1. Trends in Change management in IT transformation projects
Presented by:
Niharika Srivastava
XIMB

2. Trends in Change Management in IT transformation projects
IT Transformation is a holistic revamp of the existing technology base used
to support the company’s mission-critical business.
It is about better alignment of the IT system to the needs of the business.
Objectives of IT Transformation initiative are as follows:
Increase ROI
Optimize Cost
Leverage New Technologies
Building capabilities to enhance
delivery

3. IT Transformation cycle
Stages of Transformation Cycle
A focus on reducing cost of IT aims at shedding
systems and infrastructure that are not needed.
Charge back IT cost to make IT self funding
Manage change among people and process.
Diverting savings into strategic IT investments.

4. IT Transformation Implementation and Change Management

5. Quest for IT and Business Alignment
IT BUSINESS ALIGNMENT MATURITY CRITERIA
COMMUNICATIONS
COMPETENCY/
VALUE
MEASUREMENT
GOVERNANCE
PARTNERSHIP
SCOPE &
ARCHITECTURE
SKILLS

6. Look Before you Leap: Assessing Readiness for Change
Transformation of IT has a far-reaching effect on business processes and people’s
role in them.
Leavitt’s Model of Change Management

7. Change Management Framework

8. Readiness Score Against Change Parameter

9. Kotter’s Change Management Principles

10. Business Transformation through IT Transformation

11. Change & People Management
IT Transformation best practices at Accenture
Business Alignment
Ensures detailed project management
plan, effective communication and
feedback mechanism
Handle change in vision, scope and
prioritise timelines
Provides guidance for actively
engaging the business leadership of
client organizations and aligning IT
vision with business priorities.

12. Risk Management Strategy
IT Transformation best practices at Accenture
IT Capability and Maturity Model
Reassures the client and third party
project stakeholders about unforeseen
situations, which can increase the cost of
the project, change its scope, delay effort
estimation or delay the delivery schedule.
Key capabilities defined in an IT
organisation and maturity across
various dimensions.

13. IT Transformation best practices at Accenture
IT Capability and Maturity Model
Strategic IT Alignment—Focuses on translating business vision and strategies into IT
investment.
IT Governance—Provides insight into how IT decisions are made, sponsored, enforced
and evaluated both within and across the organization structure.
Architecture and Information Management—Shows how the strategic IT architecture
framework is created and executed.
Solution Delivery—Focuses on how systems are built and moved into live service.

14. IT Transformation best practices at Accenture
IT Capability and Maturity Model
Service Management and Operations—Provides information on how day-to-day
operational service is planned, delivered and measured.
Information and Technology Security—Illustrates how enterprise information and
related assets are protected.
Workforce and Resource Management—Provides details on how support services are
delivered and how HR, knowledge and financial resources are managed.

15. Benefits Vs Requirements
Success Tips of IT Transformation process as per Deloitte
Big Bang is not the answer
Aim is to achieve improved business
outcomes and not just meet requirements.
The benefits management approach also
assists with prioritisation and scope control.
Don’t go for go live which is years
away
Multi year Technology projects should
go for multiple release.
It reduces risk
Allows adaptation with changing
technologies

16. Key stake holders to be collaborators
Success Tips of IT Transformation process as per Deloitte
Senior business sponsors
Formation of an effective steering
committee
Documentation of roles and
responsibilities through a Steering
Committee Charter
Team building activities for better group
decision making
Project sponsor has the role to drive
change, make decisions and rally
support from other stakeholders.
The sponsor is accountable for the
delivery of the planned project
benefits.
Sponsor is the face of the project for
communications

17. Organizational change readiness assessment
Change Management Initiative at WIPRO
To determine the ability to absorb and
sustain change
To denote areas of weakness for focus
and development of risk mitigation
strategies.
Organizational Leadership assessment
To determine if the leadership teams
are aligned on objectives and outcomes
To strengthen the change management
strategy based on these findings

18. Key Focus Areas
Change Management Initiative at WIPRO
Identify the barriers and enablers in adoption of changes
Facilitate the articulation of a compelling vision statement.
Conduct Change Impact Analysis to identify specific impacts on stakeholder groups.
Communicate effectively to ensure that colleagues have a clear understanding of the
vision and benefits expected from this program - and their role in making this program
successful
Set up a network of client-side change agents to fully leverage their local
knowledge/influence and drive change with end users
Reshape behaviours to help users adopt ways of working required for realizing step
change in new operating models
 Setting up change agents networks, training, skills evaluations and other tactical
implementation activities to increase user adoption post go-live.