“eBEAMS” drives successful Go-Live for Kuwait Oil Company
Mary Gorczynski 1100006B54 email@example.com | | Tags:  asset-management kuwait-oil maximo software koc tivoli ibmontwitter ebeams service-management ibmsoftware eam
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Today's blog comes from Toni Hodge, IBM Maximo Asset Management Sales Enablement Manager.
As with any project implementation, a kick-off meeting with the key stakeholders from the various departments who will be directly impacted by the project is critical. It usually includes architectural and technical reviews, whereby activities are bound to build. In many ways, as is the case with many projects, the focus remains entirely on the project specifics. This is not necessarily a bad thing, but is there something missing?
Some would answer “yes” and that was the answer that I received from Kuwait Oil Company (KOC) during the Middle East Maximo User Conference in Dubai, at the Jumeirah Zabeel Saray Hotel and Conference Center April 5, 6 and 7.
Mr. Abdulla Al-Mazeedi, Team Leader Corporate Solutions, and Mrs. Rehaf Al-Hasawi, Senior Systems Analyst sat down with me to share the details of a very well planned corporate communication plan that began in conjunction with the Maximo project kick-off.
Key to the plan was the creation of a Change Management Committee. The team members were responsible for all Change Management programs and activities within KOC. The main goal of the pilot Change Management program was to systematically replace the existing Asset Management System [MMMS] with the new Maximo System, by making the transition easy on the end users.
The plan was inaugurated with a Project Sponsor and a Steering Committee made up of key stakeholders from CIT, Finance, Commercial Affairs, Work Management and Purchasing. The selected Change Agents were nominated from all user groups relying on asset management modules that would be implemented when the project was completed.
Keen on branding, KOC decided that the project should be given a name. The name must have meaning and relevance and must also result in visual association. And so it was that after several suggestions and brainstorming sessions, electronic Business & Enterprise Asset Management System – eBEAMS, was chosen. The process did not stop with just the name; a logo with indicative colors and one which could be easily recognized by all employees was created. This logo would be used in all project communications and similarly embedded in an email template to further drive awareness. An internal website page was created that contained all eBEAMS-related information, training modules, including a link for employee feedback, as well as FAQ’s.
Now that the team was formed and the project branded, it was time for the rest of the work. The Change Agents would drive different messages via presentations, ongoing workshops, and surveys throughout their respective teams that were key in keeping employees informed of project status and future plans. There were scheduled monthly coordination sessions so that everyone would be on the same page regarding the benefits that eBEAMS would bring and the impact that it would have on their business units. In turn, the employees would have the opportunity to provide their feedback and suggestions. Monthly Reports were provided to the Change Management Board that reflected CA meeting outcome, concerns, and key achievements to date.
As implementation progressed, a deliberate effort was made to build further interest and generate curiosity among all employees. eBEAMS was taken on the road through a well-planned and executed corporate road show to all KOC directorates including the assets. The plan also included an out-of-the-box online training and adoption plan.
A Game Show was created with a spin-off of the well-known television program, “Who Wants to be a MILLIONAIRE ?” that the Change Management Board turned into, “Who wants to be an eBeamer?” Many employees entered the online competition and a KOC eBeamer was crowned during the Grand Finale Go-Live Ceremony.
The Go Live was a spin-off of another very famous TV show, “Jeopardy”. From every KOC directorate, contestants were provided with related information to assist in preparing them for the weekly match.
Selected Change Agents from the seven functional teams, became members of the eBEAMS QUESTION BANK. They diligently worked six to seven hours daily to prepare the contest’s questions and answers. They had to ensure that there would be a sufficient number of questions, and the questions needed to be considered and weighted based on functionalities and company processes.
As with the original game show, “contestants” qualified for the Final Round. And again, as with the original show, the winner was awarded a significant cash prize (although not a million!!). It was quite an extravaganza – the winner was recognized by upper management and so the acknowledgement level was achieved and the awareness level was high.
Key to the success of the overall project was that from the very beginning, the KOC Deputy Chairman and Managing Director showed strong support and all of the executives relayed the same sense of support. At the eBEAMS launch, the Deputy Chairman’s comments included “…we have gone live, but still need your support…” demonstrating the importance and encouragement of gaining feedback for continual improvement.
This sense of support flowed from the Change Agents as well. As green [believers] supporters were recognized throughout the various departments, and these employees were leveraged to gain the support of others still skeptical [non-believers] of the project.
A clear sense of pride and ownership is seen throughout KOC as adoption of eBEAMS continues at a high rate. A plan that included project branding and awareness, excitement, anticipation and acceptance ensured high project success. The Change Agents demonstrated an admirable level of commitment that went beyond their daily assignments.
eBEAMS went live on January 9, 2011. The Change Management teams are still in place and the website will continue to provide updates and solutions to rising issues at every step.
So back to the question and answer at the beginning of this blog to conclude, an implementation can happen without a strong communication launch plan, but the level of success that can be attained will be SO much MORE higher with one. Congratulations to the KOC team!