BrightPath Project Team Pulse Assessment #2 Results
State of Oklahoma BrightPath Project Team conducted Pulse Assessment #2 to measure team members' perception and sentiment towards project milestones and change management efforts. Surveys were distributed via Office 365 Forms, with key findings indicating positive perception of implementation activities, suggestions for improved access to training, and feedback on change management materials. The analysis showed optimism towards Workday implementation and effectiveness of change management activities in preparing Oklahoma employees.
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State of Oklahoma BrightPath Project Team Pulse Assessment #2 Results
BrightPath Project Team Survey Survey Objectives Survey Distribution Survey Details & Tracking Audience: BrightPath project team members (OK state employees, contractors, and vendor) Survey Awareness: An email preceded the first survey deployment, and the surveys will be sent directly from Office 365 Survey Platform: Office 365 Forms Distribution Dates: following the completion of key project phases/milestones (5/21/21, 8/16/21, 11/4/21, 4/5/22, 6/5/22) Sender: Paul Heffley Time to Complete: less than 3 minutes Communication Tracker will include survey schedule to manage expectations for cadence and timing Demographic data (e.g., workstream & role) is captured to identify specific roles/agencies Analysis: Shared within two weeks of survey collection with BrightPath leadership and project team members Measure Team's Work Against Major Project Milestones/Stages: Measure project team members' perception of, and sentiment about their role in accomplishing project phases/milestones Strengthen Organizational Change Management Efforts: Enable the OCM Team to update the approach to delivering project communications, as needed 2
BrightPath Project Team Pulse Assessment #2 Executive Dashboard What We Did What We Learned Key Takeaways Surveyed 118* BrightPath team members Aug 16 Sept 1, 2021. #1 4.7 #2 Project Team Perception: BrightPath project team members continue to have a positive perception of implementation activities and communications provided to date Project Stage Outcomes: Team members feel that the majority of workstream activities and outcomes were achieved, although team members would like increased access to the Testing team and training during unit testing Change Management: Fewer project team members feel CM materials are helping employees prepare for the Workday implementation; more believe these materials are easy to understand I am optimistic about the Workday implementation. 4.6 60% I have observed Oklahoma leadership actively supporting BrightPath. 4.6 4.5 Response Rate I believe my workstream helped the broader team achieve the outcomes for this milestone. 4.5 4.5 Immediate Next Steps Provide instructions clearly explaining team responsibilities in upcoming project stages Continue to provide project updates and instructions to workstream leads via Teams Continue to explain how each workstream is contributing to the milestone s objectives I believe that BrightPath CM activities are helping employees prepare for the implementation. 4.3 4.6 I believe that BrightPath communications sent to the project team are easy to understand. 3.8 4.5 3.8 3.8 SCORE 1-2 STRONGLYDISAGREE SCORE 4-5 STRONGLYAGREE SCORE 3 NEUTRAL *Total is based on Oklahoma and Workday recipients 3
BrightPath Project Team Pulse Assessment #2 Analysis Key: Perception of BrightPath 5 Strongly Agree Perception of Organizational Change Management 4 Somewhat Agree 3 Neutral Avg 4.6 Avg 4.3 2 Somewhat Disagree Q1: I am optimistic about the Workday Implementation. Q4: I believe that BrightPath change management activities are effective in helping Oklahoma employees prepare for the Workday implementation. 1 Strongly Disagree 18 6 47 24 34 12 1 CAN 28% WEBSITE 10% EMAIL 43% 93% agree or strongly agree 83% agree or strongly agree Avg 4.6 Avg 4.5 Q2: I have observed Oklahoma leadership actively supporting BrightPath. Q5: I believe that BrightPath communications sent to the project team are easy to understand. 6 13 51 1 8 44 19 90% agree or strongly agree 91% agree or strongly agree Workstream Outcomes Q3: Based on my understanding of the desired outcomes of unit testing, I believe my workstream helped the broader team achieve these outcomes Avg 4.5 1 7 22 41 90% agree or strongly agree 4
BrightPath Project Team Pulse Assessment Analysis Key Takeaway BrightPath project team members remain optimistic about the Workday implementation, the support observed in Oklahoma leadership and their role in BrightPath Baseline Readiness % agreed Assessment #2 % agreed Question What This Score Means BrightPath project team members remain optimistic about the project; they expressed a desire for greater insight into the process and timing of unit testing Q1: I am optimistic about Workday implementation. 93% 93% BrightPath project team perceptions of Oklahoma leadership s support for BrightPath remain positive Q2: I have observed Oklahoma leadership actively supporting BrightPath. 89% 91% BrightPath project team members continue to believe their workstreams contribute to achieving project outcomes but some expressed concern with a delay in business requirements, transparency and clarity regarding their role and expectations to complete unit testing. Q3: Based on my understanding of the desired outcomes for unit testing I believe my workstream helped the broader team achieve these outcomes. 90% 88% Key: Excellent Good Need to Monitor 5
BrightPath Project Team Pulse Assessment Analysis cont. Key Takeaway BrightPath project team members perception of the efficacy of OCM activities (including unit testing preparatory communications) is lower than previously scored; increasing OCM material efficacy will be a focus of the OCM team leading up to the next milestone. Baseline Readiness % agreed Assessment #2 % agreed Question What This Score Means The 10% decrease reflects the project team s belief that OCM activities and communications are not always being delivered in a timely manner to articulate the future changes and impact to employee s day-to-day tasks associated with implementing Workday. Q4: I believe that project change management activities are effective in helping Oklahoma employees prepare for the Workday implementation. 93% 83% BrightPath team members feel communications relative to unit testing were clear but felt there was some confusion with required tasks; they also indicated a desire for greater collaboration to achieve harmonization. Q5: I believe that BrightPath communications sent to the project team are easy to understand. 90% 90% Key: Excellent Good Need to Monitor 6
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BrightPath Project Team Pulse Assessment Questions Strongly Disagree Somewhat Disagree Neutral Somewhat Agree Strongly Agree 1 2 3 4 5 # Question 1 Q: I am optimistic about the Workday implementation. 2 Q: I have observed Oklahoma leadership actively supporting BrightPath. Q: Based on my understanding of the desired outcomes for unit testing, I believe my workstream helped the broader team achieve these outcomes. Follow-up: If outcomes were not achieved, what could be done differently during the next configuration stage? 3 Q: I believe that project change management activities are effective in helping Oklahoma employees prepare for the Workday implementation. 4 Q: I believe that BrightPath communications sent to the project team are easy to understand. Follow-up: What improvements to communications can help better inform project team members? 5 8 8
Q3 Follow-up: If the desired outcomes were not achieved, what could be done differently during the next configuration stage? I think testers need some basic training on the system. There was a lot of confusion on our team about whether tests had failed, or the testers just didn't know how to do the test in the system. Increased availability of the testing team. Testing team was very reliant on two members of the testing team and others need to have more time available to contribute to the testing effort. This will increase understanding of the process changes and the ability to evaluate whether the test scenario is working as needed. Less meetings but more actual work hours apply to Workday. Many tests were deferred to E2E because they were not configured in the environment. Also, it would have been nice to have the ability to review system configuration prior to trying to test items. For example, making sure the set up of pay components was correct before processing. This would have taken time but helped when we got to testing. More system knowledge provided to testers There needs to be more active communication. Not all team members seem fully engaged. 9
Q5 Follow-up: What improvements to BrightPath communications can help better inform project team members? Continue to support and encourage the project team to gather outstanding business requirements timely because there are a few requirements that have been constantly pushed out week after week. I have not seen anything stating how changes will impact employees, there are some fairly big changes coming and I don't think we've gotten ahead of them or prepared enough communication to address those issues. Some dual data entry between Test Scenarios and the Issues Log. Would be great to make this process a bit more connected so we don't have to constantly review multiple logs. Please also review that the sort in the test scenarios is accurate, things should flow in order. Ours was mostly accurate but there were definitely a dozen or so test cases that were in various places in the list of test scenarios. This would have been 'Strongly Agree', but the tasks with unit testing were somewhat confusing. It seems like they were just a little too concise for my preference. Would have been great if business analysts were involved in collecting report specifications that included data source name, data source filter name, business object name and column names needed for the reports. I feel that we worked on building reports the hard way. 10
