Change Management Plan

IS 570 Enterprise System Implementation Final Project
Summer I Quarter, 2011
M-W 6:00PM - 9:15PM

Section 201
Class# 41576
Section 210, Online Learning
Class# 41577
Roy Hoppe
FINAL – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
Final IS-570-201 Hoppe – DEHL COMPUTER – CHANGE MANAGEMENT PLAN
Table of Contents
Assumptions...................................................................................................................................................................................................... 3
Background & History Dehl Computer..................................................................................................................................................................... 4
Preparing for Change: Phase I - Create Awareness - What is happening and when it will happen? ...................................................................7
Impact Analysis ...................................................................................................................................................................................10
Organization Readiness ......................................................................................................................................................................11
AS-IS Process Maps .............................................................................................................................................................................22
Change Management Plan..................................................................................................................................................................25
Create Understanding: Phase II -Why it is happening and how it will happen - Leader Alignment................................................................27
Dehl Stakeholder Enrollment..............................................................................................................................................................29
Dehl Communication Assessment ......................................................................................................................................................31
Dehl Stakeholder Assessment.............................................................................................................................................................33
Dehl Stakeholder Prioritization...........................................................................................................................................................34
Dehl Stakeholder Survey.....................................................................................................................................................................35
Develop Commitment: Phase III - Understand what, when, why and how are now receptive to being involved..........................................36
Change Management Team................................................................................................................................................................36
Change Management Team Structure................................................................................................................................................37
Change Management Education Plan.................................................................................................................................................40
Resistance Management Plan.............................................................................................................................................................41
Risk Management Plan .......................................................................................................................................................................42
Communication Strategy ....................................................................................................................................................................43
Transition Banners ..............................................................................................................................................................................46
Move to Action: Phase IV - Commitment to business and its initiatives - Managing The Change..................................................................47
Implementation Plan ..........................................................................................................................................................................47
Training Plan .......................................................................................................................................................................................49
Internalize the Change: Phase V - Convinced with changing actions while promoting and maintaining for the long run.
Measuring our effectiveness – Reinforcement...................................................................................................................................50
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Assumptions
• Project name: Dehl Computer
• Develop a Change Management Plan (CMP) for Dehl Computer Company's PC & Peripheral Repair Department.
• I am the Lead Manager of the Change Management Team
• Instructor will be role playing as various management personnel of Dehl Computer Company
• Dehl Computer Corporation is now a top vendor of personal computers in the US, with offices in 34 cities.
• Dehl has more than 15,000 employees serving customers in all 50 states
• Dehl sells custom-built personal computers (PCs) directly to the customers
• Dehl established a strong technical-support and service program.
• 50 percent of Dehl’s revenues come through this channel with an average of $2 million per day in online sales
• Dehl was the first to legitimize mail order PCs by providing quality telephone support.
• Dehl was also the first major manufacturer to pre-load applications selected by the customer.
• Dehl employs 2500 people in the PC Peripheral & Repair Department (PCPR) in 12 locations around the country
• All PC & Peripheral Repair Department work within the confines of each of their office locations, they do not work mobile.
• Dehl must add a network of 1000 employees at mobile locations to support the next day, on-site product service.
• Dehl must transition another 500 technicians from stationary office locations to mobile locations.
• In the spirit of promoting change, the “PC & Peripheral repairs department” references as the “Service Organization.” This will help to
establish a new philosophy, thus separating itself from its past.”
• TSA III receive all problems that are unresolved from TSA I & II.
• For process mapping interactive processes are denotes with double-sided arrow.
• PC computers come with a one year parts & labor warranty
• Dehl established the LMS Learning Management System for e-Learning configuration.
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• The following are members of Dehl’s transition team:

Dehl Transition Team
Person Position Function
Mitchell Dehl President, CEO, Chairman Top executive, well respected and liked amongst employees
Roy Hoppe Change Manager Member of Dehl’s PMO well versed in Change management.
Larry Honbo Service Operations Executive Project Champion
Margery Fejes Service Operation Director – 12-year company veteran worked her way up from a TSA position.
Central Division
Cecilia Umgary Service Operation Manages day to day operation of Dehl service department
Supervisor
Bonnie Lamondi Training Manager Manages Dehl’s Training
Ernest Kovacs Marketing Communications Expert Marketing Material and Mass Communications Manager
Manager
Barbara Crawford Project Manager Top PMP, well qualified to manage Dehl through system implementation
Joannie Hoskins PCPR member PCPR’s top service representative, key user and peer change agent
Background & History
At age 12, he washed dishes in a Chinese restaurant to save money for his stamp collection. At age 18, he was selling personal
computers out of his dorm room at the University of Texas at Austin. Today, Mitchell Dehl is the CEO of Dehl Computer Company, a large
Personal Computer systems company.
Mitchell Dehl's breakthrough idea was to bypass the middleman and sell custom-built personal computers (PCs) directly to the
customers. No retailers, no bricks and mortar sales. To overcome consumer resistance to phone sales, Dehl established a strong technical-
support and service program. The strategy worked, here and abroad. Dehl Computer Corporation is now a top vendor of personal computers in
the United States, with offices in 34 cities and more than 15,000 employees serving customers in all 50 states. Dehl embraced the Internet as a
selling tool. Today, 50 percent of Dehl’s revenues come through this channel with an average of $2 million per day in online sales.
Originally selling under the "PCs Limited" brand, Dehl was the first to legitimize mail-order PCs by providing quality telephone support.
Dehl was also the first major manufacturer to pre-load applications selected by the customer.
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The company grew rapidly since its start in 1984 as the PC was just starting to penetrate U.S. businesses. During the 90’s the home
market for PCs grew rapidly and accounted for much of the increased revenues. Today, with the drastic price wars of Personal Computers and
intense competition by major retailers such as Best Buy, Circuit City and Sam’s Club, Dehl’s sales have flattened out.
To counter the competition and increase sales, Dehl has made a major strategic decision to push into the market for student PCs. To this
end, Dehl has launched a major marketing campaign in toward this market. A popular, widely parodied television and print ad campaign in the
USA features a young actor playing the part of "Steven" - a cocky, and lightly mischievous blond-haired kid, who came to the assistance of bereft
computer purchasers. Each television advertisement usually ended with Steven's catch phrase: "Dude, you're getting' a Dehl!"
Along with the penetration into this market, Dehl service executives have noticed an increase in the number of service calls to its PC &
Peripheral Repair Department. This has caused a strain on the operations of this department and increased the length of time that it takes to
complete the repair. In addition, the company plans to be the first computer systems company to offer next day, on-site product service.
Customer service has always been a trademark of Dehl Computer Company and it markets this very heavily as a primary reason to purchase a
Dehl Computer.
The PC & Peripheral Repair Department

This Department employs 2500 people in the PC Peripheral & Repair Department (PCPR) in 12 locations around the country.
At present, all of these employees work within the confines of each of the office locations – they do not work mobile. To support
the next day, on-site product service, Dehl must acquire 1000 employees for work at mobile locations. In addition, Dehl must
transition another 500 technicians from stationary office locations to mobile locations.
Implementing a new customer service system accomplishes the PCPR’s transition and growth. The current system will not
support the mobile nature of its technicians in the on-site service program. This is a major change for the company. Given and
customer service is a major strategic element of Dehl Computers, the implementation of this system is critical to the company’s
success. The business process flow for its customer service operation is as follows:
Customers purchase computers and peripherals (printers, monitors, etc) from a computer manufacturer (Dehl). These
computers come with a one-year parts & labor warranty. When a computer malfunctions under warranty, Dehl has a customer
service department that helps the customers get their computer fixed. Sometimes, it may be a real warranty problem or it may be a
result of the software issue. Dehl must determine this whether it is a real warranty problem or whether it is a software problem. If
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it is determined to be a software problem, Dehl directs the customer to the proper software company contact including their
frequently asked questions/issues web pages.
When the customer calls or emails, the customer service agent ("CSA") must ask a series of questions to determine whether
it is a software or hardware problem. If the problem is determined to be software, the CSA must determine what software is
causing the problem and direct the customer to the proper contact information. If the problem is determined to be a hardware
problem, the CSA must direct the customer to a Technical Service Agent ("TSA").
If the CSA determines the problem to be a primary computer (processor, hard drive, memory) problem, a TSA type I must be
consulted. If the problem is a peripheral problem (monitor, printer), then a TSA type II must be consulted. Whichever TSA level
consults, the TSA will attempt to run through troubleshooting techniques with the customer on the phone or by email to see the
probability of fixing the problem without shipping the computer to Dehl's repair shop.
If the troubleshooting techniques produce a fix for the customer, then the customer service ticket is closed and the customer
is happy. If the TSA cannot fix the problem over the phone with the customer, the TSA must contact a shipping company to arrange
to pick up the computer from the customer. The shipping company takes all of the relevant information and then contacts the
customer to arrange to get the computer picked up. Under an extended A+ warranty, the customer will get a loaner computer
during this time. The loaner comes with the basic configuration originally purchased by the customer.
Once the shipping company picks up the computer and delivers it to Dehl's repair shop, and then delivered to a master
technician, a TSA level III for repair. The TSA III completes the repairs and completes a full investigation report as to why the
computer failed. The TSA III may need to contact the customer to get certain additional information if there was a problem with the
primary processor, hard drive or memory circuit boards, but not if the problem was on a peripheral.
Once the repairs are complete, the TSA III contacts the shipping company to get the computer delivered back to the
customer. Once the computer is back with the customer's, the original CSA, who took the call, contacts the customer again to make
sure that they are happy. Even if the problem was, originally a software problem, the CSA contacts the customer again after 5 days
to make sure were able to get the problem resolved.
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Preparing for Change Phase I: Create Awareness: What is happening and when it will happen?
1) Within the preparing for change section of the CMP, the following areas must be addressed:
a) Assessment of change
• Change triggers - internal and external factors that triggered the change
External
• Strong competition
o PC price wars and intense competition by major retailers such as Best Buy, Circuit City and Sam’s Club
• Competitive advantage
o Strategic decision to push into the educational market, targeting PCs for students
o Customer service trademark and customer loyalty maintenance
Internal
• Customer Service
o Next day on-site product service implementation
• Support Strategic initiative of the company to make a foray into the student PC market.
o Service Organization service call increase from educational market
o Strained Service Organization operations due to increased PC repair time
• Type of change such as technology, people, structure and organization

Technology
With the addition of the new customer service system, the IT department will have to learn how to maintain, operate and
upgrade this new system. The IT department will also have to understand how this new system interacts and interfaces with the
other existing or legacy systems. This may involve researching current system manuals, researching online assistance, middleware
and outside consultants.
People
Considering all that is changing, people are extensively involved through out this whole process. People will not only have
to learn how to interact with new technology, but existing employees will have to accept and indoctrinate 1500 new employees into
their company, department and workflows. This will involved many hours of training and patience as the new employees learn the
systems while the existing employees assist, guide, answer questions and try to keep the work from backing up.
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Structure
Two major areas will have to undergo major restructuring to keep pace with the changes. The first area to undergo
changes is the IT department, for they will be adding on 1,500 more employees to their staff. This may include restructuring the
department’s manager to employee ratio is reasonable to insure that employees have some one to go to for problems, counseling
and a proper channel to escalating any issues. The IT department may also have to restructure to insure the fast turn around of
equipment issues.
The second area needing restructuring is the marketing department. They will have to shift their focus on increasing their
market share in the educational sector, especially the student market. Dehl thinks this is the next hot area to engage in for
attracting new customers. With the advent of social networking and the explosion of the internet, Dehl wants to capitalize on
students as they make their way through high school and college. This is such a huge market share that it is important to jump on
the wagon early as students make their initial and upgrade purchases.
Organization
Dehl’s organization will undergo drastic changes as it makes it s way through. With the whole organization’s history of
focusing on customer service, everyone will have to chip in to help make this transition smooth. HR can help by creating banners,
posters, bulletin board memos and any use any other communication means available to get the message of change out to all
employees. This may also include lending an ear when tensions are high due to the stress of learning the new system and the new
processes. Everyone must adapt with the ADKAR approach so that they are aware of the importance of the changes, exhibit the
desire to make the changes, have the knowledge of how to make the changes, possess the ability to make the changes and then the
perseverance to reinforce the changes until they become second nature.
• Definition of the change requirements, including objectives, depth, time frame and benefits
Objective
Revolutionize Dehl’s customer service & support department by offering customers meticulous on location support. The aspiration of
Dehl’s service initiative distinguishes them from all competition through extensive customer PC support & repair service.
Depth
Company wide including value chain
TSA III’s dramatic job definition change
New routing and processing procedures for CASE, TSA I, TSA II and TSA III
New routing processes for service employees
New software applications
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Service Organization focus shifts to global including distribution covering not only geographically but also culturally diverse
areas.
Influx of new employees
Sales and marketing depts. incorporate new marketing material and concepts
Timeline
Benefits
Evolving Service Organization
Quicker response to customers needs leading to improved satisfaction and loyalty
Increased PC market share
New market sectors
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• Who is impacted by the change and the amount of change
Impact Analysis
Impact Assessment
CSA, TSAs (I, II, III): Broadens focus to include educational sector, particularly the student market locally and High
globally
CSA, TSAs (I, II, III): Learning and adapting to new customer service system High
CSA, TSAs (I, II, III)-Impacted by change: The CSA and TSAs (I, II, III) are the initial contacts with Dehl’s
customers. They will feel and hear the brunt of complaints that customers will have once the new systems is in
High
place. The customers will be unaware of the behind the scene change that the Service Organization
department is going through. The CSA and TSAs will have to be extra patient and knowledgeable so that the
intake of problems goes seamlessly for the customers. Customers want quick and efficient resolutions.
TSA III-New mobile software for spot diagnostics: TSA III’s have an additional burden of supporting mobile
users subjecting themselves to various network configurations. TSA III's must be highly skilled in both computer High
and customer service. When everything fails, the TSA II will receive the calls and must complete the service
request regardless.
Service Managers: Learning and adapting to new customer service system High
Service Managers: Change responsibilities/focus shift within service area. High
Service Managers: Adapting to 1,500 additional employees

High
Service Managers-Impacted by change: Service Managers face a difficult task considering all the changes. They
must be especially ready, willing and able to handle questions, problems and stressed out subordinates as they
help to navigate Dehl’s transitions. They must be aware of everyone’s duties and responsibilities in case they
High
have to field questions or fill in for people who need extra assistance. They also must help to coordinate
changes interdepartmentally to insure everyone at Dehl is on the same page.
Vendors impacted by change: The Vendor’s impact has an indirect relational tie into the customer’s reaction to High
Dehl’s changes. If Dehl’s customers do not appreciate the way Dehl is addressing their problems, the customers
will cut back on sales and upgrades. If sales are down, then Dehl does have to replenish their inventory as often
and this directly influences the vendors. The vendors will have to seek ways to make up for the loss in revenue
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from Dehl, costing them time and money. This covers not only the vendors that furnish supplies that help them
assemble the computers but also the individual components themselves. This domino affect occurs when
anything that happens to Dehl triggers a ripple effect to their entire supply/value chain.
Competition: The competition will be directly impact by the success or failure of Dehl to manage their High
transitions. Their strategies remain idle as Dehl navigates its way through, implementing the new customer
service system, expanding its markets to include students and expanding its employee’s base to accommodate
the influx of additional service calls. Whatever the outcome, the competition will watch and review with a fine
toothcomb.
Marketing/Sales: Marketing/Sales must dig deep to create a plan to reach and capture the student market. High
This may include not only using social networking websites, but also others areas on the web that students
frequent. After ascertaining the student market, Dehl can then branch not only into other educational markets
(teaching, administrative…), but also other avenues of sales as well.
Dehl Organization: To aid Dehl in successfully completing their strategic transition goals, all departments must High
be ready and able to support this initiative through encouragement, team spirit and any means possible. By
adding value to their every day duties, Dehl employees can help to steer company into smooth waters.
Organization Readiness for change (How)

Dehl’s Readiness for Change
Step 1: Assess Amount of Change & Major Changes
Results of Capability Shift Analysis
Attach to this document the capability shift analysis for the Business Case
completed area.
Capability Shift Summary
Which capability shifts will this project deliver?
Highlight the key capability shifts in the spreadsheet above.
Amount of Change & Major

Changes
Quest Response
Question
No.
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1 How much change will the department 100%, major undertaking includes business process
experience because of this project? reengineering, expansion of workforce and implementing a
new customer service system.
2 How many processes/capabilities will Service Organization - 2, Marketing - 1
change?
3 What % of all processes/capabilities Service Organization 80%, Marketing 25%
does this cover?
4 Is there a Project Plan against which to Yes
measure progress?
5 Which are the biggest & most 1. Expansion into new market
significant capability shifts/changes 2. Service request increase to match expansion
delivered by the project? 3. Service request process reengineering
List and describe these in the column to 4. Marketing plan
the right, try to limit to a maximum of
5.
• Consider those that have most
impact on people and the Improve customer service, faster service request
Organization. turnaround
• What will we be asking people to
do in the future that they do not do All of them
now?
• Which ones potentially have
impacts on the way we structure
our Organization?
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Summary
Quest Summary Responses
Summary Questions
No.
1 In summary, do the changes affect a Large audience

small or large audience?
2 Are the changes minor or major in Major, reinvent customer approach
terms of their impact on people, for
example, do they involve small changes
in the way people do their job or do
they require people to change their skill
base drastically?
3 Overall Change Challenge High
Considering all of the information we
have to date, how would you assess the
overall change challenge facing your
Organization? (High/Medium/Low?)
Business Readiness Assessment

Step 2: Impact on People & Organization
Understanding the environment or the context for change helps managers plan
and conduct activities that are appropriate to the situation. The purpose of this
section is to gain some “facts & figures” about the local organization to
understand the environment for change. Re-verified information before rollout,
People & Organization checking for changes.
Overview
In order to gain as much benefit as possible from this process, it is important to
be as objective as possible. Therefore, it is advisable to solicit views from a
number of people. Surveys may be used later to gain more information.
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Organizational Change History (Ideally completed by HR)
The following questions examine the major changes that have occurred over the previous 3 years and the
number of times they have occurred (e.g., if there has been a major initiative each year you would tick ‘3 X’,
indicating that this change happened once per year).
During the last 3 years, has your organization experienced any of the following changes?
Types of Change Number of Times Anticipated within 12 months
Merger or acquisition __1__ Yes No Not Sure

Divestment __0__ Yes No Not Sure
Key senior management changes _____ Yes No Not Sure
Significant change to customer markets __1__ Yes No Not Sure
Strike __0__ Yes No Not Sure
Major decline in employee/union relations __0 _ Yes No Not Sure
Major negative publicity __0__ Yes No Not Sure
Downsizing initiatives (headcount reduction) __?__ Yes No Not Sure
Increase in staff turnover __?__ Yes No Not Sure
Increase in amount of change/unpredictability __1__ Yes No Not Sure
New manufacturing system __0__ Yes No Not Sure
Major new HR initiative _____ Yes No Not Sure
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Major change to organization in the plant __1__ Yes No Not Sure

(e.g., Production lines, working practice etc.)
Major site construction program __0__ Yes No Not Sure
Office move to a new site or location __0__ Yes No Not Sure
Major technology changes or implementations __0__ Yes No Not Sure
Change to pay or appraisal process __0__ Yes No Not Sure
Major change to the amount of training __2__ Yes No Not Sure
Major cost control initiative __1__ Yes No Not Sure
Significant change in growth of the business __2__ Yes No Not Sure
Organizational Background – Input from HR
As a computer manufacturing and Service Organization, change is always part of the culture at Dehl. Dehl constantly
grows and evolves to understand and service the new marketplace. Dehl constantly reengineers processes to ensure proper
business alignment. The root cause of change traces to a combination of internal and external factors to improve customer
service. Since Dehl computer has established a stellar reputation for customer service.
1. Locations , number of employees at each site and what, if anything, is produced at each site
Total No. No.

Location Product
Employees Employees
Chicago 19,000 7,500 5
Boston 19,000 1,500 3
Los Angeles 19,000 10,000 8
2. How would you describe the leadership style in the organization? What impact might this have on the organization’s ability to
change? Strong, adaptive, tolerant of mistakes during transition period.
3. How do people generally respond to change in the organization? Slow in the beginning but eventually are caught up to speed.
4. What training facilities are available on-site or remotely and what is the training history? Combination of on and off sites.
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5. What other organizational initiatives are taking place, which may affect the project, and what is their perceived impact? Nothing
at this time but the proposed changes spread wide and complete.
6.
Initiative Perceived Scale of Perceived Scale of Completion Date
Impact on Organization Impact on Saturn /Go-live Date
(High/Medium/Low) (High/Medium/Low)
Marketing plan High High Jan 2014
Serv Org customer service High High Jan 2014

system
Serv Org process High High Jan 2014

reengineering
7. What do you believe are the top 3 Organizational “Helpers” and “Barriers” for the project (aspects of the Total Organization
which will help or prevent success)?
“Helpers” “Barriers”
Total employee buy-in Resistance, value not seen
Training Skill level
Senior management support Lack of business goals
8. Who are the key sponsors for the project rollout?
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Name Position
Mitchell Dehl President, CEO
Roy Hoppe Change Manager
Larry Honbo SOE, Project Champion
Margery Fejes Senior Operation Director
Barbara Crawford Project Manager
9. What communication vehicles do you have available in the organization and associated functions, what are they used for and
how effective are they?
Vehicle Audience Purpose
Road show Company wide Feedback
Town Hall Company or dept. 2 way Q&A
Email Targeted Details
Banners Everyone Reminders
Intranet Everyone Communicates status, progress
Telephone/video conference Project team Team members communicate

over geographic regions
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10. How effective is overall communication in your organization?
Question Response Rationale
Open or Closed? Open Keep everyone updated
Reactive or Proactive Prevent problems before they

proactive? occur
Effective Yes Involves everyone
11. Are there any external parties that may affect project implementation and if so how would you describe the relationship with
them (Poor/Acceptable/Excellent)? Shipping company – Excellent, Outside Vendors – Excellent, Customers – Improving.
Organization Summary
In order to complete the following questions we suggest you get a view from a number of key personnel who are able to give a
perspective. Please state who has been involved in making your choice. It would also be useful to supply some rationale for your
choice.
1. Circle the perceived level of impact you think the pending project will have on the organization’s affected functions)
Low High
1 2 3 4 5 6
Rationale: Major processes involved including customers, not sure, how they perceive the changes.
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2. How “ready” do you think the overall organization is for this implementation?
Not ready Ready
1 2 3 4 5 6
Rationale: Service Organization needs more training and re-organization.
3. How “ready” do you think Senior Management is to implement this change?
Not ready Ready
1 2 3 4 5 6
Rationale: Solid consensus
4. How “ready” do you think the people affected in the business are to accept this change?
Not ready Ready
1 2 3 4 5 6
Rationale: Need to create stronger desire and knowledge
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5. How confident do you feel that the project will be deemed “successful” locally?
Not confident Confident
1 2 3 4 5 6
Rationale: Looks good but must increase desire and knowledge
6. How risky do you think this project is for your organization?
Not risky Risky
1 2 3 4 5 6
Rationale: This can make or break Dehl
Business Readiness Assessment

Step 3: Assess Impact on Systems/Technology
What system(s) will be replaced with the implementation of this project?
The current customer service system
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If appropriate please provide a mapping of the system architecture and/or table identifying the
key data exchanges with mention of the frequency and mode (batch/dynamic)
CustomerID, IncidentID
5. Has the project planned to upgrade or replace any of the systems mentioned in question 1 or 2? If so, describe the reason
why (technical or functional), the target system and planned date?
Yes, current system unable to support mobile locations, Jan 2014
6. What devices (e.g. laptops, hand held, and manual) are currently in use to manage the business? How many? How long
have they been using them?
Type of Device No. Users No of years
Desktop 10,000 2
Laptops 9,000 1
Blackberry 19,000 3
7. What main technological changes, in regards to the current users, would occur because of project implementation. New
customer service system
8. Is there existing organized business support? If so, what kind of impact would you anticipate with this project?
Yes, Major – process reengineering, workforce expansion
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• Determine the current and future processes, significant of change (Leadership assessment)
The process for all leadership functions will stay the same. The process for the Service Organization (CSA, TSA I – III) will change to
compliment the new Customer Service system.
AS IS Process Maps
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23
24
• Create a chart listing the change

Change Management Plan
Dehl Change Management Plan
Phase V:
Phase I: Phase II: Phase III: Phase IV:
Internalized
Awareness Understanding Commitment Move to Action
Change
Executive Communication Department Meetings Celebration

• Introduces the Project Management • Communication of Service organization CSS • Celebrate Go Live with
Methodology and tool (DehlPM) to all select client groups management handout
• Communicates executive sponsorship (Service Organization, Marketing) • Delivered by Bonnie
• Delivered by Mitchell Dehl • Delivered by Barbara Crawford Lamondi
Road shows Manager Training Audio conferences
• Build awareness and excitement of Service • Provide change management training and • Communicate update on
Organization Customer Service System toolkit for Service Organization group to implementation progress
(CSS) utilize with their employees • Delivered by Barbara
• Delivered by Julius Marx • Delivered by Barbara Crawford Crawford
Training Lunch n Learn
DehlPM Web part • DehlPM • Discuss success stories
• Identify section of DehlPM to contain all • Each session will have participants from • Provide additional focus
communication material across departments to areas identified in
• Delivered by Barbara Crawford • Delivered by Bonnie Lamondi surveys
• Delivered by Roy Hoppe
Project Spotlights
• Showcase implemented
projects
• Delivered on DehlPM
website
Monitor Progress
Audio-conferences • Surveys to determine
• 2 way communication on DehlPM and Service Organization Implementation plan and status employees’ progress in
• Delivered by Barbara Crawford the change process
Monitor Progress • Delivered by Roy Hoppe
• Surveys to determine where employees are at in the change process
• Delivered by Roy Hoppe
page 1
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• Create a Change Profile/Impact Analysis Matrix (Page 53)
Final IS-570-201 Hoppe – Dehl Computer – Change Management Plan
Dehl Impact Analysis Matrix

+
Low Impact High Impact

Level of Effort to Implement
& High Effort & High Effort

3 2
Low Impact High Impact

& Low Effort & Low Effort
4 1
- Level of Impact on the Organization +
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Leadership Alignment Phase II: Create Understanding: Why it is happening and how it will happen
• Who
Person Position Function
Mitchell Dehl President, CEO, Chairman Top executive, well respected and liked amongst employees
Roy Hoppe Change Manager Member of Dehl’s PMO, well versed in Change management.
Larry Honbo Service Operations Executive Project Champion
Margery Fejes Service Operation Director – 12-year company veteran worked her way up from a TSA position.
Central Division
Cecilia Umgary Service Operation Manages day to day operation of Dehl service department
Supervisor
Bonnie Lamondi Training Manager Manages Dehl’s Training
Ernest Kovacs Marketing Communications Expert Marketing Material and Mass Communications Manager
Manager
Barbara Crawford Project Manager Top PMP, well qualified to manage Dehl through the new customer service
system
Joannie Hoskins PCPR(Service Org) member PCPR’s (Service Organization) top service representative and peer change
agent
Senior Executives Other departments need inclusion to rally support
• What
Spread Awareness/ Encourage Acceptance: Initial announcement sent via email followed up by Intranet
postings providing message reiteration and doubter reassurance how new process and customer service system
will improve workflow.
• When
Planning Meetings – Education: Awareness for all departments
Monthly/Quarterly Meetings: Provide updates / leverage clout
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• Where
Quarterly Meetings: Prepared messages provided for updates and fielding questions.
Monthly Meetings: Prepared messages provided for updates and fielding questions.
Staff Meetings: Prepared messages provided for updates and fielding questions.
• Why
Process improvement
Cost Savings
Improve Customer Service and Satisfaction
• How
Face-to-Face (Town Hall) Meetings
Electronic Media (Email, Intranet, Videos)
Question & Answers
Quick Facts Cards
Training
Downloadable PDF Manuals
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• What we need to accomplish to enroll stakeholders

Dehl Stakeholder Enrollment

Communication strategy facilitates stakeholders movement through five stages of
stakeholder enrollment
55
Advocacy
Advocacy
&&Ownership
Ownership
44
Degree of Enrollment
Commitment
Commitment
&&Action
Action
33
Support
Support To achieve desired results, the
&&Buy-In
Buy-In majority of stakeholders should be in
22 the Commitment & Action or
Understanding Advocacy & Ownership stage
Understanding
11
Awareness
Awareness
Time
29

Objectives of Proof of Successful Communication
Definition Communication Communication Channel
55 Total ownership of the Exude change agent Change support through Round table, project
Advocacy program’s successful characteristics new process participation presentations and project
Advocacy
&&Ownership implementation and while transferring status discussions
Ownership adoption capabilities
Degree of Enrollment 44 Resource, time and Achieve full commitment Acts as business / Teams, focus groups and
Commitment leadership investment and encourage action communication advisor; review participation
Commitment supports change
&&Action
Action
33 Positive personal Enroll individuals, gain Program explanation Project leader facilitates
perception and disposition support and personal buy-in feedback; interview time discussions, road shows,
Support
Support toward the project allocation, meeting, work- workshops, interviews,
&&Buy-In
Buy-In shop; peer mobilization presentations and letters
Comprehension of nature, Broaden awareness and Knows change imperative, 1 on 1 communication,

22 reasons and intent of the increase understanding purpose, content & phases department / staff meetings
Understanding
Understanding change of program rollout,
milestones & deliverables
Awareness that the Provide information, create Associates know change Printed publications,
11 program is in place and that awareness champions banners, newsletters,
Awareness it will impose change informational meetings
Awareness
30
Stakeholder Communication Assessment
Stakeholder Communication Assessment Tool
Stakeholder Current Level of Major Concerns What We Need to Specific Communication

Group Readiness for Change and Sources of Accomplish With This Objectives (see
(H/M/L) and Key Resistance Stakeholder Objectives Tool)
Drivers of Readiness
Customers M: Awareness, Dissatisfied, impatience Communication, Education Establish Need/Want,

Understanding Establish/Regain Trust
Marketing H: Marketing plan, Inappropriate plan, missed Research, experience Influence the Influencers
understanding customer opportunity w/student market Form/Change Opinion
needs
Senior Executives H: Change buy-in, people Wrong change management Comprehension, Establish Need/Want
skills plan, unable to muster presentation skills, influence Form/Change Opinion
support
Senior Managers H: Change buy-in, people Unable to muster support, Comprehension, Establish Need/Want
skills inability to transfer message presentation skills, influence Form/Change Opinion
from top
CSA L: Training, change buy-in Lack of technical and people Customized training, Positive Association,
skills incentives Establish Need/Want
TSA I & II M: Training, change buy-in Lack of technical and people Additional training Positive Association,
skills Establish Need/Want
31
Stakeholder Current Level of Major Concerns What We Need to Specific Communication

Group Readiness for Change and Sources of Accomplish With This Objectives (see
(H/M/L) and Key Resistance Stakeholder Objectives Tool)
Drivers of Readiness
TSA III M: Training, change buy-in Lack of technical and people Additional training Positive Association,
skills Establish Need/Want
IT/IS Department M: Training, change buy-in Lack of technical and people Additional training Positive Association
skills
Vendors L: Education, change buy-in, Impatience with progress, Project success, sales Generate Awareness
communication not enough profit increase
Positive Association
Dehl M: Training, change buy-in Lack of technical and people Additional training, Generate Awareness
skills incentives, education Positive Association
• Create stakeholder activity chart

Stakeholder activity Project Team Stakeholders Employees
Preparing for Change Acquire project resources, provide Build management support Create awareness of sense of urgency and vision via
direction, and establish priorities and advocacy through posters, banners and email.
awareness and education.
Implementing Change Provide direct, visible support Develop sustaining sponsorship Communicate frequently, engage and prepare
through project buy-in and Service organization, Marketing and all other Dehl
clout leverage. employees. Monthly, Quarterly and Staff meetings
Sustaining Change Maintain momentum, remove Align leadership and manage Reinforce key change messages, set expectations,
roadblocks, and stay the course resistance from middle look for short-term wins, and reward with pizza
managers parties and pastries
32
Who are the stakeholders and conduct an assessment

Stakeholder Assessment - who, what, when, why and how
Dehl Stakeholder Assessment
Stakeholder Group Impact of Change on Type (direct or indirect) What the Stakeholders Need to Do
them
What do we need from each stakeholder
Customers High impact Direct: New way of getting Change awareness
service. If not satisfied may
Understand new benefits
take their business elsewhere
Understand how to use new support paradigm.
Marketing High impact Direct: Must successfully reach Change Awareness

student market, gateway to
Comprehend how to use new support paradigm and sell it to
others in educational sector
customers
Senior Executives High impact Direct: Global vision, Change Champions

operational change
Support change down through organization
Service Managers High impact Direct: Transfer changes into Change Champions
duties for subordinates
CSA High Impact Direct: New processes, roles Learn new processes
and software.
Change Agents
New PC repair procedures for TSA II & III
TSA I & II High Impact Direct: New processes, roles Learn new processes
and software.
33
Stakeholder Group Impact of Change on Type (direct or indirect) What the Stakeholders Need to Do
them
What do we need from each stakeholder
Change Agents
TSA III High Impact Direct: New processes, roles Learn new processes
and software. Have ultimate
Change Agents
repair responsibility.
IT/IS organization High Impact Direct: New processes, roles Change Champions
and software.
Support new processes
Dehl High impact Indirect: If customers are Need to understand what Service Organization and Marketing
dissatisfied, then business need to undertake must support the new initiative to enhance
declines, profits decline leading customer’s experience.
to deeper changes
Dehl Stakeholder Prioritization

The stakeholder prioritization rationale provides guidance to stakeholders in terms of change effort importance, ultimately determining which
stakeholders require urgent assistance.
Stakeholders Rationale
Senior Executives Initial stakeholders, buy in is critical for the project success. Dehl’s service structure is directive
in nature. Changed attitudes start from top and flows downward.
Service Managers
CSA Crucial change area, directly affected, must convey message to rest of department and
TSA I & II organization
TSA III
IT/IS department Orchestrating transition, change agents.
34
Customers Must stay abreast of change details, may be more flexible and understanding if informed. Two-
way communication is vital to encourage feedback, opinions.
TSA III When else fails, they become customer’s last hope for repairs, must possess customer service
and technical skills.
Marketing
Questions displayed with a 1 – 5 rating answer system. Dehl will collect and tabulate the results allowing the assessment of individual change
readiness.
Strongly
Disagree Agree Agree
Dehl Stakeholder Survey
Question 1 2 3 4 5
Do I understand the rationale behind this transition? 5
Have I properly stated the purpose and objectives of our current changes? 5
Do I communicate that the transition is the proper way to adjust to

changing market conditions and competitive pressures? 4
Have I created an effective vision/picture of the future and found ways to

communicate it. 4
Am I aware of how I have handled past change reminding myself of lesson

learned? 3
35
Am I affirming transition management activities effectively, navigating

through changes adding value along the way. 5
I consciously model behaviors that are consistent and support the new
organizational purpose and objectives. 5
I feel sufficiently informed about the change reasons. 2
I sense Dehl’s commitment to a smooth transitional period. 4
I am getting what I need to be successful during the transition.
Develop Commitment: Phase III - Understand what, when, why and how are now receptive to being involved
c) Change management team
• Define Including internal or external individuals skill sets
1. Exceptional Communication Skills: Must be great listeners and speakers to communicate the change effectively while
constantly seeking feedback.
2. Supportive: Working well as a team member, sharing responsibility and supporting others promote a strong team concept.
3. Ambiguity flexibility: Adaptive and comfortable with the unknown. Flexible problem solvers accustomed to surprises.
4. Comprehension: Thoroughly understanding the organization's business can provide sound input to designing the change
management plan while displaying sympathy toward cross-functional issues.
5. Commitment: An effective team member believes in the purpose, vision and value of the proposed change.
6. Integrity and influence: When team member gain people’s trust, they will have the ability to persuade them and win their
support.
7. Persistence: Determined, work hard while overcoming change obstacles.
36
Define Team Structure and explain why
Leverage design to reach all Dehl employees

Provide continuity throughout Dehl promoting ownership and accountability
Establish productive, two-way communication channels encouraging feedback fostering a “living” process
Establish organizational infrastructure that can be used for various topics of concern or future projects
37
Projects meet their objectives

Projects stay on schedule and on budget
Anticipated resistance is prevented or mitigated– Unforeseen obstacles are reduced
Increases overall adoption of the new way
Creates a ‘track record’ of success
Better utilization of human capital
Competitive advantage
Bottom line: your business goals are achieved
Role Stakeholder represented Internal or Who will fill this role Skill set – Reason they are in the
External role
Change leader Dehl Employees – IT/IS Internal Roy Hoppe • Experience managing change
organization • Comprehends successful
implementations
• Builds and maintains excellent
project management team &
steering committee repoire.
Sponsor – Service Executives, Internal Larry Honbo – Service • Change Champion
Executive Service Manager Operations Executive • Well-respected, longevity
leadership team • Fantastic management repoire
Sponsor - CSA, TSAI, TSA II, TSA III Internal Margery Fejes - Service • Well respected by CSA\TSA’s
Specialists operation director – • Thorough understanding of
Central Division current and future service
structure.
• Management level
• Change process dedication
• Longevity.
38
Specialist – CSA, TSAI, TSA II, TSA III Internal Bonnie Lamondi - • Management level
training Technical Trainer • Thorough understanding of
manager training techniques and the
work necessary to transition
the Service Organization’
• Thorough knowledge of CSA’s
& TSA I - III’s current duties.
Specialist - All Employees and Internal Ernest Kovacs • Management level

Communications customers • Communications specialist
• Define education plan for change management team

Change Management Education Plan
The education plan builds a strong knowledge foundation regarding organizational change. The three main training philosophies are:
• Team formation
• Team building outing
• Training Seminar
Team formation – mission and team responsibilities

Forming guiding principles and the team’s mission statement follows training completion. The mission statements and guiding
principles below will preliminarily guide until the team forms and refines them.
Mission Statement
The change management team’s mission requires change agent portrayal sustaining productivity while advancing the Service
Organization to the next generation through on site customer service.
Guiding principles - Responsibilities

• Feedback, Feedback, Feedback: The team will coordinate all two-way communication related to the project.
• Lead the Service Organization process to match the new organizational design.
• Sensitivity towards Dehl employee needs facilitating a smooth transition.
• Coordinate effective training and project delivery strategies.
39
Team building outing

Team building exercises introduce cohesiveness and coordination while encouraging everyone to work effectively together.
Training Seminar
Attendance is mandatory for the change management team during the change management-training seminar. The theme
“Understanding Organizational Change Management,” will create a knowledge baseline and help everyone understand how to be
Dehl change agents.
• Change management team relationship with steering committee, project manager, management and employee
• Explain why we need the change management team
• Excellent communication skills: Must keep open communication with everyone providing timely updates aiding in smoother
transitioning and clearer understanding leading to stronger commitment.
• Business influence: Crucial for advising steering committee, management and project manager, which will trigger a downward
effect to rest of Dehl providing alignment of change plan to business mission and goals.
• Commitment to the change: Total commitment will enhance messages with everyone concerned thus creating an atmosphere of
trust.
• Business Knowledge: This will make the change management team respected, responsible and trustworthy.
• Ability to work in a team environment: Ability to give and take constructive criticism, resolve issues in a collaborative setting.
• Managing internal resistance: This will insure timeline adherence while promoting change plan buy-in.
40
2) Within the managing change section

a) Resistance management plan
• Define what resistance may look like for your change and how it may be identified
• For each level with the impacted organization, define a strategy for managing resistance to the change and prepare job
aides.
Dehl Resistance Management Plan
Where the resistance might come from What is the source of the resistance Plan for avoidance
CSA, TSA I - III. Fear Clear up any misunderstandings
Incentive promotion highlighting WIIFM (what is in it

for me).
Emphasize employee role and importance to Dehl’s

future, promote training plan.
Managers Control issues Engross in change process.
Clear up misunderstandings
Emphasize the importance of manager role to Dehl’s

future provide training plan.
Executives Return on Investment Highlight cost saving features, present AS-IS and TO-
BE processes stressing improvements.
Customers Quality assurance Educate on new process,

Open communication seeking feedback, Offer deals.
41
Vendors Business volume Include and educate in change process
Dehl Doubt Educate on new process

Highlight cost saving features
Emphasize the importance of their roles to Dehl’s
future provide training plan
Marketing Marketing plan not on target Educate on new process
Provide expert consultant assistance
IT/IS Department Compatibility issues new customer Provide maintenance and implementation training
service system on new system
Hire expert consultants
Investigate middleware possibilities
b) Risk management plan

• Identify at least two risk items and include the following...
• Risk description, probability, mitigation plan, monitoring, owner
Dehl Risk Management Plan
Just a few of the many risks that Dehl faces during this transition period, continuous updates provided.
Risk Probability Mitigation Plan Monitoring Owner
Missed timelines for new processes and 80% Communicate through scrum GANTT Chart Change &
systems sessions that project timeline is Project teams
100% contingent on new Change Mgmt
systems implementation. timeline
Marketing plan not attracting student market 75% Market research, hire expert Sales figures Marketing
consultants
42
c) Communication Plan
• Create a Change Management framework plan.
• complete the communication profile
• develop several examples of change management notification
Dehl Communication Strategy
Our communication strategy is demonstrated by the following graphic. Our strategy starts with a splash and as the project progresses; we
will build understanding and reel our stakeholders in to internalize the change.
43
Dehl Communication Plan
Communication Stakeholders Purpose of Communication Comm Channel Timing Deliverer Status

Objective
New Customer Service Service Organization, Communicate the changes to all Service Understanding/ Email/ town 01/11/11 Margery Fejes In process
System to IT/IS Department organization employees including, Awareness/Inv hall
improve operations in change management milestone dates, olvement meetings/
Service Organization increased production quotas, new road shows
operating practices,
Work Plan IS/ Business To keep all stakeholders on track Understanding/ Email Update as Margery Fejes On-going
Practices Awareness Audio Confs items are
Manager/Project DehlPm completed
Team website
Training Plan Service Organization, Establish dates and times needed to Involvement/ email Week of Bonnie Lamondi On- going
Marketing, perform training Understanding /Calendar 06/4/12
Managers, Dehl,
Customer, Vendors
Training Reminder Service Organization, Remind users of upcoming training Awareness email 06/18/12 Bonnie Lamondi
Marketing, sessions
Managers, Dehl
Training Project Teams, Provide users with hands on training of Understanding Net Meeting Week of Bonnie Lamondi
New Features and Enhancements 07/25/12
Ongoing Support Project Teams, Provide users with means to report Awareness/ Email/ Audit Beginning Bonnie Lamondi On going
employees, issues and/or questions Understanding Compliance week of
Lunch n 01/25/14
Learn
DehlPM
website
Follow up Service Organization, Feedback Involvement Surveys Week of Project Team In process
Marketing, Dehl Lunch n July 18th leads
Learn
Information Sharing Dehl Some parts of the organization have Awareness/ Town hall Update as Ernest Kovacs On going
uses Lotus Notes while others have Understanding meetings/ items are
enthusiastically adopted Adobe Acrobat /Involvement email completed
as file sharing software. Team Future is /net
preparing to recommend that everyone meetings
adopt the same package. road shows
Lunch N
Learn
Celebrate Successes Dehl Celebrate successful implementation, Involvement All day - 01/28/14 Mitchell Dehl To come
Thank you Cafeteria
44
45
Dehl Transition Banners
Dehl’s Service Organization presents:

The New Customer Service System
Benefits:
Quicker Problem Resolution
On site Customer Support
Customized market profiles
Join the breakthrough in customer service.
For more information visit http://intranetdehl.com/servorg and see

how were changing.
Dehl’s Service Organization presents:

The New Customer Service System
Benefits:
Quicker Problem Resolution
On site Customer Support
Customized market profiles
Come hear how customer service purrs
http://intranetdehl.com/servorg
See how were changing.
46
Move to Action: Phase IV - Commitment to business and its initiatives - Managing The Change
e) Implementation plan
• Major activities and schedule dates for those activities; major milestones
• Resources required for each of the major activities
• Who is responsible for managing and monitoring each of the major milestones?
Module 1 Collecting and analyzing feedback from survey
After Jan 2014 Go-Live by Roy Hoppe Change Manager
Rank the following statements (1=strongly disagree, 5=strongly agree, NA=not applicable).
Awareness
I understand the business reasons for the change.
1 2 3 4 5 NA
I understand the risks of not changing.
1 2 3 4 5 NA
I understand the impact on my day-to-day work activities.
1 2 3 4 5 NA
Desire
I am personally motivated to be part of the change.
1 2 3 4 5 NA
I look forward to the new, changed environment.
1 2 3 4 5 NA
My peers support the change.
1 2 3 4 5 NA
My supervisors and managers support the change.
1 2 3 4 5 NA
Executives and key business leaders support the change.
1 2 3 4 5 NA
47
Module 2 will focus on the second step of reinforcing change - diagnosing gaps and managing resistance
After Module 1 by Roy Hoppe Change Manager, Bonnie Lamondi Training Manager and Cecilia Umgary Service Operation Supervisor
Audit Compliance - Methods for measuring compliance include:
– Observation
– Performance reports
– System usage
Analyze the input from feedback and compliance reviews
Diagnosing gaps and managing resistance has three steps:
– Determine the root cause of resistance.
– Develop plans to address these root causes.
– Prepare sponsors and coaches to manage resistance
Module 3 will focus on the third step of implementing corrective actions and celebrating successes
After Module 2 by Mitchell Dehl, President, CEO
– Implement corrective action.
– Celebrate successes and reinforce the change
– Transfer ownership of the change to operational managers and conduct after-action reviews.
48
d) Training Plan
• Create a chart listing the courses
• Define the who, what, where, when and why
The following is an outline for training the each of some of the different groups involved with the project could receive. Please
note that the training outlined here does not relate to the training pertaining to the change management team discussed in the
Change Management training section above.
Group Training Topic Solution

CSA New customer service software On and offsite training classes
Onsite training DVD library
CSA Cross train TSA I - III functions in compliance with Job Shadowing
Dehl workflow contingency plan
TSA I New customer service software On and offsite training classes
TSA I Cross train TSA II & III functions in compliance with Job Shadowing
Dehl workflow contingency plan
TSA II New customer service software On and offsite training classes
TSA II Cross train TSA III functions in compliance with Dehl Job Shadowing
workflow contingency plan
TSA III New customer service software On and offsite training classes
Marketing New customer service software On and offsite training classes
Managers New customer service software On and offsite training classes
IT/IS Department New customer service software On and offsite training classes
Senior Executives New customer service software On and offsite training classes
49

Dehl New customer service software On and offsite training classes
Vendors New customer service software Product pamphlets, brochures,
introductory video
Customers New customer service software Email, phone support,
introductory video
3) Within the measurement section of the CMP,

a) Determination success measurement
• This must include financial, productivity, employee acceptance, schedule and customer impact measures of
success.
b) Feedback and reinforcement
a. After the project is installed what will you do to ensure compliance.
Measuring our effectiveness - Reinforcement
Measurement Factors
The aligning of measurement factors for the change management team and project team will have these four measurement criteria.
• Project Satisfaction
• Schedule Adherence
• Problem ticket closure rate
• New Process adherence – Adoption rate
Project Satisfaction
Project satisfaction measures satisfaction with key project sponsors based survey and bonus based
Strongly
Statement 1 2 3 4 5
New processes add value.
50
Change management team communicated information effectively and efficiently
Satisfied with the quality and quantity of information provided
Satisfied with overall project
Customer service has drastically improved
Schedule adherence
Schedule adherence is project schedule based. Dates may change pending proper approval.
Problem ticket closure rate

This rate calculates the difference between the opening and closing times of a problem ticket, thus measuring new process
effectiveness.
New Process adherence – Adoption rate

A monthly survey will analyze the success rate of new process adoption
Strongly
Statement 1 2 3 4 5
Service Organization employees are using the new process
Efficient and effective implementation of process
We are following the new processes
Customer’s provide positive feedback with new process
51
Reinforcing the change

Celebrations consist of pizza; cake and beer will rewards and recognition to project standouts.
Finally, Dehl will analyze and correct any misalignments during monthly update meetings.
52

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IS 570 Enterprise System Implementation Final Project

Summer I Quarter, 2011

M-W 6:00PM - 9:15PM

Background & History Dehl Computer..................................................................................................................................................................... 4

• The following are members of Dehl’s transition team:

Background & History

The PC & Peripheral Repair Department

• Type of change such as technology, people, structure and organization

• Who is impacted by the change and the amount of change

Service Managers: Change responsibilities/focus shift within service area. High

Service Managers: Adapting to 1,500 additional employees

Organization Readiness for change (How)

Amount of Change & Major

1 In summary, do the changes affect a Large audience

Business Readiness Assessment

Organizational Change History (Ideally completed by HR)

Types of Change Number of Times Anticipated within 12 months

Merger or acquisition __1__ Yes No Not Sure

Major change to organization in the plant __1__ Yes No Not Sure

Total No. No.

Chicago 19,000 7,500 5

Boston 19,000 1,500 3

Los Angeles 19,000 10,000 8

Serv Org customer service High High Jan 2014

Serv Org process High High Jan 2014

Total employee buy-in Resistance, value not seen

Training Skill level

Senior management support Lack of business goals

8. Who are the key sponsors for the project rollout?

Mitchell Dehl President, CEO

Roy Hoppe Change Manager

Larry Honbo SOE, Project Champion

Margery Fejes Senior Operation Director

Barbara Crawford Project Manager

Vehicle Audience Purpose

Road show Company wide Feedback

Town Hall Company or dept. 2 way Q&A

Email Targeted Details

Banners Everyone Reminders

Intranet Everyone Communicates status, progress

Telephone/video conference Project team Team members communicate

10. How effective is overall communication in your organization?

Question Response Rationale

Open or Closed? Open Keep everyone updated

Reactive or Proactive Prevent problems before they

Effective Yes Involves everyone

Not ready Ready

Rationale: Service Organization needs more training and re-organization.

3. How “ready” do you think Senior Management is to implement this change?

Not ready Ready

Rationale: Solid consensus

Not ready Ready

Rationale: Need to create stronger desire and knowledge

Not confident Confident

Rationale: Looks good but must increase desire and knowledge

6. How risky do you think this project is for your organization?

Not risky Risky

Rationale: This can make or break Dehl

Business Readiness Assessment

The current customer service system

Type of Device No. Users No of years

• Create a chart listing the change

Dehl Change Management Plan

Merger or acquisition 1 Yes No Not Sure

Major change to organization in the plant 1 Yes No Not Sure