The Future Ain't What It Used To Be (Part 2)

It’s All In How You Approach It By necessity change efforts should start early in the project, and continue throughout the project’s lifecycle, positioning the organization to be more agile and change ready. Change Management methodologies, tools, materials and efforts deployed throughout the project should be a result of a managed approach driven from an organizational change template that is usually part of the organization’s PMO. This approach needs to operate at the enterprise, department, project team, and individual level.

  • ENTERPRISE LEVEL — at the enterprise level, the change management process should: utilize change readiness and risk assessments; ensure effective charter of the project’s impact on the roles of the corporation and its divisions; drive alignment for accountability and making decisions; and communicate a clear line-of-sight between the business and each stakeholder’s investment. At this level significant efforts are focused on the development and deployment of change communication action plans. Enterprise efforts involve long-term alignment of executives and key leaders across divisions; building change skills of the key business sponsors and the core implementation teams, while implementing a thorough process for surfacing and dealing with change-related risks, impacts and exposure.
  • DEPARTMENT LEVEL — at the department level, specific change initiatives are deployed focusing on quantifying the anticipated impact of the change, and then tailoring activities to: • Build the change skills of the local change agents. • Rapidly transition stakeholders to the new state of operations. • Identify and mitigate risks to the project, organization and customers – prior to go-live. • Strategically deploy targeted training and communications efforts. • Tangible success measures, performance management, reward/recognition programs, performance integration are reviewed and deployed as part of the overall change efforts.
  • PROJECT TEAM — in addition to conducting the work of implementing new processes and technologies, project team members must perform as effective catalysts for change. Change Management need to be strategically and systematically applied to the project team members focusing on specific expertise and change skills in dealing with process change, resistance, and the human factors of those impacted by the project/change.
  • INDIVIDUAL — at the individual level, stakeholders will need to be given guidance in understanding and embracing change. Technology and process training are infused with change initiatives to ensure “one-time” training that “sticks” and transitions change efficiently. Using a cascading role-based approach is best to ensure each key “receiver” is accounted for throughout the transition.
If you would like an updated copy of the presentation given at Collaborate, or would like to learn more about the tools and methodology behind OCM, contact me at tom_colbert@cssus.com.

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