organisation.

Communication Strategy Approach for communicating with stakeholders including key messages and channels.

Knowledge Transfer/

Capability DevelopmentDefinition of the needs and approach to knowledge transfer and capability development.

Training StrategyScope of training and approach for further defining specific needs, curriculum and developing

materials

78


Analysis: Change Strategy – Approach

Change readiness

Organisation design

Defines how the organisation

must work and align to new

process, systems and policies

including decisions, structure,

roles and responsibilities and

performance measures

Communication

Defines and delivers the right

messaging and information to

the right groups at the right

time and in the right way

Training

Determines the necessary

knowledge and capabilities to

enable the new way of

working and defines the best

way to develop those skills

through training

Change Impacts

Stakeholder

Analysis &

Management

Organisation

design

Leadership

Alignment

Change Metrics &

Scorecard

Business

Case/Case for

change

Workforce

Transition

Purpose:

To assess the readiness for change and develop strategy to realise the change.

Refer also to Slides 52 to 53 for example of 1SPEKS change strategy

Risk & Readiness

Assessment

Communication

Strategy

Knowledge

Transfer/Capability

Development

Training Strategy

BCM Methodology –

Engagement & Tools

- Stakeholder Management

- Change Leadership

- Involvement Strategies (Communication)

80

Stakeholder

Management

Change

Leadership

Involvement

Strategies

Objective:

To mobilize the Change strategy, it is key to bring

it to life through active stakeholder management.

The goal here is to cascade awareness and

preparation for Change throughout the

organisation.

Tools:

Stakeholder Management Framework (based

on the learning curve analysis derived)

Objective:

To develop an effective involvement strategy and plan across all

stakeholder groups and to create momentum behind the change.

Tools:

Communications Strategy and Plan

Objective:

To assist leadership to be effective leaders within the

context of driving Transformational change.

Tools:

Change Leadership Behaviors Diagnostic

Generating Leadership Alignment Events

Leading Change Workshop


Engagement: Stakeholder Management

Engagement is about proactively

addressing and mitigating

Change resistance. This phase is

focused on engaging

stakeholders through a

structured activities and driving

awareness.

81


Engagement: Stakeholder Management – Recap on the learning curve

Leading and managing change is about understanding where different individuals and

groups should be along the curve and undertaking the actions to enable success.

CO

MM

IT

ME

NT

Unaware AwareUnderstand

Acceptance

Engagement

Advocacy &

Ownership

•I am aware of it

TIME & CHANGE MANAGEMENT SUPPORT

•I understand it & can

explain it•I am unaware

•I accept it (but don’t

necessarily want it)

•I see the benefits

•I am open to it

•I see how it benefits me

•I am involved

•I support it

•I believe in it

•I recommend it

Education & Alignment

Engagement &

Empowerment

Sustainability &

Resonance

82


The Project Impact Assessment is a tool for identifying, categorising and analysing the impacts that a project

will have on an organization.

The Project Impact Assessment can be used to:

Investigate the breadth and depth of the changes that a project will have on an organization

Identify the areas within the organization where change interventions may be required

List the types of change interventions that might be required

Support the development of a change management strategy and plan

Demonstrate the scale of the change to the project sponsor and relevant business stakeholders

What is it?


Engagement: Change Leadership – Change Component for impact assessment

83


Engagement: Change Leadership – Change Component for impact assessment

Change Component Description

Structure Changes in reporting relationships and levels of controls.

Process Changes to processes associated with current roles and responsibilities

Systems Changes to current systems being used by impacted roles

Roles &

Responsibilities

Changes in role and responsibility for performing specific activities

Accountability &

Decision Making

Changes in who is accountable for the results of activities and who is involved

and approves decisions

Performance Measures Changes in the key indicators of success for individuals, groups and overall

business

Skills & Competencies Changes to skills and competencies required to support new processes &

leverage new technology

Behaviors Changes in behavior require to support new processes & carry out new roles &

responsibilities

Mindset Changes in the employee mindset required to perform the new process & adopt

new role & responsibilities

Information Access to and management of information for managing the business

84


Engagement: Change Leadership – Tool for recording summary of change impact

StructureChanges in reporting relationships, levels and spans of

control.

ProcessChanges to processes associated with current role and

responsibilities.

SystemsChanges to current systems being used by impacted

roles.

Roles &

Responsibilities

Changes in role and responsibility for performing specific

activities.

Accountability &

Decision Making

Changes in who is accountable for results of specific

activities and the processes defining who is involved and

approves decisions.

Performance

Measures

Changes in key indicators of success for individuals

groups and overall business.

Skills &

Competencies

Changes to skills and competencies required to support

new processes & leverage new technology.

BehavioursChanges to behaviour required to support new processes

& carry out new roles & responsibilities

MindsetChanges in the employee mindset required to perform

new processes & adopt new roles & responsibilities

InformationAccess to and management information for managing the

business

Minimal Changes Expected

Some Changes Expected

Major Changes Expected

Not Applicable

Indicator:

85


Engagement: Change Leadership – Recap on Change Impact Approach

Gather high level impact information to

identify

■ Areas with high impact

■ Possibility for high resistance

■ Potential org design requirements

Attend detailed design sessions to

assess impact at a job/role level to

identify:

■ Highly impacted roles

■ Training needs

■ Highest areas of resistance and risk

Continue refining specific changes and

impacts by role and organisation.

Document start, stop, continue by role.

Analyze Detailed Design Build/Test

Training needs Organisational Design Requirements Changing roles and responsibilities

Organisational Design

Training Strategy and Plan

86


Communication aligns project communications with the organisations overall strategic goals and objectives.

Communication can also serves as a useful discussion framework to arrive at a set of commonly understood

key messages regarding the project.

Document the objectives and effectiveness measures of the project communications

Provide a structured identification and analysis of the project’s audiences with which to communicate

Establish the Communication Plan format and management process

Define the roles, responsibilities and processes for review and approval of project communication

Provide a structured identification and analysis of audiences with which to communicate

Provide a recommendation of which channels to leverage for the Project communications, and new ones to

develop if necessary

Facilitates the identification of stakeholder concerns early, enabling those concerns to be addressed before

they impede on the project

What is it?


Engagement: Involvement Strategies - Communication

87


Engagement: Involvement Strategies – Communication Approach

Analysis

Audience Analysis

Segments stakeholders for

communications

Channel Analysis

Identifies effective channels by

communication need/type

Organisational Impact Analysis

Identifies the extent to which

each stakeholder group will be

affected by the changes

Communication Strategy

Development

Aligns the communication

strategy with program goals

Distills key messages and

recommends the key channels

to use & audiences to target

Defines how to measure

performance against the

strategy

Establishes the review and

approval process, roles and

responsibilities

Communications Plan

Development

Contains the tactics to execute the

strategy, including an inventory of

all communications. This is a living

document maintained separately

from the strategy.

Execution & Measurement

Executing the communication plan

and soliciting feedback from

audiences to gauge effectiveness

Stakeholder Analysis

Identifies affected stakeholder

groups, disposition and influence

88


Engagement: Involvement Strategies – Tool guide on Communication Plan

Communication Plan

EventMessage

Objective

Target

Delivery

Date

Actual

Delivery

Date

Status VehicleContent

Development

Reviewer/

ApproverSender

Feedback

MechanismResults Comments

The communication plan documents the tactics for executing the communication

strategy. The template serves as a tool to manage communication activities and

provides by enabling documentation of critical components that drive communication

effectiveness.

Status is monitored

and tracked

Defining the objective

of the message will

help guide timing,

vehicle and the deliver

Results should be

captured

Responsibility for

content development

must be defined

2. Identify The Audience

3. Identify Message Objective

4. Confirm Communication Vehicles

1. Determine the Communication Need

Developing Communication Plan Items

BCM Methodology –

Delivery & Tools

- Realizing Change

90

Objective:

To develop a future state organisation and operating model at

both the macro and micro levels that aligns the workforce to

adopt and execute the business model effectively.

Tools:

• Organisational Blueprint

Objective:

To develop a measurable set of tools to drive

sustainable organisational adoption and potential

benefits realization

Tools:

•Management Effectiveness Monitoring Dashboard

Objective:

To create a thorough workforce transition strategy which

takes into account job role impact, training as well as

navigating the knowledge, skill and ability gaps

Tools:

•HR Frameworks Assessment

•Competency Frameworks Assessment

•Job Impact Analysis

•Training Needs Analysis

•Redundancy and Transition Cost Model

•Workforce Transition Countdown Roadmap

Delivery is about moving to the

“implementation” mode of the

Change journey by preparing

affected stakeholders for the

new people, process and

technology impacts of the

Change.

Benefit

Realization &

Sustainable

Performance

People

Transition

& Workforce

Effectiveness

Organisational

Integration


Delivery: Realising Change

91


Delivery: Realising Change

DEPLOYBUILDDESIGNPLAN

Change Management

Organisation

Risk Questionnaire

Internal

Comm Plan

Org Risk & Readiness

Review/High-Level

Stakeholder Map

Stakeholder &

Audience Analysis

Leadership

Action Plans

Communication

Strategy & Plan

Change Management

Strategy

Training Plan/

Deployment Plan

Organisation

Design

Workforce

Transition Plan

Training

MaterialsJob Impact

Analysis/ Training

Strategy

= Deliverable

Legend

Organisation Design

Organisational

Assessment

Macro Org.

Design

Micro Org.

Design

Job

Descriptions

Start/Stop/

Continue

Performance

Metrics

Talent Management

Strategic

Talent

Requirements

Talent

Risks

Talent

Metrics

Governance &

Infrastructure Talent

Acquisition

Strategy

Talent Development

Strategy

Talent

Retention

Strategy

Train

Go-Live Updates and Communications

Monitor and Adjust

Transition Workforce

92


Delivery: Realising Change – Measuring change management effectiveness

Feedback

■ Leadership alignment,

discussions and

interviews

■ Communication and

training feedback

■ Degree of engagement

Metrics

■ Communication Metrics

(as defined by strategy)

■ Training Metrics (as

defined by strategy)

■ Level of leadership

engagement and

alignment

■ Readiness survey results

■ Leadership action plans

on track

■ Meeting attendance

■ Transition

Long Term Results

■ High adoption rates

■ Adoption timeliness

■ Achievement of

business case

■ End User confidence

and usage of

sophisticated

functionality, or

advanced reporting

■ Faster ROI

Change Management Effectiveness Measures

Activity

■ Tracking and assessment

of communication and

training measurements

and metrics

■ Readiness assessment

(surveys, focus groups

and interviews)

■ Ongoing identification of

change challenges and

risks to implement

mitigation tactics

■ Stakeholder

engagement and

involvement

■ Execution of leadership

action plans

Change Management Objectives

Measuring change and adoption effectiveness throughout will allow the team and leadership to

monitor the transition and make mid-course corrections to address challenges related to adoption

and effectiveness.

93


Delivery: Realising Change – Effectiveness measurement

Each phase will include different metrics and measures that will be reported on a monthly scorecard

that includes both quantitative and qualitative insights.

Detailed Design Build/Test Deploy

■ Stakeholder Feedback

■ Meeting Attendance

■ Communication Activities

■ Leadership Action Plans

■ Survey results

■ Communication Activities




■ Readiness results

■ Survey Results

■ Training attendance/effectiveness

■ Adoption rates

■ Error rates

■ Achievement of KPIs/Business

benefits




Monthly Scorecard Reporting with Qualitative and Quantitative Measures

94


Delivery: Realising Change – Tool for Scorecard Effectiveness Measurement

• Discuss leadership action plans in upcoming operating

and steering committee meetings

• Increase and update materials on website

• Increase communications regarding need for training

and send email to leaders of staff who has not registered

Metrics

• 100 communications deployed to 2000

employees

• 82% attendance at PentaSAP Operating

Committee and Steering Committee meetings

• 500 website hits

Additional insights

• Increased questions regarding where to get further

information

• Significant positive feedback from suppliers

regarding the upcoming PO changes

Communication & Engagement Change Readiness & Workforce Transition

Metrics

• 65% of Leadership Action Plans on Track

• 80% participation of change agent network

Additional insights

• Decreased signs of resistance regarding approval

process changes

Training Recommended Actions

0%

20%

40%

60%

80%

100%

March '09 April '09

Metrics

• 80% of employees have registered for their

required training courses

• 82% average course evaluation rating

Additional insights

• Approver training has the lowest feedback scores

Scorecard

Applying BCM and

continue to build

capabilities in 1SPEKS

96

5. Applying BCM and continue to build capabilities

for 1SPEKS

BCM Community of Practice

Create a community where you can continue to build BCM capabilities, share your

knowledge and work together in transforming from cash, SPEKS to accrual accounting,

1SPEKS.

State: Perlis

Name: Pn. Rohani

State: Kedah

Name: Pn. Nazhatun

State: Perak

Name: Pn. Fuziah

State: Melaka

Name: Puan Norifah

State: N. Sembilan

Name: En. Mohd

Azraai

State: Selangor

Name: En. Mohd

Redzuan

State: Pahang

Name: Pn. Nor

Akillah

State: Terengganu

Name: Tuan Haji

Mohd. Shukri

State: P. Pinang

Name: Pn. Kalthom

State: Kelantan

Name: En. Roslan

States

State: Johor

Name: En. Zulkifly

97

5. Applying BCM and continue to build capabilities

for 1SPEKS

Snapsots of useful resources/manuals

Pekeliling Perbendaharaan

Polisi Perakaunan Akruan

Malaysian Public Sector Accounting Standards

(MPSAS)

98

5. Applying BCM and continue to build

capabilities for 1SPEKS

Wrap up & close ending exercise

How can you begin applying learnings to current SPEKS transition to 1SPEKS

process?

What has been most valuable about this training?

What other trainings or support would you think would be helpful to value add the

1SPEKS implementation?

Where do you need to continue to develop and progress based on your current

capabilities in supporting the 1SPEKS accrual implementation?

That’s a wrap, but before you go…..

Thank You