Standards 5.3 - Develop the Change Management Plan Flashcards
5.3 Purpose of Develop the Change Management Plan
To document the actions, timelines,
and resources needed to deliver the change. The Change Management Strategy provides the
“why” and the “what,” and the Change Management Plan provides the “how.”
5.3 Develop the Change Management Plan - Overall Complexity
Overall complexity of the change effort
and consider:
-Objectives/goals and intended outcomes of the change effort defined in 5.1 Evaluate Change
Impact and Organizational Readiness
-Steps to address the change and by whom
-How to facilitate the change effort
-How the change management effort will be implemented, transitioned, and sustained
-Dependencies of the change plan activities
-Assumptions, issues, and risks
5.3 Develop the Change Management Plan - Questions to Consider
When developing the Change Management Plan, questions to consider and respond to may include:
-What mechanisms will be used to ensure the workforce has or acquires the required skills
and competencies?
-Will technology components be required to facilitate the transition? If so, how will they
be incorporated?
-How will workforce adjustment logistics be managed?
-What mechanisms will be used to ensure the necessary behaviors and attitudes have been
adopted? How will progress be monitored?
5.3.1 Purpose of Develop a Comprehensive Change Management Plan
Include required actions and baseline measures as they pertain to a change effort’s scope, expected benefits, role requirements, resources, activity
schedule, risk, and measurement
5.3.1 Key Components of Develop a Comprehensive Change Management Plan
Key components of the Change Management Plan include:
-Resource Plan: Defines what resources will be necessary to accomplish the tasks.
-Sponsorship Plan: Identifies the change sponsors and defines a course of action to develop
and strengthen the competencies required to effectively lead/sponsor a change initiative.
-Stakeholder Engagement Plan: Identifies actions to engage groups and individuals affected
by the change and then mitigate their resistance to and enlist their support, adoption, and
ownership of the change.
-Communication Plan: Defines internal and external audiences, information, and feedback
requirements of those leading and affected by the change, and specific communication
activities and events.
-Impact Assessment and Readiness Plan: Identifies the actions, roles, and responsibilities
for detailed impact analysis following the high-level impact analysis undertaken in the
assessment phase described in 5.1 Evaluate Change Impact and Organizational
Readiness. It details howand when impacts will be captured during the design, build,
and implement phase of the project, including impact categorization and mapping and
ownership of impact mitigation and management. The Readiness Plan identifies the
organization/customer readiness criteria and readiness management approach.
-Learning and Development Plan: Identifies needs and knowledge gaps of those affected
by the change and provides a course of action to prepare end users with the skills and
knowledge necessary to navigate the change.
-Measurement and Benefit Realization Plan: Defines processes and actions to monitor and
track progress on the project’s key performance indicators as defined in the project charter
and identifies when mitigation strategies need to be implemented if the change effort falls
short of its goals.
-Sustainability Plan: Provides an approach to maintaining the new processes and achieving
a day- to-day method of doing business once the change has become a way of working and
business as usual.
5.3.1.1 Purpose of 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.
5.3.1.1 Key components of Resource Plan
The following sections describe the key components of the Resource Plan.
Human Resources - defines the type of labor needed to support the change management effort.
Physical Resources - determines the physical resources needed to support the change effort (systems hardware, workspace)
Financial Resources - ensures the costs of all resources supporting the change effort are appropriately budgeted for and approved in the overall project plan
5.3.1.1 Resource Plan - Inputs and Outputs
Inputs
-Change Management Resources, Roles, and ResponsibilitiesStrategy
-Communication Strategy
-Learning and Development Strategy
-Change Resources Inventory
-Procurement Guidelines and Policies
Outputs
-Resource Plan
5.3.1.2 Purpose of Sponsorship Plan
Define how to identify, develop, and strengthen the competencies
required to lead/sponsor a change initiative.
This plan builds awareness, establishes understanding, and defines leader/sponsor core responsibilities in a change management activity
5.3.1.2 Sponsorship Plan - Inputs and Outputs
Inputs
-Sponsorship Strategy
-Sponsorship Alignment Assessment
-Stakeholder Analysis
-Sponsor Assessment
Outputs
-Sponsorship Plan
5.3.1.2 - Sponsorship Plan - Key Components
–Definition of specific responsibilities for leaders/sponsors
–Agreement by leaders/sponsors regarding their responsibilities,including how they will work with others engaged in the change activity
–Learning and development plan for theleaders/sponsors
5.3.1.3 Purpose of 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.
5.3.1.3 Stakeholder Engagement Plan - Inputs and Outputs
Inputs
-Stakeholder Analysis
-Stakeholder Engagement Strategy
-Communication Strategy
-Sponsorship Strategy
-Change Risks
Outputs
-Stakeholder Engagement Plan
5.3.1.4 Purpose of a 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.
5.3.1.4 Communication Plan - Key Components
Target Audience, Outcomes, Sender, Key Messages, Communications Channels, Frequency, Timing, Costs and Resources, Reviewers and Approvers, Monitoring and Feedback
5.3.1.4 Communication Plan - Inputs and Outputs
Inputs
-Communication Strategy
-Current Communication Channels, Tools, and Methods
-Key Messages
-Learning and Development Strategy
-Project Charter and Documentation
-Project Schedule and Plan
-Sponsorship Strategy
-Stakeholder Analysis
-Stakeholder Engagement Strategy
-Transition Strategy
Outputs
Communication Plan
5.3.1.5 Purpose of 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
5.3.1.5 Learning and Development Plan - Key Components
–Learning groups
–Learning curriculum
–Skills inventory and gap analysis for each learning group
–Ongoing learning tools (e.g., job aids, quick tips, Frequently Asked Questions, refresher guides)
–Learning delivery plan
–Learning evaluation and optimization plan
5.3.1.5 Learning and Development Plan - Inputs and Outputs
Inputs
–Learning and Development Strategy
–Stakeholder Analysis
–Learning Needs Assessment
Outputs
Learning and Development Plan
5.3.1.6 Purpose of Measurement and Benefit 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.
5.3.1.6 Measurement and Benefit Realization Plan - Key Components
–A schedule of measurement activities, including type, frequency, how conducted, and
by whom
–A report template for reporting measurement results at defined intervals to defined groups
and individuals who own the metrics and are responsible for taking action to ensure targets
are achieved
5.3.1.6 Measurement and Benefit Realization Plan - Inputs and Outputs
Inputs
–Measurement and Benefit Realization Strategy
–Change Definition
–Change Objectives and Goals
–Vision Statement
Outputs
–Measurement and Benefit Realization Plan
5.3.1.7 Purpose of Sustainability Plan
To define the mechanisms that will be used to anchor and embed the change once it is implemented and is determined to be effective.
5.3.1.7 Sustainability Plan - Key Components
Communication, Metrics Tracking, Performance Management, Rewards and Recognition, Sustaining Ownership, Continuous Improvement
Example:
-What mechanisms should be used for reporting results?
-What criteria should be used to allocate rewards and promotion?
-What mechanisms should be used for training, coaching, and
role modeling?
5.3.1.7 Sustainability Plan - Inputs and Outputs
Inputs
-Status Report/Benefits Gap Analysis
-Resource Plan
Outputs
Sustainability Plan
5.3.2 Integrate Change Management and Project Management Plans
Integrating the Project Management and Change Management Plans can ensure stakeholders in the organization align efforts to facilitate adoption of the change.
Integration may occur along the following dimensions: Roles and Responsibilities, Methodology and Plan, Tools and Resources, Objectives and Outcomes, Risks
5.3.2 Integrate Change Management and Project Management Plans - Inputs and Outputs
Inputs
–Change Management Plan
–Project Charter and Project Documentation
–Project Schedule and Plan
Outputs
–Change Management Plan (updated)
–Project Plan (updated)
5.3.3 Objective of Review and Approve the Change Management 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.
5.3.3 Objective of Review and Approve the Change Management 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.
5.3.3 Objective of Review and Approve the Change Management Plan in Collaboration with
Project Leadership - Inputs and Outputs
Inputs
–Change Management Plan
–Project Plan
Outputs
Change Management Plan (approved)
5.3.4 Develop Feedback Mechanisms to Monitor Performance to Plan
Feedback should be collected frequently and be scheduled for appropriate intervals for
the purpose of data comparisons.
Collected information should be shared with the project
leadership team and incorporated into the planning of future change management activities.
5.3.4 Develop Feedback Mechanisms to Monitor Performance to Plan - Inputs and Outputs
Inputs
–Communication Plan
–Learning and Development Plan
–Measurement and Benefit Realization Plan
–Project Schedule and Plan
–Stakeholder Engagement Plan
Outputs
–Communication Plan (updated)
–Learning and Development Plan (updated)
–Measurement and Benefit Realization Plan (updated)
–Stakeholder Engagement Plan (updated)
