Local Government facilitated the “Transforming Government ICT Infrastructure” program to transition agencies from being owner-managers of infrastructure to being consumers of commercial compute, storage and network services as part of the Digital State ICT Strategy.
One of the largest government departments in WA as an early adopter of the program began planning the transition and transformation of the ICT infrastructure they own and operate to the GovNext model. Cathara provided an experienced Organisational Change Manager (OCM) to assist with the initial phase of the program.
Working closely with the program team, the OCM developed a comprehensive Change Management Strategy covering all aspects of business change management required or impacted by the program, incorporating the key domains of Stakeholder Management, Communications, Business Process Design, Organisational Design, Training and Support.
The Strategy was developed to ensure a proactive, structured approach to successfully manage and support the anticipated changes brought about by the program. The first step in developing the strategy was to perform a high-level change impact assessment. This provided an overview of the groups of stakeholders that will be impacted by the change, the degree and nature of the impact, as well as their level of influence, interest and support for the change.
Once this was completed, each of the key domains in the change management strategy could be developed to reflect not only the information gathered in the assessment but also the Prosci ADKAR Change Management Model used by the department.
As is often the case, the OCM was also required to perform key change management activities in parallel with developing the strategy. These were mainly stakeholder engagement and communication related activities which cannot always be delayed until a change management strategy has been developed and approved.
Furthermore, the OCM subsequently oversaw and contributed to the following: developing Communications and Training Strategies and Plans; scheduling and delivery of all Change Management activities required to ensure all staff are fully aware and prepared for the program; and performing further proactive stakeholder management and communication with all stakeholders.
In addition, the OCM assisted and guided the development of impacted ICT business processes; the Communication Manager in the execution of the associated Communication Plans; and the Program Director, Program Manager and Project Managers in progressing Change Management activities and in resolving Change Management related issues.
Once these initial activities were completed, a solid foundation was created for the department to progress and implement the associated change management activities for the program using existing resources.
Cathara’s engagement resulted in aligning outcomes with business and organisational priorities and expectations, articulating both the business and IT outcomes, engaging all stakeholders in the process and integrating outcome management with existing methods, frameworks and tools.
The trust and confidence that Cathara’s staff have for them, their regular contact, and making themselves readilaccessible, results in their maintaining a close knowledge and awareness of project and account activities