CHANGE MANAGEMENT PLAN WORKBOOK AND TEMPLATE, Study Guides, Projects, Research of Change Management

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CHANGE MANAGEMENT PLAN

WORKBOOK AND TEMPLATE

• STEP 1 – IDENTIFY THE CHANGE TABLE OF CONTENTS
  • 1.1 TYPE OF CHANGE............................................................................................................................
  • 1.2 REASON FOR THE CHANGE
  • 1.3 SCOPE THE CHANGE
  • 1.4 WHERE ARE YOU NOW?
  • 1.5 WHERE DO YOU WANT TO BE?
  • 1.6 WHAT ARE THE FIVE (5) CONCEPT SHIFTS REQUIRED FOR THIS CHANGE TO OCCUR?
  • 1.7 CHECK ORGANISATIONAL CHANGE READINESS
• STEP 2 -­‐ PARTICULARS OF THE CHANGE
  • 2.1 HOW WILL YOU GET THERE?.............................................................................................................
  • 2.2 PROCESS CHANGE
  • 2.3 PEOPLE CHANGE
  • 2.4 INFORMATION SHARING
  • 2.5 COST OF CHANGE
  • 2.6 RISK ASSESSMENT
• STEP 3 – CHANGE APPROACH
  • 3.1 STAKEHOLDER ANALYSIS PYRAMID
  • 3.2 RESISTANCE TO CHANGE
  • 3.3 ROLE OF CHANGE MANAGEMENT TEAM
• STEP 4 – IMPLEMENTATION STRATEGIES
  • 4.1 ACTION PLAN
  • 4.2 COMMUNICATIONS PLAN
  • 4.3 TRAINING PLAN
  • 4.4 BUSINESS SYSTEMS PLAN
  • 4.5 RESISTANCE PLAN
• STEP 5 -­‐ DEVELOPMENT IMPLEMENTATION PACKAGE FOR PROJECT RELEASE
• STEP 6 -­‐ REVIEW CHANGE STRATEGY
  • 6.1 ONGOING MONITOR AND REVIEW
• APPENDICES
  • COMMUNICATION PLAN
  • RESISTANCE MANAGEMENT PLAN............................................................................................................
  • COSTING ESTIMATING

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Change Management Process

FIGURE 1 – DETAILS OF CHANGE

Details of Change

• Identify the change
• Particulars of the change
• Change Approach

Implementation of Change

• Implementation Strategies
• Release Strategies Review of Change Appraisal of change strategy Output Output Schedule of activities Action Plan Communication Plan Forward Plan Training Plan Employee Change Readiness Plan Release Plan Review Strategy Change Management Plan

5 CHANGE MANAGEMENT PLAN WORKBOOK

How to use this Toolkit

The following toolkit takes you through a series of steps that help to identify each of the key components of the change management process. This tool will help build a roadmap to effectively design, plan, lead and monitor the change. The format of the toolkit consists of two sections: Section One is the Change Management Plan Workbook which is broken down into the three states of change and provides guidelines, processes and checklists to help you analyse the change for successful implementation of your project. Section Two is a template that can be completed while working through the workbook activities. This information will provide the basis for the development of successful change management plan.

STAGE A: DETAILS OF CHANGE

STEP 1 – IDENTIFY THE CHANGE

At the end of this step you will have:

§ Identified the situation that has brought about the change

§ Identified the size and the characteristics of the change

§ Defined the current state

§ Defined what the future will look like

§ Identified the concept shifts

§ Identified the organisational readiness to change

1.1 Type of change

Describe the type of change. Which of the flowing does it look like?

§ Policy change § Scale of the change – large or small

§ Process change § Speed of change – fast or slow

§ System change § Other

§ Changed job roles

1.2 Reason for the change

Describe the reason for change – example: Business benefit.

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1.7 Check organisational change readiness

§ A detailed readiness checklist must be completed to ensure all elements of the

change have been addressed.

§ Identify preliminary work to be assessed prior to implementation

§ Training needs analysis

§ Workforce capacity

STEP 2 - PARTICULARS OF THE CHANGE

At the end of this step you will be able to: Consider a range of options, solution and actions to implement the change Estimate the cost of change Assess the risks involved in implementation of the change

2.1 How will you get there?

There will be a number of areas in the organisation that will be impacted on as result of this change and each area needs to be given consideration. Rational

§ Do you need a new organisation structure?

§ Do you need new systems?

§ Will you need new processes?

Non-rational

§ What relationships will change?

§ Will the culture embrace or reject this change?

§ How will the stakeholders share information and transfer knowledge?

2.2 Process Change

Process changes tend to be more complex so you may want to consider the following questions to add more clarity.

§ Does this change represent a completely new process for the organisation, or a

different application of an existing process?

§ What are the major changes to processes? (You may need to ‘break this down’

into discrete components to allow tangible descriptions)

§ What is going to be done differently? (You may need to ‘break this down’ into

discrete components to allow tangible descriptions)

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2.3 People Change

In the process of making this change there may be an effect on people’s job roles and responsibilities. Change will invariably confront many relationships especially those that require a set of new behaviours.

§ What roles within the organisation are affected, and how?

§ What pre-requisite knowledge or training is required?

§ What work practices will be affected?

§ Is there a need for new relationships to be built? (third party)

§ What new behaviours are required?

2.4 Information Sharing

Throughout the process of change, information will be distributed and interpreted by staff in many different ways. It is this process that will be important in managing the expectations and dealing with the rumour mill.

§ What policies and procedures need to be changed?

§ What methods are used for sharing current and updated information and does

there need to be new channels developed (Intranet, daily messages etc.)

§ What processes are in place to manage the knowledge about the project?

2.5 Cost of change

Understanding the real cost to the organisation in implementing a change initiative is one way of overcoming key barriers to successful change. Gaining the right level of resourcing is important and should be considered upfront.

§ What would be an estimate of the total cost for the activities required to carry out

the change initiative?

§ Where will the funds come from?

§ Has this been negotiated with the customer and sponsor?

2.6 Risk Assessment

In the process of considering the different aspects of the change we need to consider what might happen leading up to and implementing the change as well as what may be the unintended consequences of the change. Keep in mind that the larger and more disruptive the change the greater the risk whereby small and incremental change will have less risk. The Risk Matrix will allow you to assess the likelihood and consequences of the change to indicate whether the activity is low, medium or high risk to the project.

§ What risks may occur upfront, during implementation and after implementation?

§ What tactics will you put into place to minimise these risks?

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FIGURE 2 – PYRAMID

Driving

Advocacy

Active Participation

Willingness

Understanding

List Role List Role List Role List Role List Role

11 Level of Participation Who Description of Stakeholder Driving Stakeholders at this level are directly impacted by the change and have some responsibility for the change process. Additionally, there is an expectation that their role requires to them to lead the implementation of the change either at the site or a strategic level. This usually can include the sponsors group. Advocate Stakeholders at this level are directly impacted by the change and have some responsibility for the change process. Their role involves facilitation of the change process through support, encouragement and ability to influence others. Active Participation Stakeholders at this level are directly impacted by the change and will be required to change some aspect of what they do in their role and/or how they do it. Willingness Stakeholders at this level are not directly impacted by the change however, they may be asked to provide some assistance in the change process. Understanding Stakeholders at this level are not directly impacted by the change however, it is preferable that they have a basic understanding or awareness of the change so that they feel informed.

3.2 Resistance to change

Resistance is a natural and unavoidable part of any change process. It is a survival mechanism within organisations. There a number of reasons why staff resist change, so it is important to identify the root causes in order to plan some of your strategies for implementation. Identifying the root cause can be carried out in a number of ways. You can identify resistance by employee feedback, supervisor input, project team issues, and compliance audits. A general survey tool has been provided that covers a broad range of areas that are usually barriers to projects. This information gathered by surveying various groups impacted on by the change is useful to formulate your communication and resistance plan in the next section.

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STAGE B: IMPLEMENTATION OF CHANGE

STEP 4 – IMPLEMENTATION STRATEGIES

Analysis of the information from the previous areas will provide the basis for the development of the following plans:

§ Action plan

§ Communication plan

§ Training plan

§ Business systems plan

§ Resistance plan

4.1 Action Plan

List the activities, responsibilities and timeframes for the project to be rolled out. Activity Responsibility Timeframe Eg. Communications activity Develop a schedule for the integration of activities required to implement the change plan.

4.2 Communications Plan

When developing a communication plan, it is important to create reporting protocols specifically for your project and identify who will be the responsible member from the project team to have overall responsibility for the rolling out of communication. Make sure you include all stakeholders ie. Other project teams, staff, sponsors or key stakeholders. When developing your communication plan address the following: Date When should the given message be communicated? What is the negative impact of communicating too soon or too late? How frequently should you repeat the message? Audience Who is the target audience of the piece of information? What are the needs, priorities and special interests of the audience? How can you best frame the message so that it addresses the audiences interests? Would you need to tailor a special message for each segment of the audience?

14 How might they respond to the message and if the response may be negative or open to misinterpretation, what else needs to be said? What is the reason for What are you trying to achieve as a result of this the communication? communication? What do you expect the target audience to do, say, think or feel as a result of this communication? Risk What is the worst thing that can happen if you communicate this information? What is the worst thing that can happen if you chose not to communicate this information? How badly can this information be misinterpreted? What can you do to minimise the misinterpretation and negative perceptions? Activities What method and medium would you use to announce this message? What communication network would you use – informal or formal? Key Messages What are the essentials of the message? What is the most positive interpretation if can receive? What is the most cynical response it can receive? Are there resource implications for your communications strategy? Generally How do you gain sponsors buy-in to the communication plan? Are there any restrictions on who can receive the communications? How will you deal with anger about the restricting of communications due to confidentiality considerations? See Appendix C – Communications Plan

4.3 Training Plan

§ Identify the current level of skills, knowledge and behaviours of the group that

will be impacted on.

§ What prerequisite knowledge do these groups need?

§ What are the training strategies?

§ Identify requirements for a training program.

§ Who will do the training?

§ Who will fund the training?

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Step 5 - DEVELOPMENT IMPLEMENTATION PACKAGE FOR PROJECT RELEASE

Prior to releasing the implementation of the project and to ensure that implementation goes smoothly make certain that the following activities have been checked off and addressed. Policy Yes No Procedures Manual Yes No Communications Plan Yes No Communication Materials Yes No Identified the Process Owner Yes No Training Plan Yes No Reporting Plan Yes No Key Performance Indicators Yes No Review Plan for ongoing feedback and monitoring Yes No Organisational Readiness Assessment Yes No Audit Checklist Yes No

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STAGE C: REVIEW OF CHANGE

Step 6 - REVIEW CHANGE STRATEGY

6.1 Ongoing Monitor and Review

Assessing your results, implementing corrective action and celebrating success are all key parts to review the change. Gathering evidence to show the success of the implementation can be carried out by:

§ Collecting feedback from users – anecdotal or survey;

§ Carrying out compliance audits on new processes, systems and job roles;

§ Reviewing areas of resistance and work with sponsors and direct supervisors to

work through any strategies; and

§ Identifying areas of success for the project. Make these visible in the

organisation to reinforce the change.

19 TITLE DESCRIPTION PURPOSE OWNER FORMAT RECEIPIENTS/ FREQUENCY project Issues Log The log of all issues during the project Assists in management and intervention regarding issues and queries, etc. Project Manager Excel Monthly Review Project Board Meeting Formal meeting to review project progress and status Review and approve key documents Approve plans and budget for next stage activities Review and approve project exceptions Review and approve project change requests SRO Meeting Project Board Every 3 months Minutes of Project Board Meetings Formal minutes To provide an accurate record of proceedings, decisions and actions Project Board Word document 14 days following relevant meeting Highlight Report Highlighting project progress Provides information on the progress and status of the project Project Manager Word document Project Board Monthly Insync Supply Chain Management Website Provides information regarding project To inform wider customer, supplier and public interests Project Support Office Website After Major Review Content to be reviewed bi- monthly User Group Meeting Meetings to gather information from users and review project progress To ensure requirements are identified and agreed, project outputs are reviewed and accepted, and issues Project Manager Meeting User Group Every 3 months

20 TITLE DESCRIPTION PURPOSE OWNER FORMAT RECEIPIENTS/ FREQUENCY and issues discussed Briefings & Presentations Promotion of project, activities and events To promote project and inform various stakeholders and other interested parties Project Manager Various On demand Briefing & Presentation Material Various electronic and documentary material To support briefings and presentations Project Manager Various Prior to event or upon request