Standards 5.2 - Formulate the Change Management Strategy Flashcards
5.2 Purpose of Formulate the Change Management Strategy
To develop the overarching
approach for how an organization transitions from its current state to its future state.
5.2 What is included the CM Strategy? (1)
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 change management activity needed to achieve successful and sustainable change implementation.
5.2 What is included the CM Strategy? (2)
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.
States the case for change (sometimes referred to as the change case)
5.2 Formulate the CM Strategy - Key Areas
-Strength of the Case for Change
-Sponsorship engagement
-Degree that the success of the change depends on behavior changes
-Degree that the success of the change depends on stakeholders learning a new skill
-Degree that the change affects stakeholders, customers, and vendors
-Amount of impact the change has on the organization’s financial performance/health
-Amount of prior experience the organization has with change
-Organizational alignment
-Capacity for change
5.2.1 Purpose of Develop the Communication Strategy
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
5.2.1 Communication Strategy includes
-The defined business rationale or Case for Change
-Stakeholders and sponsors
-Identified audiences, audience segmentation, and audience needs
-Targeted stakeholder messaging
-Identified communication channels and messaging frequency
-Identified feedback channels and loops
-Communication governance and review process
5.2.1 Develop the Communication Strategy - Communicate the Business Rationale
Provide the information detail necessary to enable change sponsors and the target audience to understand the key messages, channels, and frequency that the messages will be delivered during the change execution.
5.2.1 Develop the Communication Strategy - Guiding Principles for Communication Messages
Provide guiding principles for communication messages. A
message is a simple and clear idea and should summarize the essence of the change
5.2.1 Develop the Communication Strategy - Identify Communication Channels and Information Flow
The stakeholder group and sponsors should depict where and how information is shared within
their respective organizations by mapping how communications will work throughout the
organization.
5.2.1 Develop the Communication Strategy - Communication Governance and Review Process
Should include the roles,
responsibilities, accountabilities, resources, and timelines for communication content review
and sign-off prior to publication
5.2.1 Develop the Communication Strategy - Inputs and Outputs
Inputs
–Change Definition
–Change Impact Assessment
–Current Communication Channels,Tools, and Methods
–Organizational Change Readiness Assessment
–Project Charter and Project Documentation
–Stakeholder Analysis
–Vision Statement
Outputs
–Communication Strategy
5.2.2 Purpose of Develop the Sponsorship Strategy
to create a high-level approach for
preparing and leveraging the sponsors to promote, gain support for, and drive adoption of a change.
Should be assigned to
the Change Management Lead and include input from others who have knowledge of and
experience with the sponsors
5.2.2 Develop the Sponsorship Strategy - Why Sponsors are Important
Stakeholders want to learn about the change and the reasons for the change from the sponsors
1) The importance stakeholders place on a change effort may be determined by the importance
that sponsors demonstrate
2) Sponsors build support for the change at all levels of the organization
3) Sponsors can support identifying and mitigating risks associated with resistance to the change
3) Sponsors provide the resources and budget, set expectations, and hold organizations and
individuals accountable during the change
4) Sponsors break down barriers and remove obstacles that restrict change implementation
5) Sponsors provide consistent high-level messaging during the change program
5.2.2 Develop the Sponsorship Strategy - Develop a High-Level Approach for Gaining Sponsorship Commitment
This high- level approach includes the activities to build a coalition of sponsorship that will drive and support the Sponsorship Strategy
5.2.2 Develop the Sponsorship Strategy - Inputs and Outputs
Inputs
-Change Risks
-Organizational Change Readiness Assessment
-Sponsorship Alignment Assessment
-Stakeholder Analysis
Outputs
-Sponsorship Strategy
5.2.3 Purpose of Develop the Stakeholder Engagement Strategy
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
5.2.3 Develop the Stakeholder Engagement Strategy - Inputs and Outputs
Inputs
-Current State Analysis
-Change Impact Assessment
-Current Communication Channels,Tools, and Methods
-Communication Strategy
-Sponsorship Strategy
-Stakeholder Analysis
Outputs
-Stakeholder Engagement Strategy
5.2.4 Purpose of Develop the Change Impact and Readiness Strategy
To define the approach,
scope, roles, and responsibilities in undertaking detailed impact analysis and readiness planning for implementing the change
5.2.4 Develop the Change Impact and Readiness Strategy
The Readiness Strategy focuses on what actions and activities need to be completed in advance of the change being implemented
5.2.4 Develop the Change Impact and Readiness Strategy - Inputs and Outputs
Inputs
-Stakeholder Engagement Strategy
-Change Impact Assessment
Outputs
-Change Impact and Readiness Strategy
5.2.5 Purpose of Develop the Learning and Development Strategy
To define the knowledge, skills, and competencies required for stakeholders to adopt the change, which informs creation and delivery of learning and development programs and training courses.
5.2.5 Develop the Learning and Development Strategy - Demonstrating the Need
The strategy ensures that impacted stakeholders are equipped with the necessary knowledge, skills, and abilities to achieve the future state.
5.2.5 Develop the Learning and Development Strategy - Defining a High-Level Approach
Key considerations in defining the learning and development approach may include:
-License costs for training tools
-Commissioning training environments to deliver training of new technical or digital
solutions
-Data used in training material and any data privacy requirements
-An approach to piloting the training in advance of deployment to ensure it is fit for purpose
-Governance for sign-off of training content, particularly if there is a legal or
regulatory requirement
-An approach to transitioning training from the change program to “business as usual”
training, including knowledge transfer and management
5.2.5 Develop the Learning and Development Strategy - Determine Evaluation Techniques
Measuring the success of a learning and
development program demonstrates whether the participants learned the skills needed. T
5.2.5 Develop the Learning and Development Strategy - Inputs and Outputs
Inputs
Learning Needs Assessment
Stakeholder Analysis
Outputs
Learning and Development Strategy
5.2.6 Purpose of Develop the Measurement and Benefit Realization Strategy
To define success criteria and measures to monitor whether the change is achieving its expected benefits and to adapt the change effect as needed.
5.2.6 Develop the Measurement and Benefit Realization Strategy - Develop the Measurement Strategy
Change objectives and goals should be used to
determine what is required to achieve the future state. These targets should be specific and
quantifiable for the organization to understand what is expected.
5.2.6 Develop the Measurement and Benefit Realization Strategy - Benefit Realization Strategy
Components of the Benefit Realization Strategy are:
-Assigning owners for each measure and target
-Determining when and how the measurement data will be collected, the reporting frequency,
and how information will be shared
-Creating an approach to address slippage or slow attainment of measure
-Aligning with reward strategies
-Establishing timelines for addressing issues related to achieving the targets
-Communicating performance targets to the organization
5.2.6 Develop the Measurement and Benefit Realization Strategy - Inputs and Outputs
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
5.2.7 Purpose of Develop the Sustainability Strategy
To describe how the change will become
part of the organization’s normal functioning
Details the approach to embedding the change in the organization once the program has delivered the change
Defines the scope, scale, roles, responsibilities, resource requirements, accountability, and governance structure for the sustainment program
5.2.7 Develop the Sustainability Strategy - Should Cover
The Sustainability Strategy should cover:
-Communication (ongoing socialization of the -change)
-Metrics tracking
-Performance management
-Rewards and recognition (linking rewards and recognition to behaviors required by
the change)
-Sustained ownership (ensuring experience and knowledge transfer
-Knowledge transfer (consistent and effective process for assessing stakeholder and
organizational competencies and the systems, structures, and mechanisms needed to ensure
stakeholders develop the skills and motivation to perform as expected in the changed
environment)
-Continuous process improvement
5.2.7 Develop the Sustainability Strategy - Inputs and Outputs
Inputs
-Business Case
-Change Objectives and Goals
-Change Risk Assessment
-Project Charter and Documentation
-Strategic Plan
-Success Criteria and Measures
Outputs
-Sustainability Strategy
