CCMP Flashcards
1
Q
What are the steps in the process group Complete the Change Management Effort (Change Management Process Group 5.5)
A
5.5 Complete the Change Management Effort
- Evaluate the Outcome Against the Objectives
- Design and Conduct Lessons Learned Evaluation and Provide
Results to Establish Internal Best Practices - Gain Approval for Completion, Transfer of Ownership, and Release of Resources
2
Q
What are the steps in the process group Execute the Change Management Plan (Change Management Process Group 5.4)
A
5.4 Execute the Change Management Plan
- Manage, and Implementation Of the Change Management Plan
- Modify the Change Management Plan as Required
3
Q
What are the steps in the process group Develop the Change Management Plan (Change Management Process Group 5.3)?
A
5.3 Develop the Change Management Plan
1. Develop a Comprehensive Change Management Plan 2. Integrate Change Management and Project Management Plans 3. Review and Approve the Change Plan in Collaboration with Project Leadership 4. Develop Feedback Mechanisms to Monitor Performance to Plan
4
Q
What are the steps to the process group Formulate the Change Management Strategy (Change Management Process Group 5.2)
A
Change Management Strategy steps
- Develop the Communication Strategy
- Develop the Sponsorship Strategy
- Stakeholder Engagement Strategy
- Develop the Change Impact and Readiness Strategy
- Develop the Learning and Development Strategy
- Develop the Measurement and Benefit Realization Strategy
- Develop the Sustainability Strategy
5
Q
What are the steps to the process groups Evaluate the Change Impact and Organizational Readiness (Change Management Process Group 5.1)?
A
Evaluate the Change Impact and Organizational Readiness steps
1. Define the Change 2. Determine Why the Change is Required 3. Develop a Clear Vision of the Future State 4. Identify Sponsors Accountable for the Change 5. Identify Goals, Objectives, and Success Criteria 6. Identify Stakeholders Affected by the Change 7. Assess the Change Impact 8. Assess the Alignment of the Change with Organizational Strategic Objectives and Performance Measurement 9. Assess External Factors that may Affect Organizational Change 10. Assess Organization Culture(s) Related to the Change 11. Assess Organizational Capacity for Change 12. Assess Organizational Readiness for Change 13. Assess Communication Needs, Communication Channels, and Ability to Deliver Key Messages 14. Assess Learning Capabilities 15. Conduct Change Risks Assessment
6
Q
Vision (Definition 3.17)
A
Vision - The description of the future state.
7
Q
Sustainability (Definition 3.16)
A
The ability to maintain the future state. (Definition 3.16)
8
Q
Stakeholder (Definition 3.15)
A
An individual affected by a change. (Definition 3.15)
9
Q
Sponsorship (Definition 3.14 ii)
A
The process of aligning stakeholders to support and own the change. (Definition 3.14 ii)
10
Q
Sponsor (Definition 3.14 i)
A
The individual or group in the organization accountable for the realization of the benefits of a change. (Definition 3.14)
11
Q
Resistance Management (Definition 3.13 ii)
A
The process of addressing stakeholders’ opposition to change.
12
Q
Resistance (Definition 3.13 i)
A
A stakeholder’s opposition to a change.
13
Q
Readiness (Definition 3.12)
A
The preparedness of an organization or its parts to accept, effectively handle, and integrate impending change. (Definition 3.12)
14
Q
Outcome (Definition 3.11)
A
A specific, measurable result or effect of an action or situation. (Definition 3.11)
15
Q
Governance (Definition 3.10)
A
The decision-making processes, applied by authorized individuals or teams, for approving/rejecting, monitoring, and adjusting activities of a change management plan. (Definition 3.10)
16
Q
Engagement (Definition 3.9)
A
Stakeholder involvement and influence in the change process. (Definition 3.9)
17
Q
Change Risk (Definition 3.6)
A
Change Risk An event or condition that, if it occurs, may have an effect on the change benefits. (Definition 3.6)
18
Q
Competency (Definition 3.8)
A
Competency
The organizational or individual collection of knowledge, skills, and abilities. (Definition 3.8)
19
Q
Change Saturation (Definition 3.7)
A
Change saturation When the amount of change occurring in an organization is more than can be effectively handled by those affected by the change. (Definition 3.7)
20
Q
Change Impact (Definition 3.4)
A
How people, process, technology and the workplace are affected during the transition from current to future state. (Definition 3.4)
21
Q
Future state (Definition 3.3ii)
A
The condition at the time when the benefits have been realized (Definition 3.3 iii)
22
Q
Current state (Definition 3.3 i)
A
The condition at the time the change is initiated (Definition 3.3 ii)
23
Q
Change (Definition 3.3)
A
The transition from a current state to a future state (Definition 3.3 i)
24
Q
Benefits realization (Definition 3.2 ii)
A
Benefits realization
The achievement of the expected outcomes
of a change.
(Definition 3.2 (ii)
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Benefit (Definition 3.2 i)
The quantitative and qualitative, measurable and non-measurable outcomes resulting from a change. (Definition 3.2 i)
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Adoption (Definition 3.1)
Choosing to accept and demonstrate a new way of thinking or behaving. Adoption occurs when stakeholder behavior is consistent with the future state behavior. (Definition 3.1)
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4.1 Change is a Process
Change is not a single event, but a transitional process with multiple and varied events supporting the objective of moving an organization and its stakeholders from a current state to a future state.
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4.2 Relationship to Strategic Planning
Change is initiated at many levels, yet a critical, natural link exists between strategi planning processes and change management.
Strategic planning establishes a VISION, and its COMPONENT ACTIVITIES determine the future state and ongoing organizational change required to successfully operationalize and sustain it.
Change management drives individual and collective ADOPTION, thus ensuring achievement of expected benefits and return on investment.
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4.3 Types of Change (and change variables)
4.3 Types of Organizational Change.
Types of organizational change and change definitions are almost infinite.
Defining a change by the name of a project, a new systems initiative, process redesign, acquisition, policy, or procedure update is often incomplete.
A change definition must be based on an analysis of a number of change variables that can differ one to the next, including
1. technological connectivity,
2. number and type of impacted groups,
3. degree of process change,
4. amount of structural adjustment,
5. physical relocations,
6. benefit or compensation impacts,
7. workforce adjustments,
8. speed of implementation,
9. degree of job role change, and
10. geographic dispersion.
However, what makes each change truly is that it affects individuals and organizations with unique value systems, cultural norms, histories, experience with past changes, leadership styles, and levels of competency in managing change.
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4.4 Relationship to Project Management
4.4 Relationship to Project Management
Project management and management are complementary yet distinct & disciplines that may during change delivery, and are often Interdependent when delivering value to the organization.
The degree of OVERLAP and interdependency can vary between organizations, on FACTORS such as
1. organizational structure
2. type of change,
3. methodologies utilized,
4. competency and
5. change maturity.
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4.5 Organizational Change and Individual Change
4.5 Organizational Change and Individual Change
Charge managed at both the organizational and individual levels.
Charge facilitates the transition of organizations and
their stakeholders to sustain the future state. Individual behavior
is essential to achieve this objective and the organization's return on investment. It is also important to identify measures of
accountability to ensure chance is successful at both the organizational and individual levels.
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4.6 Change Management Roles and Responsibilities
A particular change effort may involve individuals specifically selected to advise the project team on potential change risks, such as an advisory committee.
The change management team may engage additional individuals or groups (outside the change team) to
1. help assess change effects; prioritize change management tasks;
2. provide feedback on the change management strategy;
3. plan, and tactics; and execute and
4. support the change process at the stakeholder level.
Change professionals
1. Change Management Practitioner
2. Change Management Team
3. Change Management Lead
Roles to support stakeholders' results
1. Sponsor
2. Change Agents
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4.6 Change Management Roles and Responsibilities - Change Management Practitioner
Change Management Practitioner
An individual responsible for coordinating, applying, and tracking change management tools or activities. This individual is not responsible or accountable for the change strategy.
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4.6 Change Management Roles and Responsibilities - Change Management Team
A group of individuals who work together to facilitating change management activities to design, analyze, develop, and enable the organization to own and effectively drive adoption, usage, and proficiency. Team members ensure activities are completed, feedback is gathered, training is conducted, and communciations are deliered in various formats.
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4.6 Change Management Roles and Responsibilities - Change Management Lead
Change Management Lead
The individual accountable and responsible for the change strategy, who assesses the change, outlines a change plan, and implements change management. This individual has direct day-to-day control over the change management team, the change project schedule, associated budgets, and resources. The Change Management Lead is the primary liaison to the change sponsor, project manager, leadership, overall project team, and stakeholders.
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4.6 Change Management Roles and Responsibilities - Change Management Sponsor
Change Management Sponsor
The individuall or group in the organization accountable for the realization
Of the benefits at a change. The sponsor defines and champions the
overall change goals. scow and definition of success. This individual or
group influences peers and other senior leaders to gain support and
provide leadership to achieve the stated vision. This role has ultimate
decision, making and funding authority and provides constant visibility to
the change effort.
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5.1 Evaluate Change Impact and Organizational Readiness - Description
The processes in this group are designed to assess, evaluate, and anticipate an organization and its stakeholders' readiness, ability, and capacity to undergo a transition from the current state to a future state. The processes also include an assessment of the change and the impact the change will have on the individual and organization. History, culture, and value systems play key roles in these evaluations. The results provide change practitioners with information to calibrate leader expectations and to scale and customize change management plans and activities.
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5.1 Evaluate Change Impact and Organizational Readiness - Purpose
The purpose of Evaluate Change Impact and Organizational Readiness is to:
1. Review the overall change and how it will impact the organization
2. Establish whether the organization is ready and able to adopt the
proposed change
This comprehensive evaluation involves a series of processes. Each process outlines the purpose of the activity, main areas of focus. and key inputs outputs These processes are closely linked to the order in which they are typically performed.
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5.1.1 Define the Change
The purpose of Define the Change is to discern and specify the change the organization intends to adopt to meet a strategic objective, Fundamental Questions around the change. the purpose. who will be impacted and how, and alignment Of the change With organizational goals and are key to defining the change.
Inputs:
1. Business Case
2. Research
3. Charter
4. Strategic Plan
5. Success Measures
Outputs:
1. Change Definition
2. Charter
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5.1.3 Develop a Clear Vision of the Future State
5.1.3 Develop a Clear Vision of the Future State
The purpose of Develop a Clear Vision the Future of Is to faciltate the development of the organization's operating state after the change has been adopted. This process focuses on developing and describing a common direction for the future state so that stakeholders can in operation foresee the value of the future state
Inputs
1. Organization Vision, Mission, Values
2. Business Case
3. Change Definition
4. Strategic Plan
Outputs
1. Vision Statement
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5.1.4 Identify Goals, Objectives and Success Criteria
5.1.4 Identity Goals, Objectives, and Success Criteria
the purpose of Identify Goals, Objectives, and Success Criteria is to provide tangible concrete, measurable, and manageable goals that represent planned progress toward the adoption of the future state.
This process directs focus to actual change results and anticipated outcomes rather than tracking the change process. It should establish key change objectives and goals that define progress toward the change. The process should also describe the key parameters that measure when goals and objectives are attained, which will enable the associated success criteria to be identified.
Inputs:
1. Business Case
2. Charter
3. Strategic Plan
4. Vision Statement
5. Change Definition
Outputs:
1. Change Objectives and Goals
2. Success Criteria and Measures
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5.1.5 Identify Sponsors Accountable for the Change
5.1.5 Identify Sponsors Accountable for the Change
The purpose of Identify Sponsors Accountable for the Change is to connect the change to its owners and determine accountability requirements.
This process identifies the sponsors accountable for the change and assesses their alignment with and commitment to the change
Inputs:
1. Change Definition
2. Charter
3. Stakeholder Analytis
4. Current Organization Charts and Profiles
Outputs:
1. Sponsor Identification
2. Sponsor Assessment
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5.1.6 Identify Stakeholders Affected by the Change
5.1.6 Identify Stakeholders Affected by the Change
The purpose of Identify Stakeholders Affected by the Change is to identify stakeholder attributes, such as the level of influence, commitment, or rules and determine the size, scope, and complexity of the change's impact on key individuals and groups.
This process identifies those affected by the change and those with the ability to influence the outcome. The process also establishes roles wihting the change initiative and may identify individuals or groups with multiple roles. The process should group stakeholders to facilitate organizational and individual change activities.
Inputs:
1. Change Definition
2. Vision Statement
3. Current Organizational Chart and Profiles
4. Research
5. Charter
Outputs:
1. Stakeholder Analysis
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5.1.7 Assess the Change Impact
5.1.7 Assess the Change Impact
The purpose of Assess the Change Impact is to analyze how stakeholders will be impacted by the change and the change’s specific impact on people, processes, tools, organizational structure, roles, and technology. This process involves identifying and categorizing who and what will be affected, assessing the degree of change occurring within these areas, and describing the change. This process determines the size, scope, timing, and complexity of the change effort. It is used to inform and guide the formation of the change strategy and identify activities required to manage risk and resistance that may be associated with the change.
Inputs
1. Change Definition
2. Vision Statement
3. Research
4. Stakeholder Analysis
Outputs
1. Change Impact Assessment
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5.1.8 Assess Alignment of the Change with Organizational Strategic Objectives and Performance Measurement
5.1.8 Assess Alignment of the Change with Organizational Strategic Objectives and Performance Measurement
The purpose of Assess Alignment of the Change with Organizational Strategic Objectives and Performance Measurement is to anticipate the impact of the expected benefits on the organization's strategic goals and objectives.
The process assesses where alignment and misalignment of objectives, targets, results, and performance measures occur between the future state and the current state.
Inputs:
1. Strategic Plan
2. Current Vision Statement
3. Future State Vision Statement
4. Case for Change
5. Risk Plan
Outputs:
1. Organizational Alignment Assessment
2. Modifications to Organizational and Enterprise Performance Targets (Goals and Objectives)
3. Modifications to Strategic Plan
4. Modifications to Business Case
5. Modifications of Vision Statement
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5.1.9 Assess External Factors that may Affect Organizational Change
5.1.9 Assess External Factors that may Affect Organizational Change
The purpose of Assess External Factors that May Affect Organizational Change is to identify the customer, market, social, legal, economic, political, technological, and other factors outside the organization that may influence stakeholder adoption of the future state.
This process is used to determine external factors that will enable or constrain the change effort and identify how those forces will influence the change approach
This process is used to guide and inform the development of the Change Management Strategy.
Inputs:
1. Business Case
2. Vision Statement
3. Strategic Plan
Outputs:
1. External Environment Impact Assessment
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5.1.10 Assess Organization Culture(s) Related to the Change
5.1.10 Assess Organization Culture(s) Related to the Change
The purpose of Assess Organization Culture(s) Related to the Change is to determine the cultural elements within the organization that may help or hinder the charge direction and achievement of expected benefits. Organizational culture is defined as the shared values of and behaviors uniquely common to an organization. Organizational culture is integral in determining how tasks are completed, the way people interact with one another, the language they use when communicating. and the attitudes, goals, values, and leadership behaviors that are exhibited.
This process determines if he organization's current culture, structure, processes, and performance management system will support the charge.
Inputs:
1. Core Values and Behaviors
2. Current Communication Change's, Tools, and Methods
3. Opinion Surveys Feedback Assessments
4. Vision Statement
Outputs:
1. Culture Assessment
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5.1.11 Assess Organizational Capacity for Change
5.1.11 Assess Organizational Capacity for Change
The purpose of Assess Organizational Capacity for Chane is to determine the ability of the various stakeholders impacted by the change to adopt the change and move toward the future state.
The capacity of an organization to adopt new changes is dependent on a variety of internal and external factors.
Inputs:
* Competency Assessment
* Culture Assessment
* Organization's Historical Experience with Change
* Stakeholder Assessment
* External Environment Impact Assessment
* Change Impact Assessment
* Inventory of Change-Related Resources
Outputs:
* Organization Change Capacity Assessment
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5.1.12 Assess Organizational Readiness for Change
5.1.12 Assess Organizational Readiness for Change
The purpose of Assess Organizational Readiness for Change is to determine the organization's preparedness for change activities.
The process assesses the preparedness of the conditions, attitudes, and resources needed for a change to happen successfully.
Theis process is used to develop action plans if major weaknesses in the organization's readiness are identified
Inputs:
* Change Objectives and Goals
* Culture Assessment
* Organizational Change Capacity Assessment
* Organizational Alignment Assessment
* Sponsorship Alignment Assessment
* Vision Statement
* Risk Assessment
Outputs:
* Organizational Change Readiness Assessment
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5.1.13 Assess Communication Needs, Communication Channels, and Ability to Deliver Key Messages
5.1.13 Assess Communication Needs, Communication Channels, and Ability to Deliver Key Messages
The purpose of Assess Communication Needs, Communication Channels, and Ability to Deliver Key Messages is to determine the communication effort required to support the transition to the future state.
This process is used to define the communication needs of all stakeholders and focus on the specific communication needs of individuals or groups of stakeholders.
Inputs:
* Change Objectives and Goals
* Culture Assessment
* Organizational Change Capacity Assessment
* Sponsorship Alignment Assessment
* Stakeholder Analysis
* Current Communication Channels, Tools, and Methods
* Vision Statement
* Risk Assessment
Outputs:
* Communication Needs Assessment
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5.1.14 Assess Learning Capabilities
5.1.14 Assess Learning Capabilities
The purpose of Assess Learning Capabilities is to determine the scale, magnitude, and complexity of the learning and development needed to ensure that the future state is successfully achieved.
The process should determine the need for learning equipment, educators, and logistics.
The process should determine the learning strategies and approaches and the need for learning equipment, educators, and logistics
Inputs:
* Stakeholder Analysis
* Change Impact Assessment
* Communication Needs Assessment
* Culture Assessment
* Organizational Change Capacity Assessment
* Organizational Alignment Assessment
Outputs:
* Learning Needs Assessment
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5.1.15 Conduct Change Risks Assessment
5.1.15 Conduct Change Risks Assessment
The purpose of Conduct Change Risks Assessment is to determine and anticipate the identifiable risks to the proposed change. These may be risks commonly associated with change, such as resistance of the stakeholders or lack of visible sponsorship from the leadership of the organization, but other possible risks that may affect the change should be considered. For example, the risk assessment might show a significant risk to successful implementation of the change unless certain stakeholders' roles change.
The assessment should include a level of measuring the impact of the identified risks on the change ((e.g. whether a project would be completely halted should a risk become a reality.)
Inputs:
* Stakeholder Analysis
* Change Impact Assessment
* Culture Assessment
* Organizational Change Capacity Assessment
Outputs:
* Change Risks Assessment
* Risk Register
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5.1 Evaluate Change Impact and Organizational Readiness - Processes
5.1 Evaluate Change Impact and Organizational Readiness
5.1 Evaluate Change Impact and Organizational Readiness
1. Define the Change
2. Determine Why the Change is Required
3. Develop a Clear Vision of the Future State
4. Identify Sponsors Accountable for the Change
5. Identify Goals, Objectives, and Success Criteria
6. Identify Stakeholders Affected by the Change
7. Assess the Change Impact
8. Assess the Alignment of the Change with Organizational Strategic Objectives and Performance Measurement
9. Assess External Factors that may Affect Organizational Change
10. Assess Organization Culture(s) Related to the Change
11. Assess Organizational Capacity for Change
12. Assess Organizational Readiness for Change
13. Assess Communication Needs, Communication Channels, and Ability to Deliver Key Messages
14. Assess Learning Capabilities
15. Conduct Change Risks Assessment
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5.2 Formulate the Change Management Strategy
5.2 Formulate the Change Management Strategy
The processes in this group are designed to develop the high-level approach for change management with sponsors, change leaders, content developers, program managers, customers and others on the project. This approach includes governance, risks, resources, budget, and reporting. The change strategy will incorporate, integrate, and align change management plans, activities, tasks, and milestones into the other activities and operations of an organization and its stakeholders at the onset of a change (timing and sequence). Stakeholders'engagement is included in this process group.
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5.2.1 Develop the Communication Strategy
5.2.1 Develop the Communication Strategy
The purpose of Develop the Communication Strategy is to create a strategy that, when executed, ensures that the organization and its customers are aware of and understand the organizational rationale for the change. It ensures that the stakeholders are aligned regarding the program's expected value and benefits to the organization, initiation, progress, challenges, achievements, completion and realized benefits
Inputs:
1. Change Definition
2. Change Impact Assessment
3. Current Communication Channels, Tools, and Methods
4. Organizational Change Readiness Assessment
5. Project Charter and Project Documentation
6. Stakeholder Analysis
7. Vision Statement
Outputs:
1. Communication Strategy
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5.2.2 Develop the Sponsorship Strategy
5.2.2 Develop the Sponsorship Strategy
The purpose of Develop the Sponsorship Strategy is to create a high-level approach for preparing and leveraging the sponsors to promote, gain support for, and drive adoption of a change. Responsibility for developing the Sponsorship Strategy should be assigned to the change management lead and include input from others who have knowledge of and experience with the sponsors.
Inputs:
1. Change Risks
2. Organizational Readiness Assessment
3. Sponsorship Alignment Assessment
4. Stakeholder Analysis
Outputs:
1. Sponsorship Strategy
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5.2.3 Stakeholder Engagement Strategy
5.2.3 Stakeholder Engagement Strategy
The purpose of the Stakeholder Engagement Strategy is to identify an approach to ensure that individuals or groups impacted by a change and those who can positively affect the overall success of the change are engaged in the change effort. The core of stakeholder management and engagement includes taking the appropriate steps to identify stakeholders, conducting a Stakeholder Analysis, identifying the required engagement of the various stakeholders, and identifying the activities needed to achieve the required engagement.
Inputs:
1. Current State Analysis
2. Change Impact Assessment
3. Current Communication Channels, Tools, and Methods
4. Communication Strategy
5. Sponsorship Strategy
6. Stakeholder Analysis
Outputs:
1. Stakeholder Engagement Strategy
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5.2.4 Develop the Change Impact and Readiness Strategy
5.2.4 Develop the Change Impact and Readiness Strategy
The purpose of Develop the Change Impact and Readiness Strategy is to define the approach, scope, roles, and responsibilities in undertaking detailed impact analysis and readiness planning for implementing the change. Understanding the specific impacts on people, processes, tools, organizational structure, job roles, and technology will inform all areas of the change strategy and is critical for developing the Training Strategy and Readiness Strategy.
Inputs:
1. Stakeholder Engagement Strategy
2. Change Impact Assessment
Outputs:
3. Change Impact and Readiness Strategy
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5.2.5 Develop the Learning and Development Strategy
5.2.5 Develop the Learning and Development Strategy
The purpose of Develop the Learning and Development Strategy is to define the knowledge, skills, and competencies required for stakeholders to adopt the change, which informs the creation and delivery of learning and development programs and training courses. The key components that the Learning and Development Strategy identifies are the skills and competencies needed to perform in the changed environment, those needing training to close the competency gap, the content to be delivered, the method of the delivery, and methods to determine the effectiveness of the training.
Inputs:
1. Learning Needs Assessment
2. Stakeholder Analysis
Outputs:
1. Learning and Development Strategy
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5.2.6 Develop the Measurement and Benefit Realization Strategy
5.2.6 Develop the Measurement and Benefit Realization Strategy
The purpose of Develop the Measurement and Benefit Realization Strategy is to define success criteria and measures to monitor whether the change is achieving its expected benefits and to adapt the change effect as needed.
It is important to begin measuring as early as possible in the lifecycle of the effort. This provides timely information to gauge the effectiveness of the change strategy, keep the change implementation on track, allow for course correction, and ensure that organizational benefits defined in the project charter are realized.
Inputs:
1. Strategic Plan
2. Case for Change
3. Change Objectives and Goals
4. Project Charter
5. Success Criteria
Outputs:
1. Measurement and Benefit Realization Strategy
2. Revised Performance and Rewards Targets
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5.2.7 Develop the Sustainability Strategy
5.2.7 Develop the Sustainability Strategy
The purpose of Develop the Sustainability Strategy is to describe how the change will become part of the organization's normal functioning. It should define the high-level approach for embedding or institutionalizing the change to achieve the expected benefits and include all streams of change management activity, such as communication and engagement metrics tracking, performance management, rewards and recognition, learning and development, sustaining ownership, and continuous improvement.
Inputs:
* Business Case
* Change Objectives and Goals
* Change Risk Assessment
* Project Charter and Documentation
* Strategic Plan
* Success Criteria and Measures
Outputs:
* Sustainability Strategy
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5.2 Formulate the Change Management Strategy
5.2 Formulate the Change Management Strategy
1. Develop the Communication Strategy
2. Develop the Sponsorship Strategy
3. Stakeholder Engagement Strategy
4. Develop the Change Impact and Readiness Strategy
5. Develop the Learning and Development Strategy
6. Develop the Measurement and Benefit Realization Strategy
7. Develop the Sustainability Strategy
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5.3 Develop the Change Management Plan Group
The processes in this group employ specific change management methodologies and tools to develop detailed plans for implementing the change management strategy. These plans include communications, sponsorship, stakeholder engagement, learning and development, risk management, and measurement and benefits realization.
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5.3 Develop the Change Management Plan - Processes
5.3 Develop the Change Management Plan
Develop a Comprehensive Change Management Plan
1. Integrate Change Management and Project Management Plans
2. Review and Approve the Change Plan in Collaboration with Project
Leadership
3. Develop Feedback Mechanisms to Monitor Performance to Plan
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5.3.1.2 Communication Plan
5.3.1.2 Communication Plan
The Communication Plan defines the internal and external audiences, information, and feedback requirements of those leading and affected by the change, as well as the specific communication activities and events.
Inputs:
1. Communication Strategy
2. Current Communicator Channels, Tools, and Methods
3. Key Messages
4. Learning and Development Strategy
5. Project Charter and Documentation
6. Project Schedule and Plan
7. Sponsorship Strategy
8. Stakeholder Analysis
9. Stakeholder Engagement Strategy
10. Transition Strategy
Outputs:
1. Communication plan
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5.3.1.4 Stakeholder Engagement Plan
5.3.1.4 Stakeholder Engagement Plan
The Stakeholder Engagement Plan outlines the activities and metrics that will be established to ensure stakeholders and stakeholder groups can make the changes required or complete the steps that will help make change successful in an organization.
Stakeholder engagement activities are designed to address the outcomes of a Stakeholder Analysis
Inputs:
1. Stakeholder Analysis
2. Stakeholder Engagement Strategy
3. Communication Strategy
4. Sponsorship Strategy
5. Change Risks
Outputs:
1. Stakeholder Engagement Plan
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5.3.1.5 Learning and Development Plan
5.3.1.5 Learning and Development Plan
The Learning and Development Plan identifies knowledge gaps and training needs of those affected by the change and then provides a course of action to develop end users so they will be prepared with new knowledge and skills to adopt the change successfully.
Inputs:
1. Learning and Development Strategy
2. Stakeholder Analysis
3. Learning Needs Assessment
Outputs:
1. Learning and Development Plan
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5.3.1.6 Measurement and Benefits Realization Plan
5.3.1.6 Measurement and Benefits Realization Plan
The Measurement and Benefits Realization Plan defines processes and actions to monitor and track progress of the project's key performance indicators and expected benefits, as stated in the Project Charter and Strategy Plan. The Measurement and Benefit Realization Plan provides a means of identifying when mitigation strategies need to be implemented if the effort is falling short of its goals.
Inputs:
1. Measurement and Benefit Realization Strategy
2. Change Definition
3. Change Objectives and Goals
4. Vision Statement
Outputs:
1. Measurement and Realization Plan
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5.3.1.7 Sustainability Plan
5.3.1.7 Sustainability Plan
A Sustainability Plan should be developed to define the mechanisms that will be used to anchor and embed the change once it is implemented and is determined to be effective
Inputs:
1. Status Report/Benefits Gap Analysis
2. Resource Plan
Outputs:
1. Sustainability Plan
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5.3.2 Integrate Change Management and Project Management Plans
5.3.2 Integrate Change Management and Project Management Plans
The relationship between Change Management and Project Management is highly dependent on the nature of the change program, as defined in 4.4 Relationship to Project Management.
It is recommended to define the relationship between Project Management and Change Management early in the project, when the governance structure is established.
Inputs:
1. Change Management Plan
2. Project Charter and Project Documentation
3. Project Schedule and Plan
Outputs:
1. Change Management Plan (updates)
2. Project Plan (updates)
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5.3.3 Review and Approve the Change Plan in Collaboration with Project Leadership
5.3.3 Review and Approve the Change Plan in Collaboration with Project Leadership
The objective of Review and Approve the Change Plan in Collaboration with Project Leadership is to ensure that project leadership is aware of and aligned with milestones in the Change Management Plan.
Review and approval of the Change Management Plan is necessary to ensure that it is incorporated into the Project Plan and that the activities and milestones are coordinated with project activities.
Collaboration with project leadership is essential to avoid duplication of effort, align work plans, and increase stakeholder awareness.
Inputs:
* Change Management Plan
* Project Plan
Outputs:
* Change Management Plan (approved)
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5.3.4 Develop Feedback Mechanisms to Monitor Performance to Plan
5.3.4 Develop Feedback Mechanisms to Monitor Performance to Plan
Monitoring performance and adherence to deliverables generated from the Change Management Plan enables adjustments of the plan in response to performance. Changes to the overall Project Plan, as well as unexpected outcomes and changes in scope will influence the Change Management Plan.
Feedback will come from many sources. Informal sources of feedback may include conversations, email responses, and information sharing forums.
Inputs:
* Communication Plan
* Learning and Development Plan
* Measurement and Benefit Realization Plan
* Project Schedule and Plan
* Stakeholder Engagement Plan
Outputs
* Communications Plan (updated)
* Learning and Development Plan (updated)
* Measurement and Benefit Realization Plan (updated)
* Stakeholder Engagement Plan (updated)
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5.3 Develop the Change Management Plan - Processes
5.3 Develop the Change Management Plan
Develop a Comprehensive Change Management Plan
1. Integrate Change Management and Project Management Plans
2. Review and Approve the Change Plan in Collaboration with Project
Leadership
3. Develop Feedback Mechanisms to Monitor Performance to Plan
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5.4 Execute the Change Management Plan - Description
The processes in this group focus on the implementation of work/actions in the detailed change management plans. The work in this area is required to achieve the expected benefits of the change management implementation.
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5.4.1 Execute, Manage, and Monitor Implementation of the Change Management Plan
5.4.1 Execute, Manage, and Monitor Implementation of the Change Management Plan
Execute, Manage, and Monitor Implementation of the Change Management Plan requires that all resources, strategies, timelines, communications, and learnings combine to carry out the intended purpose of the Change Management Plan. It applies the processes identified through assessments and analyses to the needs of completing tasks and activities of the Change Management Plan.
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5.4 Execute the Change Management Plan - Purpose
5.4 Execute the Change Management Plan
The purpose of Execute the Change Management Plan is to address the implementation processes for performing the change activities by monitoring, measuring, and controlling delivery against the baseline plans.
The Change Management Plan defines how internal controls will be applied. It involves managing people (stakeholders and sponsors) and other resources while developing employee competencies through learning , development, and knowledge transfer.
Executing the Change Management Plan involves alignment of strategic objectives, risk identification and mitigation and modification of the plan as needed.
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5.4.1.1 Execute Resource Plan
5.4.1.1 Execute Resource Plan
Executing the coordination of finances, people, information, and physical resources is necessary to ensure delivery of the Resource Plans
Inputs:
Change Management Plan
Project Schedule and Plan
Resource Plan
Outputs:
Change Management Plan
Financial Resources Update/Impact Reports
Human Resources Update/Impact Reports
Information Resources Update/Impact Reports
Physical Resources Update/Impact Reports
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5.4.1.2 Execute Communication Plan
5.4.1.2 Execute Communication Plan
The success of a Change Management Program requires effective implementation of the Communication Plan.
Inputs:
* Project Plan
* Communication Plan
* Stakeholder Engagement Plan
Outputs:
* Communication Delivery
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5.4.1.3 Execute Sponsorship Plan
5.4.1.3 Execute Sponsorship Plan
Sponsorship is most successful when leaders recognize the people side of change and visibly participate with stakeholder throughout the project. The change sponsor builds awareness directly with stakeholder regarding the need for the change.
Inputs:
* Sponsorship Plan
* Communication Plan
* Stakeholder Engagement Plan
Outputs:
* Sponsor Activities
* Sponsor Competency Building Activities
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5.4.1.4 Execute Stakeholder Engagement Plan
5.4.1.4 Execute Stakeholder Engagement Plan
Effective stakeholder engagement is critical to ensure successful execution of the Change Management Plan.
The Stakeholder Engagement Plan establishes the tasks that need to be executed to ensure that all stakeholder understand and adopt the change. Executing the plan will significantly reduce uncertain consequences and identify the benefits of the change for stakeholders. Effective plan execution will enable stakeholders to adopt the change swiftly and with lowered resistance, while understanding its benefits to the organization and individual stakeholder.
Inputs:
* Stakeholder Engagement Plan
* Sponsorship Plan
* Communication Plan
Outputs:
* Stakeholder Engagement Activities
* Sponsor Engagement/Activities
* Resistance Management Activities
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5.4.1.5 Execute Learning and Development Plan
5.4.1.5 Execute Learning and Development Plan
Change Initiatives require active management of the learning process to increase stakeholder skills and develop required competencies through appropriate learning activities. Learning and development may include training and development activities as well as evaluating knowledge, skills, and attitudes before and after the learning activities.
Inputs:
* Learning and Development Plan
* Change Resources, Roles, and Responsibilities Plan
* Supporting Learning and Development Materials (e.g., job aids)
Outputs:
* Learning and Performance Evaluation Reports
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5.4.1.6 Execute Measurement and Benefit Realization
5.4.1.6 Execute Measurement and Benefit Realization
Accurate measurements provide an indication of the level of stakeholder adoption, the degree of stakeholder preparedness (knowledge and ability), and the success of the change project. The measurements should be communicated to all sponsors and project leads. Processes can be adapted based on the measurement to ensure that goals are met.
Inputs:
* Change Management Plan
* Measurement and Benefit Realization Plan
Outputs:
* Measurement and Benefit Realization Plan
* Benefits Realization Activities
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5.4.1.7 Execute Sustainability Plan
5.4.1.7 Execute Sustainability Plan
Change must be continually managed to achieve sustained results through adoption of the change and associated values, principles, and processes. Execute Sustainability Plan should trigger activities and mechanisms required to cultivate that will sustain the change once it has been implemented and determined to be effective and to help ensure there is not a retreat to the prior current state condition.
Inputs:
* Sustainability Plan
* Measurement Baselines
Outputs:
* Communication Events
* Benefit Review
* Business Performance Reports
* Evaluations and Reviews
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5.4.2 Modify the Change Management Plan as Required
5.4.2 Modify the Change Management Plan as Required
The Change Management Plan will generally require modifications throughout the change lifecycle in order to ensure that outcomes remain correctly aligned with the organization's needs.
Change leaders need to review objectives and make the adjustments necessary to maintain momentum and deliver results. Adjustments may include adding, eliminating, or realigning change program components to reinforce the change or decrease or accelerate change in response to internal or external pressures. Changes to the deliverables should be controlled through formal procedures that are aligned with the organizational change control framework.
Inputs:
* Change Management Plan
* Project Schedule and Plan
Outputs:
* Change Management Plan (updates)
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5.4 Execute the Change Management Plan - Processes
5.4 Execute the Change Management Plan
1. Manage, and Implementation Of the Change Management Plan
2. Modify the Change Management Plan as Required
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5.5 Complete the Change Management Effort - Description
5.5 Complete the Change Management Effort
The processes in this group reinforce the work in the change management plans, determine the effectiveness of the work, monitor progress, and transition the change initiative to the business. These processes include measuring results and comparing to the expected benefits or business objectives. These processes also include the continuous improvement activities that come from the post-project analysis and lessons learned.
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5.5 Complete the Change Management Effort - Purpose
5.5 Complete the Change Management Effort
The purpose of Complete the Change Management Effort is to document the actions and resources needed to close the change. The close effort is the point at which there is a distinct transition to maintenance or sustaining activities.
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5.5.1 Evaluate the Outcome Against the Objectives
5.5.1 Evaluate the Outcome Against the Objectives
The Change Management effort should include the following actions, as required, to evaluate the outcomes against the objectives:
Compare the outcomes of the change management effort against the change objectives set at the beginning of the change effort.
Compare the outcomes of the change management effort against project or program objectives (if project or program management is in use)
Document the outcome of the appropriate comparisons indicating that change efforts met objectives, failed to meet objectives, or exceeded objectives
Review outcomes with the appropriate leaders/stakeholders
Inputs:
* Change Objectives and Goals
* Measurement and Benefit Realization Plan
* Sustainability Plan
Outputs:
* Change Objectives Analysis Outcomes and Next Steps
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5.5.2 Design and Conduct Lessons Learned Evaluation and Provide Results to Establish Internal Best Practices
5.5.2 Design and Conduct Lessons Learned Evaluation and Provide Results to Establish Internal Best Practices
The purpose of conducting lessons learned is to evaluate the success or adoption outcomes of the Change Management Program, document what went well, record learnings, and share improvements for future change management programs with other change management practitioners or organizations. This step is conducted by the change management lead in concert with the project manager (when possible). The final lessons learned evaluation uses the collective feedback of the team and stakeholders/customers to understand the outcome of the change management program and document improvements. It also provides useful validation of any outstanding change management issues or activities
Inputs:
1. Case for Change
2. Success Criteria and Measures
3. Change Management Plan
Outputs:
1. Lessons Learned Evaluation
2. Remediation Plan
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5.5.3 Gain Approval for Completion, Transfer of Ownership, and Release of Resources
5.5.3 Gain Approval for Completion, Transfer of Ownership, and Release of Resources
Several activities need to be completed during this final step to formally close the change.
1. Gain approval for completion
2. Transfer ownership
3. Release of resources
Inputs:
1. Change Objectives and Goals
2. Measurement and Benefits Realization Plan
3. Lessons Learned Report
4. Future Strategy Plan
5. Agreement on Ownership Transfer
6. Resource Release Approval
Outputs:
1. Final Summary Report
2. Change Initiative Completion
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What are the duties required under ACMP code of ethics?
1. Duty of Honesty
a. Honesty in Communications
B. HonestyinConductandBehavior
2.Duty of Responsibility 68 4.3
3. Duty of Fairness 69 4.4
4. Duty of Respect 70 4.5
5. Duty of Advancing the Discipline & Supporting Practitioners
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5.3.1 Develop a Comprehensive Change Management Plan
The Change Management Plan should include requiredactions and baseline measures as they pertain to a change effort’s scope, expected benefits, role requirements, resources, activity schedule, risk, and measurement.The level of detail of the Change Management Plan should reflect the complexity and risk of the change effort. Key components of the Change Management Plan include:
1. Resource Plan
2. Sponsorship Plan
3. Stakeholder Engagement Plan
4. Communication Plan
5. Impact Assessment and Readiness Plan
6. Learning and Development Plan
7. Measurement and Benefit Realization Plan Sustainability Plan
The Change ManagementPlanwill be shared and reviewedwith keystakeholders and should be continually monitored and updated asneeded.
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5.3.1.1 Resource Plan
The Resource Plan defines the human, physical, and financial resources needed to implement the expected benefits of the change effort. It identifies how to acquire resources and a timeline for resource utilization. The following sections describe the key components of the Resource Plan. Human Resources The Resource Plan defines the type of labor needed to support the change management effort. Defining roles and responsibilities for each type of labor ensures that individuals with certain skills and capabilities are in the right roles and performing the requisite tasks. These individuals range from the executive support/sponsor driving the change effort and individuals responsible for leading the change effort to those providing support and participating on the change management team. To ensure that the correct resources fill key roles in the change effort, skills and capabilities must be defined, along with the number of people required for each role. One person may have multiple roles depending on the scope of change, size of the organization, geography, and other factors. The next step is to perform a gap analysis to determine if the skills required exist in the organization and can be filled by a stakeholder, or if third-party service providers (e.g., consultants) will be required. The final step is to create a staffing plan that assigns roles and individuals to specific change management tasks. Physical Resources The Resource Plan determines the physical resources needed to support the change effort. Internal resources or external vendors can provide physical resources such as systems hardware, software, and other technical infrastructure, as well as facilities, workspace, furniture, or other physical needs for accomplishing the initiative goals. Financial Resources The Resource Plan ensures the costs of all resources supporting the change effort are appropriately budgeted for and approved in the overall project plan. The costs associated with the Resource Plan will adhere to a defined review and approval process. The resources identified in the plan will be budgeted and staffed as part of the overall project plan.
Inputs
1. Change Management Resources, Roles and Responsibilities strategy
2. Communication Strategy
3. Learning and Development Strategy
4. Change Resources Inventory
5. Procurement Guidelines and Policies
Outputs
1. Resource Plan
