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CRM Change Management/User Adoption
Hi,
I'm busy with my first big D365 CRM implementation project and struggling to map out a Change Management plan for adoption of the new system. Does anyone have an example of one I can reference? Thanks
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While I do not have an example to share because strategical reasons my recommendation is to understand something basic to be successful: system is not related software. System is the whole.
We haven't selected our new ERP, yet, but once we do, I'll be more actively working on the change management plan. Some questions you need to find answers to and get support for:

- do you have a committed and engaged sponsor?
- do you have a clear picture of how the organization will be different, following the implementation? Tools, processes, partnerships, and people?
- do the sponsor, leadership, and managers evangelize the vision?
- do you have dedicated resources working on the project?

The Change Management Plan is really a combination of several plans:

- stakeholder communication plan
- sponsor engagement plan
- resistance management/corrective action plan
- training plan
- coaching plan
- etc...

And there are different assessments you should consider:

- change readiness assessment
- stakeholder analysis with power & influence map
- individual & group impact analysis
- resistance assessment
- risk analysis
- training needs assessment

A lot of this can be found online. Some good sources of information, training, and/or books/materials are Prosci, Acuity Institute, and Udemy.

The change management plan I present to my COO will likely be a powerpoint presentation (his preference) that addresses all of the above, and then some, and integrates the change management activities into the project schedule.

I'm sure there are gaps in my response; this is just a quick reply. If you want to get more in depth, send me a message.
...
1 reply by Letlatsa Kamolane
Oct 15, 2020 10:26 AM
Letlatsa Kamolane
...
Hi Aaron,

Thanks for the detailed feedback. It definitely helps
Aaron,
great questions!
Oct 13, 2020 5:28 PM
Replying to Aaron Porter
...
We haven't selected our new ERP, yet, but once we do, I'll be more actively working on the change management plan. Some questions you need to find answers to and get support for:

- do you have a committed and engaged sponsor?
- do you have a clear picture of how the organization will be different, following the implementation? Tools, processes, partnerships, and people?
- do the sponsor, leadership, and managers evangelize the vision?
- do you have dedicated resources working on the project?

The Change Management Plan is really a combination of several plans:

- stakeholder communication plan
- sponsor engagement plan
- resistance management/corrective action plan
- training plan
- coaching plan
- etc...

And there are different assessments you should consider:

- change readiness assessment
- stakeholder analysis with power & influence map
- individual & group impact analysis
- resistance assessment
- risk analysis
- training needs assessment

A lot of this can be found online. Some good sources of information, training, and/or books/materials are Prosci, Acuity Institute, and Udemy.

The change management plan I present to my COO will likely be a powerpoint presentation (his preference) that addresses all of the above, and then some, and integrates the change management activities into the project schedule.

I'm sure there are gaps in my response; this is just a quick reply. If you want to get more in depth, send me a message.
Hi Aaron,

Thanks for the detailed feedback. It definitely helps
@Aaron, Do you think running a resistance assessment as an ongoing process after go live to monitor and measure uptake results and use this as a basis for additional training?
...
1 reply by Aaron Porter
Oct 15, 2020 11:21 AM
Aaron Porter
...
The short answer is yes. There are two parts to the long answer.

1) Assuming that you will have success metrics around adoption, and will be tracking this for a specific amount of time following launch, you should be monitoring resistance for as long as you are measuring adoption.

2) Resistance is not always due to lack of training. It can be, but there are other reasons for resistance. It would be better to use the assessment as a basis for delving into the cause(s) of resistance and then taking appropriate action (which could include training). Fear is often a factor in resistance - job loss, failure, more work. maybe the employee doesn't understand the reason for the change, or feels the new way makes things harder. There could be external factors affecting the individual, resulting in the individual acting out at work.

Sometimes you just need to listen. Maybe the person needs a better understanding of the benefits of the new way of doing things. OCM is about helping people change; if you just send them to more training when training is not the problem, you're not helping them change. With that being said, an individual may have more than one factor that is leading to resistance. Maybe the individual needs training AND an attitude adjustment ;-) Just kidding, kind of. People are complex, and simple solutions rarely solve complex problems.

I hope this helps.
Oct 15, 2020 10:30 AM
Replying to Letlatsa Kamolane
...
@Aaron, Do you think running a resistance assessment as an ongoing process after go live to monitor and measure uptake results and use this as a basis for additional training?
The short answer is yes. There are two parts to the long answer.

1) Assuming that you will have success metrics around adoption, and will be tracking this for a specific amount of time following launch, you should be monitoring resistance for as long as you are measuring adoption.

2) Resistance is not always due to lack of training. It can be, but there are other reasons for resistance. It would be better to use the assessment as a basis for delving into the cause(s) of resistance and then taking appropriate action (which could include training). Fear is often a factor in resistance - job loss, failure, more work. maybe the employee doesn't understand the reason for the change, or feels the new way makes things harder. There could be external factors affecting the individual, resulting in the individual acting out at work.

Sometimes you just need to listen. Maybe the person needs a better understanding of the benefits of the new way of doing things. OCM is about helping people change; if you just send them to more training when training is not the problem, you're not helping them change. With that being said, an individual may have more than one factor that is leading to resistance. Maybe the individual needs training AND an attitude adjustment ;-) Just kidding, kind of. People are complex, and simple solutions rarely solve complex problems.

I hope this helps.
Awesome. Thanks for the insightful input. I'll definitely take this into consideration and apply it to my planning.
I don't think a template will be helpful given that each CRM business case is unique. I'd look for (a) benefits that are promised (revenue, conversion rate, brand, etc.) (b) what problems the initiative solves (data/BI etc.). You may be able to decipher from that point what kind of *behavior* will be expected from users. Then design a strategy that brings that behavior out.
Adoption can be funny sometimes. The resistance to adoption can be lack of training or fear of the unknown. I like to explain to the stakeholders why certain change practices are being implemented. For example, it provides users on a platform a record of what change was made, and how it will impact them or anyone else, etc. Usually after the stakeholder sees that the change process positively affects him/her, then they are more receptive to accepting the new change. A simple Excel sheet with drop down menus of what has been changed, and where that change is affected, can help immensely.

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