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Monief Eid BSc, Lean Six Sigma Black Belt, PROSCI, C A P, ITIL V3 Foundation and Prince2 Certified
National PACS Program Director
The National BIG Picture: Tele-medical Imaging, The Vision for Patient Services (modified based on non-disclosing
information about MOH)
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MOH PACS Change Management
Is it the change or the adaption to change
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MOH PACS Change Management
1) Leadership
Involvement
4) MOH Develops Tool
2) MOH CM Centre
3) Invest in local CM
Team Skills
6) Ongoing Training
5) Clinical Transform
Adaption to the New Solution
To Maximize the usage benefits
Success Factors of Change Management
@ MOH PACS Program
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MOH PACS Change Management
States of change
How things are done today
How things will be done tomorrow
How to move from current to future
Current
state
Transition
state
Future
state
Concept of Change Management
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Organization
Individual
How I do my job today
How I will do my job after the change is implemented
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
MOH PACS Change Management
Concept of Change Management
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Organization
Individuals
Documented and managed processes
One integrated database
Specialists in the call center
Supplier website integrated into supply chain
Merged organization
Future
state
Current
state Transition
state
Future
state
Current
state Transition
state
Future
state
Current
state Transition
state
Future
state
Current
state Transition
state
Future
state
Current
state Transition
state
Future
state
Current
state Transition
state
Future
state
MOH PACS Change Management
Concept of Change Management
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Technical side of the project
People side of the project
Current
state
Transition
state
Future
state
Project management
Change management
MOH PACS Change Management
Project Management & Change Management
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MOH PACS Change Management
Focus:
Technical side of moving from
current state to future state
Focus:
People side of moving from
current state to future state
Process:
• Initiation
• Planning
• Executing
• Monitoring/
controlling
• Closing
Process:
Organizational:
• Preparing for
change
• Managing change
• Reinforcing change
Individual:
• ADKAR
Tools:
• Statement of work
• Project charter
• Business case
• Work breakdown
structure
• Budget estimations
• Resource allocation
• Schedule
• Tracking
Tools:
• Individual change model
• Readiness assessment
• Communication plans
• Sponsorship roadmaps
• Coaching plans
• Training plans
• Resistance management
• Reinforcement
Current
state
Transition
state
Future
state
Project management
Change management
Project Management & Change Management
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MOH PACS Change Management Project Management & Change Management
Solution is designed, developed
and delivered effectively
(Technical side)
Solution is embraced, adopted and
utilized effectively
(People side)
+
= Success
Current
state
Transition
state
Future
state
Project management
Change management
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MOH PACS Change Management
Problem or opportunity
Planning
Design
Development
Implementation
Business improvement
steps
Concept of Change Management
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MOH PACS Change Management
Concept of Change Management
Change
management
process
Assessments
Team and
sponsors
Communications
Coaching and
feedback
Resistance
management
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MOH PACS Change Management
Concept of Change Management
Business improvement steps
Change management process
Integrating change management and project management activities
• Project management and change
management activities are most
effective when they are integrated
• Unfortunately, in many instances change
management is an add-on after the project
has experienced obstacles
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Research results When to start change management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Project closure
Project implementation
Project design
Project planning
Project initiation
Percent of respondents
When did you start CMactivities this time?
When would you start CMactivities next time?
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
MOH PACS Change Management
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MOH PACS Change Management
ADKAR
-change-
TRAIN THE TRAINER
- Scale & alignment-
VALUE MAXIMISATION
- Continous improvement -
Change Management Methodologies will be used in the Tele-Radiology Project
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Awareness Awareness of the need for change
Desire Desire to participate and support the change
Knowledge Knowledge on how to change
Ability Ability to implement required skills and behaviors
Reinforcement® Reinforcement to sustain the change
© 2012 Prosci and Bill Cigliano
Prosci® ADKAR® Model
MOH PACS Change Management
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Prosci’s Change Management ProcessProsci® 3-Phase Change
Management Process
MOH PACS Change Management
A structured process for managing the ‘people side’ of change on a project or initiative
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MOH PACS Change Management
To follow-up on this, we work with the employees to assess their leve of Awareness, Desire, Knowledge, etc. via ADKAR worksheets (PROSCI sheets):
Not all people change at the same pace:
Prosci® PCTTM
Model
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MOH PACS Change Management
VALUE MAXIMISATION
- Continous improvement -
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MOH PACS Change Management
TRAIN THE TRAINER
- Scale & alignment-
• Create a team of community-based trainers who are capable of delivering this specific change management community program
• Train other community members: the radiologists, the radiographers, the nurses, the administrative personnel, the radiology management teams of all the different hospitals.
• The people who will be trained are suitable staff at Ministry of Health to contribute to the expertise required by the project team.
• The following knowledge management elements are guaranteed to be part of the “train-the-trainer” sessions:
1. WHAT?
1. Best practices
2. How to document processes
3. How to interview experts
4. How to do good audits?
5. How to do good knowledge management?
6. Where to document the knowledge?
7. How to follow up on actions?
8. Communities of practice
9. Mentoring
10. On the job training
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MOH PACS Change Management
Project team
Change
management
Senior leaders
Managers and
supervisors Employees
Who is involved in managing change
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MOH PACS Change Management
• Change management focuses on the ‘people side’ of organizational change • Change management involves both an individual and an organizational
perspective • Change management requires action and involvement by leaders and
managers throughout the organization • Change management and project management are both tools that support
project benefit realization – project management is the ‘technical’ side and change management is the ‘people’ side
• Change management is most effective when it is launched at the beginning of a project and integrated into the project activities
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Thank You ………. Q & A
