Pathfinder Project: e-Change

University of Manchester
Aim of the project

• To determine the change strategies and

processes that will ensure successful adoption
of professional mainstream practices in e-
learning through the facilitation and capture of
an approach to change in a set of given cases.

July 2006 2
Deliverables

• A series of change case studies

• Process models in e-learning and Change
domains
• Analysis and reports on the efficacy of Change
strategies for embedding e-learning
• Reference models

July 2006 3
Reference Model

The Reference Model aims to show processes and

workflows in three principle areas:

• Project Management
• Change Management
• E-Learning Development

July 2006 4
Project Approach

Case 1 Case 2 Case 3 Case 4

Knowledgebase

Reference Model Change Strategy

July 2006 5
Method Comparison
The COBRA methodology
(Coulson-Thomas 1995)
Stage1 – establishing the
approach and goal setting
Stage 2 – opportunity
seeking
Stage 3 – process analysis
Stage 4 – process redesign
Stage 5 – implementation of
change
Stage 6 – performance
monitoring
July 2006
The BPR project-stage-activity
framework (Kettinger et al
1997)
Stage 1 – envision
Stage 2 – initiative
Stage 3 – diagnosis
Stage 4 – redesign
Stage 5 – reconstruct
Stage 6 – evaluator
BPI best practice methodology e-Change work packages
and tasks
1. Get the CEO to personally drive the Pilot project and bid:
improvement efforts Management commitment,
2. Analyse the organisation’s top level organisation analysis and
processes and select the priorities for action strategy agreed.
3. Train staff in process management then WP2 – Steering Group
form improvement teams established
4. Develop a root definition of the process to be WP3 – Select cases
redesigned WP4 – Establish Change
Teams
5. Map and analyse the “as is” process/es WP5 – Identify current
practices and workflows
6. Develop the “to be” model of the improved WP6 – Design new practices
process and workflows
7. Compare the “as is” and “to be” processes
and identify all the changes required
8. Test that each required change is both
culturally feasible and systemically desirable.
9. Develop action plans WP7 – Implement changes
10. Train staff in the new process
11. Roll out the new process
12. Implement continuous improvement WP7 – Implement Changes
13. Regularly assess each process WP8 – Monitoring and
14. Redesign the process again when required evaluation
6
Change Management Approach

1. Select Cases
2. Establish Change Teams
3. Identify current work practices
4. Design New Practices
5. Implement changes
6. Monitoring and Evaluation

July 2006 7
Using eMM
Lensing
1. Whole
Institute
Benchmark

eMM Processes

2. Vertical
slicing
3. Horizontal
Slicing
July 2006 8
Using eMM

July 2006 9