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5 Steps to a Successful Technology-Enabled Transition

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information for key staff. A comprehensive training strategy was also developed for end-users throughout the various stages of development, keeping them engaged and having a voice in the process. One example was a series of "sneak peek/lunch-and-learn" sessions, which were designed to help end-users become familiar with various aspects of the new system prior to launch. The ongoing communication, training and feedback sessions were imperative to the change management at Penn State, everyone came along together, as a team. Step 5: The Promise of the Pilot Any organization going through a comprehensive enterprise-wide modernization will likely benefit from a pilot project or two to help demonstrate capabilities, assess processes that might need more adjustment, build confidence and excitement about coming changes, and develop change advocates. Nothing promotes success like success. The Pennsylvania Department of General Services (PADGS) used the pilot method for its Public Works Modernization program kicked off in 2014. PADGS had a largely paper-driven process. In order to modernize and manage what they considered drastic change to the organization, they needed to focus on three things: projects, process and people – what they do, how they do it and who does it. The first step was to define what the pilot was going to focus on and have the management team look carefully at the types of projects they are legislatively mandated to complete. With input from their subject matter experts, including project managers, coordinators and inspectors, the modernization team evaluated the process in place to initiate and manage contracts, bidding, design, construction and delivery. The first phase was launched in 2016, focusing on one process that was complex and time-consuming across multiple teams. By breaking the overall project down and tackling one first, the PADGS team was able to demonstrate capabilities and assess processes that might need more adjustment moving forward. In addition, it built confidence and excitement about upcoming changes and developed change advocates within the organization. The results spoke for themselves. A process that once took 79 steps and 44 days, today takes 21 steps and 22 days; a true testament to the team and the change management process in action! Training sessions are also a great way to campaign for change. They offer a great opportunity to provide insight into the value derived from streamlined and automated processes for the company AND the individual's day-to-day job.

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