Change Management 

CHANGE MANAGEMENT TRANSFORMATION

THE PROBLEM

Job Corps is a $1.7 Billion program and is part of Employment Training Administration (ETA) at the U.S. Department of Labor (DOL). Through contract operators, Job Corps oversees and manages performance across 125 Centers, spanning 6 Regions nationwide.
With reduced Federal staff while simultaneously increased number of Centers, the leadership’s strategic plan imperative required to look for ways of improving effectiveness of its Change Management (CM) process. 3KPC had identified IT Infrastructure Library (ITIL) as supporting framework to improve delivery of services and improve enterprise level IT Service Management (ITSM).
The National Office has established some control of CM and has work vigorously to institutionalized the current ad-hoc CM process. However, the rate of CM maturity progress is imperiled by the lack of CM policy and governance, no Change Control Board (CCB) Charter, no CCB Meetings, no Standard Operating Procedures, no Operational Guidelines, no Training, no Communication Plans, no Customer Satisfaction and no Continual Service Improvement program in place.

OUR CHALLENGE

Conduct a detail Change Management Gaps & Analysis

Stand-up a Change Management Program under 6 months

Develop and Implement a Change Management Policy and Governance

Develop and establish the CCB Charter

Redesign the current CM process and tools

Process Rollout, training and CM Operational support

Fully functioning and operational CCB that reviews all types of Changes

Integrate the CM Operations with Service Management.

SERVICE ORIENTED AND DATA DRIVEN CHANGE MANAGEMENT

OUR APPROACH

1.

Management and operational staff stakeholder interviews to understand current Change Management processes, what is working and not working, and priorities.

2.

Review of Job Corps materials (Strategic Plans, SOPs, Presentations, Project Plans, Meeting minutes and operations ticket reports).

3.

Data analysis and comparison between information gathered from interview against the actual data and reporting metrics.

4.

Establish the CCB with full representation across Job Corps which includes National Office Executives, Program Management, Executives, Operations, Security, Privacy, Policy and Job Corps Data Center (JCDC) operations.

5.

Design and develop a Change Management program based on ITIL framework, Industry’s best practices and proven current CM process that is working well.

THE HOW?

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KEY SUCCESS FACTORS

“START UP / MVP MENTALITY…

Agency leadership commitment, availability, and attention, given tight delivery timelines. Tight collaboration and responsiveness among teams.

Adherence to scope mentality, reducing program and delivery risk.

Agile procurement, tool selection, and environment readiness.

Agile / iterative design process with quick decisions and turnaround times.

Timely infrastructure support and relentless focus on data quality.

TRANSFORM USER EXPERIENCE

THE RESULT

1.

Strategic decision-making based on facts and insights versus management by experience and intuition.

2.

Change Management Program operational within 6 months.

3.

Automated DevOps Design –Fully integrated source-target data ETL process, including refresh data in UAT and Production Environment.

4.

5.

Centralized process in reviewing all types of Changes

Automated CM reporting metrics

6.

Fully functioning CM Proof of Concept within 3 months

SHARING OUR EXPERIENCE

“USER EXPERIENCE IS KEY…

Rapid mock-up / UX design iterations that support leadership decisions and service operations in user story narrative form.

Deep understanding of change management to support assessment with agility.

Iterative design, development, testing, and rollout.

Give users something to react to (visuals, wireframes) versus asking for inputs.

Do not aim to perfect visualization at first but iterate on key decision metrics with the leadership.

Visual representation is as important as the data.

CHANGE MANAGEMENT LIFECYCLE

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