1SPEKS Project Communication & Management and...
Transcript of 1SPEKS Project Communication & Management and...
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Perbendaharaan Negeri, Negeri Sembilan
12th & 13th March 2018
1SPEKS Project Communication &
Management and COA Training
Perkhidmatan Perunding Projek Sistem
Perakaunan Akruan Kerajaan Negeri (1SPEKS)
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Course Topics Part 1 – Project Communication
& Management
Overview of the Lessons Learned from 1SPEKS Go Live in Johor
Understanding of Behavioral Change Management (BCM)
How can you help in 1SPEKS Implementation?
Build capabilities on enabling activities & supporting services for
1SPEKS success
Agenda
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Agenda Over the Next Two Days...
Introduction to PCM & Welcome 9.00am – 9.30am
Lessons Learned from 1SPEKS Go Live in
Johor9.30 – 10.30
Understanding of Behavioral Changes
Management (BCM)10.30 – 11.00
BREAK 11.00 – 11.15
Understanding of Behavioral Changes
Management (BCM) - Cont11.15 – 12.30
LUNCH 12.30 – 2.00
How can you help in 1SPEKS
Implementation?2.00 – 3.30
Applying change and build capabilities for
1SPEKS success3.30 – 4.30
12th March13th March
Principles of Accrual Accounting 9.00 – 9.30
Introduction of COA 1SPEKS 9.30 – 10.00
Application of Kod Dana in 1SPEKS COA 10.00 – 11.00
BREAK 11.00 – 11.15
Illustration of the usage of COA in 1SPEKS –
Belanja & Hasil11.15 – 12.45
LUNCH 12.45 – 2.00
Illustration of the usage of COA in 1SPEKS –
Asset & Liabilities2.00 – 3.30
Recap on Federal Accrual Accounting Policies 3.30 – 4.00
FAQ & Open Discussion Session on COA 4.00 – 4.30
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During the Course – Housekeeping Items...
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Introducing Our Team
Who We Are
Carrie ChinAssociate Director
Tan Khai ChienSenior Associate
Darran Navin FrancisSenior Associate
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At the end of this course, you will…
Have a good grasp of the principles surrounding Behavioral Change
Management.
Be able to analyse the change impacting your situation., apply
methods and tools to manage and realise the change.
Encourage awareness on the present transition and continue to build
capabilities for SPEKS transformation to 1SPEKS for success.
Be able to use the lessons learned from Johor for your 1SPEKS
implementation.
Be able to understand the application of COA in 1SPEKS.
Course Topics Part 1 –
Change Management
Overview of Lessons
Learned from 1SPEKS
Go Live in Johor
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Oct
16
Nov
16
Dec
16
Jan
17
Feb
17
Mar
17
Apr
17
May
17
Nov to Dec 16
Trainings
Jan 17
Johor Go-Live
Dec 16
Data
Migration
Oct to Nov 16
Pre-FCT and FCT Testing Jan to Mar 17
Rollout of all modules to
BN and PTJ
1. Lessons Learned from 1SPEKS Go Live in Johor
Overall Events Recap in Johor
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Jan 17 Feb 17 Mar 17
BA
Modu
lesPT
JBN
BA
AR
AR
CM
CM
GL
GLAP
AP
PROC
PROC
CoM
CoM
SL
AC
SL
AC
PY
PY
Week 1 Week 2 Week 3 Week 4 Week 1 Week 2 Week 3 Week 4 Week 1 Week 2 Week 3 Week 4
1. Lessons Learned from 1SPEKS Go Live in Johor
Overall Events Recap in Johor – Modules Go Live
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People
1. Good rapport and working spirit amongst parties at Johor (ie BNJ, BKP, KJSB and KPMG).
2. Ability to ascertain and leverage on the strengths of every parties involved in the Go-Live at Johor.
Decision
• Unclear organisation structure resulted in lack of direction in terms of activities conducted at State.
Knowledge
• Lack of knowledge in 1SPEKS system functionality.
Resources
• Lack of staffs amongst BKP, KJSB,KPMG and BNJ to cover extensively for testings and trainings at State.
Communication
• Lack of communication amongst different parties, ie State, BKP, KJSB and KPMG.
• Set-up of PMO office at State and driven by Bendahari Negeri.
• All parties to fully master every processes in 1SPEKS system in order to ease the deployment of support to other States.
• Resources allocation to be monitored in order to ensure the headcount numbers allocated in States are properly managed.
• Set-up of a proper communication structure at State and adherence to the checklist in States.
1. Lessons Learned from 1SPEKS Go Live in Johor
1SPEKS Testing,UAT,Training,Migration and Final Preparation for “Pre Go Live”
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1. Strategic decision between State, BKP, KJSB and KPMG for Go-Live.
2. Decision to Go-Live has resulted in proper processes being put in place to ensure Go-Live still takes place at Johor.
Data Migration• Procedures to approve the opening balances prior to Data Migration was unclear. • Data complexity issues during Data Migration in which more effort needs to be spent in understanding these data. (ie:
BA module).Testing• Long duration of system testing (ie: 2 months) due to the instability of system.
Training• Improper planning and unreadiness training preparation (ie:training location and logistic) in BNJ.
External Integration• Improper planning and unreadiness of the external integration requirements with the Banks and Agencies.
• Adherence to checklist at states.
• To ensure Data Migration for other States are performed ahead at earlier date prior to Go-Live.
• Future deployment to be performed at all States upon confirmation of the stability in 1SPEKS system in Johor.
• Training preparations, External Integration with every Banks & Agencies are to be planned ahead, prior to the deployment in other States.
1. Lessons Learned from 1SPEKS Go Live in Johor
1SPEKS Testing,UAT,Training,Migration and Final Preparation for “Pre Go Live”
Process
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1. Latest hardware installed at state thus ensuring stability and good performance.
2. Stable network connection at State Office.
Application• Browser issues (ie: Chrome Versioning).• Unclear information on the environment for testing (ie: DC, DRC).• Instability of 1SPEKS application.
Support• Longer time in fixing the system due to deployment.
Network• Distruption of network connections in PTJ and BN, as well as access to the servers in HQ
• Default browsers requires higher computing capability.
• Clear communication with regards to the environment for testing.
• Deployment sessions to be performed at the agreed times without any disturbance to the fixing and testing sessions.
• Network connection in States with access to server in HQ is to be fully configured and tested prior to the deployment to other States.
1. Lessons Learned from 1SPEKS Go Live in Johor
1SPEKS Testing,UAT,Training,Migration and Final Preparation for “Pre Go Live”
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1. Good rapport and working spirit amongst parties at Johor (ie State, BKP, KJSB and KPMG).
2. Immediate identification of workaround solutions for any system issues identified to ensure no show-stoppers
for 1SPEKS system.
Decision
• Unclear organisation structure and lack of understanding of the activities to be conducted in States.
Resources
• Lack of resources (ie: KJSB Development Team) to cater for the after Go-Live support.
Knowledge
• Insufficient user awareness on 1SPEKS due to the lack of change management implementation (ie: usage of the
correct Chart of Accounts).
• Users are still carrying the legacy cash accounting mindset and more comfortable in using SPEKS instead of 1SPEKS.
• Clear set-up and communication structure is important for the implementation at other States.
• Progressively monitor current capability to Go-Live for 2 to 3 States at one time so as to manage the lack of
resources to support after Go Live. .
• User training for 1SPEKS COA to be conducted prior to the Go Live for better understanding in other States.
• Revisit to enhance the 1SPEKS awareness among other States.
1. Lessons Learned from 1SPEKS Go Live in Johor
1SPEKS Roll Out (Post Go Live and Maintenance)
People
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1. Strategic decision collaborated by all parties to rollout 1SPEKS modules on a phased approach in order to monitor successful use of the system amongst users.
Documentation• Unclear and lack of information on the module ownership from States, BKP and KJSB.
Transition from SPEKS to 1SPEKS• Lack of knowledge and understanding of the changes from SPEKS to 1SPEKS (ie: reports generated in 1SPEKS
compared to SPEKS)
Issue Escalation Procedures• Maintenance of issue logs by different parties instead of at consolidated level leads to the inconsistent
issue/resolution reporting.
• Owner to the respective 1SPEKS Modules are to be identified ahead prior to the 1SPEKS deployment in other States.
• Awareness trainings to be conducted earlier for the mindset of users to buy the change from SPEKS to 1SPEKS for other States.
• Centralisation of issue logs in a central repository accessible by all parties and constant monitoring of the issues followed by proper escalation procedures.
1. Lessons Learned from 1SPEKS Go Live in Johor
1SPEKS Roll Out (Post Go Live and Maintenance)
Process
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1. Optimum performance of hardware at state.
System functions• Certain functionality (Dashboard) in 1SPEKS was not user friendly.• Screen loading in 1SPEKS was longer than the usual estimated duration.
Infrastructure• Infrastructure such as the computers and operating systems used in State (PTJs) were old and obsolete which give
rise to the issue of incompatibility for 1SPEKS.
Application• Browser issues (ie: Chrome Versioning).
• All issues pertaining to the functionality of 1SPEKS are to be sorted and tested prior to the deployment in other States.
• States (PTJs) to review earlier on the existing infrastructure and ensure compatibility with 1SPEKS.
• Default browsers requires higher computing capability.
1. Lessons Learned from 1SPEKS Go Live in Johor
1SPEKS Roll Out (Post Go Live and Maintenance)
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GOVERNANCE – It’s all about PEOPLE!
& Usage of CHECKLIST Thoroughly!
You cannot manage change at an organisational level until you know how to manage
change with a single individual.
1. Lessons Learned from 1SPEKS Go Live in Johor
Summary Key Lessons Learned
Understanding of
Behavioral Change
Management (BCM)
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Be able to articulate some basic ‘truths’ about Behavioural Change
Management for 1SPEKS Implementation.
Be able to understand the benefits of applying BCM on the
transformation from SPEKS to 1SPEKS.
Be able to explain, in simple terms, what is meant by Behavioural
Change Management (BCM).
2. Understanding of BCM
At the end of this session, you will………….
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Change Management is a proactive, structured approach to
address the people and organisational risks inherent in any change effort.
Translating the change
vision into reality for
people – What does this
mean for me?
Workshops, training,
organisational design,
communications,
leadership alignment, on-
the-job coaching
Alignment of performance
measures,
reward/recognition, HR
policies, career pathways
to the end state
WILLING READY ABLE
MAKE IT
REAL
MAKE IT
HAPPEN
MAKE IT
STICK
MAKE IT
KNOWN
Communicating the
change openly early on.
Inviting the people to
contribute.
AWARE
2. Understanding of BCM
What is it?
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The first role of BCM is to create awareness about the change agenda
• Defining the case for change
• Communicating the intention to change
• Stimulating curiosity and enthusiasm
(where appropriate)
• Beginning to build momentum
MAKE IT
REAL
MAKE IT
HAPPEN
MAKE IT
STICK
MAKE IT
KNOWN
2. Understanding of BCM
Make it KNOWN
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MAKE IT
REAL
MAKE IT
HAPPEN
MAKE IT
STICK
MAKE IT
KNOWN
Articulate the rationale for
change by creating a strong
and united case for action –
the case for change
Explain what will be
different,
for whom and when
Clearly define knowledge, skills and
behaviours needed to be successful and
enable staff through capability development
Give people reason to
change and reinforce the
right skills and behaviours
Know WHY...
we need to change
Know WHAT...
we need to change
Know HOW...to change WANT TO...change
2. Understanding of BCM
Make it REAL
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MAKE IT
REAL
MAKE IT
HAPPEN
MAKE IT
STICK
MAKE IT
KNOWN
INTRINSIC
MOTIVATION
EXTRINSIC
MOTIVATION
Creating a sense of
meaningfulness
Self efficacy
and
competence
There is choice about
how to change Pay and bonuses Non financial benefits &
recognition
Positive reinforcement
Role Models
Sense of
accomplishment and
progress
Success stories
What drives people’s motivation?
2. Understanding of BCM
Make it HAPPEN
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MAKE IT
REAL
MAKE IT
HAPPEN
MAKE IT
STICK
MAKE IT
KNOWN
Leadership
alignment
Leadership
Performance management
Recruitment
Rewards and
Recognition
Training
Terms and
Conditions
Retention and
Talent Management
Organisation Design
(structure, process and governance)
This is about aligning the core organisational/Human Resources Levers to the End State
2. Understanding of BCM
Make it STICK
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CHANGE IS PERSONAL
PEOPLE NEED
TO KNOW
THE REASON WHY
LEADERS MUST BE
INVOLVED & LEAD CHANGE IS SITUATIONAL
1 2
3 4
Can you think of any others?
In reality however, change management is governed by some basic truths…
2. Understanding of BCM
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2. Understanding of BCM
Basic Truth No 1: Change is PERSONAL
Everyone reacts to change differentlyChange is always received both rationally and
emotionally. And politically?
Change is ultimately a personal choice
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2. Understanding of BCM
Typical PERSONAL responses to change
Change can cause a rollercoaster of responses and emotions
?
Anxiety
What is this?
Happiness
At last something’s
going to change!
Fear
What will
this mean
for me?
Threat
This is worse
than I thought!
Guilt
Did I really
do that?
Disillusionment
I’m off.. This isn’t
for me
Denial
Change,
what change?
Depression
Who am I?
What am I doing?
Acceptance
I can see myself
in the future
Moving forward
This can work
and be good
Hostility
I’ll make this
work if it kills me!
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2. Understanding of BCM
Basic Truth No 2: People need to know the reason WHY
What’s in it for me?
Why are we doing this?
How do we get there?Do I want to do this?
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2. Understanding of BCM
Basic Truth No 3: Leaders must be INVOLVED & LEAD
Visible leadership
Role-modelling the
right behaviours
Engaging, listening and
communicating
Sponsorship is no longer enough
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2. Understanding of BCM
Basic Truth No 4: Change is SITUATIONAL
Different types of changes will require different approaches.
There is no one-size-fits-all approach
8 Most common change triggers:
Our change approach needs to reflect the different change context
1 Technology Enabled Change
2 Merger Integration or Divestiture
3 Industry or Market shift
4 Shared Services/Outsourcing transition
5 Regulatory/Risk change
6 Digital Revolution/Marketing
7 Organisation Re-Design
8 Lean
SPEKS to 1SPEKS
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2. Understanding of BCM
Results of transition from Cash Accounting, SPEKS to Accrual Accounting, 1SPEKS
Implementation of large scale business transformation initiatives, like SPEKS to 1SPEKS, by
nature may results in significant and fundamental change as in...
How people used to perform their roles has now changed;
Who to report in the organisation hierarchy may now be totally different;
The tools (systems & reports generation) used in the job and how people interface with them changes;
Implementing the new initiatives requires additional, unfamiliar work, maybe in unfamiliar locations;
New skills and behaviors will be required;
Employee assignment;
Controls (over processes and information) will change; and
How information is provided, accessed, and shared among relevant stakeholders.
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2. Understanding of BCM
What happens when you don’t get it right?
“I’m confused and de-motivated,
I’m going to start looking for another
job”
“I will do the minimum possible
because I am not interested in the
new Accrual or Reversal &
Reclassification Accounting
initiatives & roles and let’s see if
Cash Accounting still remains.”
FALLING EMPLOYEE
ENGAGEMENT
“I don’t know what I’m meant
to be doing now as I am not a
qualified Accountant. Should I just
resign?”
“How does this Cash to Accrual
Reporting change affect
me personally?”
“Do all these changes means I’m
going to lose my job?”
CONFUSION AND
ANXIETY
“I’ve been doing things this way for a
long time and it’s always worked – I
don’t see the need for change from
SPEKS to 1SPEKS”
“My Superior hasn’t changed her
behaviour...I don’t see why I
should!”
RESISTANCE TO
CHANGE
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2. Understanding of BCM
Why MUST we care about managing change from SPEKS to 1SPEKS? – General Survey
Shows
Of companies
face a decline
in productivity
Of companies
face a decline in
employee morale
41%
A high proportion of change/transformation
efforts fail, and many more do not deliver the
intended benefits/ROI
Why is BCM important?
What is the added value of BCM?
Why does this happen?
Which is caused by:
Lack of employee capability
(people being good at the
change)
Lack of employee
ownership (people
living/using the change)
• Different stakeholders
• Lack of internal and external engagement
• Lack of leveraging internal levers
• Leadership lack of experience and capability
Organisational
wellbeing maintained
through the change
Organisations, leadership, and
employees ready, willing and
able to implement change
Realisation of % ROI that
depends on employee
ownership and capability
Upskilled organisations in organisational agility and
change ability
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2. Understanding of BCM
Why MUST we care about managing change from SPEKS to 1SPEKS? – Business Case ($)
Time
Pro
du
ctivity
Implementation
Reduced
immediate
productivity fall-off
Expedited
efficiency ramp-
up
Accelerated
learning
curveEarlier attainment
of optimal
productivity;
people, process
and technology
benefits fully
captured
?Project with
integrated
change
Quicker ROI
How can you help in
1SPEKS
Implementation?
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Be able to translate the change vision into reality for your State and clarifying
what the change means for them.
Understand the elements in BCM Methodology and applying its’ tools for
realising the change.
Understand and refresh yourself with the change context, history & vision and
start/continue engaging your State around the change agenda.
3. How can you help in 1SPEKS Implementation
At the end of this session, you will………….
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3. How can you help in 1SPEKS Implementation
Let’s get familiar - Vision and history of the change context
Malaysia’s Move Towards Accrual Accounting
Implementation of Accrual Accounting for Federal Government and States
The Federal Government is expected to transform to Accrual Accounting by 1st
January 2018.
The State Government is expected to transform to Accrual Accounting by 1st
January 2018.
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Federal
GovernmentGFMAS 1GFMAS
State
GovernmentSPEKS 1SPEKS
• Recognition of assets
& liabilities
• Valuation of assets &
liabilities
• Disclosure &
presentation
• Cost of output,
programs & activities
• Cash flow
management
GFMAS and SPEKS must be enhanced to ensure completeness and accuracy of Public
Sector Financial Statements
Malaysia’s Move Towards Accrual Accounting
Impact to financial systems at Federal and State level is inevitable
3. How can you help in 1SPEKS Implementation
Let’s get familiar - Vision and history of the change context
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Malaysia’s Move Towards Accrual Accounting
Disadvantages of Cash Accounting for Federal Government and States
3. How can you help in 1SPEKS Implementation
Let’s get familiar - Vision and history of the change context
Disadvantages
1. Cash-based reporting and management may provide incomplete or misleading information and perverse incentives.
2. Does not allow for the tracking of actual dates of sales and purchases.
3. May not properly recognize future costs associated with current government activities.
4. May not properly align costs accurately with the provision of goods and services.
5. The current states’ accounting system is obsolete.
6. Less analytical information available for users to perform analysis.
Source: OECD and IMF staff estimates based on public information, including Blöndal and Moretti (2016)
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3. How can you help in 1SPEKS Implementation
Let’s get familiar - Vision and history of the change context
Malaysia’s Move Towards Accrual Accounting
Benefits of 1SPEKS Implementation for Government and Individuals
Better management of government resources enabling efficiency and cost effectiveness.
Increased transparency and accountability of the public sector.
Enables an improved stewardship of assets and liabilities.
Availability of more comprehensive information for decision-making.
Better consistency and comparability with other governments worldwide.
Enhanced reporting of Government Finance Statistics (GFS) required by the IMF.
Ease in performing reconciliations.
Effortless generation of reports.
Provides a shorter turnaround time.
Accurate asset tagging with the introduction of POS system (bar code scanning).
User-friendly system.
Government Individuals
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To increase productivity
and efficiency in
Financial Management
To prepare accurate and
timely Financial
Statement
To improve State’s
financial administration
To provide Financial
Information Source
Centre
To prepare state
government for Accrual
Accounting
Objectives of 1SPEKS
SPEKS - Modified Cash Basis 1SPEKS – Accrual Basis
3. How can you help in 1SPEKS Implementation
Let’s get familiar - Vision and history of the change context
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SPEKS - Modified Cash Basis
Asset & Inventory Management Process
Process3. How can you help in 1SPEKS Implementation
Let’s get familiar - Vision and history of the change context
Asset Register:
Type 1: With Local Order
Type 2: Without Local Order
Type 3: Others
Department Code, PTJ Code,
DO. No, LPO No.
PTJ Financial
Module
No. DO / No. LPO (Asset
Register Type 1)
Asset Register
Asset Damage Report
Information
Asset Information
Generation Process
Asset
Module
Asset Loss Early
Information
Asset Loss Final
Information
Asset
Transfer
Asset
Revaluation
Office Supplies
Maintenance
Capital Asset &
Inventory Management
Asset
Information
Asset Assignment /
Custodial
Asset Maintenance /
Enhancement
Asset Disposal
and Write-off
No. DO / No. LPO
(Asset Register Type 2 & 3)
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1SPEKS – Accrual Basis
Asset & Inventory Management Process
Process3. How can you help in 1SPEKS Implementation
Let’s get familiar - Vision and history of the change context
Proses Perakaunan Aset:
1. Daftar & Penyelenggaraan Rekod Induk Aset
2. Perolehan Aset
3. Permodalkan AUC dan Kos Dalam Perjalanan
4. Penyelenggaraan & Penambahbaikan Aset
5. Penyatuan Aset (Merging)
6. Pengasingan Aset (Splitting)
7. Pengklasifikasian Semula Aset
8. Penjejasan Aset
9. Pelupusan Aset
10.Penilaian Semula Aset
11.Susutnilai Aset
12.Pelarasan Jurnal Aset
13.Pindahan Aset
Proses Pengurusan Aset:
1. Penyerahan/ Pengawasan/ Pindahan Lokasi Aset
2. Pergerakan Aset
3. Aduan Kerosakan
4. Maklumat Awal Kehilangan Aset
5. Maklumat Akhir Kehilangan Aset
SAM
i) Kod Kategori Aset
ii) Kod Kelas Aset
iii) Kod Lokasi Aset
iv) Kod Aset
v) Parameter Modul
PEROLEHAN
Perolehan & Penyelenggaraan Aset
AKAUN BELUM
BAYAR
Perolehan Aset Tanpa PT / Maklumat AUC
PERAKAUNAN
PROJEK
AUC Roll Out
AKAUN BELUM
TERIMA
Pelupusan Dengan HasilBAJET
Semak / Kemaskini
Peruntukan Bajet
LEJAR AM
Double Entry
PINJAMAN
Penyelesaian Pinjaman
Melalui Aset
ABC
Maklumat Aset
PENGURUSAN
KONTRAK
Kontrak Berkaitan Aset
SISTEM LUAR
i) Baki Aset
ii) Pengesahan Prosesan
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Just wait until the
next management
change and this
will all go away.
Why is this even
necessary, it’s a
waste of the
budget!
Finally,
somebody is
focusing on
this! This is
what needs to
be done for the
country!
Didn’t we do this
with the last vendor
group that came in
& the SPEKS system
wasn’t really
helpful? Looks like
history is repeating.
I ain’t know
accrual, will
there be
training on
this…
Things are
going well with
SPEKS, the
way they are;
why change to
1SPEKS?
Top management
is unreasonable for
pushing these
initiatives. It’s not
going to be
realised!
What’s my
role then.
Who owns
change
anyhow?
Who thought of
that solution? Not
bad. I have a better
idea to realise this.
In order to achieve
efficient & effective
business/financial
performance for the
country, we need to
implement new
processes & system.
So Who Owns Change?
People3. How can you help in 1SPEKS Implementation
Let’s get familiar – Typical PERSONAL responses to the change of 1SPEKS
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Achievements and activities to date for 1SPEKS
Business Requirements Lab
Functional & Technical Specifications
Integration, Implementation & Migration
Strategy, Plans & Execution
Data Collection Strategy & Execution
IPSAS, MPSAS, AAM, Data Collection,
1SPEKS Application Trainings
Establishment of Project Governance,
Project Working Committees, Data
Collection Team Structures
Go Live in Johor, Perlis, Kedah & Perak
Data collection activities and audit
verification
Ongoing
Data migration activities in phases prior to
go liveOngoing
External Integration activities with banks and agencies
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Ongoing
9
81
2
3
4
5
6
7
Network & Infrastructure setup in States for go live
11
Ongoing
Financial Statement Reporting readiness preparation
12
Ongoing
Go Live for Negeri Sembilan & Melaka13
Ongoing
Go Live for remaining 5 States14
Ongoing
3. How can you help in 1SPEKS Implementation
Let’s get familiar – Translating the change vision into reality
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Moving Forward – Data Collection UAD Cut Off
3. How can you help in 1SPEKS Implementation
Let’s get familiar – Translating the change vision into reality
Jan – Feb 17Mar –Apr 17
May –Jun 17
Jul –Aug 17
Sep –Oct 17
Nov –Dec 17
Jan –Feb 18
Mar –Apr 18
May –Jun 18
Jul –Aug 18
Sep –Oct 18
Nov –Dec 18
Jan –Feb 19
Mar –Apr 19
Jan 17
Johor Go-
Live
Jul 17
Kedah
Go-
Live
Jun 17
Perlis Go-
Live
Jan 18
Perak
Go-Live
Sep 18
Terengganu
Go-Live
Jan 19
Kelantan,
Pulau
Pinang &
Selangor
Go-Live
30 Apr 17
Cut-off
UAD Perlis
31 May 17
Cut-off
UAD
Kedah
30 Nov 17
Cut-off
UAD
Perak
30 Apr 18
Cut-off
UAD
Negeri
Sembilan
31 May 18
Cut-off
UAD
Melaka
31 Jul 18
Cut-off UAD
Terengganu
30 Jun 18
Cut-off UAD Pahang
Jun 18
Negeri
Sembilan
Go-Live
Jul 18
Melaka
Go-Live
Aug 18
Pahang
Go-Live
30 Nov 18
Cut-off UAD
Kelantan,
Pulau Pinang
& Selangor
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Moving Forward – Implementation Strategy
Jan – Feb 17Mar –Apr 17
May –Jun 17
Jul –Aug 17
Sep –Oct 17
Nov –Dec 17
Jan –Feb 18
Mar –Apr 18
May –Jun 18
Jul –Aug 18
Sep –Oct 18
Nov –Dec 18
Jan –Feb 19
Mar –Apr 19
Jan 17
Johor Go-
Live
Jul 17
Kedah
Go-
Live
Mar to Jun 17
Data Migration
for Kedah &
Perlis
Jun 17
Perlis Go-
Live
3. How can you help in 1SPEKS Implementation
Let’s get familiar – Translating the change vision into reality
May 17 to
Jul 18
Training for
Kedah &
Perlis
Sep 17 to Sep 18
Training for Perak,
Negeri Sembilan,
Melaka, Pahang,
Terengganu
Jan 18
Perak
Go-Live
Jul 18
Melaka
Go-Live
Jun 18
Negeri
Sembilan
Go-Live
Sep 18
Terengganu
Go-Live
Aug 18
Pahang
Go-Live
Jan 19
Kelantan,
Pulau
Pinang &
Selangor
Go-Live
Oct 18 to
Dec 18
Training for
Kelantan,
Pulau
Pinang and
Selangor
Nov 17 to Nov 18
Data Migration for
Perak, Negeri
Sembilan, Melaka,
Pahang,
Terengganu
Oct 18 to Apr
19
Data Migration
for Kelantan
Pulau Pinang &
Selangor
49
Moving Forward –The On Going Challenges
Alignment with
Federal
Framework and
Policies
Identification
of Assets &
Liabilities
Data Collection &
Validation
Implementation
Timeline
Stakeholders
Commitment &
Availability
Training of
personnel
Key Challenges
3. How can you help in 1SPEKS Implementation
Let’s get familiar – Translating the change vision into reality
50
Behavioral Change Management is about getting people ready,
willing and able to deliver the desired business benefit.
Analysis is about assessing the
organisational risk and cultural
readiness for Change.
Engagement is about
proactively addressing
and mitigating Change
resistance.
Delivery is about moving to the
“implementation” mode and
prepare stakeholders for the new
people, process and technology
impacting the Change.
3. How can you help in 1SPEKS Implementation
Element in BCM Methodology
51
Leading Practice
Case & Vision for Change Define the business benefit, vision and tactical plan to realise the change.
Change Risk AnalysisAssess change challenges, continue to identify risk (impact, readiness) and measure
progress throughout project.
Change StrategyDevelop and implement plan to proactively address risks and prepare the organisation and
individuals for a transition.
Change LeadershipCreate alignment among leaders to support the change and ensure leaders know what to
action upon.
Stakeholder ManagementUnderstand the impact to stakeholders’ (including required actions) and continue to assess
and manage stakeholders’ perception and support.
Involvement Strategies
Engage stakeholders in implementing the change, create ownership and communication
among stakeholders so they understand the need for change, what’s changing, what to
expect and what is required by them.
Organisational
Integration/Alignment
Ensure the organisational structure, roles and performance management process support
the new way of doing things, including behaviors.
People Transition & Workforce
Effectiveness
Identify skills required help employees and leaders develop the right knowledge and skills
to perform in the new environment through training and/or tools and resources.
Benefit Realization & Sustainable
Performance
Recognize and communicate progress, success and roadblocks to achieve the benefits and
sustained change.
Description
3. How can you help in 1SPEKS Implementation
Definition by leading practices
52
What are the people
challenges and risks
and how do we prepare
for them?
What specifically is
changing and what is
the impact to each
role?
How do we effectively
transition each person
to ensure they are
prepared?
How do we continue to
monitor people
challenges and address
them?
Design Prepare DeployAnalyze /
Blueprint
What are the key
messages and what is
the plan to
consistently
communicate?
What are the messages
and engagement
opportunities to get the
right people prepared for
the change?
What specific
information is required
for each role for
transition readiness?
What needs
improvement, and
when success is being
achieved?
How are we going to
approach training,
what are the constraints
and how will it be
delivered?
What are the specific
training needs and
skill gaps?
What roles need to take
which training courses?
Are the right people
taking the right training?
Effective? Is additional
training needed?
What does current
state organisation look
like and what are the
future state guiding
principles/ needs?
What is the future
state design –
structure, headcount,
KPIs and governance,
roles?
How do we ensure
people are matched to
roles in the new
structure?
What else will enable
transition to the new
organisational design
and create high
performance?
Change
Readiness
Comms
Org Design
Training
3. How can you help in 1SPEKS Implementation
BCM needs across project engagement lifecycle
BCM Methodology –
Analysis & Tools
- Case for Change
- Stakeholders Analysis
- Change Risk Analysis
- Change Strategy
54
4. How can you help in 1SPEKS Implementation
Analysis & it’s element
Analysis is about assessing the organisational risk and cultural readiness and laying the
foundation for a compelling vision and executable Change Strategy going forward
Business
Case &
Vision for
change
Change Risk
Analysis
Change
Strategy
Objective:
To define a compelling business
case and vision for Change.
Tools:
Business Case for Change
Framework
Visioning the Future
KPI Profiling
Objective:
To develop a holistic understanding of the
landscape of organisational risks for the
upcoming change across all elements of the
BCM framework.
Tools:
Stakeholder Analysis
Change Risk Analysis in People, Process,
Technology
Objective:
To develop a feasible
change roadmap in
collaboration with PMO
to achieve the change
vision.
Tools:
Organisational Impact
Analysis
Change Strategy and
Plan
55
4. How can you help in 1SPEKS Implementation
Analysis: Case of Change - Meaning
What is it?
Why is it important?
The case for change identifies and translates the business need for change into practical terms that are
meaningful and relevant to stakeholders and the workforce.
The purpose of the tool is to clearly define the reason for the change(s) at the beginning of an engagement.
It serves to engage leaders and key stakeholders early in the change process to gain alignment and early buy-
in by answering the question: “Why do we need to change, what are the desired benefits, and how does it
impact me?”
Remember: The Case for
Change is not the same as
the project’s Business Case
56
4. How can you help in 1SPEKS Implementation
Analysis: Case for Change – Tool on Questionnaires
The case for change can be developed using some of the questions below.
Specifically, the case for change provides answers to the following questions
What’s the
problem?
What’s the
solution?
Why should we
change?
What if we don’t
change?
What does the
change mean to
me?
What benefits will
we gain from this
change?
What will help us change?What are the barriers to
change?
57
4. How can you help in 1SPEKS Implementation
Analysis: Case for Change –Templates for Answer
Benefit Quantitative Qualitative
Financial
Non-financial
Background Vision and Objectives
What will change? What are the benefits of the change?
58
4. How can you help in 1SPEKS Implementation
Analysis: Stakeholders Analysis
What is it?
Why is it important?
Stakeholder Analysis is used as a tool to identify all the groups of people (stakeholders) that will be
impacted by the project, the potential risks with the stakeholder group or individual, and the level of
influence that each could potentially have on the success of the project.
It is designed to produce actionable outcomes that will affect the project and change plans and allows the
project to:
Predict, based on past behavior, how individuals or groups will react and affected by the change.
Define the actions people need to take and results they must achieve to successfully implement the
change.
Proactively identify:
Which individuals or groups can promote and add momentum to the change.
Which individuals or groups need support in the form of Information, Involvement, Training/Coaching, and
Influencing.
59
4. How can you help in 1SPEKS Implementation
Analysis: Stakeholders Analysis – Understanding the change curve
CO
MM
IT
ME
NT
UnawareAware
Understand
Acceptance
Engagement
Advocacy
&
Ownership
•I am aware of it
TIME & CHANGE MANAGEMENT SUPPORT
•I understand it &
can explain it•I am
unaware
•I accept it (but don’t
necessarily want it)
•I see the benefits
•I am open to it
•I see how it benefits me
•I am involved
•I support it
•I believe in it
•I recommend it
Education & Alignment
Engagement &
Empowerment
Sustainability &
Resonance
60
4. How can you help in 1SPEKS Implementation
Analysis: Stakeholders Analysis – Matrix guideLevel o
f E
ng
ag
em
en
t to
th
e ch
an
ge
Level of Influence from the stakeholders
Low
Medium
High
Low Medium High
Groups/individuals we are
actively engaging and will
provide project support, but
are not as critical to success.
Keep in this quadrant, but
engagement efforts likely do
not need to increase
Focus significant effort
towards increase level of
engagement. Capability to
lead and sense of ownership
must be created due to
influence on success.
Increase engagement efforts
to move closer to medium,
but likely do not need high
levels of engagement.
Focus significant effort
towards increasing level of
engagement. Capability to
lead and sense of ownership
must be created due to
influence on success.
62
4. How can you help in 1SPEKS Implementation
Analysis: Stakeholders Analysis – Ability vs impact assessment definition
62
Challenge and Support
Provide significant support to
these stakeholders so they
can develop capabilities and
skill necessary to lead; and
challenge any reasons for lack
of program support with facts
and benefits.
Convince and Coach
Convince these stakeholders
to put more effort into
supporting the project and
developing strong change
leadership skills.
Utilize (Allies)
Utilize these stakeholders to
model the necessary
behaviors as well as provide
guidance to the team
regarding change risks and
needs.
Challenge and Coach
Challenge this group to
support the project and focus
on developing change
leadership skills. Provide
coaching and support to help
identifying and encourage the
necessary change leadership
behaviors.
Convince & Make More
Aware
Convince these stakeholders
that the need for their support
is significant and make them
more aware of what is needed
from them in regards to
change leadership
Assure
Assure this group that their
support and leadership skills
are needed and appreciated.
Keep them updated on project
status and needs.
Make Aware and Coach
Help this group better
understand the project and
coach them to develop
stronger change leadership
support/skills.
Inform
Keep these individuals
informed of the project and let
them know what actions are
required by them.
Inform & Have Coach Others
Keep this group informed and
use them to help coach and
develop other leaders.
Direction stakeholders need to be moved
Low Medium High
Low
Me
diu
mH
igh
Current Ability to Lead/Support the Change
Le
ve
l o
f sta
ke
ho
ld
er m
an
ag
em
en
t re
qu
ire
d
Im
pact to
S
ucce
ss
63
4. How can you help in 1SPEKS Implementation
Analysis: Stakeholders Analysis – Individual stakeholder explanation guide
on the map
63
Challenge and Support Convince and Coach Utilize (Allies)
Challenge and Coach Convince & Make More Aware Assure
Make Aware and Coach Inform Inform & Have Coach Others
Direction stakeholders need to be moved
Low Medium High
Low
Me
diu
mH
igh
Current Ability to Lead/Support the Change
Le
ve
l o
f sta
ke
ho
ld
er m
an
ag
em
en
t re
qu
ire
d
Im
pa
ct to
S
ucce
ss
Stakeholder Target Area
64
4. How can you help in 1SPEKS Implementation
Analysis: Stakeholders Analysis – Mapping of your results in the Template based
on the guides
Consolidated Individual Stakeholder Map
Challenge and Support Convince and Coach Utilize (Allies)
Challenge and Coach Convince & Make More Aware Assure
Make Aware and Coach Inform Inform & Have Coach Others
Direction stakeholders need to be moved
Low Medium High
Low
Me
diu
mH
igh
Current Ability to Lead/Support the Change
Le
ve
l o
f sta
ke
ho
ld
er m
an
ag
em
en
t re
qu
ire
d
Im
pa
ct to
S
ucce
ss
BendahariNegeri
KetuaJabatan
PTJ
PMO
65
4. How can you help in 1SPEKS Implementation
Analysis: Stakeholders Analysis – Mapping of your results in the Template
based on the guides
Group Stakeholder Map
Low Medium High
Low
Medium
High
Le
ve
l o
f E
ng
ag
em
en
t
(h
ow
m
uch
e
ng
ag
em
en
t c
urre
ntly
in
clu
din
g
pro
ject s
up
po
rt an
d cap
ab
ilit
y t
o le
ad
)
BendahariNegeri
KetuaJabatan
PTJ
PMO
Level of Influence
(ability to influence project success and impact other
stakeholder groups)
66
4. How can you help in 1SPEKS Implementation
Analysis: Change Risk Analysis (CRA)
Why is it important?
CRA is a formal procedure that evaluates an organisation’s current state of stakeholder readiness,
support and capability to transition/change.
Identifies enablers and constraints in the groups/organisation.
Identifies the impact and needs of specific people that requires attention or specific groups that need
increased focus.
Gives employees the opportunity to provide feedback and share their opinions and ideas.
Provides support to the change strategy.
Assists leadership and the project team in:
• Distinguishing actions to support the design process and the future state practice.
• Pinpointing areas that require training on the upcoming change.
• Engaging employees in the change process.
• Spot communication needs.
What is it?
67
4. How can you help in 1SPEKS Implementation
Analysis: Change Risk Analysis - Approach
The CRA is executed at the onset of an engagement and provides input to a variety of
other change activities employed later in the project.
Change Risk Analysis Approach
Determine
Assessment
Approach/
Vehicles
Identify
Assessment
Audience
Finalize
Assessment
Approach/
Vehicles
Conduct
Assessment
Compile
and Analyze
Assessment
Results
Present
Findings
Change Strategy
Risk Mitigation Plan
Leadership Strategy
Stakeholder
Management strategy
Communication Strategy
It is critical to note that the interview framework and survey technique is not aimed to be one-time.
Checkpoints should be established as monitoring mechanisms throughout the lifecycle of the project
to mitigate risk.
68
4. How can you help in 1SPEKS Implementation
Analysis: Change Risk Analysis – Tool to record readiness for change
Management consensus—need for change
Management consensus—future vision
Stakeholder commitment
Existing change initiatives
High Low
High
High Low
Organisation’s understanding of the need for change Extensive Limited
Low
None Many
Cultural transformation required Low Extensive
Assessment Scale
Min Max
Resources allocated Extensive Limited
Employee retention risk Low High
Readiness for Change
This high-level snapshot conveys the readiness to accept the Change associated
with the integration project
69
4. How can you help in 1SPEKS Implementation
Analysis: Change Risk Analysis – Tool to record complexity of change
Building on the readiness for Change, the Complexity highlights the magnitude of
the Transformation required based on an assessment of the current state Gap
Number of stakeholders involved
Impact on company’s core competencies
Number of people affected by the change
Potential for Workforce Reduction
Few Many
Low
Few Many
Required Change in Skills/Behaviors Limited Extensive
High
Limited Extensive
Simultaneous or Competing Changes Extended Compressed
Assessment Scale
Min Max
Timeframe Limited Extensive
Frequency of Change Initiatives Limited Extensive
Complexity of Change
70
4. How can you help in 1SPEKS Implementation
Analysis: Change Risk Analysis – Tool for recording change issues and impact
Area of Focus Rating Rationale Potential Impact
History of Change
Results from observation &
interviews
Impact from the observation & interviews
Articulate Business
Case & Vision for
Change
Design Change
Strategy
Mobilize & Align
Leaders
Engage &
Communicate
with Stakeholders
Align Organisation
& Culture
Enable Workforce
Capabilities
71
4. How can you help in 1SPEKS Implementation
Analysis: Change Risk Analysis – Tool for recording CRA overall summary results
2.51 ->
High Risk
2.01-2.50
Med Risk
<- 2.00
Low Risk
Change Focus Area Score
History of Change 1.92
Articulate Business Case & Vision for
Change2.46
Design Change Strategy 2.59
Mobilize & Align Leaders 2.13
Engage & Communicate
with Stakeholders1.86
Align Organisation & Culture 2.07
Enable Workforce
Capabilities2.71
Key Observations
Results from observation & interviews
72
4. How can you help in 1SPEKS Implementation
Analysis: Change Impact
Why is it important?
Change impact is the effect a change will have on departments and stakeholders (people) as a result of
new and different processes, technology, policies, roles and responsibilities, decisions or information.
Proactively plan for the change by determining the degree of impact, the perception and associated risks.
Identify and highlight the changes that will effect how people perform their jobs.
Understand which groups may be experiencing the greatest change and plan accordingly.
Help guide change, organisational design, communication and training efforts.
Provide audience specific details for communications regarding “what’s changing” and “what’s expected of
me.”
Document specifically how roles are changing.
What is it?
73
4. How can you help in 1SPEKS Implementation
Analysis: Change Impact – Approach
Gather high level impact information
to identify
■ Areas with high impact
■ Possibility for high resistance
■ Potential org design requirements
Attend detailed design sessions to
assess impact at a job/role level to
identify:
■ Highly impacted roles
■ Training needs
■ Highest areas of resistance and risk
Continue refining specific changes and
impacts by role and organisation.
Document start, stop, continue by role.
Specific Communication Messages
Analyze/ Blueprint Detailed Design Build/Test
Training needs
Organisational Design Requirements
Areas of resistance
New/different skills, roles,
resources required
Stakeholders to engage/
get input from
Required leadership actions
Start, Stop, Continue documentation
Changing roles and responsibilities
Change and Communication Strategy and Plan
Organisational Design
Training Strategy and Plan
74
4. How can you help in 1SPEKS Implementation
Analysis: Change Impact – Tool on change impact rating scale
MAGNITUDE / TYPES OF IMPACT KEY DESCRIPTION 0F lMPACT (“PERCEPTION”)
• Significant change compared to as-is
• Majority of stakeholders are impacted
• Very visible to internal customers
• At least somewhat visible externally (customers or
suppliers)
• Change that would not be favourably received
• Resistance expected from large portion of those
impacted
• Increases work effort
• Internal customers consider impact negative/at least
neutral
• Impactful change but limited to few departments
• Somewhat visible to internal customer
• Limited external impact (customers or suppliers)
• Those impacted would not view this negatively or
positively
• Not a significant area of change
• Small number of impacted people
• No impact to external stakeholders or internal customers
• Change welcomed by majority of impacted
• Potentially reduces work effort, provides better
information or positively impacts internal customers
• Change not viewed as a threat, but as way to simplify
work or improve the work product
• Not applicable – no impact N/A • Not applicable – no perception of impact
75
4. How can you help in 1SPEKS Implementation
Analysis: Change Impact – Tool for recording change impact
Impact by FunctionMitigating Impact in a
Sub-Function/Department
Impact by Sub-Function/
Department
Change Impact
Description Impact TypeProcess
WorkstreamFunction
Magnitude (# of people impacted)
Degree of Change
Stakeholders Impacted
76
4. How can you help in 1SPEKS Implementation
Analysis: Change Strategy
Why is it important?
The Change Strategy is an actionable roadmap that defines the specific tactics and levers that will be
used to help transition the organisation in a tailored, integrated fashion and achieve the intended
business benefits.
Documents the project specific approach to proactively managing the changes and transitioning leaders
and staff effectively
Defines the guidelines and structure to proactively address known challenges while continuing to identify
new challenges so they may be quickly addressed
Identifies the areas and components of change that need the most attention and effort in order to manage
resources most effectively
Helps create leadership understanding and alignment for how the change and people impact can be
managed proactively
Help organisations to demystify Change Management and decompose a conceptual methodology into
distinct, measurable components as underscored by executable tools
What is it?
77
4. How can you help in 1SPEKS Implementation
Analysis: Change Strategy – Strategy Components
Strategy Component Description
Business Case/ Case for
ChangeDefined target benefits and ROI.
Change Metrics & ScorecardDefined measures of change success, adoption and transformation including monitoring
effectiveness.
Stakeholder Analysis &
ManagementApproach for defining, assessing and managing stakeholders and stakeholder groups.
Change Impacts Process for identifying and tracking change impacts throughout the project.
Leadership AlignmentApproach for keeping leadership involved and aligned while continuing to identify leaderships
needs.
Risk and Readiness
Assessment
Method and approach for identifying readiness of the organisation at critical milestone points
and continues identification of change risks.
Workforce Transition Approach to transitioning the workforce to the changing jobs and new roles.
Organisational DesignFuture state organisational design that aligns roles, activities, KPIs, structure, and
governance for the new organisation.
Communication Strategy Approach for communicating with stakeholders including key messages and channels.
Knowledge Transfer/
Capability DevelopmentDefinition of the needs and approach to knowledge transfer and capability development.
Training StrategyScope of training and approach for further defining specific needs, curriculum and developing
materials
78
4. How can you help in 1SPEKS Implementation
Analysis: Change Strategy – Approach
Change readiness
Organisation design
Defines how the organisation
must work and align to new
process, systems and policies
including decisions, structure,
roles and responsibilities and
performance measures
Communication
Defines and delivers the right
messaging and information to
the right groups at the right
time and in the right way
Training
Determines the necessary
knowledge and capabilities to
enable the new way of
working and defines the best
way to develop those skills
through training
Change Impacts
Stakeholder
Analysis &
Management
Organisation
design
Leadership
Alignment
Change Metrics &
Scorecard
Business
Case/Case for
change
Workforce
Transition
Purpose:
To assess the readiness for change and develop strategy to realise the change.
Refer also to Slides 52 to 53 for example of 1SPEKS change strategy
Risk & Readiness
Assessment
Communication
Strategy
Knowledge
Transfer/Capability
Development
Training Strategy
BCM Methodology –
Engagement & Tools
- Stakeholder Management
- Change Leadership
- Involvement Strategies (Communication)
80
Stakeholder
Management
Change
Leadership
Involvement
Strategies
Objective:
To mobilize the Change strategy, it is key to bring
it to life through active stakeholder management.
The goal here is to cascade awareness and
preparation for Change throughout the
organisation.
Tools:
Stakeholder Management Framework (based
on the learning curve analysis derived)
Objective:
To develop an effective involvement strategy and plan across all
stakeholder groups and to create momentum behind the change.
Tools:
Communications Strategy and Plan
Objective:
To assist leadership to be effective leaders within the
context of driving Transformational change.
Tools:
Change Leadership Behaviors Diagnostic
Generating Leadership Alignment Events
Leading Change Workshop
4. How can you help in 1SPEKS Implementation
Engagement: Stakeholder Management
Engagement is about proactively
addressing and mitigating
Change resistance. This phase is
focused on engaging
stakeholders through a
structured activities and driving
awareness.
81
4. How can you help in 1SPEKS Implementation
Engagement: Stakeholder Management – Recap on the learning curve
Leading and managing change is about understanding where different individuals and
groups should be along the curve and undertaking the actions to enable success.
CO
MM
IT
ME
NT
Unaware AwareUnderstand
Acceptance
Engagement
Advocacy &
Ownership
•I am aware of it
TIME & CHANGE MANAGEMENT SUPPORT
•I understand it & can
explain it•I am unaware
•I accept it (but don’t
necessarily want it)
•I see the benefits
•I am open to it
•I see how it benefits me
•I am involved
•I support it
•I believe in it
•I recommend it
Education & Alignment
Engagement &
Empowerment
Sustainability &
Resonance
82
Why is it important?
The Project Impact Assessment is a tool for identifying, categorising and analysing the impacts that a project
will have on an organization.
The Project Impact Assessment can be used to:
Investigate the breadth and depth of the changes that a project will have on an organization
Identify the areas within the organization where change interventions may be required
List the types of change interventions that might be required
Support the development of a change management strategy and plan
Demonstrate the scale of the change to the project sponsor and relevant business stakeholders
What is it?
4. How can you help in 1SPEKS Implementation
Engagement: Change Leadership – Change Component for impact assessment
83
4. How can you help in 1SPEKS Implementation
Engagement: Change Leadership – Change Component for impact assessment
Change Component Description
Structure Changes in reporting relationships and levels of controls.
Process Changes to processes associated with current roles and responsibilities
Systems Changes to current systems being used by impacted roles
Roles &
Responsibilities
Changes in role and responsibility for performing specific activities
Accountability &
Decision Making
Changes in who is accountable for the results of activities and who is involved
and approves decisions
Performance Measures Changes in the key indicators of success for individuals, groups and overall
business
Skills & Competencies Changes to skills and competencies required to support new processes &
leverage new technology
Behaviors Changes in behavior require to support new processes & carry out new roles &
responsibilities
Mindset Changes in the employee mindset required to perform the new process & adopt
new role & responsibilities
Information Access to and management of information for managing the business
84
4. How can you help in 1SPEKS Implementation
Engagement: Change Leadership – Tool for recording summary of change impact
StructureChanges in reporting relationships, levels and spans of
control.
ProcessChanges to processes associated with current role and
responsibilities.
SystemsChanges to current systems being used by impacted
roles.
Roles &
Responsibilities
Changes in role and responsibility for performing specific
activities.
Accountability &
Decision Making
Changes in who is accountable for results of specific
activities and the processes defining who is involved and
approves decisions.
Performance
Measures
Changes in key indicators of success for individuals
groups and overall business.
Skills &
Competencies
Changes to skills and competencies required to support
new processes & leverage new technology.
BehavioursChanges to behaviour required to support new processes
& carry out new roles & responsibilities
MindsetChanges in the employee mindset required to perform
new processes & adopt new roles & responsibilities
InformationAccess to and management information for managing the
business
Minimal Changes Expected
Some Changes Expected
Major Changes Expected
Not Applicable
Indicator:
85
4. How can you help in 1SPEKS Implementation
Engagement: Change Leadership – Recap on Change Impact Approach
Gather high level impact information to
identify
■ Areas with high impact
■ Possibility for high resistance
■ Potential org design requirements
Attend detailed design sessions to
assess impact at a job/role level to
identify:
■ Highly impacted roles
■ Training needs
■ Highest areas of resistance and risk
Continue refining specific changes and
impacts by role and organisation.
Document start, stop, continue by role.
Analyze Detailed Design Build/Test
Training needs Organisational Design Requirements Changing roles and responsibilities
Organisational Design
Training Strategy and Plan
86
Why is it important?
Communication aligns project communications with the organisations overall strategic goals and objectives.
Communication can also serves as a useful discussion framework to arrive at a set of commonly understood
key messages regarding the project.
Document the objectives and effectiveness measures of the project communications
Provide a structured identification and analysis of the project’s audiences with which to communicate
Establish the Communication Plan format and management process
Define the roles, responsibilities and processes for review and approval of project communication
Provide a structured identification and analysis of audiences with which to communicate
Provide a recommendation of which channels to leverage for the Project communications, and new ones to
develop if necessary
Facilitates the identification of stakeholder concerns early, enabling those concerns to be addressed before
they impede on the project
What is it?
4. How can you help in 1SPEKS Implementation
Engagement: Involvement Strategies - Communication
87
4. How can you help in 1SPEKS Implementation
Engagement: Involvement Strategies – Communication Approach
Analysis
Audience Analysis
Segments stakeholders for
communications
Channel Analysis
Identifies effective channels by
communication need/type
Organisational Impact Analysis
Identifies the extent to which
each stakeholder group will be
affected by the changes
Communication Strategy
Development
Aligns the communication
strategy with program goals
Distills key messages and
recommends the key channels
to use & audiences to target
Defines how to measure
performance against the
strategy
Establishes the review and
approval process, roles and
responsibilities
Communications Plan
Development
Contains the tactics to execute the
strategy, including an inventory of
all communications. This is a living
document maintained separately
from the strategy.
Execution & Measurement
Executing the communication plan
and soliciting feedback from
audiences to gauge effectiveness
Stakeholder Analysis
Identifies affected stakeholder
groups, disposition and influence
88
4. How can you help in 1SPEKS Implementation
Engagement: Involvement Strategies – Tool guide on Communication Plan
Communication Plan
EventMessage
Objective
Target
Delivery
Date
Actual
Delivery
Date
Status VehicleContent
Development
Reviewer/
ApproverSender
Feedback
MechanismResults Comments
The communication plan documents the tactics for executing the communication
strategy. The template serves as a tool to manage communication activities and
provides by enabling documentation of critical components that drive communication
effectiveness.
Status is monitored
and tracked
Defining the objective
of the message will
help guide timing,
vehicle and the deliver
Results should be
captured
Responsibility for
content development
must be defined
2. Identify The Audience
3. Identify Message Objective
4. Confirm Communication Vehicles
1. Determine the Communication Need
Developing Communication Plan Items
BCM Methodology –
Delivery & Tools
- Realizing Change
90
Objective:
To develop a future state organisation and operating model at
both the macro and micro levels that aligns the workforce to
adopt and execute the business model effectively.
Tools:
• Organisational Blueprint
Objective:
To develop a measurable set of tools to drive
sustainable organisational adoption and potential
benefits realization
Tools:
•Management Effectiveness Monitoring Dashboard
Objective:
To create a thorough workforce transition strategy which
takes into account job role impact, training as well as
navigating the knowledge, skill and ability gaps
Tools:
•HR Frameworks Assessment
•Competency Frameworks Assessment
•Job Impact Analysis
•Training Needs Analysis
•Redundancy and Transition Cost Model
•Workforce Transition Countdown Roadmap
Delivery is about moving to the
“implementation” mode of the
Change journey by preparing
affected stakeholders for the
new people, process and
technology impacts of the
Change.
Benefit
Realization &
Sustainable
Performance
People
Transition
& Workforce
Effectiveness
Organisational
Integration
4. How can you help in 1SPEKS Implementation
Delivery: Realising Change
91
4. How can you help in 1SPEKS Implementation
Delivery: Realising Change
DEPLOYBUILDDESIGNPLAN
Change Management
Organisation
Risk Questionnaire
Internal
Comm Plan
Org Risk & Readiness
Review/High-Level
Stakeholder Map
Stakeholder &
Audience Analysis
Leadership
Action Plans
Communication
Strategy & Plan
Change Management
Strategy
Training Plan/
Deployment Plan
Organisation
Design
Workforce
Transition Plan
Training
MaterialsJob Impact
Analysis/ Training
Strategy
= Deliverable
Legend
Organisation Design
Organisational
Assessment
Macro Org.
Design
Micro Org.
Design
Job
Descriptions
Start/Stop/
Continue
Performance
Metrics
Talent Management
Strategic
Talent
Requirements
Talent
Risks
Talent
Metrics
Governance &
Infrastructure Talent
Acquisition
Strategy
Talent Development
Strategy
Talent
Retention
Strategy
Train
Go-Live Updates and Communications
Monitor and Adjust
Transition Workforce
92
4. How can you help in 1SPEKS Implementation
Delivery: Realising Change – Measuring change management effectiveness
Feedback
■ Leadership alignment,
discussions and
interviews
■ Communication and
training feedback
■ Degree of engagement
Metrics
■ Communication Metrics
(as defined by strategy)
■ Training Metrics (as
defined by strategy)
■ Level of leadership
engagement and
alignment
■ Readiness survey results
■ Leadership action plans
on track
■ Meeting attendance
■ Transition
Long Term Results
■ High adoption rates
■ Adoption timeliness
■ Achievement of
business case
■ End User confidence
and usage of
sophisticated
functionality, or
advanced reporting
■ Faster ROI
Change Management Effectiveness Measures
Activity
■ Tracking and assessment
of communication and
training measurements
and metrics
■ Readiness assessment
(surveys, focus groups
and interviews)
■ Ongoing identification of
change challenges and
risks to implement
mitigation tactics
■ Stakeholder
engagement and
involvement
■ Execution of leadership
action plans
Change Management Objectives
Measuring change and adoption effectiveness throughout will allow the team and leadership to
monitor the transition and make mid-course corrections to address challenges related to adoption
and effectiveness.
93
4. How can you help in 1SPEKS Implementation
Delivery: Realising Change – Effectiveness measurement
Each phase will include different metrics and measures that will be reported on a monthly scorecard
that includes both quantitative and qualitative insights.
Detailed Design Build/Test Deploy
■ Stakeholder Feedback
■ Meeting Attendance
■ Communication Activities
■ Leadership Action Plans
■ Survey results
■ Communication Activities
■ Stakeholder Feedback
■ Meeting Attendance
■ Leadership Action Plans
■ Readiness results
■ Survey Results
■ Training attendance/effectiveness
■ Adoption rates
■ Error rates
■ Achievement of KPIs/Business
benefits
■ Stakeholder Feedback
■ Meeting Attendance
■ Leadership Action Plans
Monthly Scorecard Reporting with Qualitative and Quantitative Measures
94
4. How can you help in 1SPEKS Implementation
Delivery: Realising Change – Tool for Scorecard Effectiveness Measurement
• Discuss leadership action plans in upcoming operating
and steering committee meetings
• Increase and update materials on website
• Increase communications regarding need for training
and send email to leaders of staff who has not registered
Metrics
• 100 communications deployed to 2000
employees
• 82% attendance at PentaSAP Operating
Committee and Steering Committee meetings
• 500 website hits
Additional insights
• Increased questions regarding where to get further
information
• Significant positive feedback from suppliers
regarding the upcoming PO changes
Communication & Engagement Change Readiness & Workforce Transition
Metrics
• 65% of Leadership Action Plans on Track
• 80% participation of change agent network
Additional insights
• Decreased signs of resistance regarding approval
process changes
Training Recommended Actions
0%
20%
40%
60%
80%
100%
March '09 April '09
Metrics
• 80% of employees have registered for their
required training courses
• 82% average course evaluation rating
Additional insights
• Approver training has the lowest feedback scores
Scorecard
Applying BCM and
continue to build
capabilities in 1SPEKS
96
5. Applying BCM and continue to build capabilities
for 1SPEKS
BCM Community of Practice
Create a community where you can continue to build BCM capabilities, share your
knowledge and work together in transforming from cash, SPEKS to accrual accounting,
1SPEKS.
State: Perlis
Name: Pn. Rohani
State: Kedah
Name: Pn. Nazhatun
State: Perak
Name: Pn. Fuziah
State: Melaka
Name: Puan Norifah
State: N. Sembilan
Name: En. Mohd
Azraai
State: Selangor
Name: En. Mohd
Redzuan
State: Pahang
Name: Pn. Nor
Akillah
State: Terengganu
Name: Tuan Haji
Mohd. Shukri
State: P. Pinang
Name: Pn. Kalthom
State: Kelantan
Name: En. Roslan
States
State: Johor
Name: En. Zulkifly
97
5. Applying BCM and continue to build capabilities
for 1SPEKS
Snapsots of useful resources/manuals
Pekeliling Perbendaharaan
Polisi Perakaunan Akruan
Malaysian Public Sector Accounting Standards
(MPSAS)
98
5. Applying BCM and continue to build
capabilities for 1SPEKS
Wrap up & close ending exercise
How can you begin applying learnings to current SPEKS transition to 1SPEKS
process?
What has been most valuable about this training?
What other trainings or support would you think would be helpful to value add the
1SPEKS implementation?
Where do you need to continue to develop and progress based on your current
capabilities in supporting the 1SPEKS accrual implementation?
That’s a wrap, but before you go…..
Thank You