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Change Management for Business Intelligence Projects: Part 125-October-2012 25OctoberEffective Change Management is critical for any project.
Andrew MercerI'm a Business Intelligence and Data Warehousing consultant based in Brisbane, Australia. Christian Gerth, Jochen Kuster, Markus Luckey, Gregor Engels: Detection and Resolution of Conflicting Change Operations in Version Management of Process Models. Benjamin Nagel, Christian Gerth, Jennifer Post, Gregor Engels: Ensuring Consistency Among Business Goals and Business Process Models. Benjamin Nagel, Christian Gerth, Gregor Engels: Goal-driven Composition of Business Process Models. Benjamin Nagel, Christian Gerth, Jennifer Post, Gregor Engels: Kaos4SOA - Extending KAOS Models with Temporal and Logical Dependencies. Christian Gerth, Markus Luckey, Jochen Kuster, Gregor Engels: Precise Mappings between Business Process Models in Versioning Scenarios. Christian Gerth, Markus Luckey, Jochen Kuster, Gregor Engels: Detection of Semantically Equivalent Fragments for Business Process Model Change Management. Jochen Kuster, Christian Gerth, Gregor Engels: Dynamic Computation of Change Operations in Version Management of Business Process Models. Christian Gerth, Jochen Kuster, Markus Luckey, Gregor Engels: Precise Detection of Conflicting Change Operations using Process Model Terms.
Jochen Kuster, Christian Gerth, Gregor Engels: Dependent and Conflicting Change Operations of Process Models.
Christian Gerth, Jochen Kuster, Gregor Engels: Language-Independent Change Management of Process Models. Jochen Kuster, Christian Gerth, Alexander Forster, Gregor Engels: A Tool for Process Merging in Business-Driven Development. Jochen Kuster, Christian Gerth, Alexander Forster, Gregor Engels: Detecting and Resolving Process Model Differences in the Absence of a Change Log. Christian Gerth: Business Process Merging - An Approach based on Single-Entry-Single-Exit Regions.
I've consulted on or managed several large BI systems in New Zealand, Australia and Latin America.
In Proceedings of the 9th Workshop on Engineering Service-Oriented Applications (WESOA 2013) (accepted for application).
In Proceedings of the CAiSE'13 Forum at the 25th International Conference on Advanced Information Systems Engineering (CAiSE'13).
In Proceedings of the 5th European Conference on Model-Driven Architecture Foundations and Applications (ECMDA-FA'09). In this context, Change Management has the goal of transitioning your organisation from one set of business processes to a new and hopefully improved model. Besides the right technical background, I look for people who are problem-solvers and good communicators - and who’ve demonstrated resilience and adaptability. In Proceedings of the 12th International Conference on Business Process Management (BPM 2014), Haifa, Israel.


Since the BPRE team has other commitments, it is advisable to form a small team responsible for change management and to assist the team leader in reengineering efforts.
This mission statement gives a new direction to the organisation,(iii) Preparing the organisation for change: The message of change must be communicated to the employees at all levels of the organisation. Moreover, the best ideas (and biggest supporters) will often come from operational teams out in the field.Change Management FrameworkHaving a conceptual framework to visualise the process and activities is a big help.
Therefore the implementation and support of the latest Oracle technologies there relies on people with in-depth product knowledge, experimentation and ingenuity. The change management team should communicate face-to-face to small groups of front-line supervisors about the urgency of introducing major changes. Also the supervisors in turn keep the workers informed of the change initiatives taken up by the BPRE team.
The first three stages get you to the point of deploying your solution - whereas the remaining three stages represent post-deployment activities.
Each team is headed by a “process owner” and is responsible for implementing a reengineered business process.Because reengineered processes are cross-functional, each reengineering team represents people from different departments. They should be willing to face and handle employee resistance during the implementation of reengineered processes. The BPRE teams must be provided with adequate resources and authority to implement the changes required to achieve drastic improvements. It also helps you refine the change to increase your chances of success and gaining stakeholder approval.
The team members must be empowered to take decisions and must be given enough autonomy to work on their own. However, it can present a problem for technology managers who enter into the process with a full technical solution already mapped out. Most large organisations have processes to safeguard their production environments and users.
Many drastic modifications of many existing systems may have to be incorporated as per the recommendation of reengineering teams. Be aware that the practicalities and office politics of your organisation can make getting what you want very difficult, so be prepared to adapt as necessary. Since the resistance to change creates a road block to the implementation of the recommendations of the reengineering team, the change management team should help to remove these road blocks.It may be necessary to counsel and train those who resist change to convince them about the need for change and give them a clear picture of the things that are going to be changed. It’s all a very tedious process of jumping through hoops, meetings, and filling out documentation in the required templates - but is necessary to ensure that you can actually deploy. Resistance to change and BPRE may be expressed overtly or covertly by executives at any level of management. At the very least, getting Phase 1 approved and underway gets your organisation onto the right path even if it’s not perfect.
This takes time, effort, and planning to manage - and usually won’t be something that you can throw together a few days ahead of your intended release. Hence, find out these requirements early and ensure that (1) resources are allocated, and (2) these steps and lead-times are factored into your project plan.


This will lead to more and more employees identifying themselves with process and not functions or departments. They are held responsible for the whole process and not for specific discrete functions or jobs they perform as a part of the process. Develop Capability and CapacityThis involves building capability to plan and execute your change (or project). Design Organisation and GovernanceThe governance and design of your project is likely to have been established already in stages 1 and 2. Also, the organisation needs to invest substantially in training to impart new skills, values and attitudes to employees. Project governance is largely determined by your existing organisational standards, alongside the standard project methodology. The new system must focus on team work, process-orientation and customer satisfaction.Further to above changes, BPRE also brings about major changes in organisational communication. Personally, I don’t think it matters a great deal which method you use - so long as you have one.
Therefore, this stage is more about designing the mechanisms and processes to support the ongoing operations of your proposed BI solution. The method gives you a framework and set of basic checklists for managing for your project. These contractors will likely move onto other projects, and other organisations, once your deployment is complete.
Therefore you need to ensure that a permanent team gets built up and put in place to maintain and extend your solution ongoing. This way, delays experienced with approvals and the recruitment process are less of an immediate issue.
This means that they’re already familiar with your solution and systems prior to taking over the official support. At the end of this stage (assuming the the build and testing have been running in parallel), you should be getting close to deployment.4. Align Individuals and TeamFrom my perspective, this stage is all about getting the new processes and organisational changes up and running effectively.
This means delivery of training and ongoing support to ensure that your users can use your solution … and that the change is working as planned.
Aside from being a wealth of good suggestions, this illustrates to your user community that you’re listening and taking on their ideas. Manage PerformanceThis stage covers the ongoing enhancement and performance tuning which occurs in the period once the systems and processes have settled into a stable production state.6.



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