Organizational Change Management Plan

Transcription

1 Put yur lg here Put yur Organizatin Organizatinal Change Management Plan Dcument Organizatinal Change Management Plan Prject Name: Prepared by: Date (MM/DD/YYYY): <Yu will find italic text like this enclsed in angle brackets thrughut this dcument. This text is fr infrmatinal purpses nly, and serves t guide yu in the develpment f yur Organizatinal Change Management Plan. Delete r replace this text when yur plan is cmplete. Text in nrmal, nn-italicized fnt is prvided as an example f hw yur Organizatinal Change Management Plan might be wrded. Use as is, add text, mdify r delete as fits the purpse f yur prject.> 1. Intrductin As stated in a Change Management Plan frm the Natinal Institutes f Health (2001), The greatest risk t the successful implementatin f an enterprise-wide system is the failure t take int cnsideratin majr aspects f Organizatinal Change Management. The authrs g n t state that pr cmmunicatins, inadequate training r insufficient wrkfrce planning can lead t a lack f acceptance f business changes and pr perfrmance at the end-user level. In sme cases, failure t prvide fr adequate Organizatinal Change Management planning has resulted in the lss f millins f dllars in failed r delayed implementatin. (see Organizatinal Change Management encmpasses all activities aimed at helping an rganizatin successfully accept and adpt new technlgies and new ways t serve its custmers. Effective change management enables the transfrmatin f strategy, prcesses, technlgy, and peple t enhance perfrmance and ensure cntinuus imprvement in an ever-changing envirnment. A cmprehensive and structured apprach t rganizatinal change management is critical t the success f any prject that will bring abut significant change. <Many factrs related t yur prject may indicate the need fr clear and timely rganizatinal change management thrughut the prject. List thse factrs here:> The fllwing factrs related t the <Prject Name> Prject indicate the need fr clear and timely rganizatinal change management thrughut the prject. a. One b. Tw c. Three Effective rganizatinal change management can minimize the impact f these factrs n the prject and ensure that all persnnel affected by the <Prject Name> Prject receive assistance t help them manage change in their area. surce: Page 1 f 12

2 Put yur lg here Put yur Organizatin Organizatinal Change Management Plan Dcument Table I. Adapted frm State f Oklahma CORE Prject Change Management Plan (see In any large implementatin, the Prject Team can expect t experience resistance and reluctance t change. The Organizatinal Change Management effrt described in this dcument will prvide the varius stakehlder grups infrmatin abut the prject s purpse, scpe, benefits, timeline and training pprtunities as well as hw the individual jb envirnment will change due t the implementatin f the applicatins. Organizatinal Change Management will becme the vice f this prject and help define the changes required within the custmer s business prcesses, plicies and prcedures. The messages we will prvide via this plan will be custmized, based n the specific needs f each grup affected by the prject. It is the intent f the prject team that this Organizatinal Change Management effrt will lessen the Prductin Dip that is inevitable in any varied and cmplex prject. surce: Page 2 f 12

3 Put yur lg here Put yur Organizatin Organizatinal Change Management Plan Dcument 2. Organizatinal Change Management Scpe - Overview <This sectin can be brief. It prvides an verview f the tpics that will be cvered in the main bdy f the plan.> a. Stakehlder Management <The impact f rganizatinal change impsed by implementatin f a prject shuld always be taken int accunt. T prmte a successful delivery, identify wh will be affected by the business prcess and technlgy changes that the prject will cause. Fr each stakehlder, determine their degree f supprt fr the prject and their influence n the rganizatin. Develp a plan fr hw t build greater supprt amng thse with the mst influence. Identify stakehlders current and target level f prject awareness. Ensure that stakehlders have an accurate understanding f the gals and anticipated impact f the prject. Assess yur rganizatin t identify enablers and challenges t implementing the prject Enrll stakehlders t participate in initiatives and t advcate/facilitate change.> The fllwing table lists thse stakehlders wh will be affected by changes in business prcess and technlgy brught abut by the <Prject Name> Prject. There is als indicatin fr each stakehlder f their influence in the rganizatin and their degree f supprt fr the prject (as determined, fr example, thrugh ne n ne interviews). It is essential that all stakehlders with significant influence understand the gals and be supprtive f (r at least neutral abut) the success f this prject. Where this is nt true, a plan is prvided t create r build understanding and supprt. Stakehlde r Name Awarenes s (H/M/L) Degree f Supprt Influenc e (H/M/L) Plan b. Cmmunicatin <Gd cmmunicatin is the lifebld f any prject. It is essential that the Prject Manager prvide timely and high quality infrmatin abut the prject t all stakehlders. It is equally imprtant t listen t the stakehlders. Actively slicit their feedback and then respnd cnstructively. Identify the stakehlder grups in yur prject (e.g., senir management; endusers; spnsr) Develp a cmmunicatin plan that specifies wh will get what infrmatin at what time, in what frmat and thrugh what means f delivery (See sectin n Cmmunicatin belw) Mnitr feedback and respnd in a cnstructive manner surce: Page 3 f 12

4 Put yur lg here Put yur Organizatin Organizatinal Change Management Plan Dcument Discuss and recrd lessns learned thrughut the prject. Use them t imprve hw the next prject may be carried ut.> Gd cmmunicatin is the lifebld f any prject. In rder t ensure that the Prject Manager is in a strng psitin t prvide timely infrmatin abut the prject t all stakehlders and, equally imprtant, receive quality feedback frm them, a Cmmunicatin Plan has been develped. This plan identifies the varius audiences within this prject, and specifies wh will get what infrmatin at what time, in what frmat and thrugh what means f delivery (See Sectin 3, Cmmunicatin Objectives, belw fr mre details). In additin, the prject team will wrk with clients t track and recrd lessns learned thrughut this prject, s that the experience gained can be leveraged fr greater success in the future. (See ur Lessns-Learned dcument fr an update n current status.) c. Training <Many IT prjects fail because the user cmmunity receiving the prduct f the prject (r the IT grup respnsible fr maintaining it) des nt receive adequate r prperly fcused training. It is imprtant t understand the training needs f each stakehlder grup, develp targeted training activities, and deliver cntent with the apprpriate methd. A gd training plan will serve as an effective rad map fr training activities. Make a general statement t this effect here. See Training sectin belw fr details.> Training is essential t the success f this prject. We understand that each stakehlder grup in the prject may have unique training needs. In Sectin 4, Training Objectives, we have recrded the grups relevant t this prject, their specific training needs and infrmatin abut the training materials and facilities that we will use. This infrmatin will be used as the basis fr the training plan. d. Stakehlder Objectives <An Audience Assessment will help yu t determine the best feedback channels fr each identified stakehlder grup. It is imprtant t understand the majr questins and cncerns that these grups may have, s that adequate attentin can be paid t crrecting misunderstandings, filling in the gaps, unding rumrs, etc. If yu understand what the ptential barriers t acceptance are, yu will be better prepared t take practive actin t eliminate them. Determine the mst effective way t reach the stakehlder grups (e.g., individual r grup interviews, surveys, web site with user respnse capability, etc.). Recgnize serius cncerns r misunderstandings and be prepared t respnd t them prmptly. Help cncerned stakehlders t see why the prject is in their best interest.> Based n Audience Assessments carried ut between <date> and <date>, the prject team has cmpiled the fllwing infrmatin: surce: Page 4 f 12

5 Put yur lg here Put yur Organizatin Organizatinal Change Management Plan Dcument Stakehlder Grup Optimum Cmmunicatin Channel Knwn Cncerns: <suspected basis fr resistance (if any)> On the basis f these data, the prject team will take apprpriate steps (e.g. meetings with stakehlder grups, set up an infrmatin web site, distribute a newsletter) t alleviate the cncerns f ur Stakehlders and ensure that additinal difficulties with perceptins abut the prject d nt arise. These actins are detailed in the prject s Cmmunicatin Plan. <Be persistent and creative in yur apprach t thse influential individuals wh demnstrate cntinued resistance. Make every effrt t make them aware f hw the prject wrks in their favr. Turn them int allies. Plan t make management cmmitment t the prject visible thrughut the rganizatin.> T aid in this effrt, the prject team is requesting the participatin and supprt f upper management. Supprt frm ur rganizatin s executive team is essential t the prject s success. During individual interviews with ur executives, we received assurance that the prject will receive cnstant and visible supprt as shwn in the table belw. Name f Executive Psitin Prpsed Supprting Actins <Wrk t understand the basis fr ptential surces f resistance t the prject. Engage ptential users f the new system r service wh supprt the prject t help eliminate the resistance. In general, raise client awareness f the benefits f the prject while minimizing any negative impact the implementatin may actually cause.> The prject team understands the necessity f remaining vigilant fr the develpment f bth misunderstandings and authentic cncerns amng the stakehlders. In rder t minimize this, representatives frm each f the stakehlder grups have jined tgether in a stakehlder cuncil. These individuals will warn the prject team if they becme aware f stakehlder cncerns, and will jin the prject team t determine and carry ut best actins t alleviate them. Name Divisin / Dept Cntact Infrmatin surce: Page 5 f 12

6 Put yur lg here Put yur Organizatin Organizatinal Change Management Plan Dcument 3. Cmmunicatin Objectives < Effective strategic cmmunicatin is the key t successfully implementing large-scale rganizatinal initiatives. Interview yur majr stakehlders and find ut what infrmatin they need. Based n this infrmatin, establish a frmal Cmmunicatin Plan that spells ut in detail wh requires what infrmatin, hw they will get it, wh will prvide it, and the means and timing f all regular cmmunicatins including reprts, meetings, pstings n web sites, etc. Cnsider every means f cmmunicatin at yur dispsal t get the wrk ut abut the ptential benefits, timing and training pprtunities assciated with yur prject. Make the Cmmunicatin Plan available t all stakehlders, and be pen t mdificatins in it as yur needs change.> Effective strategic cmmunicatin is the key t successfully implementing large-scale rganizatinal initiatives. Cmmunicatin is the glue that binds internal and external stakehlders t the visin, missin, gals and activities f the prject. Effective cmmunicatin engages the hearts and minds f all stakehlders by facilitating mvement alng the cntinuum presented belw. Table II. Abve table frm State f Oklahma CORE Prject Change Management Plan (see In rder t ensure that cmmunicatin amng key players is effective in this prject, the prject team has develped a frmal Cmmunicatin Plan. This dcument: Identifies key stakehlders. surce: Page 6 f 12

7 Put yur lg here Put yur Organizatin Organizatinal Change Management Plan Dcument Lists what types f infrmatin are f mst value t ur stakehlders. Als identify ptimum means f cmmunicatin and agree n the frmat fr infrmatin that is prvided. Establishes the purpse, timing, lcatin and attendees fr regular meetings. States which cmmunicatin vehicles will be used and whether any steps are required t put them in place. Includes specific steps that the prject team and Stakehlders Cuncil can take t keep everyne wh will be impacted by the prject well infrmed. LinkTCmmunicatin Plan 4. Training Objectives <As stated earlier, training may be a crucial cmpnent f yur Organizatinal Change Management Plan. Especially where business prcess is changed r new skills are required, it is paramunt that emplyees be fully prepared befre they are expected t perfrm new duties. The fllwing steps will help yu establish a training prgram apprpriate t yur prject: Review yur rganizatin s plicies and prcedures and determine which f them may require mdificatin. Wrk with the rganizatin t help them adapt t the changes. Learn the impact yur prject will have n individual jbs and wrkflw. Where impact is substantial, ensure that fcused training is available. In the tables that fllw, recrd the grups relevant t yur prject, their specific training needs and infrmatin abut the training materials and facilities that yu will use. Establish an apprpriate curriculum. It is pssible that the same material shuld be presented in very different ways depending n the backgrund and skill level f the audience (e.g. business staff may require a less technical presentatin than IT staff). Find r develp well qualified trainers. Create a plan fr the pst-implementatin training supprt that may be required as new emplyees cme int the rganizatin, r as existing emplyees change jbs.) The <Name f Prject> prject is expected t require significant mdificatins in the rganizatin s wrkflw and plicies. S that the emplyees will be prperly prepared when the new system cmes n line, the prject team has cnducted extensive analysis f training needs. Based n this, the team has prduced a plan that shuld smth the way t a successful implementatin. Steps taken include the fllwing: a. Perfrm and Analyze the Results f a Jb/Wrkflw Impact Analysis This system implementatin will result in changes t business wrkflw. These changes will have a significant impact n the skills required f sme f the peple wh will use the new system. In rder t ensure that adequate training is prvided, the prject team perfrmed a gap analysis between skills available and skills required, as fllws: Identifed thse psitins (i.e. jbs) affected by the new system Used specific tasks t link psitins t new wrkflws (i.e. linked tasks required in the wrkflws t tasks perfrmed as part f individuals jbs). surce: Page 7 f 12

8 Put yur lg here Put yur Organizatin Organizatinal Change Management Plan Dcument Nted thse tasks that have changed. Listed the skills required t perfrm each task Determined if existing emplyees already have the skills needed t perfrm the new r changed tasks Have arranged fr training where skill gaps exist Mapped psitins t cmpnents f the new system Are taking steps t ensure that each individual receives training fr the cmpnents they will use Will mdify recruiting prfiles t reflect new skill sets The emplyee infrmatin listed belw will be used in all future training plans: Name Psitin Psitin Task <-> Wrkflw Task Skill Required Skill Exists? Type f Training Required b. Prvide the Organizatin with Infrmatin Necessary t Prepare fr Upcming Changes Reviewed the plicies and prcedures f each majr grup in the rganizatin that will be impacted by the new system (e.g., divisins, departments, etc.). Identifed thse plicies and prcedures that will change as a result f the new system. Prvided a checklist f needed changes t each rganizatinal unit. Assist rganizatinal units in develpment f plans t adapt t the changes. A summary f plicy and prcedure changes that this new system will require is prvided in the fllwing table Plicy / Prcedure Type f Change Required Suggested Plan c. Develp Curriculum and Cntent It prved necessary t develp very fcused training prgrams fr the varius stakehlder grups in this prject. Therefre, the training team has tailred the curriculum (tpics cvered, reference and ther training materials used) and the cntent (specific infrmatin t be delivered) fr each grup. The training will be prvided in settings apprpriate t the cntent and grup respnsibilities (e.g., Technical grup in the cmputer rm; ffice persnnel in a training rm). The training team has paid serius attentin t methds f delivery, and as a result while mst emplyees will receive classrm presentatins, certain grups will receive surce: Page 8 f 12

9 Put yur lg here Put yur Organizatin Organizatinal Change Management Plan Dcument hands n training. In additin, several Pwerpint-based presentatins will be made available n the prject web site as a means f distributing key infrmatin abut the prject t all stakehlders. The fllwing list was used as a guide in develpment f this training prgram: Staff will receive training n new business prcesses prir t technlgy training, in rder t help understanding and acceptance. Advance arrangements have been made fr all facilities and equipment required fr training. The training team will hld verview sessins with emplyees t explain cnceptual differences between existing system and the new system. Fcused hands-n training will be prvided where it can be expected t have significant impact. Given the extensive nature f this implementatin, the training team has develped mdule-specific curriculum utlines with learning bjectives, agendas, materials, instructrs, etc. Training materials will be made specific t each audience. We will use the train-the-trainer methd as a means f cutting cst and als ensuring that training can be made available in the future. The training team plans t develp jb aids (checklists, wrkflw summaries, etc.) fr use after rllut. The training team will cnduct surveys t evaluate the effectiveness f training. The rganizatin will use this infrmatin t imprve the training prgram in future implementatins. The fllwing tables summarize the key infrmatin that the training team has cllected as part f their training planning prgram. Stakehlder Grup Prfile Stakehlder Grup Type f Training Required Optimum Setting Delivery Methd Suggested Jb Aids Training Dcument Requirements Training Dcuments Authr(s) Reviewer(s) Training Facility Requirements Training Facility Stakehlder Grup(s) Type f Training Date surce: Page 9 f 12

10 Put yur lg here Put yur Organizatin Organizatinal Change Management Plan Dcument d. Pst-Implementatin Steps The prject team has identified super users wh can prvide supprt t emplyees (4-6 weeks after rllut). This grup will receive hands-n training and be given the pprtunity t practice n the new system well in advance f final implementatin. Members f the super users grup are listed in the table that fllws: Super Users Grup Department/Divisin Supprt Staff Name Supprt Perid 5. Organizatinal Change Management: Apprach and Resurces <Fr best results, the entire prject team and all new users f the system shuld adpt the rle f Change Agent fr the prject. Fllwing are sme f the tls identified fr Organizatinal Change Management t be effective in a large and cmplex implementatin prject. Review these tls with the prject team. Select thse that will prvide the mst benefit t yur prject and summarize hw yu intend t use them here. Develp an Organizatinal Change Management Plan (this Dcument). Identify a Cmmunicatin Liaisn in each rganizatinal unit (e.g., department, agency) t ensure timely and effective disseminatin f infrmatin cncerning the prject, changes it may bring abut and hw thse changes will be managed. Liaisn Name Department Cntact Infrmatin Cnsider creating a Change Management Team whse respnsibility it is t identify changes t wrklad and wrkfrce planning issues. This grup can facilitate a review f the impact that implementatin may have n emplyee skills and assigned duties in rder t develp a plan t address fr wrkfrce changes. Team Member Name Department Cntact Infrmatin surce: Page 10 f 12

11 Put yur lg here Put yur Organizatin Organizatinal Change Management Plan Dcument Develp a Risk Respnse Plan fr Organizatinal Change (see Risk Management Plan and Risk Respnse Plan templates): Identify all surces f uncertainty in this Organizatinal Change prject Uncver and maximize pprtunities t prmte the change Priritize threats and develp respnse plans fr thse that pse true risk t the prject Use brchures, fliers, white papers r ther means f cmmunicatin t infrm thse wh will be affected f the benefits f the new system. Specifically, fliers can prvide all end-users the pprtunity t understand the new system and becme aware f the benefits it prvides. Create a web site fr the prject and ensure that all relevant parties are aware f it. Include the fllwing: Prject Status, Prgress and Perfrmance Interactive Questin and Answer Cmmunicatin Frequently Asked Questins (FAQ) Prject Dcuments Glssary f Terms (fr each Mdule in large implementatins) Newsletter Tutrials Training Schedule Meeting Schedules Meeting Minutes Travel t the cmmunities affected and speak with the individuals there, prvide demnstratins, shw prttypes, etc. The purpse f this is t encurage wnership and nurture acceptance f the new business prcesses and system. The meetings als present a frum in which the user cmmunity can interact with the prject team t discuss prject issues and ptential user impacts. These meetings can: Answer user s questins cncerning the prject Address particular cncerns the users may have Prvide timely and accurate infrmatin abut upcming events Ensure the cnsistency f infrmatin passed nt the user cmmunity Ensure prject buy-in by the users. Speaker Target Organizatin Type f Presentatin Date(s) Prvide ptential users with a way t prvide feedback, ask questins, etc. Implement a Change Management prcess that allws specific grups t request mdificatins t the existing prject plan. Prvide: A dcumented Change Management Prcess (LinkTChangeManagementPlan) surce: Page 11 f 12

12 Put yur lg here Put yur Organizatin Organizatinal Change Management Plan Dcument Change Request frms (e.g., via the web site) that make this an easy prcess with quick respnse (LinkTChangeRequestFrm) Training n hw t use this prcess Prvide trainers with full infrmatin abut prcess issues and specific circumstances within each grup they will train.> Organizatinal Change Management Plan Dcument / Signatures Prject Manager: I have reviewed the infrmatin cntained in this Organizatinal Change Management Plan Dcument and agree: Name Title Signature Date (MM/DD/YYYY) The signatures abve indicate an understanding f the purpse and cntent f this dcument by thse signing it. By signing this dcument, they agree t this as the frmal Organizatinal Change Management Plan dcument. surce: Page 12 f 12