Implementing EDRMS Focus on Change Management John Townsend Chief Information Officer, NOPSA June 2008.

Implementing EDRMS

Focus on Change Management

John Townsend

Chief Information Officer, NOPSA

June 2008

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Agenda

• About the Presenter

• About NOPSA

• About EDRMS

• Project History

• Managing Change at NOPSA

• Lessons Learned

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About the Presenter

• Focus on Business Information, not Technology

• Information Management – RMIT

• Product Manager – Content Management System for eLearning

• Journey from Customer to Vendor to Customer

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About NOPSA

• Regulator for OHS in Offshore Petroleum

• Statutory Authority – Australian Govt

• FMA

• Funded by industry

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About EDRMS

• Enterprise, not electronic

• Records, not just Documents

• Drivers for implementation

• EDRMS is not a toy• EDRMS is not part of the O/S (anytime soon)

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Project History

• Early days as a “project”

• Formal Approach to Market

• Evaluation process

• Selection process

• Contract negotiation and due diligence

• Implementation planning

• Project Milestones

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Timeline

1/11/2006 17/01/2008

1/01/2007 1/04/2007 1/07/2007 1/10/2007 1/01/2008

20/12/2006RFT Issued

10/08/2007Due Diligence Ends 15/10/2007

Hardware Installed

17/10/2007UAT

5/11/2007GO LIVE

17/02/2007RFT Closed

16/04/2007Objective Awarded

4/07/2007Contract Signed

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Managing Change at NOPSA

• Tying into Corporate / Strategic Plans

• General Questions to ask about change

• Project Management System

• Project Communications

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Tool: Questions to ask

• 1.1 Take a look around your environment (home, family, business, personal). What issues do you see ongoing that you have not managed yet?

• 2.1 What would you need to see/hear/feel to recognize when it was time to do something different?

• 1.2 What has stopped you from managing them until now?

• 3.2 Which aspects should stay the same?

• 3.1 What criteria do you use to decide what aspects of the situation need to be changed?

• 3.3 What is the difference between the two?

• 3.4 And how will you know if you've chosen the appropriate elements for each?

• 4.1 How will you decide who would need to be brought into the 'change' conversation to ensure you have buy-in from interested parties?

• 4.2 How do you plan on bringing them into the decisions you need to make?

• 4.3 How will you know that they are indeed supportive of your change issues?

• 4.4 How will you know if they are not supportive?

• 4.5 How will you manage the situation if they believe they will be harmed by the change?

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Tools - PMS

• Project Management SystemProject Concept Document

Project Business Case

• Quality Sliders - Success criteriaWhat can give?

What can’t?

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What gives? What can’t?

Success MeasuresRelativity

[KeyReports]

Off 1 2 3 4 5 6 7 8 9 10

A. Have Satisfied Client Groups

B. Meet all the project’s objectives / requirements

C. Meet the agreed budget, resources, etc

D. Deliver the key product / service on time

E. Add value to the organisation

F. Meet quality requirements

G. Sense of professional satisfaction for the Team

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Managing Change at NOPSA

• Tying into Corporate / Strategic Plans

• General Questions to ask about change

• Project Management System

• Project Communications

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Communications

FunctionActivity

Transaction

File divider

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Summary - Lessons learned

• Identify what will change

• Train a leadership group

• Identify those with special needs

• Monitor system usage

• Regular re-training and communications

• Factoring in ongoing services

More information …

Email: [email protected]

Acknowledgements:Thomsett International

Email: [email protected]