Standards 5.4 - Execute the Change Management Plan Flashcards
5.4 Purpose of Execute the Change Management Plan
To address the implementation
processes for performing the change activities by monitoring, measuring, and controlling
delivery against baseline plans.
Executing the Change Management Plan involves alignment of strategic objectives, risk
identification, and mitigation and modification of the plan as needed.
5.4.1 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.
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 Plan.
5.4.1.1 Execute Resource Plan - Inputs and Outputs
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
5.4.1.2 Execute Communication Plan
The success of a Change Management Program requires effective implementation of the
Communication Plan.
–Execute the Established Comm Plan
–Delivery of Messaging
–Feedback
5.4.1.2 Execute Communication Plan - Inputs and Outputs
Inputs
–Project Plan
–Communication Plan
–Stakeholder Engagement Plan
Outputs
Communication Delivery
5.4.1.3 Execute Sponsorship Plan
–Prepare Sponsors
–Sustain Sponsor Engagement
5.4.1.3 Execute Sponsorship Plan - Inputs and Outputs
Inputs
–Sponsorship Plan
–Communication Plan
–Stakeholder Engagement Plan
Outputs
–Sponsor Activities
–Sponsor Competency Building Activities
5.4.1.4 Executive Stakeholder Engagement Plan
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.
5.4.1.4 Executive Stakeholder Engagement Plan - Resistance Management
Addressing and managing resistance to ensure successful transition to the future state should engage a number of leaders within the organization
5.4.1.4 Executive Stakeholder Engagement Plan - Inputs and Outputs
Inputs
–Stakeholder Engagement Plan
–Sponsorship Plan
–Communication Plan
Outputs
–Stakeholder Engagement Activities
–Sponsor Engagement Activities
–Resistance Management Activities
5.4.1.5 Execute Learning and Development Plan
–Define Learning Objectives
–Execute Learning and Development Plan
–Evaluate Learning Activities
5.4.1.5 Execute Learning and Development Plan - Tangible and Intangible Indicators
Tangible Indicators
Skills and knowledge
Job performance
Productivity
Response time
Sales volume and service levels
Requests for help
Intangible Indicators
Effective communication
Quality of decision making
Conducive teamwork
Job satisfaction
Stress rate
5.4.1.5 Execute Learning and Development Plan - Inputs and Outputs
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
5.4.1.6 Execute Measurement and Benefit Realization
–Tracking and Measuring Benefits
–Progress Monitoring
–Communications with Stakeholders
–Stakeholder Feedback
–Benefits Realization
5.4.1.6 Execute Measurement and Benefit Realization - Inputs and Outputs
Inputs
Change Management Plan
Measurement and Benefit Realization Plan
Outputs
–Measurement and Benefit Realization Reports
–Benefits Realization Activities
5.4.1.7 Execute Sustainability Plan
Should trigger activities and mechanisms required to cultivate a culture 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.
5.4.1.7 Execute Sustainability Plan - Key Components
–Communication: Mechanisms for persuasive communication and ongoing socialization
of the change, rites of parting (saying goodbye to the old ways of doing things), and rites of
enhancement (acknowledgment of quick wins and continued adoption)
–Metrics Tracking: Consistent and effective process for sustaining measurement and results reporting to track progress and ensure results
–Performance Management: Consistent process for observing and objectively measuring sustained behaviors and attitudes, including the performance appraisal process; promoting, demoting, and transferring; and learning and development
–Rewards and Recognition: Program of intrinsic and extrinsic incentives to sustain achieved behaviors and attitudes
–Sustaining Ownership: Consistent process for ensuring sustained ownership of the change through the ongoing transfer of experience and knowledge
–Continuous Improvement: Mechanisms for responding to changing requirements and
implementing improvements based on feedback, observations, and metrics
5.4.1.7 Execute Sustainability Plan - Inputs and Outputs
Inputs
–Sustainability Plan
–Measurement Baselines
Outputs
–Communication Events
–Benefits Reviews
–Business Performance Reports
–Evaluations andReviews
5.4.2 Modify the Change Management Plan as Required
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.
5.4.2 Modify the Change Management Plan as Required - Inputs and Outputs
Inputs
–Change Management Plan
–Project Schedule and Plan
Outputs
Change Management Plan (updated)
