Process Group 2: Formulate the Change Management Strategy Flashcards
How many steps are in 5.2 Formulate the Change Management Strategy?
7 Steps.
They are:
- Develop the comms 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
What is the purpose of 5.2 Formulate the Change Management Strategy?
The purpose is to develop the overarching approach for how an org transitions from its current state to its future state. The CM strategy is typically designed to realize a set of goals to achieve specific org outcomes.
The CM strategy details the scale, scope, and complexity of the change program and defines the requirements and implementation options, challenges, constraints, opportunities, success criteria, measurements, RACI, and governance for each CM activity needed to achieve a successful and sustainable change implementation.
It clarifies what needs to be done, why it needs to be done, who will do it, when it will be done, and the expected outcome. It may also include resource and other cost requirements for the change program, such as tools or technology solutions used by the change team, marketing/communication materials, or events.
What is 5.2.1 Develop the comm strategy?
This process creates a strategy that, when executed, ensures that the org and its customers are aware of and understand the org rationale for the change. It ensures that stakeholders are aligned regarding the program’s expected value and benefits to the org, initiation, progress, challenges, achievements, completion, and realized benefits.
Inputs:
- Change definition
- Change impact assessment
- Current comms channels, tools, and methods
- Org change readiness assessment
- Project charter and project documentation
- Stakeholder analysis
- Vision statement
Output:
- Comms strategy
What is 5.2.2 Develop the sponsorship strategy?
This process creates 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 CM lead and include input from others who have knowledge of and experience with the sponsors.
Inputs:
- Change risks
- Org change readiness assessment
- Sponsorship alignment assessment
- Stakeholder analysis
Outputs:
- Sponsorship strategy
What is 5.2.3 Stakeholder engagement strategy?
This process identifies 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 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 activities needed to achieve the required engagement.
Inputs:
- Current state analysis
- Change impact assessment
- Current comms channels, tools and methods
- Comms strategy
- Sponsorship strategy
- Stakeholder streategy
Outputs:
- Stakeholder engagement strategy
What is 5.2.4 Develop the change impact readiness strategy
This process defines 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, org 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:
- Stakeholder engagement strategy
- Change impact assessment
Outputs:
- Change impact and readiness strategy
What is 5.2.5 Develop the learning and development strategy?
This process defines 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 in need of training to close the competency gap, the content to be delivered, the method of delivery, and the methods to determine the effectiveness of the training.
Inputs:
- Learning needs assessment
- Stakeholder analysis
Outputs:
- Learning development strategy
What is 5.2.6 Develop the measurement and benefit realization strategy?
This process defines success criteria and measures to monitor whether the change is achieving its expected benefits and to adapt the change 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 org benefits defined in the project charter are realized.
Inputs:
- Strategic plan
- Case for change
- Change objectives and goals
- Project charter
- Success criteria
Outputs:
- Measurement and benefit realization strategy
- Revised performance and rewards targets
What is 5.2.7 Develop the sustainability strategy?
This process describes 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 CM activity, such as comms and engagement, metrics tracking, performance management, reward and recognition, learning and development, sustaining ownership, and continuous improvement.
Inputs:
- Business case
- Change objectives/goals
- Change risk assessment
- Project charter and documentation
- Strategic plan
- Success criteria and measures
Outputs:
- Sustainability strategy
