April 24, 2020
Best Practices, Cloud Computing, Corporate Training, Digital Transformation, Information Technology, Innovation, IT Modernization, Learning, Organizational Change Management (OCM), Technology, Training
By Elizabeth Long and Denise Larcade
KAI Partners works with many clients whose typical work environment is in a physical office space. So, as you can imagine, this new normal of working from home has been a tough transition for many people.
Over the years, KAI Partners has helped many of our clients bridge the gap to work cohesively across regional offices around the state. For us, helping entire departments transition from working together in an office space to working separately from home is a challenge we are well-equipped to handle!
Here are some things we have learned over the past few weeks. Try to keep these in mind as our new normal continues to change and as your team continues to make the transition into working from home.
At a minimum, when working remotely, you need to have a computer or a laptop. While this seems like a no-brainer, you might be surprised to learn that a lot of people do not have a company-issued laptop that they can bring home. This means that oftentimes people are using their own personal laptop, computer, iPad, or tablet. All of this brings a layer of challenges around cloud computing access and making sure the technology functions so people can do their jobs.
To help support this transition, we have been educating clients on not only the tools they need to work effectively from home—laptop, webcam, microphone, speaker—but also how to use the tools and how to securely gain the appropriate access they need to online work programs.
Every client uses different cloud computing and file sharing systems, so it has been important for us to unpack our knowledge of all these different systems and pass that knowledge into our clients!
Navigating online meetings—everything from getting signed in and getting the camera working, to using chat functions and knowing how and when to mute—is a learning curve for folks who are used to holding in-person meetings exclusively.
We have really been using our change management and training best practices during this time! Because everyone’s level of IT maturity differs, it is key to know your audience and tailor the training to their particular work environment.
Since KAI Partners supports many different clients—as well as our own internal operations—we have experience using a wide variety of virtual tools and have a high level of technical skills necessary to help educate our clients use the tools that are supported by their organization.
With many people these days focused on the challenges that come with transitioning their home space into an office space, we cannot forget that the technical changes are a huge learning curve for many and extra support should be given to ensure success.
If you are one of the many people who are working remotely, let us know the pain points as well as some successes—how has it been transitioning your team to work from home?
Elizabeth Long is a professional Organization Development Consultant and Curriculum Developer/Trainer. She received her Certification in Organizational Change Management from Prosci and is certified in e-learning development from Langevine Learning Center. Elizabeth has worked in many industries: High tech, healthcare, and state and local government. Currently, Elizabeth works as an Executive Consultant with KAI Partners, Inc. as a contractor working in a variety of California State Departments. Elizabeth’s favorite part of currently working from home is her increased productivity! She spends less time commuting and walking to meetings and client site locations—all that time is now focused on project deliverables and activities…She just has to remember to take breaks!
Denise Larcade is an Organizational Development Consultant and Merger and Acquisitions Expert. She is a Certified ScrumMaster, Certified Scrum Product Owner, Lean Six Sigma Green Belt, and is Prosci certified. She has over 25 years of experience in training, development, and leading companies through organizational change management. Denise has worked in corporate retail, technology, and government healthcare and most recently has experience with large-scale implementations nationwide. She currently works as an Executive Consultant with KAI Partners, Inc., providing client support to KAI Partners’ state clients. Denise lives in a 55-acre walnut orchard and enjoys the early morning hours when wildlife is stirring and the many birds are chirping. Since working from home as of recent, Denise has found she enjoys that extra cup of AM coffee without the commute…just her and nature.
February 18, 2020
Communications, Corporate Training, Digital Transformation, Information Technology, Innovation, Innovation in the Public Sector, IT Modernization, Learning, Managing/Leadership, Organization Development (OD), Organizational Change Management (OCM), Process Improvement, Project Management, Prosci, Technology, Training, User Adoption
By Elizabeth Long, Prosci, CSM
Most people don’t resist change just to resist change. Most people resist change because of fear.
Fear of:
If your organization is going through a period of change—whether an update in technology or a corporate reorganization—it’s important to know how to address the fears and help users transition smoothly.
Here are a few actions you can take to make this happen:
If you need help in managing a large change in your organization, we can help! Our change management experts can help you determine who your users and SMEs are, conduct a stakeholder analysis, determine the best approach for engagement, and more!
About the Author: Elizabeth Long is a professional Organization Development Consultant and Curriculum Developer/Trainer. She received her Certification in Organizational Change Management from Prosci and is certified in e-learning development from Langevine Learning Center. Elizabeth has worked in many industries: High tech, healthcare, and state and local government. Currently, Elizabeth works as an Executive Consultant with KAI Partners, Inc. as a contractor working in a variety of California State Departments. Elizabeth has lived in Sacramento for the past 20 years and appreciates the history of Sacramento as well as its convenience to many well-known destinations like San Francisco, Tahoe, and Reno.
October 28, 2019
Corporate Training, Digital Transformation, Government, Innovation, Innovation in the Public Sector, IT Modernization, KAI Partners, Learning, Organizational Change Management (OCM), Project Management, Prosci, Public Sector, Sacramento, Technology, Train the Trainer, Training
One of our OCM consultants shares one of her most successful change management tactics! We empower your organization to carry on the change after our work is done! Learn more here!
October 8, 2019
Continuous Improvement, Corporate Training, Design Sprints, Design Thinking, Digital Transformation, Government, Information Technology, Innovation, Innovation in the Public Sector, IT Modernization, Learning, Project Management, Project Management Professional (PMP), Public Sector, Sacramento, Technology, Training, UX / UI
By Tammy Debord, MBA, PMP, PMI-ACP, CDAP, SAFe Agilist & Scrum Master, CSM
Luckily, this isn’t a trick question. Have you ever heard the phrase, “It’s more of an art than a science.”? This holds true for many different endeavors in life and business, including Project Management.
As a Project Management Professional (PMP)® for over 12 years, here is what I’ve learned—think of it as two different buckets of knowledge.
Let’s call Bucket A: “The Science.” This may include:
Bucket B: “The Art” includes things like:
While the science is absolutely needed, without the art, we have to ask: Would we still consider it a successful endeavor?
I have witnessed a shift from only defining success through costs, dates, and deliverables to instead broadening the definition to include delighting our customers, building a high-performing team culture, and criteria that includes more items from Bucket B.
Intrigued by this shift and how it relates to my work as consultant, I recently signed up for a Masterclass by Jake Knapp called The Design Sprint.
Design Sprints, born out of Google Ventures, is now practiced across the globe as a proven method for problem-solving and launching innovative solutions.
A Design Sprint traditionally runs four to five full consecutive days with a set number of team members who are pulled together to focus on a core problem. The structure follows the path of Design Thinking, which includes: Empathize, Define, Ideate, Prototype, and Test.
At its core, Design Thinking is user-centered and focuses on rapid learning based on human interactions driven through a tailored process that drives to solutions.
While I did earn a certification to add to my collection (think Bucket A: The Science), what I take with me is that the “art” of running a successful Design Sprint is the same “art” as running a successful project.
It takes a different part of the skills in your toolbox to master both—the best consultants I know have the best toolbox to pull from.
A couple of ideas from the Masterclass that I have been able to use immediately in my current higher education consulting work are:
For example, when developing an application, it is easy to believe the end goal is simply ‘completed functionality.’
By reframing the problem with the user in mind, i.e., “How might we ensure a student is able to combine and transfer their units online between campuses?”, we ensure that what is developed meets the needs of a solution beyond working code.
This could mean ensuring the underlying data needs to be revisited or that a mobile-first user experience better serves the population using the application.
By understanding context, we may discover we need to know more about the upstream or downstream applications that units are coming from or feed into so that the student has a tool that can meet their needs.
By reframing the problem and understanding context, we refocus using an empathetic lens through a technology solution.
These are just a few ways I’ve started using Design Sprint concepts in my work—do you use the Design Sprints or Design Thinking concepts? Let us know some success stories or problem areas—maybe we can help!
About the Author: Tammy Debord, MBA, PMP, PMI-ACP, CDAP, SAFe Agilist, SAFe Scrum Master, CSM started her career in gaming at Sony PlayStation and has worked in several fields including Solar, Higher Education, and Finance in Silicon Valley. Currently she is an Executive Consultant with KAI Partners, working with a public sector higher education client. While not collecting letters behind her name as part of her love of life-long learning, she enjoys watching boxing and following the Marvel Universe of films.
September 11, 2019
Agile, Certified ScrumMaster (CSM), Corporate Training, Government, Information Technology, Innovation, Innovation in the Public Sector, IT Modernization, Learning, Professional Development, Project Management, Project Management Professional (PMP), Public Sector, Sacramento, Scrum, Technology, Training, Workforce Development
By Todd Wallace, PMP, CSM
Agile methodologies.
Scrum projects.
Continuous and rapid improvement.
These are all phrases you would expect to hear in a Silicon Valley startup, while attending a morning huddle in a shared space office.
You would not expect to hear these phrases while attending a quarterly all staff meeting in “the large conference room on the 6th floor” at a government office.
However, times are changing, and the way work is being done is changing with those times.
What was once a radical new way to manage projects, or “work efforts,” is now seen as a reasonable, efficient, effective, and adoptable methodology to bring into new areas, such as state government.
As opposed to the historically applied Waterfall method to manage projects in state government, using an Agile method allows for earlier customer feedback and course correction.
This helps increase the chances that your project meets the customer’s needs and isn’t outdated before it’s even completed.
While a juggernaut such as a government agency may not be able to pivot as quickly as a small startup, there are still very real gains that a government agency can realize through adopting Scrum into their day-to-day operations.
With the support and understanding from leadership, a group within a government agency can form into a Scrum team, with a Product Owner, a Scrum Master, and a working group.
By breaking up the work that needs to be done into correctly written user stories and a backlog maintained by the Product Owner, the team can accomplish recognizable progress every two weeks.
While Agile was originally created for software development and rapid releases of code, achieving success with Scrum doesn’t rely on being in a software development group.
Notice that that previous paragraph said nothing about technology or software.
Scrum can be applied to any work effort, from process improvement efforts, to reconfiguring the physical assets of a floorplan.
The overarching goal of Scrum is to “chunk up the work,” or break the work down into tasks that can be completed in a timely manner, with value added at their completion.
Scrum projects may seem like tech world jargon, but there is real value in knowing how to manage Scrum efforts within the government sector and there is a real push for government agencies to adopt Scrum in daily operations.
If you work in a government setting, either as a government employee or a contractor, Scrum is a very real change coming to you soon.
If you want to be ahead of the 8-ball and able to walk the walk when your department’s leadership implements Scrum methods, the Certified ScrumMaster course, offered by KAIP Academy, will teach you everything you need to know to get up to speed. You’ll be able to confidently raise your hand in a “fist to 5” saying that you can coach the team to succeed with Scrum!
About the Author: Todd Wallace is a Senior Project Manager with KAI Partners, Inc. He started his professional career as a student assistant in the special projects department of a state agency and worked as a state employee for over 7 years before transitioning to private sector and consulting to state agencies. He has a BS from CSU, Sacramento in Small Business Operations and an MBA from UC, Davis in Entrepreneurship and Strategy. In his free time, Todd loves tinkering on cars and motorcycles and has a passion for innovation.