In Part 1, we find Cara, a performance consultant has been hired to help a former client with implementing a robust training system. After waiting 3 months for the executive leadership group to get aligned around the priority for Miguel’s RTS project, Cara finally got to debrief her assessment findings. But a new development surfaced that was unexpected.
In part 3, we learned how Cara facilitated the design team of SMEs through various stages of working as a team to manage internal politics and a team member’s personal agenda.
In this Final Part of the Change Readiness Gap Impact Story, the design team launches and gets a surprise visit from the agency.
“But future state is being designed on the assumption that change control will be redesigned first. We still have a lot of preparation work to do before we are even close to submitting these for change control. And that is why change control is out of scope for this team. We will not delay our deliverables because we decided mid-stream to go fix change control first. There are plans for a change control project team to begin and some of you may be tapped to participate.”
After the change control rant from their distressed team mate, whenever anyone even mentioned the word change control, they joked and said: “we’re not allowed to discuss change control anymore, remember?”
Robust Training System SOPs: IMPLEMENTATION: The GO-LIVE STRATEGY
Through the efforts of Miguel negotiating behind the scenes, a new quality manager, Stuart, was hired right as the team began to work on the implementation strategy. The timing was ideal because the team was ready to present their recommendations on how to go live and this was Stuart’s first priority.
Meet your new project leader
While Stuart got caught up to speed and completed his onboarding tasks, Cara transitioned out of the project manager role and back into external consultant mode. The team had successfully designed their process flows and together decided the number of procedures that made sense for the organization as well as where to park the content. They collaborated on the design of forms while leaving room for flexibility given the nature of work for each department. The team had two proposals that competed with each other and Stuart, now fully up to speed weighed in with his decision.
Critical vs. important: OJT documentation or curricula accuracy
The first proposal mapped a path forward based on OJT as the priority. This was clearly identified in the gap assessment report and what appealed the most to the executives given their business objectives. The second proposal was logical and made more sense to start from an overhaul of the curricula; ensuring that the training and qualifications were the right requirements for the right roles. At the next meeting, Stuart took the lead and announced that he chose the curricula proposal and would defend this choice to Miguel and the executives as his first major task assignment.
Stuart was successful in his curricula proposal pitch with the executives. He was able to make a compelling argument for both efficiency and effectiveness. His next task was to finalize the implementation plan. So he asked the team to meet once again to refine the “Go-Live Strategy”.
“Please Pardon Our Appearance”
In order to move forward with the necessary tasks, the team needed the authorization to complete the work using the newly designed forms and process without approved Standard Operating Procedures (SOPs). Releasing the new design before the sub-tasks were complete, would create an “out of compliance” situation at the onset of launch. And yet, going forward without an approved procedure also put them in SOP violation status.
As part of the team’s drafted implementation plan, Stuart generated a change control package that documented the project, articulated the necessary steps, included the process flow diagrams as well as the forms. Included in this packet, was the timeline for execution. The effect of this documentation was to communicate that all these changes were not out of control but rather a controlled and planned change in the current procedures in order to make them standard once the subtasks were in place such as the updated position curricula.
Delivering the Qualified Trainers Workshop was a critical implementation task that needed to be timed with the SOP roll out. The day before the Qualified Trainer’s workshop was to be delivered by Cara, Stuart called Cara and announced that a regulatory inspection was to begin on the same day. While disappointed with the delay, Cara was optimistic that the training portion of the inspection would be favorable. One month later, Stuart phoned her back.
“Can you deliver the workshop next week?” Stuart inquired.
“Yes, I’ll clear my calendar. But how did training do?”
“All in all, it went well. We have some issues of course,” Stuart added.
“What about the training implementation plan? Was it accepted or challenged?” Cara asked.
“Well, we didn’t get cited for being ‘out of compliance’ so that was good. But it was clearly stated that the plan MUST be executed ASAP! Hence, the reason for my call, today,” he answered.
Cara was pleased to hear that the Robust Training System (RTS) training project finally became a “Top Site Priority”.
END RESULT: Future State is now Current State
A few months later, Cara also delivered a GMP Basics course and qualified the site trainer to deliver it routinely as per the new training procedures. The RTS project was now officially closed and life as new normal began. Their next follow up inspection was favorable. A few minor issues and some verbal comments for training. With this earned “regulatory approval”, the company was able to move forward with plans for launching their new product.
LESSONS LEARNED: Breaking down silos one meeting at a time
While the project team of SMEs learned how to collaborate in order to achieve project charter deliverables, the business units were very much still entrenched in their functional silos, defending current practices. Deviating from approved procedures, even with a regulatory recommendation to prioritize the execution of the training plan, was not well received. Stuart and his staff faced resistance from front-line supervision with right-sizing their curricula. Through determination and persistent “working meetings”, the curricula sub-project finished.
Given the curricula “battle”, Stuart initially backed off from communicating the big project picture in the hopes that early accomplishments would inspire the front line to continue with the tasks and not overwhelm them with too much change at once.
Instead, the OJT checklist sub-project was also slow, tedious, and a struggle. Incumbent subject matter experts (SMEs)were reluctant to share their expertise or participate in the generation of the OJT Checklists, let alone be required to use them and not change the content without following the change control process. Ironically, as new SMEs were vetted, the quality of the content improved and the checklists became a non-issue.
- The decision to delay project launch until Miguel felt confident that the executive leaders would sponsor the project and approve resources for the design team was paramount for keeping the momentum going forward after the initial launch meeting.
- Miguel recognized early on that the identified design team SMEs needed a specially developed curriculum to prepare them for the challenges that lay ahead. The first four meetings as introductory lessons provided context as well as content and established the project lexicon while reinforcing team ground rules.
- Being prepared to defend the change control packet and explain the “Go-Live” Implementation Plan with FDA investigators not only gave credence to the project but it also elevated the importance of plan execution and made completion an urgent priority. -VB
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