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Change Management Data Collection Tool: Findings and Lessons Learned

Management Track

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This presentation relates the benefits and pitfalls of the online survey that the author designed and implemented. Using example questions and responses from the actual data collection tool, the author relates findings and lessons learned. Topics include: how the data collection tool strengthens future cost estimates, where the data fail to inform estimate inputs, and why the author recommends certain design choices.

In the military acquisitions world, an Enterprise Resource Planning (ERP) system is an information technology transformation, which applies an off-the-shelf, standardized suite of industry business rules from a commercial vendor. Defense department data on the associated change management cost – that is, the cost of all activities needed to enhance and facilitate Government employees’ awareness and adoption of a major change – are scarce. Through experimentation with data collection tools and Communities of Practice, survey data can bridge the knowledge gap.

In the research project preceding this presentation, the researcher hypothesized that defense agencies would be hampered during ERP implementation by their bulk and many thousands of laws and regulations, despite strong leadership. After implementing the change management data collection tool, the author normalized 100 anonymous responses from various programs prior to performing statistical analysis. Surprisingly, a chi square test for goodness-of-fit between two samples showed no significant difference in the prevalence of resistance to change between Industry and Government during ERP transformation. The author described some obstacles and challenges to ERP implementation, which may distinguish Government from Industry in terms of their prevalence. Finally, the author extended findings into recommendations for cost analysts.


Laura Lucas
Air Force Cost Analysis Agency
Laura L. Lucas is a mid‐level cost estimator and analyst for the Wright‐Patterson Air Force Base Operating Location (OL), Aircraft and Weapons Division, Air Force Cost Analysis Agency, under the Office of the Assistant Secretary of the Air Force for Financial Management and Comptroller. She develops, documents, and delivers acquisition cost estimates and cost‐related decision tools, and participates in cost research and data collection efforts. She also maintains a repository of Air Force aircraft Unit
(“Flyaway”) Costs.
Mrs. Lucas began working for the Air Force in 2005, as a PALACE Acquire intern at Air Force Cost Analysis Agency, Arlington, VA. Her rotations included the Cost per Flying Hour Branch, Force Analysis and Long Range Planning Branch, and finally Aircraft and Weapons. She plans to remain in aircraft acquisition cost for the near‐ to mid‐term to achieve a deeper technical understanding. In 2008 she also took on an observe‐to‐support role in electronic and Enterprise Resource Planning (ERP) systems cost estimating and analysis. She is an active participant in the SAF/FM Mentor Program.