Organization Transformation

+ Change Management
 We specialize in helping complex organizations better
share information, manage capital assets, and use information
technology to optimize performance.

Organization Transformation
& Change Management

Organization Transformation + Change Management 1

 The need to effect organizational change may be stimulated by many factors, including a desire to increase agility, consistency, predictability,
effectiveness, and efficiency. Major change can expand organization performance capability and capacity, reduce re-work, improve time to market
and increase productivity.

Making Change Happen

Computech appreciates the human component in rolling out transformative technology and solutions. We take a holistic approach from planning to delivery, and
problem solve with our clients and users to ensure a successful deployment. We offer coaching and mentoring, and change management expertise, to maximize
adoption and reduce resistance to change. For decades, key members of our staff have enabled positive change in organizations of all sizes, improved their
performance, and helped them meet their objectives. In addition to building mission-critical software, Computech offers transformation expertise to help our
customers increase their agility and performance. Our transformation programs typically follow a lifecycle, and we employ a set of practices to frame our execution.
We focus on customer value, support people as they learn new skills to be successful and identify quick wins while preparing for the marathon. We use the Goal-
Problem-Solution approach to target change, and set up metrics to influence, communicate, and track progress.

For sustainable change, we:

‣ Make the new easier than the old;

‣ Focus on practices and skills to achieve success, not artifacts;
‣ Embed knowledge experts in key activities for knowledge transfer;
‣ Provide one-on-one coaching and mentoring; and
‣ Deliver staff development and targeted training.
We anchor all activity in customer value, leverage the knowledge within an organization

learn more about our change management experience

and energize existing leadership and staff. The following six case studies showcase our
change management and transformation expertise.

Organization Transformation + Change Management 2

 Large Regulator of Financial Industry
Background:
A Large Regulator of the Financial Industry (LFRI), headquartered near the financial institutions it regulates in New York City and
policy makers in Washington, D.C., oversees nearly 4,700 brokerage firms, about 167,000 branch offices, and approximately 635,000 Case Study Overview
registered securities representatives, and virtually all of the securities trading activity in the United States. LFRI touches almost every
aspect of the securities business and employs approximately 2,800 employees and a very large contingent workforce. While LFRI's
regulatory authority stops at U.S. borders, it is active internationally through the International Organization of Securities Commissions
(IOSCO) and the World Federation of Exchanges (WFE), and has shaped regulatory environments in over 15 countries on four Sector: Private non-profit
continents.
Key Challenges: Costs escalated
Challenge: at 30% per annum; operational
In the late 1990s LFRI faced increasing business pressures to deliver greater value as it responded to ever more complexity and crises in service level agreements
the global economy. On the heels of a highly critical SEC review (the "21A Report"), and having recently effected a separation from the plummeted to substandard;
NASDAQ market, LFRI set out to improve its regulatory performance, expand its regulatory reach, and respond to unforeseen growth in delivery of new software
volume and complexity of the financial markets. However, its roughly 1,000 person IT organization had been constructed for a different functionality halted; and 100%
time and purpose. At a time when technology's support of the business mission was critical, LFRI's IT organization could not keep pace failure rate for largest software
with business demands. In two years, costs escalated at 30% per annum, operational Service Level Agreements (SLAs) had plummeted projects
to substandard (e.g., availability was only 90% during business hours for key systems), and delivery of new functionality had ground to a
halt (e.g., failure rate approached 100% for the largest projects). Scope of change: Expand
regulatory reach and financial
Solution: services, improve performance of
LFRI commissioned a multi-month assessment and roadmap project to help jump-start its own IT transformation. After strengthening its IT operations & software
IT leadership, the first major activity aimed to correct operational deficits. Starting in 2001, a three-year effort began to stabilize the development
operation by renegotiating contracts, and installing and managing to operational Key Performance Indicators (KPIs) (e.g., reliability,
Size of transformation: 1,000
availability, and serviceability) supported by dozens of underlying metrics. Managing to the metrics involved rigorous reporting,
IT professionals
monitoring, and process improvements that had a direct impact on the KPIs.

The improvement of operations was followed by a torrent of pent-up demand for new capability. From 2005 – 2009, the number of staff Duration of change process:
2001 ‒ 2009
dedicated to new development activity blossomed over five-fold to over 500 people and the number of non-maintenance projects
exploded 10-fold. This presented a second great challenge. The “old” way of delivering functionality could not be sustained. We had to Outcome: consistent, predictable
change the artifact-heavy waterfall System Development Life Cycle (SDLC), exacerbated by highly variable and error-prone manual & reliable IT performance,
processes, and a staff that had not kept pace with current skills and practices.
frequent delivery of new
functionality & business value
Notable Results:
Over the six years of this transformation, LFRI significantly expanded its business lines, executed a substantial merger, and handled
increased business volume, in large part due to support by a high-throughput IT organization. During this period, dozens of systems
were delivered or significantly enhanced. In spite of hundreds of projects and thousands of releases, production performance came to be
viewed as a reliable utility – not cause for concern or risk mitigation.

Organization Transformation + Change Management 3

 Large Health Care Insurer
Background:
A Large Health Care Insurer (LCHI) in the Mid-Atlantic region, serves nearly 3.4 million members. It employs more than 5,000
associates, and includes more than 80 percent of all providers in Maryland and National Capital Area participating in one or more of its Case Study Overview
provider networks. Affiliated with 165 hospitals, the company serves more than 500,000 members in the Federal Employees Health
Program – the largest FEP enrollment in the nation.

Challenges: Sector: Private non-profit

IT departments at LCHI were experiencing tension with internal customers. Post-production defect rates were unacceptable to these
customers, creating a climate of distrust and lack of respect at all levels. Customer and employee satisfaction was low. Key Challenges: Tension
between business and IT
Deep skepticism and cynicism ran rampant, and many believed that positive change could not happen. Multiple quality programs
departments; low customer and
had come and gone. Good faith attempts to change the software development organization’s performance had been abandoned, and
employee satisfaction and
were almost universally perceived as failed initiatives. There was a lack of enthusiasm and low energy for another major transformation
morale; and software
effort. LCHI wanted its software development and internal customer departments to work more effectively together to fulfill its
management s best practices not
mission.
applied

Solution: Scope of change: Eliminate

LCHI engaged our staff to serve as senior project advisors on two mission-critical software projects, providing best practices mentoring, schedule delays, dramatically
facilitation, and consulting to teams that totaled over 200 software practitioners and managers: reduce defect rate, improve

•
We then led process and practice maturity assessments, developed finding and recommendations, and led action planning; processes and practices

•
We championed best practices knowledge transfer programs and provided “lunch & learns” as part of the culture change.
Size of transformation: 400+

Over the course of two years, we assisted LCHI in all aspects of organization transformation including process engineering, establishing software professionals

process improvement infrastructure and measurement programs, managing risks, and managing the culture change.
Duration of change process:
1998 - 2000
Notable Results:
The most complex and mission-critical software project was delivered to production on time with no major defects found after the go- Outcome: Reclaimed credibility
live date meeting client requirements. An instituted peer review process caught defects early in the software life cycle and optimized for IT department, satisfied
integration testing. The software development group reclaimed professional credibility and was part of the success story. Internal customers, improved employee
customers and senior management satisfaction was high. This set the stage for continuous improvement. The Federal Employees morale, successful software
Operations Center (FEPOC) division successfully adopted best practices after an 18-month practice improvement effort and was projects
independently assessed at the Repeatable capability maturity level using an industry recognized yardstick.

Organization Transformation + Change Management 4

 Leading ERP Provider to Higher Education
Background:
A Leading ERP Provider to Higher Education (LEPHE) throughout North America, employs more than 200 software professionals.
More than 5,000,000 traditional, lifelong, and distance learners touch LEPHE products daily as they consider and manage Case Study Overview
their educational options.

Challenges:
The software development organizations at LEPHE, a provider of Enterprise Resource Planning (ERP) technology products for higher Sector: Private
education, were frequently crisis-driven. Their practices were often ad hoc. They frequently missed deadlines, had high defect rates,
and missed dependencies. Staff recruiting and retention were troubled, and there were often accountability issues. While staffed with Key Challenges: Crisis-driven
capable practitioners and managers, LEPHE’s software development organizations needed to transform their performance and adopt software development
industry best practices. Their goal was to successfully compete with other ERP providers, and increase their client and organization; ad hoc software
employee satisfaction and profit. LEPHE wanted to improve processes, systems, and culture to become a more effective, efficient, and development lifecycle practices;
productive organization. frequent missed deadlines &
dependencies, budget overruns,
Solution: and excessive defects
We mentored IT executives and project managers, and trained over 200 software and business professionals in effective peer reviews
and all aspects of software project planning and tracking. We conducted an assessment of the organization’s process capability and Scope of change: Adopt
provided findings and recommendations. Over the next five years, we led practice improvement and organization transformation with industry best practices for
full accountability: software engineering and project
management
•
We worked to institutionalize best practices in software engineering and project management throughout the company;
•
We developed IT policies and a reward system consistent with the culture change; Size of transformation: 200+
•
We created dashboards to drive consistency of practices and predictability of outcomes, and to provide project transparency for software professionals
all stakeholders; and
•
We worked on organization and infrastructure restructuring. Duration of change process:
2000 ‒ 2005
The KPIs used to drive transformation included percent defects found prior to beta test, on-time key deliverables, quality index, client
satisfaction, employee satisfaction, and profit. Concurrently we led strategic and tactical planning and implementation, training and Outcome: Institutionalized best
talent development, coordination, and communication across multiple divisions. practices, high customer and
employee satisfaction, increased
Notable Results: profit
LEPHE’s ERP product was positioned for the future. LEPHE realized improved client satisfaction, increased the division’s productivity,
and leveraged individual capabilities. LEPHE’s profit has continued to increase in the last five years despite the economic crisis. Defect
rates have been dramatically reduced requiring less rework. The maturity of the software development practices has provided
practitioners and management stability instead of crises. Client satisfaction and employee satisfaction have remained high in the last 5
years, above 90%, an important performance indicator for an ERP product company.

Organization Transformation + Change Management 5

 World’s Most Connected IT Network
Background:
The World’ Most Connected IT Network’s (WIPN) clients include the world's largest organizations — including 96% of the Fortune
1000 — and government agencies. Its mission is to enable organizations to meet the challenges of their increasingly extended enterprises Case Study Overview
by providing IT, security, and communications solutions portfolios.

Challenges:
The software development units at WIPN were headed by five Vice Presidents reporting to a CIO. These organizations had ad Sector: Private
hoc practices with low productivity, long time-to-market, frequently missed deadlines, high defect rates, ineffective project management,
and poor risk, issue, and dependency management. Key Challenges: IT departments
had low productivity, long time-
There were often accountability issues. Software project failures throughout WIPN often resulted from:
to-market, many missed

•
Unrealistic goals; deadlines, high defect rates,

•
Unmanaged scope creep; ineffective project management,

•
Vague or ambiguous requirements or specifications; poor risk, and dependency
mitigation; climate of low
•
Poor estimation and inadequate project planning;
accountability and skepticism
•
Unclear roles and responsibilities;
towards major change.
•
Poor communications; and wrong skill sets.
Scope of change: Eliminate
Frequent senior management shifts with resulting priority changes had created a climate of skepticism. Organization transformation preventable reasons for software
initiatives demanded by the CIO encountered covert and overt resistance and low buy-in. WIPN wanted to be more efficient, effective, and IT project failure, adopt
and productive. industry best practices

Solution: Size of transformation: 2,000+

Over the course of 12 months, we developed a process that reflected its IT environment and policies, its culture, business objectives, and software professionals
design strategies. Over the next three years, we:
Duration of change process:
•
Coached WIPN personnel at all levels in the effective use of the developed process; 1990 ‒ 1996
•
Mentored leaders in project management and quality assurance, and guided practitioners in the development of process and data
models and other system life cycle deliverables; Outcome: Instituted best
•
Conducted practice maturity assessments, action planning, and best practices mentoring across multiple IT departments; and practices for software
•
Assisted practitioners and managers in all phases of software practice improvement (SPI), including process engineering and engineering and project
establishing SPI infrastructure and metrics programs. management in two departments

Notable Results:
Two of the five Vice Presidents demonstrated visible leadership and were actively involved in the IT transformation efforts. Their
software organizations successfully adopted best practices and were independently assessed at the Repeatable maturity level, using an
industry recognized yardstick.

Organization Transformation + Change Management 6

 Golf Course Management Company
Background:
A Golf Course Management (GCM) company operates nearly 120 golf courses and clubs in 26 states. GCM provides full-service
management of daily-fee, public, private and resort courses for private owners, public agencies, boards, developers, and investors. Case Study Overview
Additionally, GCM provides consulting and development services to golf course owners nationwide. GCM’s best-of-class systems and
programs help course owners realize favorable returns on investment. With GCM, owners make and save money while their golfers
receive the ultimate in a personal touch from a team of more than 5,000 guest-centric employees.
Sector: Private
Solution:
GCM contacted Computech initially for a short engagement to evaluate and select a more robust and flexible financial management Key Challenges: Business facing
application. However, this engagement revealed a number of more fundamental issues related to inefficient business processes. growth and agility complexity;
Following the installation of the new financial management system, our team: inability to share processes or
aggregate information; and high-
•
Designed and implemented a scalable enterprise architecture to address fundamental integration issues;
cost mergers and acquisition
•
Developed custom solutions to modernize GCM’s business processes; and
business model
•
Created a dashboard and analytic platform that presented an integrated view of key GCM data to all stakeholders.
Scope of change: Provide BI
With the support of GCM, we acquired detailed knowledge of GCM’s business environment through interviews with key personnel in
and integrated view of up-to-date
the company’s operating units, identifying areas where IT could significantly improve performance. We focused on the Finance and
data from 120+ independent golf
Accounting departments to seek productivity gains. In-depth analysis identified the accounting unit as the vital culprit in
course operations and 6 GCM
stunting GCM’s overall growth, and disproportionally increasing GCM’s overhead costs. We created a dashboard in which traditional
departments, eliminate
one-dimensional reports were transformed into interactive data-driven dashboards with drill down capability.
stovepipes, improve workflow,
Based on this work, GCM data became highly navigable, presentable, and understandable with various levels of granularity during data reduce errors
inspection. This resulted in the unveiling of exceptionally useful information - normally very hard to glean. We then extended the
dashboard to 120 course-level general managers to give them heretofore non-existent access to corporate data. The new process gave Size of transformation: 120+

independent golf course general managers and GCM’s operational team access to course-level information through a consolidated golf courses and 6 GCM

single data repository and on-site access to dashboard reports based on up-to-date financial transactions. departments

Duration of change process:

Notable Results:
2008 ‒ 2009
GCM's modernized business process eliminated multiple stovepipes, improved workflows, removed redundancy, and reduced errors.
GCM business units now share, use, and access common information in a secure collaborative environment. GCM's capacity to process Outcome: Growth, agility,
Accounts Payable increased by 94%. Corporate invoice review time was reduced 20-fold, and the company no longer needed to add satisfied customers, more
accounting staff with every golf course acquisition. GCM now uses its dashboards to “slice and dice” data for forecasting, trending revenue streams and higher
analysis, and near real-time decision making. The dashboard offers real-time access to critical business performance indicators to profit
improve the speed and effectiveness of business operations.

Despite the depressed economy in 2008 and 2009, GCM was able to find new revenue streams. GCM now has agility in pursuing its
growth strategy and can spend time focusing on what it does best – serving its customers.

Organization Transformation + Change Management 7

 Regulator of Interstate & International Communications
Background:
A Regulator of Interstate & International Communications (RIIC) is charged with regulating interstate and international communications
by radio, television, wire, satellite, and cable. As the RIIC's jurisdiction covers the 50 states, the District of Columbia, and U.S. Case Study Overview
possessions, it faced a complex and time sensitive challenge in January of 2009: educating and informing the public about the transition
from analog to digital broadcasting. Complicating this, the RIIC had to manage demands from Congress, the telecommunications
industry, and grassroots support organizations. While the RIIC maintained a website to support broadcasters during the transition, the
site lacked sufficient information to educate the public or other stakeholders of the impending switch or to aggregate data to assist with Sector: Public
future policy decisions. The scope of the problem was massive: nearly 80% of the nation lacked the equipment to receive digital
transmissions. Key Challenges: 80% of U.S.
households lacked know-how to
Solution: transition from analog to digital
Recognizing the limitations and expense of conventional call center-based or paper and broadcast media campaigns, the RIIC committed TV; and security and public
to leverage the reach, interactivity, and personalization potential of Internet technology. The RIIC engaged Computech’s Transformation safety concern.
& Dashboard practice to develop a data-driven dashboard with interactive videos, map mash-ups, and media toolkits to increase citizen
Scope of change: Engage
engagement. This highly visible dashboard supported over 3 million homes and integrated numerous capabilities, from complicated data
American public in transitioning
integration and analysis to rich user experience with mapping. The system included:
to DTV by cut-off date
•
Multi-lingual delivery to serve minority constituencies;
•
Metrics highlighting overall channels transitioned to-date and other statistics to all stakeholders; Size of transformation: 100M

•
Optimization (by our operations research team) to determine the most effective KPIs; United States Households
•
Interactive Reception Maps to allow a user to check for the DTV signals available in their location; and
Duration of change process:
•
GIS-based personalized help to locate availability of channels, new channel numbers, Support Centers, Important Contacts, full-
2008 ‒ 2009
power stations, converter boxes, and coupons.
Outcome: Successful on-time
For RIIC staff, the dashboard provided money-saving features to optimize over 12,000 call-takers at call centers across the US. The
transition to DTV nationwide
weblog-driven regression and time series analysis allowed staff to forecast call volumes for all DTV “soft tests”, local transitions, and
the nationwide transition. Our optimization models enabled the RIIC to efficiently allocate call center staff based on projections. And
the discrete-event simulation model we built for RIIC call centers permitted the RIIC to experiment with staffing levels and, in turn,
observe their effects on various performance metrics.

Notable Results:
This dashboard resulted in four key areas of transformation for the RIIC. First, the dashboard showcased the government’s ability to
engage its stakeholders, making available real-time transition data, from public facing tracking statistics to internal executive-level
decision making. Second, the dashboard transformed previously uninformed and unequipped members of the public into self-servicing
citizens, using help centers available to them. Third, the TV stations also transitioned to a self-servicing model with 1,800 stations
100% digital by the deadline. Lastly, the dashboard was instrumental in guiding the buildup and wind-down of the RIIC’s nearly 15,000
person support organization needed to handle the transition. The impact of the dashboard was monumental – on June 12, 2009, the
transition date, 11,744,906 DTV.gov website page views were recorded, a record in one day for the RIIC.

Organization Transformation + Change Management 8

 Leadership Team In Change Management
Lawrence Fitzpatrick
301.656.4030
lfitzpatrick@computechinc.com
linkedin.com/in/lfitzpatrick
Rita Hadden
301.656.4030
rhadden@computechinc.com
linkedin.com/in/ritahadden
Leadership Team in Change Management
Larry Fitzpatrick brings the following expertise to Computech’s organization
transformation practice:
• Strategy development and executive communication
• Leadership for multi-year successful business & IT transformation
• Leadership development & executive coaching
• IT assessments & roadmap implementation
• Systemic problem identification and solutions
• Sourcing and talent development
• 30+ years in successful technology delivery and management
Rita Hadden brings the following expertise to Computech’s organization
transformation practice:
• Leadership for over a dozen major IT transformations
• Industry proven methodologies, models, and techniques
• How to overcome barriers to major change
• How to tailor & apply best practices effectively
• KPI and measurement program development and implementation
• Mentoring and coaching at all levels; staff development
• Software Engineering Institute (SEI) certified Lead Assessor
• 20+ years in process & practice improvement
• 35+ years in successful technology delivery & management
• Mentor on 150+ complex software projects
9
7735 Old Georgetown Road, 12th Floor
Bethesda, Maryland 20814
United States of America

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301.656.7060 (fax)

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