Title: LA's Change Readiness Lessons
1The Human Side of Change Louisianas Change
Readiness Lessons in developing A Comprehensive
Enterprise Social Services System (ACESS)
August 26, 2008
2Session Objectives
- At the conclusion of this presentation you should
be able to - have a better appreciation of the impact IT
change has on selected stakeholders. - better understand agency culture and objectives
towards use of technology to increase
effectiveness, thus enhancing your opportunities
to improve change readiness communication and
collaboration activities to promote stakeholder
acceptance and success. - apply a few of the lessons learned from
Louisianas Project to build an enterprise system
to consolidate multiple fragmented IT systems.
3Session Agenda
- Introduction to Louisianas Department of Social
Services - ACESS Background
- Change Readiness Concepts
- Approach to Change
- Philosophy of Change
- Measuring Change
- Planning Change
- Defining Change
- Communicating Change
- Assessing Change
- Lessons Learned
- Background Reference Material
4DSS Background
Department of Social Services
Vision We will build a stronger Louisiana by
helping individuals, children and families to
achieve safer and more independent lives.
Mission Effectively and efficiently guiding
individuals, children and families toward
independence and safety through integrated
quality services and partnerships in an
environment of opportunity and accountability.
Philosophy The Department of Social Services
is committed to the recognition and respect of
basic human needs and civil rights of both
consumers and employees and the holistic delivery
of services with integrity, honesty and fairness.
Programs Child Welfare Child Care
Assistance Child Support Enforcement Temporary
Assistance for Needy Families Food Stamps
Rehabilitation Services
5DSS IT Background
Department of Social Services IT Mission
- DSS Information Services Division works with
its internal and external stakeholders to deliver
IT products and services in a responsive and cost
effective manner. Currently DSS Information
Services supports - 26 Mainframe Application Systems
- 32 PC-based Application Systems
- 6 Web-based Applications
- 232 Proprietary Software Applications and
Utilities - 3 Mainframes (ISB LSU sites)
- 340 Servers
- 7000 PCs, laptops and PDAs
- 3700 Printers
- 220 Data Line Circuits with 11,500 connected
ports
6ACESS Background
ACESS Chronology
DSS determined that an incremental approach to
implementing its unique business processes and
requirements within a Web-based enterprise
framework provided the right long term vision and
facilitated opportunities for early and
continuous successful rollouts of functionality
to workers, providers and citizens. 2001
Centralized IT staff, expanded a SACWIS project
to be an enterprise and issued RFI for
Framework solutions 2002 Issued RFI for
Web-based Human Services oriented solutions 2003
Issued RFP for Web-based Framework
solution 2004 Contracted with IBM and accepted
proposed Cúram solution 2005 Designed and
developed Child Protection components 2006
Implemented Child Protection Investigations and
211 Resource Directory 2007 Upgraded to Curam
Version 4.5 2008 Continued improvements to
Child Protection components and prepared
approval and procurement documents for
building next increment.
Collaboration
PLAN
7Change Readiness Concepts
ACESS Change Readiness Approach
- With a system implementation that impacts a
workforce of thousands dispersed across hundreds
of field offices, it was determined that - Change Readiness must be approached in a
proactive and systematic manner to consistently
present the progress of development/deployment
and to communicate the forthcoming changes in
technology and business processes. - Individual stakeholder groups have different
needs and view systems from different
perspectives, however, all share the same agency
goals (and agency head) which facilitates
acceptance of change. - Presentation of message must be aligned with
agency vision, mission and goals yet tailored for
uniqueness of each specific audience group.
8Change Readiness Concepts
Change Readiness Philosophy
- In order to be successful it was recognized
that - A compelling Business Case, a sound Project
Charter, a thorough Change Readiness and
Communication Plan as well as agency commitment
are vital. - An exceptionally brilliant plan that is
implemented with apathy by indifferent
individuals will result in failure. - A mediocre change readiness plan that is
implemented with fortitude and resolve by
resourceful committed individuals can result in
success. - Thus a good plan that is implemented with
attention by capable individuals will result in
success.
9Change Readiness Concepts
Change Readiness Factors
- The following factors must be understood and
addressed - Previous project performance is a predictor of
upcoming performance. - Awareness of Lessons Learned is not the same as
applying Lessons Learned. - Agency stress influences ability to support
change. - Reorganization, restructuring, re-engineering
practices, retraining, retooling - Agency culture sways ability to implement change.
- Beliefs and Behaviors both formal and informal or
over and covert are key - Leadership commitment must be continuous and
evident - Invests resources, removes barriers, reveals
support - Stakeholders must be resilient, willing and able
to change - Foster individuals to be focused, flexible,
organized, positive and proactive
10Change Readiness Concepts
Stakeholder Perspectives
11Change Readiness Concepts
Change Readiness Measures
- It is critical to know the strengths and
weakness of your stakeholders and your system.
Measure before, during and after - Determine comfort level with technology
- Determine comfort level, knowledge and interest
in project. - Determine comfort level soon after
implementation. - Determine comfort level periodically thereafter.
12ACESS Change Readiness Questionnaire
Stakeholder Technology Comfort Level
13ACESS Change Readiness Questionnaire
14Change Readiness Concepts
Stakeholder Perceptions and Response to Change
- In the face of change, stakeholders are capable
of misperceiving basic facts and concepts. - Resistance to change is typical if there is not a
clear understanding of the need for the change or
what the change is about. - Over time stakeholders deal with change perceived
as negative in a variety of emotional responses
over time including - Shock and Immobilization
- Denial and Distrust
- Anger and Anxiety
- Bargaining and Resistance
- Depression and Guilt
- Testing and Adapting
- Tolerance and Acceptance
- Positive change, however evokes
- Uninformed Optimism
- Informed Pessimism
- Hopeful Realism
- Informed Optimism
15ACESS Satisfaction Survey
16ACESS Satisfaction Survey
17ACESS Satisfaction Survey
18Change Readiness Concepts
The State of Change
- Change is constant in state government
- Governors change every four to eight years as do
Lead Stakeholders, Sponsors and CIOs. - Budgets, priorities and program initiatives
change more often. - Technology software, hardware, platforms and
vendors change even more often. - User turnover is volatile, the baby boomers are
exiting in mass and vendor personnel change
companies insatiably. - If not handled professionally, the change
associated with a new system can be the tipping
point to calamity.
19Change Readiness Concepts
Planning Change
- Change must be planned out as thoroughly as
any other project task - By failing to prepare, you are preparing to fail.
- Benjamin Franklin - Plans are only good intentions unless they
immediately degenerate into hard work. Peter F.
Drucker - Plans are worthless. Planning is essential. -
Dwight D. Eisenhower
20Change Readiness Concepts
Defining Change
- Change must be defined as thoroughly as any
other project task - Who will be impacted by the change
- What will the change be specifically per
stakeholder - When will the change occur
- Where will the change occur
- Why is the change necessary, and
- How is the change going to be done.
21Change Readiness Concepts
Communicating Change
- Change must be communicated as thoroughly as
any other project task - Messages must be tailored to specific stakeholder
groups - Identify everyone needing to be informed,
particularly supporters and resistors - Messages must be consistent and delivered through
multiple channels - Use appropriate channel (newsletter, email, web
page, webinar, onsite visit, informational booth
at conference, liaison teleconferences, etc.) per
message - Messages must be timely, relevant, honest, open
and targeted - Repeated messages via multiple mediums are more
likely to be remembered - Messages must be developed as a campaign
- Strategies should prepare, inform and motivate
stakeholders - Develop responsive feedback mechanisms to
incoming queries and complaints
22Change Readiness Concepts
Assessing Change
- Change must be evaluated as thoroughly as any
other project task - Successes should be documented
- Repeat what worked
- Issues and Problems should be documented
- Learn from mistakes
- Discuss Accomplishments, Challenges, Risks
Concerns with Stakeholders - Views from many reveal more than what is assumed
from within. - Over fifty liaison teleconferences conducted
- Lessons Learned should be documented
- Apply the lessons learned
23ACESS Change Readiness Lessons Learned
24ACESS Change Readiness Lessons Learned
25ACESS Change Readiness Lessons Learned
26ACESS Background Reference
DSS has crafted a blueprint to enhance service
delivery outcomes while replacing its archaic
green-screen legacy systems
DSS has the support of field staff, management,
administrators, community partners, service
providers, citizens and forged a strong project
team to procure an experienced contractor to form
a successful partnership
Partnership
THE FOUNDATION OF PROJECT SUCCESS
DSS has a federally approved planning document
and budget to implement the enterprise
information system, ACESS
Plan
DSS has acquired, installed and implemented Curam
Software, a Web-based enterprise service oriented
architectural framework
Product
Child Protection, Resource Directory, Child
Welfare, Child Care, TANF, Food Stamps, Support
Enforcement, Rehabilitation
Incremental Implementation provides caseworker
functionality enhancements in defined segments.
The content of each increment is driven by user
priorities, schedule requirements, and cost
constraints.
2004 2007 2008
2011 2011
2012 2012
2014
27ACESS Background Reference
Incremental Implementation Continuous Value
The ACESS work plan has processes to ensure
collaboration, resource allocation, risk
management, monitoring, quality assurance, and
applying lessons learned
System User Acceptance Test
Pilot Test
Convert Implement
Integrate
Increments
2
3
4
S
1
Collaboration
Measure Analyze
- Detailed Work Plan Schedule
- Managed Project Budget
- Set Service Level Agreements (SLA)
- Ability to adjustment to change
- Contingency planning
Unit Test
Sustainment / Annual Technology Upgrade
Design
Develop
Allocation
- Sound Governance Model
- Just in time staffing
- Daily involved management
- Risk and Issue identification with resolution or
mitigation - Ability to respond to emergent requirements
- Training Program and Technical staff
- Dedicated Change Readiness staff
Incremental Implementation approach provides for
continuing system improvement and upgrade via an
annual technology upgrade cycle
Monitor Measure
- Problem reporting corrective action
- Earned value
- Progress vs. schedule
- Progress vs. budget
- Technical system performance per SLAs
- Client / User satisfaction
- Cost Benefit Analysis
- Client Outcomes
Improvement
- Quality Assurance
- Identify Apply Lessons Learned
- Process adjustments
- Organizational / staffing adjustment
- Skill mix
- Training requirements
- Cost avoidance / cost savings
- Beneficial technology insertion
PLAN
28ACESS Background Reference
ACESS Infrastructure Diagram
ACESS Application Environment
Multiple Various Application Servers
Web Server
Database Server
Authentication Server
Web Portal
Application Servers
Production DB2
JDBC
Development
Training
UAT
DB2 DB
Sandbox
WebSphere Rational Suite
Production
LSU z/OS MAINFRAME
IBM 2084 Model 302 CPU
State Intranet Users
VPN Connection
DSS Wide Area Network
IBM 2064 Model 103 CPU
ISB z/OS MAINFRAME Legacy
Systems
OS390
HTTP(s)
Database Server
WebFocus Server
MQ Series
MQ Series Queue
State Developers
Production DB2
ACESS Users
MQ Series Integrator
Remote Developers
Web Browser Remote User
DB2 DB
Internet
CICS Regions
2
1
Natural Wrapper/Receiver
ADABASE Programs
Adabas DBs
CLIENT
JAS
CAPS
TIPS
Web Browser State Users
Web Browser External Users
General Public
Mobile User
Service Providers
DSS Legacy Systems
29ACESS Background Reference
Key ACESS Design Features
REFERENCE MODEL
Legal
Quality Assurance
Administrative
Intake
Eligibility
Assessment
ACESS
TANF - Extended
Child Support Enforcement
Rehabilitation Services
Increment 4
- Business Drivers
- Disjointed Service Delivery
- Duplicative Effort, Entry, Data
- Data yet Lack of Information
- No Access to Data from Field
- Limited Reporting Abilities
3
Food Stamps
TANF Extended
Programs
Child Welfare
Child Care
TANF - Cash
2
Curam Add On Modules
Child Protection Intake Investigations
Resource Directory Screening
Increment 1
Base Curam Application
EVIDENCE MANAGEMENT SHARED COMPONENTS
CRM
Core Business Modules
Participant Management
Case Management
Financial Management
Contribution Management
REFERENCE MODEL
Administration Configuration
Business Infrastructure
Technical Infrastructure
- Technical Drivers
- Too Many Legacy Silos
- Too Many Interfaces
- Too Many Platforms
- Outdated Technology
- Difficult to Maintain Systems
- Difficult to Recruit/Retain Staff with Legacy
Technical Skills
Infrastructure Components
- Sample Benefits
- Coordinated Services
- Reduced Duplication
- Meaningful Information
- Empowered Stakeholders
- Access Anytime Anywhere
- Improved Client Outcomes
- Modern IT Infrastructure
- Simplified Support Needs
- Fewer silos interfaces
- Enhanced Staff Morale
Rules, Workflow, Correspondence Calendaring
Security, Audit, WebSphere, MQ Series WebFocus
IBM z/OS Mainframe
Application Development Environment
HTML / J2EE
DateBase DB2
Rational Suite
Change Readiness Training Opportunities
30ACESS Background Reference
Governance
Reviews and approves technology plans and
budgets
Executive Steering Committee
Ann Williamson, DSS Secretary Terri Ricks, DSS
Deputy Secretary Eddie Ashworth, DSS
Undersecretary Duane Fontenot, Director DSS
Information Services Dr. Alison Neustrom,
Assistant Secretary Office of Family
Support Marketa Gautreau, Assistant Secretary
Office of Community Services Roseland Starks,
Director Louisiana Rehabilitation Services
Sets vision Establishes program goals Ensures
stakeholder support Resolves issues Approves
deliverables
Federal DHHS ACF
Louisiana DOA
ACESS Project Managers
Jointly manages day-to-day activities Assigns
resources Monitors costs, schedules, risks
Ensures quality
Barbara Hunter, Project Director Terry Skaggs,
Deputy Director Karen Robins, Business Lead Terri
Eckles, Technical Lead Debby Nance, Change
Readiness Lead Sherry White, OCS Lead John Jett,
OFS Lead
OIT
- Providing knowledge and expertise,
- Validating Project requirements,
- Conducting detailed reviews of deliverables,
- Providing input into Project planning,
- Providing experienced-based best practices,
- Advocating change within the Offices, and
- Communicating barriers to change.
Provides in-depth technical knowledge and
expertise Conducts detailed review of technical
deliverables
Project Advisory Review Team
DSS IS Technology
Review Team
Review the direction and content of Project
plans and deliverables and advise the Project of
areas of need. Serve as sounding board for user
requirements and concerns
Provides project monitoring knowledge and
expertise Review detailed project status reports
and report progress
DSS IS Project Management Office
DSS Office Users Focus Group
Community Partners Agency Initiatives
Change Readiness Opportunities
National Research Technical Entities
Software Vendors IT Contractors
31ACESS Background Reference
ACESS Time Line Perspective
32ACESS Background Reference
ACESS Incremental Plan
Deployment of functionality for various DSS
programs and the replacement of DSS legacy
systems over four increments.
33ACESS Background Reference
ACESS Development Expenditures by Fiscal Year
and Category
34ACESS Background Reference
ACESS Development Expenditures by Funding Source
35ACESS Background Reference
Statewide ACESS Statistics 9/06 7/08
Child Protection Intake 77,137 Number of
Intakes
25,857 Number of Non Reports 45,771 Number of
Intakes Accepted for Investigation Child
Protection Investigation 37,490 Number of
Investigation Cases Completed 5,948
Number of Investigation Cases Pending
Closure 216,062 Number of Investigations
including converted cases Request For Services
31,107 Number of 211 Agencies Registered
82,967 Number of Requests For Services
transactions initiated online 37,600 Number of
Requests For Services transactions completed
IT Metrics 2,076
Count of Number of Unique Users with IDs
accessing system 7,256 Count of number of help
desk calls received. 327 Count of number of
user change requests received
36ACESS Background Reference
ACESS Benefits
37ACESS Background Reference
ACESS Benefits
38ACESS Background Reference
ACESS Benefits
39DSS IT Background Reference
DSS IT Monthly Activity
- With a workforce of 140 state staff and 64
contractor staff DSS Information Services
supports over 6000 staff in over 200 field
offices by - Running over 20,000 jobs performing 28 million
batch transactions - Printing over 15.7 million images/paper
- Handling over 8 million pieces of mail and 5
million emails - Processing over 32.6 million CICS transactions
- Processing over 1.2 million Web transactions
- Processing over 3 million EBT and 36 million
EFT transactions - Issuing over 128 million in payments
- Maintaining over 1.5 billion database records
- Tracking over 22 thousand providers and 30
thousand resources - Tracking over 1.6 million clients
- Responding to over 3,800 help desk calls