Change Management through Capacity Building & Knowledge Management

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6 Νοε 2013 (πριν από 3 χρόνια και 9 μήνες)

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Change Management
through
Capacity Building &
Knowledge Management
Change Management
through
Capacity Building &
Knowledge Management
Contents

Change Management

Components of Change Management

Key Challenges of Capacity Building

Stakeholders

Framework Objectives

Implementation Approach

Knowledge Management

Change Management

Components of Change Management

Key Challenges of Capacity Building

Stakeholders

Framework Objectives

Implementation Approach

Knowledge Management
Need for Change Management
Why Change Management ?

To manage large scale programme

To manage Complexities of new environment
Need:
Implementation of e
-
Governance in the long run requires a focused
Change Management Strategy that defines the nature, sequential order of
specific activities and creation of the appropriate infrastructure required to
facilitate the change process.
Need:
Implementation of e
-
Governance in the long run requires a focused
Change Management Strategy that defines the nature, sequential order of
specific activities and creation of the appropriate infrastructure required to
facilitate the change process.
Change Management
Effective
process of a business change
such that executive leaders,
managers and front line employees work in consonance to
successfully implement the technology
or organizational changes.
To implement successful
e
-
Governance projects
, there is colossal amount of
change required in existing system. This is expected to be addressed through
institutional re
-
structuring
and
business process re
-
engineering
.
Components of Change Management
Capacity
Building
To create an appropriate, dedicated
capacity to prioritize, conceptualize,
develop and manage e
-
Governance
Projects
.
Change
Management
Knowledge
Management
To enable collation, organizing, &
facilitation of knowledge
-
sharing
amongst stakeholders across all
ULBs at the State & National level
Change
Management
Challenges in Capacity Building

Resistance
to
Change
&
Adoption
of
New
Initiatives
:
Develop
and
promote
a
learning
culture
mechanism
in
SLNAs/
ULBs
and
thereby
developing
required
capabilities

Lack
of
Awareness
about
e
-
Governance
:
SLNA/
ULB
management
to
provide
awareness
of
e
-
Governance
program
&
benefits
through
workshops
&
trainings

Multiple
Stakeholders
with
Diverse
Needs
:
Stakeholders
involving
citizens,
government
personnel's
have
various
requirements
like

residential,
commercial,
industrial,
institutional

Hospitals,
Health
Clinics
etc
needs
to
be
aligned
thereby
synergizing
various
efforts

Resistance
to
Change
&
Adoption
of
New
Initiatives
:
Develop
and
promote
a
learning
culture
mechanism
in
SLNAs/
ULBs
and
thereby
developing
required
capabilities

Lack
of
Awareness
about
e
-
Governance
:
SLNA/
ULB
management
to
provide
awareness
of
e
-
Governance
program
&
benefits
through
workshops
&
trainings

Multiple
Stakeholders
with
Diverse
Needs
:
Stakeholders
involving
citizens,
government
personnel's
have
various
requirements
like

residential,
commercial,
industrial,
institutional

Hospitals,
Health
Clinics
etc
needs
to
be
aligned
thereby
synergizing
various
efforts
Challenges in Capacity Building
(contd…)

Lack
of
Capacity

HR
&
Infrastructure
:
Build
capacity
of
functionaries
and
prepare
them
to
manage
the
new
work/
process
environment

Process
Continuity
:
Lack
of
Effective
Knowledge
Management
practice
for
storage
&
retrieval
of
information
for
supporting
continuous
change
management

Lack
of
Capacity

HR
&
Infrastructure
:
Build
capacity
of
functionaries
and
prepare
them
to
manage
the
new
work/
process
environment

Process
Continuity
:
Lack
of
Effective
Knowledge
Management
practice
for
storage
&
retrieval
of
information
for
supporting
continuous
change
management
Stakeholders
SLNA Would own the
CB Plan at State Level
MoUD would Design
the Capacity Building
Framework
MoUD would Design
the Capacity Building
Framework
ULB Would implement
the CB Plan
Objectives of CB Framework

Objectives
at
SLNA
Level
:

Support
programme
by
addressing
any
policy
level
issues
at
the
State
level

Support
the
implementation
at
the
ULBs
through
identifying
capacity
building
resources
such
as
training
institutes/
probable
trainers/
process
(for
ToT)
common
training
programmes,
etc
.

Coordination
with
all
ULBs
in
the
State
for
identification
of
the
best
practices
.

Conduct
&
sharing
of
knowledge
amongst
the
ULBs
in
the
State

Support
the
project
by
coordinating
with
various
Institutes/
Departments
at
Central
and
State
level
.

Overall
Program
Monitoring,
Capacity
Building,
Financial
Management
and
fund
tracking,
Strategic
planning

Objectives
at
SLNA
Level
:

Support
programme
by
addressing
any
policy
level
issues
at
the
State
level

Support
the
implementation
at
the
ULBs
through
identifying
capacity
building
resources
such
as
training
institutes/
probable
trainers/
process
(for
ToT)
common
training
programmes,
etc
.

Coordination
with
all
ULBs
in
the
State
for
identification
of
the
best
practices
.

Conduct
&
sharing
of
knowledge
amongst
the
ULBs
in
the
State

Support
the
project
by
coordinating
with
various
Institutes/
Departments
at
Central
and
State
level
.

Overall
Program
Monitoring,
Capacity
Building,
Financial
Management
and
fund
tracking,
Strategic
planning

Objectives
at
ULB
Level
:

Provide
a
clear
vision
to
the
stakeholders
with
reference
to
the
project

Support
the
programme
through
identification
of
required
manpower
for
the
programme

Process
Champions,
Probable
Trainers
etc
.

Address
all
employee
related
issues
related
to
migration
from
AS
-
IS
situation

Prepare
training
calendar
in
consultation
with
all
the
identified
stakeholders

Launch
an
awareness
campaign
for
the
stakeholders
for
spreading
awareness
on
e
-
Governance
.

Support
the
Vendors
by
explaining
them
formal
and
informal
processes
in
practice
.
Objectives of CB Framework
(contd…)

Objectives
at
ULB
Level
:

Provide
a
clear
vision
to
the
stakeholders
with
reference
to
the
project

Support
the
programme
through
identification
of
required
manpower
for
the
programme

Process
Champions,
Probable
Trainers
etc
.

Address
all
employee
related
issues
related
to
migration
from
AS
-
IS
situation

Prepare
training
calendar
in
consultation
with
all
the
identified
stakeholders

Launch
an
awareness
campaign
for
the
stakeholders
for
spreading
awareness
on
e
-
Governance
.

Support
the
Vendors
by
explaining
them
formal
and
informal
processes
in
practice
.
Implementation Approach
Capacity
Building
People
Infrastructure
Process
Developing Culture of
Change Management
in Urban Domain

Process
Re
-
engineering

Process
standardization

Consistency &
Uniformity

Roles Definition

TNA

Content
Development

Imparting Training

Monitoring &
Evaluation

Infrastructure
Assessment

Requirement
Analysis

Overall change in
infrastructure
Capacity Building is not only training. It includes overall
strengthening of People, Process and Infrastructure
Implementation Approach
(contd…)
Implementation
Approach
(People Perspective)
Formation project
Steering Committee
Identification of
Process champion,
Project Functional &
Technical Committee.
Identification of varied
training needs through
Training need analysis
Basis of training need
analysis development
of training content
at National Level
Development of
training Module and
imparting them
through identified
training institute
Monitoring and
Evaluation for effective
Implementation
Roles &
Responsibility
Identification
Training Need
Analysis
Content
Development
Training
Prog. Design &
Implementation
Monitoring
& Evaluation
Formation project
Steering Committee
Identification of
Process champion,
Project Functional &
Technical Committee.
Identification of varied
training needs through
Training need analysis
Basis of training need
analysis development
of training content
at National Level
Development of
training Module and
imparting them
through identified
training institute
Monitoring and
Evaluation for effective
Implementation
1
2
3
4
5
Step
-
I
: Roles Definition
Identification
of Roles &
Responsibility
SLNA

Identification of the “Right” change
management team members

Selection of CB expert at SLNA Level

Formation of Steering Committee

Establishing the PMU

Identification of Process Champion
1
Identification
of Roles &
Responsibility
ULB

Identification of the “Right” Change

management team members

Role Mapping

Department &

Designation wise

Selection of CB Expert at ULB Level

Formation of Steering Committee

Establishing the PMU

Selection of SI

Identification of Process Champion
Step
-
II:
Training Need Analysis
Training Need
Analysis
TNA would involve carrying out a
skill
-
gap analysis
and be the key to identifying
both core and specialized training needs across operational functions
2

At ULB Process Champions will undertake Training Need Analysis in
Co
-
ordination with CB Expert at SLNA.

At SLNA Capacity Building Coordinator will undertake Training Need
Analysis & provide technical support to ULB in carrying out the TNA

Training Content Development and Imparting would largely be done
considering the project as
Greenfield project.
Step
-
III
: Content Development
3
Content
Development

Content Development will be undertaken in areas of
Technical, Soft Skills
and
Process Related
(Governance, PR etc.)

The developed
content will be then localized
by respective SLNAs in line with
the regional legislations and language.

The responsibility of development of
Technical Training
would be part of SDA/
SI.

Content Development will be undertaken in areas of
Technical, Soft Skills
and
Process Related
(Governance, PR etc.)

The developed
content will be then localized
by respective SLNAs in line with
the regional legislations and language.

The responsibility of development of
Technical Training
would be part of SDA/
SI.
Step
-
IV:
Training Program Design &
Delivery
4
Technology Related
Training

Basic Computer

Awareness

Special Technological

E
-
Application

Refresher Trainings
Training Program Design & Delivery
Soft Skills Trainings

Leadership

Customer Orientation

Communication
-
PR
Process Trainings

Govt. Process

Reengineering

Change Management

PPP Model
Technology Related
Training

Basic Computer

Awareness

Special Technological

E
-
Application

Refresher Trainings
SI (ULB) & SDA (SLNA)
Soft Skills Trainings

Leadership

Customer Orientation

Communication
-
PR
Empanelled Training
Process Trainings

Govt. Process

Reengineering

Change Management

PPP Model
Empanelled Training
Step
-
V
: Monitoring & Evaluation
Framework
5

Evaluate extent of achievement of
over all progress as per JNNURM
guidelines

Compare relative position of ULBs/
States

Identify the trends/ patterns

Make policy level interventions,
based on analysis
MONITOR
Sample Parameters

Progress

Timelines

Deviation

Risks

Fund Utilisation

Evaluate extent of achievement of
over all progress as per JNNURM
guidelines

Compare relative position of ULBs/
States

Identify the trends/ patterns

Make policy level interventions,
based on analysis
EVALUATION
Why Knowledge Management

Knowledge
Management
is
required
to
ensure
long
term
sustainability
&
continuity
of
developed
processes
in
the
system
.

Since
all
developed
content
has
certain
life
period,
it
is
quite
crucial
to
update
the
same
at
regular
interval
to
avoid
redundancy
.
New
processes
needs
to
be
added
and
existing
processes
at
the
ULBs
need
to
be
re
-
aligned
in
order
to
support
new
KM
initiative
.

The
framework
proposed
for
Knowledge
Management
will
be
same
for
all
the
ULBs
to
ensure
consistency
and
alignment
at
ULB
level,
State
level
and
then
at
MoUD
level
.

Knowledge
could
be
uploaded
and
retrieved
by
way
of
-
Web
Based
Training
tools
(WBT)
like
Flash
files
or
interactive
Computer
Based
through
CDs
.

Knowledge
Management
is
required
to
ensure
long
term
sustainability
&
continuity
of
developed
processes
in
the
system
.

Since
all
developed
content
has
certain
life
period,
it
is
quite
crucial
to
update
the
same
at
regular
interval
to
avoid
redundancy
.
New
processes
needs
to
be
added
and
existing
processes
at
the
ULBs
need
to
be
re
-
aligned
in
order
to
support
new
KM
initiative
.

The
framework
proposed
for
Knowledge
Management
will
be
same
for
all
the
ULBs
to
ensure
consistency
and
alignment
at
ULB
level,
State
level
and
then
at
MoUD
level
.

Knowledge
could
be
uploaded
and
retrieved
by
way
of
-
Web
Based
Training
tools
(WBT)
like
Flash
files
or
interactive
Computer
Based
through
CDs
.
Proposed Knowledge Management
Framework
Structure: Organization Structure: at ULB, State and MoUD level
Overall Vision:
“To make all the ULBs a learning oriented organization by
ensuring effective management of Knowledge within and across ULBs Pan India
Monitoring &
Review
Knowledge
Asset
Identification
Intranet
Tools
KM Portal
Newsletter
K
-
Share
Training
Knowledge
Sanitization &
Classification
Knowledge
Retrieval&
Disseminatio
n
Knowledge
Uploading
Knowledge
Managemen
t Process
Knowledge
Asset
Identification
Knowledge
Management Approach
Knowledge Asset
Identification
Identify
the
source
of
knowledge
i
.
e
.
what
will
constitute
as
Knowledge
Assets)
e
.
g
.
Best
Practices
from
various
ULBs
such
as
:

Process

related
to
functions
e
.
g
.
HR,
Finance
or
any
services
such
as
birth
and
death

Technology
-
e
.
g
.
methods
for
application
development,
testing,
hardware
sizing
etc

People
related
-
e
.
g
.
Organization
Development,
people
practices
etc
.
Identify
the
source
of
knowledge
i
.
e
.
what
will
constitute
as
Knowledge
Assets)
e
.
g
.
Best
Practices
from
various
ULBs
such
as
:

Process

related
to
functions
e
.
g
.
HR,
Finance
or
any
services
such
as
birth
and
death

Technology
-
e
.
g
.
methods
for
application
development,
testing,
hardware
sizing
etc

People
related
-
e
.
g
.
Organization
Development,
people
practices
etc
.
Knowledge
Classification &
Sanitization
All
the
knowledge
assets
needs
to
be
classified
&
sanitized
to
ensure
accuracy,
compliance
with
laws,
risks
associated
with
dissemination
etc
.
at
each
level
i
.
e
.
ULB,
State
&
National
level
.
Knowledge Storage,
Retrieval &
Dissemination

After
reviewing,
assets
could
be
uploaded
in
KM
Repository
at
the
pre
-
defined
locations
.

Knowledge
assets
should
be
uploaded
by
Process
Champions/
appropriate
Authority
after
approval
at
ULB,
State
and
MoUD
level
.

The
next
step
is
retrieval
of
Knowledge
for
which
various
tools/
mechanism
have
been
defined
in
the
framework
i
.
e
.
Creation
of
a
Knowledge
Portal,
Intranet,
Knowledge
sessions
etc
.
Knowledge Management Approach

After
reviewing,
assets
could
be
uploaded
in
KM
Repository
at
the
pre
-
defined
locations
.

Knowledge
assets
should
be
uploaded
by
Process
Champions/
appropriate
Authority
after
approval
at
ULB,
State
and
MoUD
level
.

The
next
step
is
retrieval
of
Knowledge
for
which
various
tools/
mechanism
have
been
defined
in
the
framework
i
.
e
.
Creation
of
a
Knowledge
Portal,
Intranet,
Knowledge
sessions
etc
.
Monitoring & Review

Content
Management
is
required
to
be
undertaken
at
SLNA/
ULB
level
to
avoid
redundancy
of
data,
as
all
content
has
a
limited
life
.

The
overall
successful
of
the
Knowledge
Management
initiative
is
based
on
accuracy,
relevance,
sanctity
and
usage
of
the
Knowledge
Assets
created
at
each
level
.

This
step
focuses
on
monitoring
the
relevance
of
the
Knowledge
asset
and
review
in
terms
of
retention,
replacement
or
archival
of
the
Knowledge
Assets
created
at
ULB,
State
and
National
level
.
Knowledge Management Approach

Content
Management
is
required
to
be
undertaken
at
SLNA/
ULB
level
to
avoid
redundancy
of
data,
as
all
content
has
a
limited
life
.

The
overall
successful
of
the
Knowledge
Management
initiative
is
based
on
accuracy,
relevance,
sanctity
and
usage
of
the
Knowledge
Assets
created
at
each
level
.

This
step
focuses
on
monitoring
the
relevance
of
the
Knowledge
asset
and
review
in
terms
of
retention,
replacement
or
archival
of
the
Knowledge
Assets
created
at
ULB,
State
and
National
level
.
Key Components of Costs
The following activities would require the major portion of funding
with regards to the capacity building exercise:

Training Programmes

Workshops /Seminars

External Training (Agency/ Resources)
The following activities would require the major portion of funding
with regards to the capacity building exercise:

Training Programmes

Workshops /Seminars

External Training (Agency/ Resources)
The costs pertaining to the above mentioned activities have already been
considered in revised NMMP guidelines under JnNURM
Q & A
Q & A
Thank you