subsequent phase of the project, supporting initiatives etc). Don’t get caught up into right/wrong thinking. Just because someone might be categorized a ‘blocker’ doesn’t make them a bad or wrong person. For a detailed impacts analysis, you may go down to the specific team and even role level. Allowing people to speak their mind and voice their views often helps them work through their concerns. Often we start with a fuzzy future state. Yes. Let’s look at each of … The Ultimate Change Management Process Flow, Change management process flow — in education, Change management process flow — in retail, Change management process flow — in hospitality, The ultimate change management process flow, STEP 3: ESTABLISH THE APPROACH – create the vision and strategy, STEP 5: IMPLEMENT – empower or enable action. It’s also aligning leadership on the change initiative vision and goals. However, this change management process flow also easily aligns with Lewin’s theoretical model for organizational change. Change Readiness activities are designed to: The image in Figure 12 below shows the ‘spaces’ people go through as they adopt change, from its first Contact through to Institutionalization. As part of the planning phase, indicators of success should be identified and incorporated into the Communications Plan. Organizations come in all shapes and sizes. The goals in the change management process context are slightly different than those of a project management context. By asking yourself these questions, you can feel confident and prepared. And that’s exactly what I’ll show you how to do in Chapter 3. An army of volunteers can help you communicate the change vision to stakeholders. This team may be one person – the change manager (common on smaller individual projects), or a whole change management team on larger programmes (see Figure 2, Organizational Design Programme). However, factors of alignment are driven by a few key factors: And when you create this with your stakeholders (keeping these alignment factors in mind), you can find yourself sitting pretty with a project gaining change momentum. Also, you must ensure that the organization is prepared for the change.  Without this approach, negative concerns may solidify into active opposition. . Sustaining momentum refers to ensure the success of an initiative by providing the support and resources required for the life of the project. This could form the basis of your transformation initiative, whether you work in education or retail. Use the following categories a checklist to understand the project impacts: Customer and External Stakeholders Start with you and your team! Although all change management projects do have a beginning, middle, and end, each differs in design that needs to be carefully initiated, structured and thought through in sequence. No resistance or upset is expected. Everything you need to know about the Change Management One way to clarify the vision is to go through the 4P’s of change. Medium-sized projects may have you working in tandem or alongside a project manager and business analyst, and reporting to a project sponsor. solicit their input on the programme’s use. What people really need is to see things as they are. I break these down further in an article about Lewin’s change theory model. Develop a roadmap and action plan including check-in points. Organizational change projects, no matter how small, are complex and take time. Charity, education, retail, financial, industrial, creative — they’re all completely different, right? Early adopters of the change initiative should be encouraged and new behaviours supported by an updated reward and recognition program. Embed – Review and sustain the new design This example of the change management process flow is for an educational organization. The bigger the change, the more risk. So you’ll need a cross-section of leaders and provide support and tools to understand the change management distance they must close. Home » Change Management » The Ultimate Change Management Process Flow. It is important to recognize resistance and be able to manage it effectively. Well, a number of people have taken the time to study and measure it. Put plans in place for every aspect of the change, including communications, training, and review. To sustain momentum, it should also be made clear to stakeholders the anticipated next steps (e.g. The programme manager and business change manager both report to these entities. The intensity and duration of the reaction depend on how significant the loss is perceived as a result of the change. signed off) and socialized before the change is considered for implementation. It is important that stakeholders can see that downstream project activities are benefiting from key learnings (both successes and failures) from early in the project.  To do this, it is important you put structures in place to reduce ambiguity. The impact on people is for contact centers should the customer call in, which is only a small extension of the call center agents current work. Get clear on how this initiative will realize and fulfill the matters of fundamental interest or importance to the relevant parties. The Change Management Process begins with the identification, recording, and classification of the change, and continues with its approval, test, and staging for implementation. Create training and development programs to meet these competencies (training on sales conversations, presentation skills and so on). Sometimes people are immediately positive and commit, other times they will respond negatively depending on the change. As a Change Manager, you’ll think more about the ‘why’ of the change than the business case (which is the domain of the project manager). the expected impact of the change and anticipated associated risks. These five stages can easily be applied to retail organizations, financial institutions, not-for-profits, or the hospitality sector.  This document needs to be agreed (i.e. Recommendations will be included in other change deliverables (as appropriate), including these plans: Performing a Business Impact Assessment is an iterative process. The strategy becomes the new mode of operation if it has been successfully embedded within the organization. Qualitative metrics are fine to have but make sure you have a variety of metrics to validate your training effectiveness. The CIO’s Guide to Preparing for the Next Normal. Monitoring, Maintaining and Reporting on the Transition Plan. Well-embedded change programs that are accepted, sustainable and deliver results are an outcome of careful planning followed by an implementation that is well-managed. Think about the scope.  So, it is an essential strategic approach to ensure adoption and uptake is maximized across the organization. FIGURE 9:  Hubbard’s Predictor of Success. The Post Implementation Review also involves the evaluation of project performance against the original business case objectives and key success factors to identify opportunities for improvement to processes and procedures. If we don’t achieve it we will have ‘failed’ which is perhaps why we don’t want to state it clearly in the first place. Leaders must build support for the change – they need to garner advocates to lobby the merits of the change throughout the organization. The Change Readiness Assessment should be used to identify: a cross-section of individual interviews by stakeholder, function, and level; reviews of any existing survey data and other appropriate existing studies or documentation; type and degree of change within an organization (or part of an organization) brought about by a project. 3. Yale University Change Management Process 3 of 29 Introduction Purpose This document will serve as the official process of Change Management for Yale University. Use the work you did on the 4 P’s of change. If you are learning to ski, you wouldn’t get a briefing on skiing and then go straight to a black run! To sustain momentum and make the transition to business as usual (BAU), it is important that a change initiative is seen as integrated with other organisational initiatives and part of the overall business strategy rather than something “on the side”. Care, Production, Corporate Affairs, Marketing, Sales, Legal etc), Project Team feedback on Communications and Change Management activities, Whether the initiative is a pilot or primary project – PIR is particularly important for pilot initiatives as the learnings are applied to the larger project, The scale and impact of the project to the business, The similarity of the project to previous initiatives (i.e. Put all of this into a spreadsheet like this: Circulate to those who provided input to clarify and then update as you move through the project. data conversion completed successfully, the first team coming out of training, first product sold to customer etc), Target results achieved (or results improving over time), Training completed for all key stakeholders.  You can influence behavior to get people to buy into the change and make it happen. signed off) and socialized before the change is considered for implementation. The point is to know what your learning objective is. Leading my first, large-scale change initiative was a memorable experience as most first-time experiences are. Your job is to be clear about reality. What do you expect me to do? And people’s resistance is one of the biggest barriers to change. When examining the impact of processes and procedures, the focus is on the effect the change will have on the micro level activities undertaken by affected roles. Many change initiatives fail due to early declaration of victory. Other ways to share learnings and sustain momentum include the distribution of Frequently Asked Questions (FAQs), benchmarks and best practices. The objectives when sustaining momentum are to ensure that: Required resources are consistently provided to reinforce the change initiative throughout the implementation phaseChange activities are completed in accordance with the Transition Plan and are visible, immediate, credible, integrated and enduringImpacted stakeholders understand that the change initiative is “real” and going to happen, rather than a fad that will go away in time.There are some common mistakes in change implementation that can impact on momentum. Monitoring and evaluation will enable you to anchor new positive behaviors into culture. Numerous studies show, setting vague and ambiguous goals allows you and others to squirm out of it. As the new design is developed and implemented, new soft and hard skills (required for successful outcomes), will be teased out. 1. Fundamental to the success of every stage in this flow — and all the other flows we’ve looked at — is the vision for change. Conference Director IQPC Australia, I have had the chance to appreciate Daniel’s excellent presentation on change management and the chairmanship facilitating at one of my conferences in IQPC Sydney. Then paraphrase for understanding i.e. To do this, you’ll need to ask yourself the following question and then define the skills and competencies needed to meet the new performance standards. Assessing change readiness can be conducted through a survey combined with face-to-face individual or group interviews. Leadership starts at the top but the power is in the middle, Capgemini Consulting and the IESE business school ran a global Innovation Leadership Study with 43% of its respondents saying their company has a formally accountable innovation executive, up from 33% a year ago. Finally, it’s worth repeating that change management is a process – not an event. be capable of influencing others, negotiating and lobbying effectively on behalf of the project. The ITIL Change Management process is part of the Service Transition stage of the ITIL® service lifecycle, whose objective is to build and deploy IT services, as well as to ensure that changes to services and service management … Leaders must demonstrate the new behaviors first to have others follow and believe in the change. Measure, monitor, evaluate. Let the Change Mature. The step by step flow is generic. Don’t rush into this step. I did, however, move on to the next project and that’s when I decided to take change management seriously. And finally, think about the goals of the change. A close corollary of effort underestimation is underestimating the time required to implement a change all the way down to the operating instructions. The bottom right is often organization wide initiatives that are fragmented in term of benefits, through projects of a large size may boil to the surface and enter another quadrant altogether. This could be due to their skills, experience and hierarchal position (though not necessarily). Kubler Ross Change Curve Picture: What will things look like after the change? Good change leaders must be skilled at converting the ambiguous goals and plans into concrete, specific steps. Add to this clear messages to ensure the behavior change desired and you’re well on the way to successful change. The bottom left quadrant is about the smaller just do it projects, that while still taking time and effort have a smaller organizational impact is often driven by the change champions on the ground doing the work. Using the table below, define who your main stakeholders are and who you need them to do. But for now, just make sure you get together and evaluate how you went. As a project continues, communication provides more of a front-end to knowledge management. Provide advice and guidance to the change management team on how to engage the business. Whilst a project manager is most interested in the technical implementation of a project, the change manager’s key focus is the people side of the change. Communications, Training, Engagement, Business Readiness) are to be incorporated into the Transition Plan for implementation and tracking. educate audiences on the features of the programme and. And what we want to do is clear that up.  Yet, as anyone familiar with large and complex programmes and projects know, it’s far more iterative and messy than this diagram shows. Primary business unit or department heads and supporters, Primary business unit or departmental heads and supporters, Train-the-trainer for the business unit training department. Douglas Hubbard, for instance, of How to Measure Anything fame, analyzed large portfolio projects to investigate project-related factors predicting a positive Return on Investment (ROI). The process illustrated in Figure 2 is one that has started with defining the strategy for change (using a business case). It is an important step in ensuring continual improvement in the deliverables of the change management team, enhancing its position as the change management experts within the organisation. If you haven't … In reviewing the above theories and processes, I’ve developed the ultimate change management process flow. In the late 1960’s, the ‘Kubler-Ross Change Curve’ model of individual change was developed. Now you’ve thought through the people/internal context of how they might perceive the proposed change you can use this information to make plans to move them through from resistance to commitment. 2. It’s also imperative to plan for effective stakeholder engagement and timely communication to ensure ambiguity is minimized and productivity (or business as usual) is maximized. These fives areas are explored in more detail below. Design the ITIL change management process flow RFCs need to go through a managed process to guide decision making and execution toward a successful outcome. It’s why a vague statement like “deal with this new project” results in no action on the project. Departmental processes? Assessment is an opportunity to prepare for design by understanding how things operate in its current environment and what needs to be considered and done to cross the chasm into the future state.  Never by accident, though. Export and embed this diagram directly in your presentations and business documentation.--You can edit this … We’re going to look at change management process flow examples from different industries. Where a clear or potential impact is identified for the “three R’s” – remuneration, reorganization, or redundancy – Human Resources are to be engaged to manage these issues.  It is to create awareness of what is happening and provide an early level of understanding for the audience – why are we doing this and why now? Now carefully scoped plans are put into place during the Implementation step. The malaise that results from a lack of clarity is known to economists as “Ambiguity Aversion”. Facilitation approaches to co-opt local stakeholders. However, this change management process flow also easily aligns with Lewin’s theoretical model for organizational change. This could form the basis of your transformation initiative, whether you work in education or retail. Implementation and transition planning, tasks that need to be performed prior to implementation (Business Readiness), people transition and process related changes (e.g. As part of a Post Implementation Review, consider the following: The level of effort expended on a Post Implementation Review will vary depending on: There is a lot to say about these including running retrospectives during projects. How is it all going to work? Because all organizations are made up of people. Let’s take a common example from our personal lives: losing weight. A Change Request (CR) is an Output of most Executing and all M&C Processes. How much weight do you want to lose, and by when? Consider the following as part of this plan: The following point summarises the importance of leadership throughout the change: The stakeholder engagement and communications plan begin development in the assessment phase. Findings from a Business Impact Assessment will be incorporated into the change strategy and transition plan. FIGURE 4:  Five Phases of the Change Management Process. This is because the Post Implementation Review (PIR) are not conducted. In fact, leadership is THE difference in the success or failure of projects. A core system is one that is critical to the daily operation of the business. Review the outcome of the Transition Plan, Evaluate whether critical timelines were met, Identify any business situation that impacted on transition planning outcomes that should be addressed in future activities (e.g. The model can be used to assist and engage individuals through each phase in the change curve. Large change initiatives need structure. Front-line and middle manager coaching is predominantly required for Strategic Change initiatives. The change management team are responsible for coordinating them, and working with the relevant business units to identify and develop the members.  You do need to be aware of and optimize technical change. This is the "roadmap" that identifies the beginning, the route to be taken, and … Restate the benefits. Thus, impacted audiences know where to get more information on continuing strategy and plans, training programmes, or other resources that can help them understand the organization design programme, its impacts and their role in its success. Why? Figure 2 shows the next layer of the design plan. So, you want to know how to implement change Then move onto the “how”- how are we going to do this? It’s your responsibility to … Create motivation, by starting with the “why” – why do we need to do this? Assessing leadership support and alignment on the change, Conducting a stakeholder analysis and determining the current level of engagement. A good deal of them will disappear just from listening well, the others, which have merit, will require taking action to have them resolved. Change Workflow 8.2 Implement as Defined in Change Workflow YES 8.3 Verify the Implementation D.8.4 Predicted Result Produced? Leadership support (active and visible participation) is a requirement through the life cycle of the program. In fact, any change initiative could follow Lewin’s three stage flow. You’ll also need to consider the scope of the change and how it impacts the organization politically, economically, socially, technologically, legally and environmentally. Who is this change affecting? Assess- prepare for the new design by assessing impacts and stakeholder perceptions. Remember, people are naturally resistant to change. When examining the impact of processes and procedures, the focus is on the effect the change will have on the micro level activities undertaken by affected roles. The buy-in step requires communications strategies and tactics that encourage and support the audience to embrace the programme. Non-system focuses on the administrative and logistical impacts of the proposed change (e.g. Hospitality managers spearheading transitions must be clear on desired outcome and its benefits. Figure 3 shows the full scope of a large change initiative team. It then assesses or gauges how the change is initially perceived before a design is developed. The sequence of organizational change is straightforward. INTRODUCTION The Change Management module in ServiceDesk Plus ensures that standardized pro- cesses are followed while implementing a change to ensure business continuity and high availability, with minimal business risks. Process has been defined here, in one easy-to-implement The time spent here depends on the expectations the change puts on your people. Organization-wide projects can either be strategic or tactical. make sure that you understand what they are really saying and feeling, and let people know that they are heard. But that doesn’t mean you can’t use a generic template for your retail transformations. Once you’ve defined the initiative purpose and objectives (or goals), the next step in the This is not only a chance to do just what it indicates; it’s an opportunity for people to gain a group sense of accomplishment and even a sense of celebration. Work with their staff enrolling them in the change, coaching them on the new behaviors and obtaining feedback. change management process is to assess the change specifics, which  include: These 5 items add up to the change management distance. This is the ‘distance’ is the gap of where we are today – the current state – to the future if we do nothing (called the ‘default future’), and the new ‘invented future’.  takes the intelligence and information gathered during the assessment step to compile and map out the necessary plans to implement the strategy (‘who’ is doing ‘what’ by ‘when’ and ‘how’). A formal change … help them realize that, while you are there to help, moving on is their responsibility. This is why bringing clarity to your organizational change programs is so important. It’s no secret that leadership is vitally important to organizational success and in particular, change management. Don’t make excuses, give honest context. 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