Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
This document provides an overview of change management and how it can enhance project success. It defines change management and distinguishes it from related concepts like project management. It discusses how change is personal and the importance of leadership, engagement, communication and feedback to successfully manage change. Change management principles like establishing a shared purpose and building commitment are reviewed in the context of projects and how change management can help ensure projects meet their objectives.
This document outlines an agenda for a change management training. It includes an introduction to change management concepts like the pace of change, organizational responses to change, and principles of managing change. It discusses Lewin's change model of unfreezing, moving, and refreezing. It also covers Kotter's 8-stage process for creating major change, including establishing urgency, communicating vision, empowering others, and anchoring changes in culture. The training utilizes exercises, assessments, and a case study to help participants understand how to effectively lead and respond to organizational change.
The document discusses key features of successful transformational change and provides implications. It outlines 10 points of potential failure in organizational change efforts. It stresses the need for a compelling business case, burning platform, and strong foundation to drive change. The change equation and how leadership, communication, and involvement can build commitment for change is examined. Strategies like surfacing barriers early, identifying gaps, and choosing the right communication tools are suggested. Finally, it notes what really drives organizational culture change like leader attention and role modeling. In summary, the document provides a comprehensive overview of factors critical to the success of large-scale organizational transformation efforts.
Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.
This document contains information about Neil White, a change management specialist, and his presentation on benefits management and change management models. The presentation discusses Neil's background and credentials in change management. It then provides an overview of common change management mistakes. Several change management models are described, including Kotter's 8 steps of change and the ADKAR model. Benefits management and its relationship to change management is discussed. In summary, the presentation aims to show how benefits management can help overcome common challenges in change management by taking a structured approach.
Many projects don’t deliver, ether because they don’t know what to deliver, or because people don’t engage. This presentation helps you succeed by applying benefits management and change management.
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
This document provides an overview of change management and how it can enhance project success. It defines change management and distinguishes it from related concepts like project management. It discusses how change is personal and the importance of leadership, engagement, communication and feedback to successfully manage change. Change management principles like establishing a shared purpose and building commitment are reviewed in the context of projects and how change management can help ensure projects meet their objectives.
This document outlines an agenda for a change management training. It includes an introduction to change management concepts like the pace of change, organizational responses to change, and principles of managing change. It discusses Lewin's change model of unfreezing, moving, and refreezing. It also covers Kotter's 8-stage process for creating major change, including establishing urgency, communicating vision, empowering others, and anchoring changes in culture. The training utilizes exercises, assessments, and a case study to help participants understand how to effectively lead and respond to organizational change.
The document discusses key features of successful transformational change and provides implications. It outlines 10 points of potential failure in organizational change efforts. It stresses the need for a compelling business case, burning platform, and strong foundation to drive change. The change equation and how leadership, communication, and involvement can build commitment for change is examined. Strategies like surfacing barriers early, identifying gaps, and choosing the right communication tools are suggested. Finally, it notes what really drives organizational culture change like leader attention and role modeling. In summary, the document provides a comprehensive overview of factors critical to the success of large-scale organizational transformation efforts.
Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.
This document contains information about Neil White, a change management specialist, and his presentation on benefits management and change management models. The presentation discusses Neil's background and credentials in change management. It then provides an overview of common change management mistakes. Several change management models are described, including Kotter's 8 steps of change and the ADKAR model. Benefits management and its relationship to change management is discussed. In summary, the presentation aims to show how benefits management can help overcome common challenges in change management by taking a structured approach.
Many projects don’t deliver, ether because they don’t know what to deliver, or because people don’t engage. This presentation helps you succeed by applying benefits management and change management.
This document provides an overview of a presentation on change management. It will cover 5 key areas: defining and building a case for change, leadership alignment, stakeholder analysis, communications and engagement, and workforce alignment and training. The presentation will provide specific strategies to guide employees through change and achieve business benefits. It will also share the presenter's experience working in change management consulting. The document defines change management and outlines critical success factors. It dives deeper into each of the 5 areas, providing guidance on key aspects within each such as developing a change vision, aligning leadership, analyzing stakeholders, creating a communications strategy, and developing a training plan. It concludes by offering attendees access to a discounted online change management academy.
This document provides an overview and agenda for a presentation on change management in project environments. The presentation covers topics such as the relationship between project and change management, how change impacts individuals and organizations, communications and stakeholder engagement strategies, approaches to change management practice, and frameworks for managing change like those developed by Lewin and Kotter. The goal is to help participants understand change management and how to enable successful change.
This document discusses key factors for successful organizational transformation and change management. It identifies important elements such as designing change around business drivers, gaining emotional and intellectual support, modeling and reinforcing the new way of working, strong communication, and aligning all dimensions of management behind the change. It also outlines potential pitfalls to avoid, like a lack of coordination between change activities or a large gap between commitment at the top versus the middle of the organization. Effective change requires a compelling business case, a "burning platform" for change, and building a strong foundation by defining imperatives and assessing organizational readiness.
This document discusses key aspects of successful organizational change. It identifies features like designing change around business drivers, winning emotional and intellectual support, modeling the new way of working, investing in communications, and aligning management behind change. It also notes potential points of failure like a discrepancy between stated values and actions or a lack of coordination between change activities. The document emphasizes the importance of a compelling business case, a burning platform for change, and establishing a strong foundation. It discusses using the change equation and plotting shifts in commitment to change. It provides strategies for overcoming barriers, closing gaps, choosing effective communication tools, and building commitment through information and involvement.
Change is a constant reality that must be managed effectively. There are several key aspects to successful change management:
1. Establish a clear vision for the desired future state and ensure staff understands how the change benefits them.
2. Gain commitment from senior leadership to prioritize and support the change.
3. Create a team of change agents to develop and implement the change plan. Identify those opposed and address concerns.
4. Continuously communicate with staff, measure progress, and reinforce the changes to ensure long-term adoption. Managing change takes ongoing efforts to guide people through uncertainty.
01/03/2017
1
Supporting Change within
Organisations
Diploma in HR Practice
Version 3 01/03/2017
Domestics
• Fire Exits
• Toilets
• Breaks
• Mobile Phones
• Timings of the session
• Ground Rules
Learning Outcomes
By the end of this session, you will be able to:
1. Understand why organisations need to
change and how change affects organisations
2. Understand the key factors involved in the
change process and different approaches to
managing change
3. Understand the impact of change on
employees and the role of HR
01/03/2017
2
Learning Outcome 1
Understand why organisations need to
change and how change affects
organisations
Change Management –
Definition
... is the process of achieving
the smooth implementation
of change by planning and
introducing it systematically, taking into
account the likelihood
of it being resisted.
Source: Armstrong, M. (2009). Armstrong's Handbook of Human Resource
Management Practice. London: Kogan Page.
Group Exercise
Why do organisations change?
01/03/2017
3
• Change is ‘the only thing’ that remains constant
(Armstrong 2009)
• Major change tends to happen approximately
every 3 years (CIPD)
• Change needs to be managed
• Most change initiatives fail
CIPD research suggests that less than 60% of re-
organisations met their stated objectives
Source: http://www.cipd.co.uk/subjects/corpstrtgy/changemmt/chngmgmt.htm
Change is inevitable
Internal Pressure
• Increasing costs
• Desire to enter into new markets
External Pressure
• Changing economic conditions
• Pressure from customers
Indicators of change
Some internal factors that may drive change
1. Strategic objectives
2. Expansion/downsizing of business
3. Critical incidents
4. Results from internal analyses
Internal Factors
01/03/2017
4
Some external factors that may drive change
1. Global/national/local change
2. External analyses
3. Changing needs/demands of customers
4. Changing economic conditions
External Factors
Group Exercise
Identify a company that has gone through
a major change driven by either internal
or external pressures
List all the factors that have made
this change happen.
1. Strategic Change
2. Operational Change
3. Transformational Change
Types of Change
01/03/2017
5
• Broad, long-term and organisation wide
• Purpose and mission of the organisation,
philosophies
• Growth, quality, innovation, values, competitive
positioning
e.g. British Telecom
• Strategic goals for achieving and maintaining
competitive advantage
• Product market development
1. Strategic Change
New systems, procedures, structures or
technology that will have an immediate effect
on working arrangement
e.g. New procedure for charging expenses
2. Operational Change
Fundamental and comprehensive changes in
structures, processes, and behaviours that have
a dramatic effect on the way in which the
organisation functions
e.g. Mergers between two companies
3. Transformationa.
010320171Supporting Change within Organisations.docxcroftsshanon
01/03/2017
1
Supporting Change within
Organisations
Diploma in HR Practice
Version 3 01/03/2017
Domestics
• Fire Exits
• Toilets
• Breaks
• Mobile Phones
• Timings of the session
• Ground Rules
Learning Outcomes
By the end of this session, you will be able to:
1. Understand why organisations need to
change and how change affects organisations
2. Understand the key factors involved in the
change process and different approaches to
managing change
3. Understand the impact of change on
employees and the role of HR
01/03/2017
2
Learning Outcome 1
Understand why organisations need to
change and how change affects
organisations
Change Management –
Definition
... is the process of achieving
the smooth implementation
of change by planning and
introducing it systematically, taking into
account the likelihood
of it being resisted.
Source: Armstrong, M. (2009). Armstrong's Handbook of Human Resource
Management Practice. London: Kogan Page.
Group Exercise
Why do organisations change?
01/03/2017
3
• Change is ‘the only thing’ that remains constant
(Armstrong 2009)
• Major change tends to happen approximately
every 3 years (CIPD)
• Change needs to be managed
• Most change initiatives fail
CIPD research suggests that less than 60% of re-
organisations met their stated objectives
Source: http://www.cipd.co.uk/subjects/corpstrtgy/changemmt/chngmgmt.htm
Change is inevitable
Internal Pressure
• Increasing costs
• Desire to enter into new markets
External Pressure
• Changing economic conditions
• Pressure from customers
Indicators of change
Some internal factors that may drive change
1. Strategic objectives
2. Expansion/downsizing of business
3. Critical incidents
4. Results from internal analyses
Internal Factors
01/03/2017
4
Some external factors that may drive change
1. Global/national/local change
2. External analyses
3. Changing needs/demands of customers
4. Changing economic conditions
External Factors
Group Exercise
Identify a company that has gone through
a major change driven by either internal
or external pressures
List all the factors that have made
this change happen.
1. Strategic Change
2. Operational Change
3. Transformational Change
Types of Change
01/03/2017
5
• Broad, long-term and organisation wide
• Purpose and mission of the organisation,
philosophies
• Growth, quality, innovation, values, competitive
positioning
e.g. British Telecom
• Strategic goals for achieving and maintaining
competitive advantage
• Product market development
1. Strategic Change
New systems, procedures, structures or
technology that will have an immediate effect
on working arrangement
e.g. New procedure for charging expenses
2. Operational Change
Fundamental and comprehensive changes in
structures, processes, and behaviours that have
a dramatic effect on the way in which the
organisation functions
e.g. Mergers between two companies
3. Transformationa.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
CMPresentation24823.ppt. This presentation was prepared under the framework o...Bakalcha Bari
The document provides an overview of change management, outlining various topics and subtopics to be covered in a training session on managing change. It defines change management and discusses the key principles, types of organizational change including strategic, operational, and transformational changes. It also outlines different levels and stages of change, and examines the change management process which includes planning, communication, and implementing change. Resistance to change and strategies for addressing it are also highlighted.
This document discusses change management and provides an overview of key concepts. It defines change management as managing the people side of change to achieve organizational results. It discusses individual and organizational change management and who is involved. It also summarizes several theories of change management and models for managing change, including Lewin's three-phase model, Kotter's eight steps, and different types of change. The document emphasizes the importance of leadership, communication, learning, and reinforcement in effective change management.
The document discusses strategic change leadership and the TRANSFORM model for managing change. The TRANSFORM model is a novel approach that encompasses change management and leadership aspects. It involves 9 steps: 1) Triggering an emergency, 2) Researching the context, 3) Activating leadership, 4) Negotiating for alignment, 5) Strategizing a vision, 6) Forcing communication, 7) Optimizing empowerment, 8) Realizing innovation, and 9) Maintaining momentum. The goal is to help organizations implement deep, sustainable cultural changes through a strategic, structured process.
This document discusses strategic change leadership and management. It provides an overview of the TRANSFORM model, an innovative change leadership model that takes a strategic approach. The TRANSFORM model encompasses change management, leadership development, and integrates several business sciences to guide organizations through cultural transformation and ensure long-term sustainability of changes. It outlines the key steps in the TRANSFORM model, including triggering change readiness, researching the organizational context, activating leadership, negotiating for alignment, and maintaining momentum for change.
Overcoming barriers to PLCs: Lack of understanding andor resistance to changeAngela Szakasits
The document discusses Hall and Hord's theory that lack of understanding or resistance to change can hinder the implementation of changes throughout a school or district. It provides reasons for why resistance to change occurs, such as avoidance or a need for more information. It also outlines principles for change, including that change is a process, not an event, and that interventions are key to successful implementation. The document discusses measuring levels of use and stages of concern to assess the change process.
Change Community of Practice Webinar: Life after go live - what Change Manage...Prosci ANZ
Why do we need Change management post go live?
What are the Best Practices highlights
What does "post go live" Change Management look like?
What are the risks of cutting Change Management short
And the Top 5 tips from our consulting team!
PIE the Change, is a change management model based on 2-dimensional approach - DIVE¹ and DIVE² intended to support the organisations and the end users during the transition and allows to dive deeper in order to implement the change successfully. The methodology incorporates elements from Agile, Lean, Design Thinking and Gamification and provides tools and insights to understand people’s behaviours and cognitions, motivation and engagement drivers.
The document discusses strategies for leading change in schools. It begins by establishing the need for change and identifying common reasons why change initiatives fail. It then provides a framework for understanding change with different contexts, processes, and individual factors to consider. Finally, it outlines steps to lead change including developing a vision, identifying support and obstacles, and adjusting the speed of change based on readiness levels. The overall message is that successful change considers the unique school context and individual responses to change.
This document provides an overview of change management. It defines planned change as changes that result from deliberate efforts by a change agent. The targets of change can be a person's knowledge, attitudes, or behaviors. Effective change follows principles like having good reasons for change and involving those affected. Lewin's model of change involves three stages: unfreezing, moving to a new approach, and refreezing to stabilize the change. The roles of a change agent include diagnosing problems, assessing readiness for change, and maintaining the change process. Reasons for resistance to change include misunderstanding the need for change and fear of the unknown.
The document outlines an agenda for a workshop on change management methodologies and approaches for successful IT-healthcare projects. The workshop will cover understanding change management, Prosci and CAP change management methodologies, the relationship between change management and project management, and real-life use cases from MOH hospitals. It will define change management and discuss states of change, reasons for managing change, and choices individuals can make at different stages of a change process to have positive or negative outcomes. The goal is to provide guidance on successful change management.
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Artem Bykovets: Чому люди не стають раптово кросс-функціональними, хоча в нас Agile? (UA)
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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This document provides an overview of a presentation on change management. It will cover 5 key areas: defining and building a case for change, leadership alignment, stakeholder analysis, communications and engagement, and workforce alignment and training. The presentation will provide specific strategies to guide employees through change and achieve business benefits. It will also share the presenter's experience working in change management consulting. The document defines change management and outlines critical success factors. It dives deeper into each of the 5 areas, providing guidance on key aspects within each such as developing a change vision, aligning leadership, analyzing stakeholders, creating a communications strategy, and developing a training plan. It concludes by offering attendees access to a discounted online change management academy.
This document provides an overview and agenda for a presentation on change management in project environments. The presentation covers topics such as the relationship between project and change management, how change impacts individuals and organizations, communications and stakeholder engagement strategies, approaches to change management practice, and frameworks for managing change like those developed by Lewin and Kotter. The goal is to help participants understand change management and how to enable successful change.
This document discusses key factors for successful organizational transformation and change management. It identifies important elements such as designing change around business drivers, gaining emotional and intellectual support, modeling and reinforcing the new way of working, strong communication, and aligning all dimensions of management behind the change. It also outlines potential pitfalls to avoid, like a lack of coordination between change activities or a large gap between commitment at the top versus the middle of the organization. Effective change requires a compelling business case, a "burning platform" for change, and building a strong foundation by defining imperatives and assessing organizational readiness.
This document discusses key aspects of successful organizational change. It identifies features like designing change around business drivers, winning emotional and intellectual support, modeling the new way of working, investing in communications, and aligning management behind change. It also notes potential points of failure like a discrepancy between stated values and actions or a lack of coordination between change activities. The document emphasizes the importance of a compelling business case, a burning platform for change, and establishing a strong foundation. It discusses using the change equation and plotting shifts in commitment to change. It provides strategies for overcoming barriers, closing gaps, choosing effective communication tools, and building commitment through information and involvement.
Change is a constant reality that must be managed effectively. There are several key aspects to successful change management:
1. Establish a clear vision for the desired future state and ensure staff understands how the change benefits them.
2. Gain commitment from senior leadership to prioritize and support the change.
3. Create a team of change agents to develop and implement the change plan. Identify those opposed and address concerns.
4. Continuously communicate with staff, measure progress, and reinforce the changes to ensure long-term adoption. Managing change takes ongoing efforts to guide people through uncertainty.
01/03/2017
1
Supporting Change within
Organisations
Diploma in HR Practice
Version 3 01/03/2017
Domestics
• Fire Exits
• Toilets
• Breaks
• Mobile Phones
• Timings of the session
• Ground Rules
Learning Outcomes
By the end of this session, you will be able to:
1. Understand why organisations need to
change and how change affects organisations
2. Understand the key factors involved in the
change process and different approaches to
managing change
3. Understand the impact of change on
employees and the role of HR
01/03/2017
2
Learning Outcome 1
Understand why organisations need to
change and how change affects
organisations
Change Management –
Definition
... is the process of achieving
the smooth implementation
of change by planning and
introducing it systematically, taking into
account the likelihood
of it being resisted.
Source: Armstrong, M. (2009). Armstrong's Handbook of Human Resource
Management Practice. London: Kogan Page.
Group Exercise
Why do organisations change?
01/03/2017
3
• Change is ‘the only thing’ that remains constant
(Armstrong 2009)
• Major change tends to happen approximately
every 3 years (CIPD)
• Change needs to be managed
• Most change initiatives fail
CIPD research suggests that less than 60% of re-
organisations met their stated objectives
Source: http://www.cipd.co.uk/subjects/corpstrtgy/changemmt/chngmgmt.htm
Change is inevitable
Internal Pressure
• Increasing costs
• Desire to enter into new markets
External Pressure
• Changing economic conditions
• Pressure from customers
Indicators of change
Some internal factors that may drive change
1. Strategic objectives
2. Expansion/downsizing of business
3. Critical incidents
4. Results from internal analyses
Internal Factors
01/03/2017
4
Some external factors that may drive change
1. Global/national/local change
2. External analyses
3. Changing needs/demands of customers
4. Changing economic conditions
External Factors
Group Exercise
Identify a company that has gone through
a major change driven by either internal
or external pressures
List all the factors that have made
this change happen.
1. Strategic Change
2. Operational Change
3. Transformational Change
Types of Change
01/03/2017
5
• Broad, long-term and organisation wide
• Purpose and mission of the organisation,
philosophies
• Growth, quality, innovation, values, competitive
positioning
e.g. British Telecom
• Strategic goals for achieving and maintaining
competitive advantage
• Product market development
1. Strategic Change
New systems, procedures, structures or
technology that will have an immediate effect
on working arrangement
e.g. New procedure for charging expenses
2. Operational Change
Fundamental and comprehensive changes in
structures, processes, and behaviours that have
a dramatic effect on the way in which the
organisation functions
e.g. Mergers between two companies
3. Transformationa.
010320171Supporting Change within Organisations.docxcroftsshanon
01/03/2017
1
Supporting Change within
Organisations
Diploma in HR Practice
Version 3 01/03/2017
Domestics
• Fire Exits
• Toilets
• Breaks
• Mobile Phones
• Timings of the session
• Ground Rules
Learning Outcomes
By the end of this session, you will be able to:
1. Understand why organisations need to
change and how change affects organisations
2. Understand the key factors involved in the
change process and different approaches to
managing change
3. Understand the impact of change on
employees and the role of HR
01/03/2017
2
Learning Outcome 1
Understand why organisations need to
change and how change affects
organisations
Change Management –
Definition
... is the process of achieving
the smooth implementation
of change by planning and
introducing it systematically, taking into
account the likelihood
of it being resisted.
Source: Armstrong, M. (2009). Armstrong's Handbook of Human Resource
Management Practice. London: Kogan Page.
Group Exercise
Why do organisations change?
01/03/2017
3
• Change is ‘the only thing’ that remains constant
(Armstrong 2009)
• Major change tends to happen approximately
every 3 years (CIPD)
• Change needs to be managed
• Most change initiatives fail
CIPD research suggests that less than 60% of re-
organisations met their stated objectives
Source: http://www.cipd.co.uk/subjects/corpstrtgy/changemmt/chngmgmt.htm
Change is inevitable
Internal Pressure
• Increasing costs
• Desire to enter into new markets
External Pressure
• Changing economic conditions
• Pressure from customers
Indicators of change
Some internal factors that may drive change
1. Strategic objectives
2. Expansion/downsizing of business
3. Critical incidents
4. Results from internal analyses
Internal Factors
01/03/2017
4
Some external factors that may drive change
1. Global/national/local change
2. External analyses
3. Changing needs/demands of customers
4. Changing economic conditions
External Factors
Group Exercise
Identify a company that has gone through
a major change driven by either internal
or external pressures
List all the factors that have made
this change happen.
1. Strategic Change
2. Operational Change
3. Transformational Change
Types of Change
01/03/2017
5
• Broad, long-term and organisation wide
• Purpose and mission of the organisation,
philosophies
• Growth, quality, innovation, values, competitive
positioning
e.g. British Telecom
• Strategic goals for achieving and maintaining
competitive advantage
• Product market development
1. Strategic Change
New systems, procedures, structures or
technology that will have an immediate effect
on working arrangement
e.g. New procedure for charging expenses
2. Operational Change
Fundamental and comprehensive changes in
structures, processes, and behaviours that have
a dramatic effect on the way in which the
organisation functions
e.g. Mergers between two companies
3. Transformationa.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
CMPresentation24823.ppt. This presentation was prepared under the framework o...Bakalcha Bari
The document provides an overview of change management, outlining various topics and subtopics to be covered in a training session on managing change. It defines change management and discusses the key principles, types of organizational change including strategic, operational, and transformational changes. It also outlines different levels and stages of change, and examines the change management process which includes planning, communication, and implementing change. Resistance to change and strategies for addressing it are also highlighted.
This document discusses change management and provides an overview of key concepts. It defines change management as managing the people side of change to achieve organizational results. It discusses individual and organizational change management and who is involved. It also summarizes several theories of change management and models for managing change, including Lewin's three-phase model, Kotter's eight steps, and different types of change. The document emphasizes the importance of leadership, communication, learning, and reinforcement in effective change management.
The document discusses strategic change leadership and the TRANSFORM model for managing change. The TRANSFORM model is a novel approach that encompasses change management and leadership aspects. It involves 9 steps: 1) Triggering an emergency, 2) Researching the context, 3) Activating leadership, 4) Negotiating for alignment, 5) Strategizing a vision, 6) Forcing communication, 7) Optimizing empowerment, 8) Realizing innovation, and 9) Maintaining momentum. The goal is to help organizations implement deep, sustainable cultural changes through a strategic, structured process.
This document discusses strategic change leadership and management. It provides an overview of the TRANSFORM model, an innovative change leadership model that takes a strategic approach. The TRANSFORM model encompasses change management, leadership development, and integrates several business sciences to guide organizations through cultural transformation and ensure long-term sustainability of changes. It outlines the key steps in the TRANSFORM model, including triggering change readiness, researching the organizational context, activating leadership, negotiating for alignment, and maintaining momentum for change.
Overcoming barriers to PLCs: Lack of understanding andor resistance to changeAngela Szakasits
The document discusses Hall and Hord's theory that lack of understanding or resistance to change can hinder the implementation of changes throughout a school or district. It provides reasons for why resistance to change occurs, such as avoidance or a need for more information. It also outlines principles for change, including that change is a process, not an event, and that interventions are key to successful implementation. The document discusses measuring levels of use and stages of concern to assess the change process.
Change Community of Practice Webinar: Life after go live - what Change Manage...Prosci ANZ
Why do we need Change management post go live?
What are the Best Practices highlights
What does "post go live" Change Management look like?
What are the risks of cutting Change Management short
And the Top 5 tips from our consulting team!
PIE the Change, is a change management model based on 2-dimensional approach - DIVE¹ and DIVE² intended to support the organisations and the end users during the transition and allows to dive deeper in order to implement the change successfully. The methodology incorporates elements from Agile, Lean, Design Thinking and Gamification and provides tools and insights to understand people’s behaviours and cognitions, motivation and engagement drivers.
The document discusses strategies for leading change in schools. It begins by establishing the need for change and identifying common reasons why change initiatives fail. It then provides a framework for understanding change with different contexts, processes, and individual factors to consider. Finally, it outlines steps to lead change including developing a vision, identifying support and obstacles, and adjusting the speed of change based on readiness levels. The overall message is that successful change considers the unique school context and individual responses to change.
This document provides an overview of change management. It defines planned change as changes that result from deliberate efforts by a change agent. The targets of change can be a person's knowledge, attitudes, or behaviors. Effective change follows principles like having good reasons for change and involving those affected. Lewin's model of change involves three stages: unfreezing, moving to a new approach, and refreezing to stabilize the change. The roles of a change agent include diagnosing problems, assessing readiness for change, and maintaining the change process. Reasons for resistance to change include misunderstanding the need for change and fear of the unknown.
The document outlines an agenda for a workshop on change management methodologies and approaches for successful IT-healthcare projects. The workshop will cover understanding change management, Prosci and CAP change management methodologies, the relationship between change management and project management, and real-life use cases from MOH hospitals. It will define change management and discuss states of change, reasons for managing change, and choices individuals can make at different stages of a change process to have positive or negative outcomes. The goal is to provide guidance on successful change management.
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Anna Kompanets,
PMP®, CCMP ™, PMI-ACP®, PMO-CP®
Change management lead, Program manager
About Trainer
14 Years of Project and Change management in IT
Active participant, trainer and volunteer of PMI Ukraine Chapter and ACMP
Ukraine.
Passionate about People side of change, actively promoting Change
management practices in leadership communities
6. Key reasons of change failure
1. Unmanaged change resistance
2. Unclear vision and benefits of the change
3. Low sponsorship engagement
4. Lack of new skills
5. Organizational misalignment
7. Typical challenges in PMO launch
1. Identifying blockers in the organization that inhibit or prevent the
development of information necessary for decision-making.
2. Implementing a PMO for the first time and not knowing how it can or
will affect the organization.
3. Lack of understanding of the pace and speed of absorption of
changes that the organization can accept.
4. Resistance to the idea of a PMO or strengthening of a PMO from
senior management, middle managers, and/or staff to change and
accountability coming from the project organization.
9. 5. Optimism
6. Realistic results
Perception
of
change
Time
2. High
expectations
4. Depression
3. Understanding the
difficulties
• Resistance to change among
employees
• Absence of support from management
• Limited communications
Unmanaged changes
Managed changes
1. Beginning of
change
Employees go through a path of emotions while coping with change
How people react to changes
-
+
Change management allows to increase effectiveness of project implementation
10. ● Self-interest: People fear the effect that change will have on them.
● Misunderstanding and lack of trust: People fear that management do not have their best
interests at heart. This is about good communication.
● Different opinion: Stakeholders may not always agree that those who are initiating change are
doing the right thing or at least going about resolving a problem in the right way. Resistance for
this reason however, may well highlight issues that have not properly been considered.
● Low tolerance for change: This is about people’s ability to change, and going through the
transition successfully.
Why people resist changes
11. PASSIVE CHANGE
RESISTANCE
ATTACHMENT CHANGE
RESISTANCE
When you strike resistance, the
first step is to uncover what barrier
is stopping a person stepping
forward with you.
ACTIVE CHANGE
RESISTANCE
Forms of change resistance
OVERLOAD CHANGE
RESISTANCE
UNCERTAINTY CHANGE
RESISTANCE
12. ● Link the change to other issues people care about
● Show you care and understand concerns
● Identify members of the team who support the change
● Open conversation
● Offer resources
● Timing is everything
● Have a plan
Strategies to address resistance
13. 1. Have you talked one-on-one with individuals who are resistant to change to better understand their reactions?
2. Did you encourage them to express their thoughts and feelings openly?
3. Did you explore their concerns by asking clarifying questions?
4. Did you listen carefully to their responses and take their comments seriously?
5. Have you communicated the benefits of the change in terms of what might be of value to them?
6. Have you incorporated their suggestions into the plan to improve it?
7. Have you explored ways to engage these individuals in the planning and implementation
processes so that they feel more invested in the change program?
8. Did you consider the ways in which you may be adding to their feelings of resistance?
Steps to address resistance
15. Source: Prosci® ADKAR® Model
Reinforcement
Sustain the change
Build a culture and competence
around change
Prosci ADKAR model
Awareness
Understand the need for change
Understand nature of the change
Desire
Support the change
Participate and engage
Knowledge
How to change
Implement new skills and
behaviors
Ability
Implement the change
Demonstrate performance
A D K
A R
16. Individual change starts with Awareness of the need for Change
Awareness is understanding of:
• the nature of the change
• why the change is being made
• and the risk of not changing
To do:
• Communicate reasons for change
• Emphasize on the vision of the change
• Engage Change Sponsors
• Foresee Coaching by Leaders
• Provide access to information about the change
”What’s
in
it
FOR
ME?”
17. Awareness is followed by Desire to participate and support the
Change
Desire is a personal choice or decision to be a part of
the Change, which considers individual factors and
historical experience with the changes in the
organization
To do:
• Communicate benefits and address challenges
• Empower Change Agents and Champions
• Address fears and resistance actively
• Engage employees into the change process
• Build focus groups
“Will
I
be
a
PART
of
this
change?”
18. As soon as you are successful with Desire – Knowledge on
how to change is enabled
Knowledge represents the information, training and
education necessary to know how to change and how to
operate in the future state (Behaviors and skills;
Processes, tools and systems; Roles and
responsibilities)
To do:
• Prepare Learning curriculum
• Educate Effectively
• Develop Job Aids and reference guides
• Launch Communities of practice
“What
do
I
NEED
to
learn?”
19. Ability to apply new skills and behaviors is the fourth step in
the individual change process
Ability is applying knowledge in practice, demonstrating
intellectual understanding in a real-world environment
To do:
• Provide expert support and mentorship
• Practice and allow mistakes
• Measure adoption
• Adjust processes
“How
can
I
do
this
NOW?”
20. Reinforcement to sustain the change is the final step and it is
critical
Reinforcement is the ability to sustain the change over
the time and preventing individuals from slipping back
into old ways of doing work
To do:
• Celebrate success
• Reward and recognize achievements
• Collect employees’ feedback
• Evaluate the progress
• Measure performance
• Build accountability
“Can
I
do
this
the
way
I
did
it
BEFORE?”
21. Consequences of not managing change
● More people taking sick days or not
showing up
● Changes not fully implemented
● People finding work-arounds
● People revert to the old way of doing
things
● The change being totally scrapped
● Divides are created between ‘us’ and
‘them’
● Lower productivity
● Passive resistance
● Active resistance
● Turnover of valued employees
● Disinterest in the current or future state
● Arguing about the need for change
24. Sustain change
& Evaluate
Effectiveness
Execute change
management
plans & Monitor
Progress Formulate change
management strategy
& develop plans
Define change and
its impacts
CHANGE
MANAGEMENT
PROCESS
1. Define change and its impacts
Identifies the reason for change.
Reviews the overall change and how it
will impact the organization and
establishes whether the organization is
ready and able to handle the proposed
change.
2. Formulate change management
strategy & develop plans
Defines change strategy and
infrastructure; articulates and defines
the entire change process to bridge the
gap between “current state” and “future
state”. Documents the scope, actions,
timelines and resources needed to
deliver the change.
4. Sustain the change and evaluate
effectiveness
Reviews results of change process
with appropriate follow-up actions;
supports culture change; shares
success stories and learning points;
reward and recognize successful
change.
3. Execute change management
plans & Monitor Progress
Performs planned activities. Monitors
the change transition and
transformation process; assesses and
measures change effectiveness on
people, processes and systems;
addresses resistance to change.
Change Management Lifecycle
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Assess the current state
Before you start any change or transition, you
need to understand the current state of your
project management environment and your
PMO. This includes assessing the strengths,
weaknesses, opportunities, and threats of
your PMO, as well as the needs, expectations,
and perceptions of your stakeholders. You
also need to identify the gaps and issues that
your PMO needs to address or resolve. This
will help you define the scope, objectives, and
benefits of your PMO change or transition.
Define the future state
Once you have a clear picture of the current state,
you need to define the future state of your PMO.
This involves creating a vision, mission, and strategy
for your PMO, as well as defining the roles,
responsibilities, processes, standards, tools, and
metrics that your PMO will use to deliver value to
your organization. You also need to align your PMO
with the organizational strategy, culture, and values,
and ensure that your PMO supports the strategic
goals and initiatives of your organization.
26. ● Case for Change defined and shaped
● Change program branding developed
● Organizational gaps related to change identified
● Impact of change to people, processes, technologies is clear on high level
● Change Sponsor and key stakeholders understand and support the change
1. Define change and impacts: outcomes
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Plan the change and transition
After you have defined the future state, you need to plan how to get there. This involves developing a
detailed change and transition plan that outlines the activities, tasks, resources, timelines, risks, and
dependencies involved in establishing or transforming your PMO. You also need to establish a governance
structure and a communication plan for your PMO change or transition, and assign roles and responsibilities
to your team members and stakeholders. You should also consider the change management principles and
practices that will help you facilitate the change and transition smoothly and effectively.
28. ● Change Management team defined and structured
● Change management effort defined based on the
scale of the change and its impact
● Gaps between current and future state identified,
action plans integrated into comprehensive change
management plan
● Communication approaches defined (key messages,
audiences, timing, senders, channels, formats, styles,
feedback mechanisms)
● Learning and development approaches defined
(training, mentorship, coaching plans, training
content, tools, styles, formats)
2. Formulate CM strategy & develop plans:
outcomes
● List of stakeholders prepared (segmented,
prioritized, needs defined, impacts defined,
adoption risks defined, potential resistance
defined)
● List of activities for Sponsor defined
● Change Champions defined and available to
support the change
● Initial change adoption risks identified and
reported
● Approaches to benefits measurement and
monitoring identified
● Business support model developed
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Implement the change and transition
The next step is to execute your change and transition plan and monitor the progress and performance of
your PMO change or transition. This involves managing the scope, schedule, budget, quality, and risks of
your PMO change or transition, as well as communicating regularly and transparently with your team
members and stakeholders. You should also provide training, coaching, and support to your PMO staff and
project managers, and ensure that they have the skills, knowledge, and tools to perform their roles and
responsibilities. You should also solicit feedback and input from your stakeholders and incorporate them into
your PMO change or transition.
30. ● Change is clearly communicated to associates through out the project implementation
● Associates are well-trained and educated about the change and have enough skills to
perform effectively in the future state
● Change adoption increased to target levels and is growing
● Sponsor is visibly engaged throughout the change implementation
● Change management activities are timely performed and monitored
3. Execute CM plan: outcomes
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Evaluate the change and transition
The final step is to evaluate the outcomes and impacts of your PMO change or transition, and measure the
value and benefits that your PMO delivers to your organization. This involves conducting a
post-implementation review and a benefits realization analysis of your PMO change or transition, and
identifying the lessons learned, best practices, and areas for improvement. You should also celebrate the
achievements and successes of your PMO change or transition, and recognize and reward the contributions
and efforts of your team members and stakeholders. You should also ensure that your PMO is continuously
improving and adapting to the changing needs and expectations of your organization.
32. ● Change is adopted immediately, or short after being launched
● Tangible and intangible benefits related to change are released and effectively measured
● Continuous improvement process defined
● Change sustained over time with no rolling back to the past
● Lessons learned collected, communicated and stored
4. Sustain change: outcomes
33. High-Level Change Management Plan
Change management as separate parallel stream
Change management plan requires flexibility and should be updated based on people’s feedbacks and reactions.
Change Impact Prep,
Workshops
Change
Impact
Reporting
Go-Live
CRA
1
Training plan and
TTT Content
Development
EUT Content
Development
EUT supporting
material development
Communications
#1 Project
Announcement
#2 Changes, Benefits,
Training
#3 Post TTT, upcoming
EUT, Cutover
#4 Pre Go-Live
Announcement
#5 Go-Live
Announcement
#6 Post Go-Live
Announcement
Communication Plan
Development
Train-the-Trainer End User Training
Post Go-Live
Training (if any)
CRA
2
Stakeholder groups
analysis
BUILD TEST GO-LIVE POST GO-LIVE
35. Vision
Change vision definition
• The case for change to support the organization’s vision and clearly articulate its expected
benefits to the organization.
• A clear description of the consequences of not changing.
• A misunderstood or incomplete change rationale may be one of the biggest risks in
successfully gaining stakeholder adoption.
Determine Why the
Change is Required
• The development of the organization’s operating state after the change has been adopted.
• Developing and describing a common direction for the future state so that stakeholders can envision
it in operation and foresee the value of the future state.
Develop a Clear Vision of
the Future State
36. ● The North Star is the vision for
the change and the long term
test for all actions.
● Articulate the change vision
and crystallize it into
actionable goals.
● Crystallize your strategy in 3-7
bullet points. This will act as
your checklist for the change.
Creating the Northern Star
To be Earth’s most customer-centric company,
where customers can find and discover anything
they might want to buy online, and endeavours
to offer its customers the lowest possible prices
We believe that we are on the face of the earth
to make great products and that’s not changing
The metaverse is the next evolution of social
connection. Our company’s vision is to help
bring the metaverse to life, so we are changing
our name to reflect our commitment to this
future.
37. Vision. A clearly defined change is needed to determine the approach necessary to implement the change
successfully.
Defining change scale
• departmental or enterprise-wide?
• people-, process-, or technology-oriented?
• part of or in conjunction with other changes happening in the
organization?
• transformational or incremental?
• how will the organization and its structure be affected by the
change?
Define the Change
38. Goals, objectives, and strategies are the outline of what needs to be done to address the
needs/problems. In setting goals, objectives, and strategies, consider these questions:
● What are the expected outcomes?
● What are the cost and time to accomplish the goals and take action?
● Is there any research demonstrating that interventions are effective?
● What group of stakeholders is willing to assume responsibility for achieving the goal or taking
action?
● Are there baseline data so the goals and strategies can be tracked?
Goals, objectives, strategies
39. Change Lean Canvas
Describe the change that is
happening
Why did we decide to do this
change?
Who will be impacted by this
change?
What will we do to prepare impacted
stakeholders?
When will they be impacted by this
change?
What are the business outcomes we
want to reach?
What are the business outcomes we
are reaching?
What are the next steps?
Enter the name of the
change
Change
Name
Enter Business owner
name
Business
Owner
Enter Change
manager name
Change
manager
Insert what the employee, customer or
user used to be able to do
Insert what the employee, customer or
user will be able to do with this new
change
Insert the different stakeholder groups
impacted by this change
Describe the rational behind the decision
to do this change
Insert date
Insert what we will do to ensure proper
adoption of the change (i.e.
communication, training, pilot group,…)
Insert the business outcomes we want to
reach
When available, insert the business
outcomes and their source
Include the next steps if any
Enter Change
Canvas version &
submit date
Submit
Date
40. When implementing a change in the workplace, it is imperative to have success metrics.
Defining success criteria
Success metrics - metrics that help leadership to assess the overall health and achievement of the
change.
1 Design success
metrics strategy
2 Collect Data 3 Analyze Data 4 Adjust success
metrics strategy
5 Communicate
results
Success metrics and feedback are used to understand the current landscape of the change effort
through all stages of the initiative:
• Quantitative data can be disseminated via metrics reporting.
• Qualitative data must be combined and grouped into common themes in order to bubble up
relevant information.
41. Success Metrics are quantitative data obtained
from:
Feedback is qualitative data obtained from:
Qualitative and Qualitative metrics
• Customer Satisfaction
• Financial Performance (e.g. cost, revenue)
• Operational Performance (e.g. rework, lead time,
handoffs)
• Product and/or Service Quality (e.g. quality,
defects, volume,
frequency)
• Public Outreach (e.g. number of people
impacted)
• Supplier Performance (e.g. reliability, durability)
• 1:1 Meetings
• Team Meetings
• Focus Groups
• Surveys
• Open Comment Box (Live URL available
24/7)
• Incentivized feedback
42. Determine the metrics that speak to the change initiatives objectives and are critical to sustaining
success.
Success Metrics Template
What is changing?
What is the
measure?
Success metrics
data category
Currently exists as
a metric? (Y/N)
Data owner?
(Wkly, Mnthly
Frequencyetc.)
Success Metrics Data Categories:
Financial Performance
(e.g. cost, revenue)
Operational Performance
(e.g. rework, lead time, handoffs)
Product and/or Service Quality
(e.g. quality, defects, volume, frequency)
Customer Satisfaction
Public Outreach
(e.g. number of people impacted)
Supplier Performance
(e.g. reliability, durability)
44. Organizations with executives who actively communicate the value and benefit of the
Change are more likely to be successful with their rollout.
As you create your dedicated rollout and adoption team, be sure to secure an executive
sponsor who will drive the "top-down" messaging and actively communicate the value and
benefit of the Change throughout the rollout.
For example, the executive sponsors should write and sign the awareness and rollout
emails. They should also participate in awareness activities and meetings.
Engaging change sponsors
45. Leadership / Sponsorship as Change
Success Factor
Sponsor exists! and:
• Has the necessary authority
• Willing and able to build a
sponsorship coalition
• Actively and visibly involved
• Resolve issues and make
decisions
• Can build awareness of the
need for the change
• Visibly reinforce the change and
celebrate successes
The organization has defined vision
and strategy
• Change is aligned with the
strategy and vision
• Priorities have been set and
communicated
46. Support executive sponsors
Hold the sponsor
accountable in their role
Hold regular meetings
Ensure the sponsor
communicates directly
with employees
Coach the sponsor on their
role
Provide behind-the-scenes
assistance to the sponsor on
their role
1.
4.
2.
3.
5.
47. Sponsorship Plan
47
This sponsorship plan will help you lay out what the sponsor needs to be doing with the
project team and the different relevant stakeholders.
List of actions Action goal Key messages Audience Project phase ADKAR Goal When / Frequency
Communication
Channel
Status
Action #1
Provide key
information
regarding…
Message #1 Project team Initiation 1.Awareness
Before Project Start
Date
Annual conference Done
Action #2
Provide key
information
regarding…
Message #1
Peers and other
senior managers
Design 1.Awareness
Before Project Start
Date
Annual conference On Track
Action #3
Provide key
information
regarding…
Message #2
Front-line
employees
Implementation 2.Desire At Project Start Date Email Late
Action #4
Provide key
information
regarding…
Message #3
Front-line
employees
Implementation 3.Knowledge Monthly Email Done
48. Executive Alignment Framework
Executive alignment – shared vision, purpose and goals of the proposed change
The strategic change leadership alignment process develops change leadership capability
so the organisation’s leaders are aligned, as a high performing team, with change
leadership skills and knowledge to successfully lead your organisation’s change,
transformation or improvement to accelerate employee change adoption and deliver
sustainable long-term benefits
51. CIA - analyzes how stakeholders will be impacted by the change and the change’s
specific impact on people, processes, tools, organizational structure, roles, and
technology.
Change Impact Assessment
52. Change Impact Assessment
• Roles & Responsibilities
adjustment
• Reporting line modification
• Work procedure alignment
Organizational Alignment
Communication
Training
• End-User Communications
• Change promotion
• End-User Training
• Post-Training Support
Inputs and Outputs
Change Impact
Assessment
• Business Requirements/
To-Be Documents
• Current practice of
Existing System
• Organisation Structure/
Function Description
• New & Existing
Processes/workflow
53. CONDUCT INITIAL
ASSESSMENT
HIGHLIGHT INITIAL
FINDINGS
DOCUMENT FINDINGS
VALIDATE FINDINGS
WITH BUSINESS
DEVELOP ACTION
PLAN
Populate Change
Impact Assessment
template with
preliminary change
impacts from To-Be
process documents
Socialize initial
change impacts with
Project Team
Highlight information
gaps
Refine Change
Impacts and Prep for
Change Impact
Validation Workshop
Validate findings of
initial change impact
assessment with
business SMEs.
Develop change
impact report and heat
map.
Develop targeted
solutions and action
items to mitigate
major change
impacts before
Go-Live
What
Time
Data collection Reporting and Execution
Steps to assess Change Impacts
55. Change Impact Analysis Tracker
Mitigation Action(s) -
Recommendations
Category Process ID
Countrie
s
Current
State
Future State
Anticipated
Benefits
Anticipated
Challenges
Impacted
Roles
People Process Technology
Communicat
ions
Training
Other
actions
High Medium Medium
Medium Medium Low
Change Impact Analysis Tracker
Action Plan
56. Documenting approach 1/3
The Change Impact Assessment Tracker is used to collect the information needed to assess and
prioritize the impact of changes. An additional validation workshop should be conducted to confirm this
information and obtain additional information about the documented changes
Change Overview
Category Process ID Location Current State Future State Expected Benefits Anticipated Challenges
Policy Requests PL 03 UA Applications with
receipts older than 3
months require
justification for the
delay and approval
from N+2. Refunds will
only be made after N+2
approval.
Applications for expenses
must be submitted no later
than 3 calendar months after
the date of the expenses.
Users will not be required to
provide comments to justify
an overdue submission.
Reducing the burden
on applicants and
N+2 approvers
Applicants and approvers
will need knowledge and
skills in using the New
System, in particular in
relation to submitting
applications
57. Impacted Roles Impact Areas
Impacted Roles
People
Impact
Level
Process
Impact
Level
Technology
Impact
Level
> Requesters
> Approvers
> Accounting team
End users will no longer
need to provide comments to
justify overdue submissions
Approvers (N+1) will be
responsible for reviewing
and approving any expenses
submitted after 3 months
Low End users and
approvers will need to
submit claims no later
than 3 months in
advance. Comments
with justifications from
applicants and N+2
approval are no longer
required
Medium The approval
submission process will
take place in the new
system. A yellow flag
business rule will be in
effect to notify
approvers of any
overdue submissions
Medium
Documenting approach 2/3
58. Mitigation Actions - Recommendations Comments
Communication Training Other organizational Comments
> Communicate to end users
and approvers that receipts must
be submitted no later than 3
months in the new system and
that approvers will pay more
attention to receipts older than 3
months
> Training on applications and the
mandatory commenting process in the
new system (for applicants and
approvers)
> The policy will need to be
updated by the accounting team to
reflect changes in the process (no
approval from N+2 required, no
comments from applicants))
Documenting approach 3/3
61. Stakeholder can clearly articulate:
▪ What is changing
▪ How the change benefits or affects the organization
▪ How the change affects him or her individually
Effective Communication
A message is a simple and clear idea and it should
summarize the essence of the change
Right message through the right channels
Relevant and appropriate to the audience
62. Right Message to the
Right Audience at the
Right Time via the
Right Channel
Communication
Timing & Key
Messages
Enforcement
Through
Corporate
Events
Communication
Feedback
63. Communications Approach
A communications approach ensures that stakeholder groups are kept informed/effectively engaged throughout the
project
GOAL
A snap shot of the
communications in terms of
approach, style, audience
and frequency
A statement of intent with
principles and identified
mechanisms
The Plan defines how the
organisation will structure
Communications activity,
and what resources and
tools are needed
Communications are
developed, approved and
disseminated. This may be
via a number of channels
Communications should be
measured and evaluated to
ensure continuous
improvement
Stakeholder
Engagement
Change Impact
Assessment
1. Analysis 2. Strategy and Plan
3. Infrastructure and
Governance
4. Develop and Deliver 5. Measure and Evaluate
SAMPLES OF
COMMS
Introduction Email Training Schedule Email Agency Briefing
APPROACH
64. № Name Channel Date Stakeholder group
Responsible
persons
Status
#1 Project Announcement Email End users Done
#2 Changes, Upcoming EUT Email, Intranet End users
#3 Training, Cutover Email, Intranet End users
#4 Pre Go-Live Announcement Email, Intranet End users
#5 Go-Live Announcement Email, Intranet End users
#6 Post Go-Live Announcement Email, Intranet End users
2 Intranet page
Create content for Web Page Intranet End users
Monthly Page update Intranet End users
Go-live Countdown Intranet End users
3 Materials
Quick Referents Cards (types by roles) Brochures End users
Hot-line set up (VIP, Local, International) Brochures End users
4 Feedback
Change Readiness Assessment Survey circle
1
Email End users
Change Readiness Assessment Survey circle
2
Email End users
Feedback channels Email End users
Communication Plan
65. Example #1
Example: Company Email Announcement
________________________________________
Email Subject Line: [company/organization name] is moving to [XYZ]!
To all [company/organization name] employees:
We’re excited to announce that [company/organization name] will soon move its email and calendar platform from [ABC] to
[XYZ]. With [XYZ], we'll gain the benefits of a robust and innovative feature set, the ability to access email and calendar services
from any Internet-connected computer, much more storage capacity, and lower infrastructure and support costs.
What's more, [XYZ] is easy to use, and we think you'll find it to be a more efficient way to manage your email and calendar!
In the coming [weeks/months] you'll receive additional announcements as we begin switching employees' [ABC] accounts to
[XYZ]. But don't worry, you won't lose important data, and your email address won't change! Learn more... <<link to your posting
on intranet>>
66. Example #2
Example: [XYZ] Training Announcement
________________________________________
Email Subject Line: Don’t miss your [XYZ] training!
Thanks for being a [pilot user/early adopter] of [XYZ] for [company name].
To help you get ready for your move to [XYZ], we've arranged the following live, online training sessions for you. Please add these
events to your calendar so you don’t miss out on this learning opportunity:
[Insert your training schedule]
If you're unable to attend
You'll have the opportunity to attend additional training sessions as we roll out the services to other groups of employees. For your
convenience, we'll also record the training sessions and publish them on our [company name] intranet.
If you have questions
[Your Help desk phone/email, IT contacts, or other support information]
68. What is training?
Training is about CHANGE. It is about TRANSFORMATION. It is all about LEARNING. Training is a
PROCESS designed to assist an individual to learn new skills, knowledge, or attitudes
Mentoring is a relationship in which a more experienced or more knowledgeable person helps a less
experienced or less knowledgeable person learn certain competencies.
What is mentoring?
Coaching is a method of consulting and training in which a
special person, a "coach", helps other people to achieve a certain
goal in their profession or in their personal life. Coaching focuses
on achieving a specific goal in a way that the person has to figure
out on their own.
What is coaching?
69. Learning Needs Analysis is identifying the new knowledge, skills, and attitudes
which people require to meet their own and their organisation’s development
needs
We need to assess:
1.who needs training or learning?
2.what training or learning they need
3.how to design effective learning and training for those people
4.the impact of the training we are planning
5.the cost and resource budgets, to assess value for money
Learning Needs Analysis
70. Learning Needs Analysis
Area /
Department
/ Job Role
Employee
Type
Key Skills
Gaps
Required
Priority
Ranking
Number of
staff
Number to
be trained
in 2023
71. Training Approach
▪ Develop a training plan that will equip users with skills to successfully operate the new system
▪ Develop sustainable training content in order to meet training needs
GOAL
Training strategy
definition
Development of
training plan
Development of
supportive training
materials
Training Delivery
Training Tracking and
Evaluation
Train the Trainer End User Training
▪ Pre-identified trainers (Local change leads/key users) will be
trained on system functionalities and process/policy changes
▪ Educate Trainers on new system features as a result of the New
System implementation
▪ Facilitate trainers’ learning on delivering training to End Users
▪ Ensure that Company will have in-house support post Go-Live
▪ Company trainers train End Users close to Go-Live
▪ Trainers will document country-specific changes and update
training materials post Go-Live
▪ Educate End Users on New System system functionalities,
policy/process changes
▪ Prepare end users for Go-Live to minimize business disruptions
▪ Build confidence among end users by communicating the post
Go-Live support structure
TRAINING
CONTENT
APPROACH
72. Training Plan
Audience Trainer Due Date Status
PHASE 1: Improve
the ability to [insert
your own text] Sales representatives Anna K Mar 14 On Track
1Training on [insert your own text] Sales representatives Mar 7 On Track
2Training on [insert your own text] Sales representatives Mar 7 Late
3Training on [insert your own text] Sales representatives Mar 7 Done
4Training on [insert your own text] Sales representatives Mar 14 On Track
5Training on [insert your own text] Sales representatives Mar 14 Done
PHASE 2: Improve
the ability to [insert
your own text] Managers Anna K Mar 31 On Track
1Training on [insert your own text] Managers Mar 21 On Track
2Training on [insert your own text] Managers Mar 21 Late
3Training on [insert your own text] Managers Mar 21 Done
4Training on [insert your own text] Managers Mar 21 On Track
PHASE 3: Improve
the ability to [insert
your own text] Christian G. Anna K Dec 31 On Track
1Training on [insert your own text] Sales representatives Mar 31 On Track
2Training on [insert your own text] Sales representatives Apr 7 Late
3Training on [insert your own text] Sales representatives Apr 14 Done
73. Training Evaluation: ensuring
knowledge readiness
Feedback on the Training
Via Online based survey
Level 1: Reaction
Knowledge acquired by participant
Via Online based survey
Level 2: Learning
Purpose:
• To understand the effectiveness of the training
execution and ways to improve
• To gauge the knowledge acquired by the users to
determine their readiness to use the new system
• To gather feedback on any changes/ improvements
to be made to the training materials/execution etc.
• To receive input on the support mechanisms that
can be put in place to ensure a smooth transition to
the new system for the employees
75. ● Reinforcing change is necessary to make sure a change actually sticks.
● Without reinforcement, your target audience – such as employees or managers – may
revert to the old ways of doing things.
Reverting old habits is common because:
● People prefer what is familiar, comfortable, and easy
● Those who resisted change may continue to resist change, even after the project is
complete
● If the project requires extensive employee training – or if people are less involved – then
people may actually forget what needs to be done
In short, if you don’t reinforce change, all your hard work may vanish.
Why Reinforce Change?
76. When you want to increase a behavior – reinforce
When you want to decrease a behavior – punish
When you introduce a stimulus – it’s positive
When you take away a stimulus – it’s negative
Positive Reinforcement
(treating)
Negative Reinforcement
(Nagging)
Positive punishment
(additional work)
Negative punishment
(lack of smth)
Types of Reinforcement
77. Transition Strategy Definition
Objectives:
▪ secure smooth transition from *** system to XXX system with minimum disruption to the operation of existing processes
▪ identify the best method to transition to the new system for the particular application
▪ ensure organizational readiness to start working with XXX system
Develop Action
Plans and
Communications
Execute Cut-Over
Plans
Develop Change
Readiness
Check-Lists
Define Transition
Approach
Monitor Risks and
Effectiveness
Analysis of Transition approaches
based on User and Team effort,
Operational Risks and Costs
Develop Action plans to
support Change readiness
Monitor, evaluate and report on
Transition strategy
effectiveness based on People,
Process and System
Performance
Detailed readiness
checklists: People,
Processes, Systems
readiness for launch
Perform Cut-over activities
according to Check-list and
Action plans
78. Parallel.
Both systems run in
parallel and outputs
from each system are
compared and all
discrepancies
resolved.
Pilot.
Either a subset of the
system is
implemented or the
full system is made
available to a subset
of the user group,
e.g., one office.
Phased.
Various subsets of
the system are
phased in over time
until the full system is
implemented, e.g., full
or partial application
release to one or
more offices.
Immediate.
The old system is
retired and
immediately replaced
by the new system.
Transition Strategies
Note: strategies can be combined depending on the development stage and
approach
79. Sustaining change is critical to the success of an initiative, as people have a natural tendency
to revert to old ways of doing things, or they often develop workarounds to new solutions for
various reasons.
1. Collection and analysis of post-launch feedback
2. Diagnosis of gaps and problems after implementation
3. Implementation of corrective actions to eliminate identified problems
4. Celebrating successes and quick wins
5. Disbanding the change management team
Measures include:
Sustaining changes 1/2
80. Take corrective action
Diagnose gaps
and problems
Track and measure/collect
and analyze feedback
• Track the success of change adoption
by gathering feedback from
employees through surveys and
communication with managers and
change leaders.
• Monitor system usage to see how
people are using new systems.
• Monitor how new business processes
are being used and how often the "old
way of doing things" is still being used
• Analyze the feedback received.
• Look for patterns, problems,
gaps, supports, and insights.
• Prepare a summary of your
findings. Organize the results in
an easy-to-understand manner
and present them to project
managers and stakeholders.
• Work with the project team and
managers to develop a
remediation plan to address any
new signs of resistance.
• Check with interns and department
heads to determine additional
training needs.
• Contact managers to identify
post-deployment issues.
• Work with all parties to resolve
issues and obstacles.
Sustaining changes 2/2