This document discusses change management. It defines change management as guiding how individuals adopt changes to drive organizational success. It explains that change management is important to thrive in changing environments, close gaps between requirements and results, increase project success rates, reduce uncertainty in changes, and treat employees well during changes. The document outlines three levels of change management and describes processes for individual, organizational, and enterprise-wide change management. It provides details on preparing for, managing, and reinforcing changes and includes an example change management plan outline.

2. CHANGE MANAGEMENT
Presented by-
Harsh Kukreja
Sumedh Nanche
Kapil Kukreja

3. WHAT IS CHANGE MANAGEMENT?
• Change management is the discipline that
guides how we prepare, equip and
support individuals to successfully adopt
change in order to drive organizational
success and outcomes.

5. WHY IS CHANGE
MANAGEMENT
IMPORTANT?
• THRIVE IN EVER-CHANGING WORLD
->Applying change management enables
organizations to deliver results on each change more
effectively and build competencies that grow the
organization’s capacity to tackle more changes at one time.
• CLOSE THE GAP BETWEEN REQUIREMENTS AND
RESULTS
->Change management enables the closing of this
gap by effectively supporting and equipping those people
impacted by a change to be successful in bringing it to life
in how they work.

6. WHY IS CHANGE
MANAGEMENT
IMPORTANT?
• INCREASE LIKELIHOOD OF PROJECT SUCCESS
->Change management, when applied effectively
on a project, significantly increases the success rate of the
effort.

7. WHY IS CHANGE
MANAGEMENT
IMPORTANT?
• TAKE THE CHANCE OUT OF CHANGE
->Change management removes the chance from
change by providing employees with the preparation,
support and skills they need to succeed in change.
• TREAT EMPLOYEES RIGHT
->By proactively engaging and supporting people in
times of change, we demonstrate in action that we
value them.

8. LEVELS OF CHANGE
MANAGEMENT
1
Individual Change
Management
2
Organizational/Initiative
Change Management
3
Enterprise Change
Management
Capability

9. INDIVIDUAL CHANGE MANAGEMENT
• ADKAR model:
• Awareness of the need for change (why).
• Desire to support and participate in the change (our choice).
• Knowledge about how to change (the learning process).
• Ability to implement the change (turning knowledge into action).
• Reinforcement to sustain the change (celebrating success).

10. ORGANIZATIONAL/INITIATIVE CHANGE
MANAGEMENT
Organizational change management then
involves creating a customized plan for
ensuring impacted employees receive the
awareness, leadership, coaching, and
they need in order to change successfully.
Organizational change management is
complementary to your project
Project management ensures your project’s
solution is designed, developed and
delivered, while change management
ensures your project’s solution is effectively
embraced, adopted and used.

11. ENTERPRISE CHANGE MANAGEMENT CAPABILITY
An enterprise change management
capability means effective change
management is embedded into your
organization’s roles, structures,
processes, projects and leadership
competencies.
Change management processes are
consistently and effectively applied to
initiatives, leaders have the skills to
guide their teams through change,
and employees know what to ask for
in order to be successful.

12. CHANGE MANAGEMENT PROCESS

13. PREPARING FOR
CHANGE
• "How much change
management does this
project need?"
• “Who is impacted by
this initiative and in
what ways?”
• “Who are the sponsors
we need to be
involved to make this
initiative successful?”

14. MANAGING
CHANGE
• 1. Communication plan
• 2. Sponsor roadmap
• 3. Training plan
• 4. Coaching plan
• 5. Resistance
management plan

15. REINFORCING
CHANGE
• In this phase, project
and change teams
develop measures and
mechanisms to
measure how well the
change is taking hold

16. CHANGE MANAGEMENT PLAN

17. CHANGE MANAGEMENT PLAN
• A change management plan defines activities and roles to manage and control
change during the execute and control stage of the project. Change is measured
against the project baseline, which is a detailed description of the project’s scope,
budget, schedule, and plans to manage quality, risk, issues, and change. During
the execute and control stage, changes may require one or more revised project
baselines to be issued.

18. CONTENTS
1. PROJECT CONSTRAINTS
2. CHANGE MANAGEMENT GUIDELINES AND PURVIEW.
3. ESTIMATE OF CHANGE VOLUME
4. ROLES AND RESPONSIBILITIES
5. THE CHANGE MANAGEMENT PROCESS

19. 1. PROJECT
CONSTRAINTS
• We acknowledge the following project constraints:
->Fixed budget set at $73,360
->Scope is firm for completion of basic framework
components, otherwise constrained by cost.
->Phase 3 deadline is flexible, provided project is
completed by May 20,2018
->Quality is important, but reviews will be
constrained to meet budget constraints.

20. 2. CHANGE
MANAGEMENT
GUIDELINES
AND PURVIEW
• The following items will be subject to change
management:
1. Primary deliverables
• Framework components
• Project Management Advisor (PMA) components
2.Secondary deliverables
• Budget
• Schedule
• Scope

21. 3. ESTIMATE OF
CHANGE
VOLUME
• Budgetary impact - $250 - $500
• Assumptions:
Number of change requests : 5
Change evaluation and management time : 10- 15
Hours

22. 4. ROLES AND
RESPONSIBILITIES
• Change Manager
• Change requestor
• Change evaluators and Change decision makers

23. 5. THE CHANGE
MANAGEMENT
PROCESS

24. THE GREATEST DANGER IN TIMES OF TURBULENCE IS NOT
THE TURBULENCE – IT IS TO ACT WITH YESTERDAY’S LOGIC
– PETER DRUCKER