Velrada worked with key stakeholders within a global mining and resource organisation to assess, design, plan and deliver a pragmatic change management strategy that was fit for purpose and supported the successful implementation of the Global Operating Environment (GOE) across the business.

Project Overview

The Global Mining and Resource Organisation's Corporate Information Management introduced a number of enterprise wide initiatives to create a unified approach to information management, one of which was a new standard desktop operating environment.

 

The Global Mining and Resource Organisation's Uranium Division in Australia were selected to be early adopters of the new global operating environment (GOE) - the focus of this undertaking was to pilot the new solution and processes while also developing project and change management collateral for future rollouts of the GOE to other business groups.

Client Requirements

Migrating over 2,500 users to a new computer operating environment is a challenging task by any measure. The change had potential to significantly affect the day to day business for all users as the computer desktop facilitated access to operationally critical information and processes.

 

The Global Mining and Resource Organisation's Uranium Division was keen to ensure a smooth transition to the GOE for every user and was therefore looking to support the program with a tailored change management strategy that was simple, pragmatic and focused on implementation and real, successful outcomes.

Our Solution

We worked with key stakeholders within The Global Mining and Resource Organisation's Uranium Division to assess, design, plan and deliver a pragmatic change management strategy that was fit for purpose and supported the successful implementation of the GOE across the business.

 

Our efforts spanned three phases:

 

1) Understand business and assess readiness in gaining an understanding of the business, Velrada was able to determine the readiness of Uranium to implement the changes required of the projects. Improvement opportunities were also identified that would benefit the desktop migration process.

 

Key deliverables:

• Stakeholder Map (including level of influence, impact and commitment)
• RACI chart that will define the type of stakeholder and their involvement
• Communication objectives and key messages
• Skills and capabilities assessment
• Identification of major risk and their impact

 

2. Design implementation plan

We designed a change management strategy and accompanying plans that were tailored to the needs of the program of work. This involved identifying key messages, stakeholder involvement and developing a communications strategy together with training material.

 

We combined our recognition of specific challenges, risks and constraints within Uranium's environment with formalised change management knowledge and previous experience to develop the overall implementation plan.

 

Key deliverables:

• Stakeholder management plan
• Communications plan
• Training plan and associated material

 

3. Delivering the changes

Working closely with the project team, Velrada implemented the strategies and plans. We worked with key stakeholders to deliver the right communication messages to the right users via the right channels, held a host of project communication sessions to ensure all users were appropriately aware of the changes affecting them and regularly assessed the effectiveness of the strategy, refining it accordingly.

 

Key deliverables:

• Key communication message delivered to the right people through the most appropriate channels
• Comprehensive communications plan
• Users trained in the new processes and had the skills required to carry out their roles
• Facilitation of a smooth transition from existing to new processes and applications

Outcomes

• Tailored and timely training and provision of support material so that staff had the skills required to carry out their roles
• Structured and delivered a communications that was fit for purpose, utilised various communications tools to minimise change fatigue and delivered both widespread and targeted messages appropriately
• Built a business-wide understanding and support of change
• Minimised impact of the change on end users and their capacity to carry out their daily work during and after the implementation
• Trialled and tested overall change management plan for the GOE that could be adapted and used for future GOE rollouts at other BHPB business groups

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