Change The Change

Change The Change

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  Contact Details Cell Phone:250-507-4343 Victoria , BC Canada [email protected] or [email protected] 15 years healthcare specialist experience and practice management consulting. Utilizing extensive industry experience within medical equipments, IT healthcare (PACS/RIS/CIS & CVIS), pharma, biotech, clinical research and healthcare to execute and implement certain process as well as methodology into diverse operational roles at all organizational levels. Prince2 Certified.
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  Change the Change InHealthcare Project Management
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  • We wanta system that enables us to provide the best quality of care to our patients and assist us in making decisions. • We want a system modeled on how we work that provides access to comprehensive, real-time information from anywhere. • We want a system that will help us Reduce our costs and be easy to maintain and update. Do we understand Identifies key decisions and scope decisions: • What processes are being impacted? • Which applications are needed to support automating the impacted processes? • What members of the care delivery team need to be involved? • What are the interface or integration issues? • Identifies Sequencing of Automation Our Vision…….. Workflow Optimization Organizational Strategy Organizational IM/IT Strategy
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  What is ProjectSuccess? Project success occurs when we have: Objectives Time Cost Project Success A delighted client (expectations met) Delivered the agreed objectives Met an agreed budget - $, resources etc. Within an agreed time frame Why Do Projects Fail? •Changing scope •Insufficient planning •No risk or issues management •Poor communication •Lack of commitment and responsibility by stakeholders Project is temporary activities or services required by the organization Which means the change will come to the project as well as to the organization within certain time to deliver that agreed service. This change has start and end.
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  Project Management BestPractices Define Measure Analyze Improve Control Define the project ( Assignment ) goals and customer (internal and external) deliverables. Measure the process to determine current performance. Analyze and determine the root causes of the defects. Improve the process by working on the validated root causes Control the improved process performance to ensure sustainable results.
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  Healthcare Projects Deliverywill create the change need Registration Health Status Admission Area/ Location (Process) Access (Policy) Provider (Staff) Service Treatment Quality & Safety Productivity Technology Patients Care Delivery •Ensure priorities in the strategic plan are aligned with the organization’s overall goals •Outline plan to achieve the IM/IT vision •Establish a decision framework for future IM/IT projects that the organization pursues Six Sigma Project Management Operational Technology
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  People positions fromthe change It’s not just what you connect Or how you connect it
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  The Relation BetweenChange Management and the Project Management
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  CURRENTCURRENT STATESTATE TRANSITIONSTATETRANSITION STATE IMPROVED STATEIMPROVED STATE Leading ChangeLeading Change Systems and StructuresSystems and Structures Monitoring ProgressMonitoring Progress Mobilizing CommitmentMobilizing Commitment Shaping a VisionShaping a Vision Creating a Shared NeedCreating a Shared Need Making Change LastMaking Change Last CAP Model: Change Acceleration Process (six sigma based approach)
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  Leading Change’ Having a sponsor/championwho sponsors the change; who has visible, active public commitment and support of change. Creating A Shared Need The reason to change, whether driven by threat or opportunity, is instilled within the organization and widely shared through data, demonstration or demand. The need for change must exceed its resistance. Shaping A Vision The desired outcome of change is clear, legitimate, widely understood and shared; the vision is shaped in behavioral terms. Mobilizing Commitment There is a strong commitment from constituents to invest in the change, make it work, and demand and receive management attention; Constituents agree to change their own actions and behaviors to support the change. Making Change Last Once change is started, it endures, and learnings are transferred throughout the organization. Change is integrated with other key initiatives; early wins are encouraged to build momentum for the change. Monitoring Progress Progress is real; benchmarks set and realized; indicators established to guarantee accountability. Changing Systems And Structures Making sure that the management practices (Staffing, Development, Rewards, Measures, Communication, Organizational Design and Information Technology Systems) are used to complement and reinforce change CAP Model: Change Acceleration Process (six sigma based approach)
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  Set up for success Createa shared need Shaping a Vision Mobillize commitment Monitor progress Making Change lastCAP • Team assembled • Problem statement • Goal statement • Scope in/out • Metric defined • Perf baseline • Ease / Impact chart … prioritize improvements • Future state • Trystorming • Pilot started • Preliminary impact (Target sheet) • Chase follow-up actions • Deliver IT • Design sustain mechanisms • Communicate & educate • Extend scope of changes • Check compliance on new process • Did we change the way we work? • Assess final business / customer impact •Forces any resistance or apathy to be addressed head-on. •Validates why the project is important and critical to do. •Builds the momentum needed to get the change initiative communicated and launched. •Awareness of the dissatisfaction with the current state. •A shared recognition, by both the team and key stakeholders, of the need and logic for change. •The ability to frame and Communicate the need for change as a combination of threats and opportunities. -Visions paint a picture that appeals to the “head and heart” and answers the question, “Where are we heading?” -A clear statement about the future situation helps gain genuine commitment -An understandable vision helps establish the milestones to monitor progress and change systems & structures -A clear statement about the outcomes of the change- -A view of the future state that is: •Customer focused •Not just one person’s dream Challenging •Evolving, not static Behavioral and actionable •Easy to understand •Clear roles, responsibilities and expectations for all parties (Sponsor, Team Leader, Team Members, CAP Coach, Others) •A well-defined scope of work for the project that all parties understand and are committed to achieving •An effective project execution structure and process Time Invested up-front Pays Rich Rewards ‘Down-Stream’ Go Slow To Go Fast! Creating a Shared Need produces the ‘urgency’ to build momentum for acceptance of the change initiative Visions provide Direction and Motivation for Change •Coalition of committed stakeholders. •Identification of potential resistance and a strategy to overcome it. Mobilizing the Commitment of Key Stakeholders is Essential to the Success of the Change. •Consistent, visible, tangible reinforcement of the change initiative •Integration of new initiative becomes the way we work •Changes to Systems and Structures enable the new behavior that supports the Vision Launching a Change is just the beginning. It must become the Way of Life
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  Short Term Long Term Threat If we don’tmake this change Opportunity if we do make this change Types of Proof Examples Data/ Facts:  Numbers / trends / statistics  Graphs / Financials  Benchmark / competitive data Demonstrate:  Finding Examples  Best Practices  Visiting other Organizations / Panels/ Pilots/ Testimonials Demand:  Dynamic Leadership (Setting High Standards/ Accountability)  Customers / Suppliers / Competition (Int. / Ext.) Threat / Opportunity Matrix Chart Three D’s Matrix Chart VisionVision MindsetMindset BehaviorBehavior MakingaVision Actionable Vision _________________________ Behaviors More of Less of • • • • Vision _________________________ Behaviors More of Less of • • • • More of/Less of Exercise Chart Bull's Eye Chart Exercise Chart ChangeChange SkillsSkills FOCUS / AGENDA • Enroll Others • Facilitative Leadership Skills • Win/Win ENERGY / PASSION • Personal involvement • Is "known for . . . " TIME • Planning • Behavior: “Walk the talk” Time x Focus/ Agenda x Energy/ Passion = Attention Innovators Resistors %of Population Late Adopters Early Adopters Attitude Charting TOOLS
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  TOOLS Names Strongly Against Moderately Against Neutral Moderately Supportive Strongly Supportive StakeholderAnalysis for Change Stakeholder Analysis For Change Sources of Resistance Definition Causes of Resistance Examples Rating Technical Political Cultural Technical-Political-Cultural Analysis Source of Resistance Definition of Sources of Resistance Examples from Our Project Rating* Technical People fear or lack skills & resources to change. Habit, fear of the unknown, prior investment/sunk costs. Political People fear the loss of Power, Influence, Resources and Decision Making Authority. Power struggles, turf, relationships, who gets to talk to who… Cultural People resist because it is different from “how we do things around here”. Old cultural mindsets, the good old days, blinders, afraid to let go…. * Rating – Divide 100 points by how often this type of resistance exists in your business. 100% TPC Analysis of Change Resistance