I need a Mentor: Unraveling the Complexity of Statewide Rollouts

Organizational Change Management and the Complexities of Statewide Rollouts

At Trinity Technology Group, especially with large IT projects, we have noticed that there are multi-faceted complexities that materialize on any given implementation.

Some of the questions that might emerge from these complexities:

  • How do we deliver effective end-user training when there are no funds for that purpose?
  • How can we ensure high-level stakeholder buy-in?
  • How do I guarantee that what we deliver meets the business needs of our client’s organization?

We have observed that many agencies do not give Organizational Change Management (OCM) the attention it deserves. This is due to the numerous labor intensive tasks associated with large complex projects.  Still, and unfortunately, this sometimes results in a “One Size Fits All” approach to rollout – the testing, training, and implementation phases.

Though many agencies do a great job during the design stages, they often struggle when it is time to change a pre-existing environment. The responsibilities of securing buy-in from high level stakeholders and of providing boots on the ground expertise from end users are sometimes overlooked in the hectic environment of large IT Projects. These omissions are felt when agencies begin to prepare an environment for the new product. The result? When implementation begins, it becomes all too apparent that staff are not prepared to accept the system as it was designed, and/or are not willing to work through gaps that were unidentified.

Although some resistance to change is normal, we have discovered that when we add ‘Mentoring’ to our OCM process, satisfaction across our client’s organization is attainable and implementation has few, if any, interruptions. We have seen that mentoring is an imperative piece of OCM.

 

Mentoring, Trinity Technology Group Style

So, what do we mean by mentoring?  Years of planning for, configuring, and implementing large IT projects have taught us that projects encounter unexpected and unnerving “gotchas.”  These issues are unnerving especially because they are costly and time consuming. They can also be avoided with the right resources.

To avoid costly disruptions, our model is to place an OCM Mentor Team alongside a project’s staff. It makes no difference if the project staff is composed of individuals tied to the vendor or the client. Working in tandem with the project team, the OCM Mentor Team drives a number of tasks, including:

  • Planning project approach.
  • Determining potential pit falls.
  • Mentoring through change management
    • facilitating high level stake holder buy in,
    • mentoring through go-live planning,
    • arranging and developing training material.
  • Assisting in other areas deemed necessary by the project staff.

 

Who is it? It’s Our Dream Mentoring Team 

Our OCM and Mentor Team is made up of individuals that have backgrounds in large state agencies, have experience in implementing large IT systems (i.e. Offender Management Systems, Electronic Health Record Systems, and Patient Scheduling solutions), and technical staff with diverse specialties (anything from being proficient in HL7 medical coding, to being experts on NEIM’s information sharing capabilities).

In addition, we have team members that know the private sector and have walked through these types of implementations as past partners of state and county entities. Others are individuals that have held high-level decision making positions in organizations that have implemented these systems successfully.

Our mentor teams are tailored to meet any combination of skills necessary to meet the needs of the project. Having someone who has been where you are, and done what you are getting ready to do, helps with challenges that may not have been anticipated.

By | 2017-04-21T10:24:47+00:00 February 27th, 2017|Tags: , , , , , |

About the Author:

Stephanie Winn is a retired Facility Captain with the California Department of Corrections and Rehabilitation (CDCR). Stephanie has 29 years of corrections experience, with 8 ½ years working on the Strategic Offender Management Systems (SOMS) implementation for CDCR. Stephanie has years of OCM experience and has contributed to OCM efforts in a variety of roles.

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