Standard Change
    Management Plan
    Training and Communications Strategy
    This document will outline the process by...
Standard Change Management Strategy                                                       2




PURPOSE......................
Standard Change Management Strategy                                        3




                          Revision and Ap...
Standard Change Management Strategy                                        4




Purpose
Critical to the success of any pr...
Standard Change Management Strategy                                   5




Degree of Involvement & Ownership Required
   ...
Standard Change Management Strategy                                        6



      Level of                   Sample   ...
Standard Change Management Strategy                                        7




OCM Tactical Guidelines
At a tactical lev...
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Change Management Strategy

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Check out this Standard Change Management Strategy document and get some ideas on how to write your own change management strategy.

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Change Management Strategy

  1. 1. Standard Change Management Plan Training and Communications Strategy This document will outline the process by which the training strategy and plan and the communications plan will be developed and provide an analysis of shared inputs. Get more great templates at http://www.kudospower.com Lori Enos Kudos Power @
  2. 2. Standard Change Management Strategy 2 PURPOSE............................................................................................................................................................... 4 INPUTS ................................................................................................................................................................... 4 OUTPUTS .............................................................................................................................................................. 4 TRAINING ................................................................................................................................................................ 4 COMMUNICATIONS ................................................................................................................................................. 4 CHANGE PROCESS .......................................................................................................................................... 4 OCM OBJECTIVES............................................................................................................................................ 6 OCM STANDARDS ............................................................................................................................................ 6 OCM TACTICAL GUIDELINES .................................................................................................................... 7 Courtesy of KUDOS Power Visit us at http://www.kudospower.com to obtain an editable version of this document
  3. 3. Standard Change Management Strategy 3 Revision and Approval Logs Revision Log Version Date Author Change Description 1.0 09/02/09 L. Enos Document created for KUDOS Power Once this document has been approved, all changes other than minor wordsmithing must be approved by the original approvers. Approval Log Approved Date Version Approved Approver Role Approver Courtesy of KUDOS Power Visit us at http://www.kudospower.com to obtain an editable version of this document
  4. 4. Standard Change Management Strategy 4 Purpose Critical to the success of any project is the willingness of the affected individuals to change their attitudes, their mindsets, and their work habits. It is the job of the Project Team to facilitate. The purpose of this document is to lay out the organizational change management (OCM) strategy to be deployed during the project. This strategy will incorporate both communications and training. For the purposes of this document, these are defined as: • Communication—The imparting of messages or information without specific and measurable educational goals. • Training—The imparting of information with specific and measurable educational goals. This document will outline the process by which the training strategy and plan and the communications plan will be developed and provide an analysis of shared inputs. Inputs In order to make organizational change management as painless as possible for the team, it necessary for the project management team to consider the following when developing the change management strategy: • Change Process • OCM Objectives • OCM standards • Stakeholders who will be impacted by the project. • Key messages to be delivered. • Available communication channels All of these factors are unique to each project and failure to consider any of them will result in less than optimal project communications. Outputs After considering all of the inputs noted above, the project team will decide which of the following will be created for the project: Training • Training strategy outlining what training documents will be created. • Learning maps will be created for each impacted job role. These will be vetted by both business and IT team members to ensure accuracy and completeness. • Training plan providing a matrix of who is being trained to what functionality. Communications • A communications plan will be generated showing the communication channels, frequency of communication, and participants. Change Process As more information is communicated to users, they will go through several stages of involvement as indicated by the graphic below: Courtesy of KUDOS Power Visit us at http://www.kudospower.com to obtain an editable version of this document
  5. 5. Standard Change Management Strategy 5 Degree of Involvement & Ownership Required Action Build stake holder involve me nt and ownership Build stake holder involve me nt and owners hip Participates in facilitating change by generating awareness, understanding, buy-in, by generating awareness, understanding, buy-in, Attends training commit ment, and act ion. commit ment, and act ion. Changes behaviour or procedures to support process changes Communications activities typically address earlier stages of Commitment building “Awareness,” Articulates the change as norms Articulates his/her personal ownership “Understanding” and “Buy-in.” of the change Buy-in Works tow ard change Invests time in change Articulates commitment to Training and performance Understanding goals of change support continue to Awareness Accepts nature and intent deepen “Commitment” of change Encounters change and lead to “Action.” Realizes change is imminent Elapsed Schedule In order the drive the organization through this change process, different communication events will be strategically executed at various times. Each level of commitment will be indicated by certain behaviors exhibited by key stakeholders. Level of Sample Key behaviors Commitment Communication Events Awareness • Kick off meetings • Acknowledges that process and technology • Newsletters changes associated with the project will have an unprecedented impact on current operations • Realizes that the change is imminent • Articulates what the project is at a high level Understanding • Mgmt Briefing • States the benefits of the program Sessions • Asks questions to clarify concepts • Department • Has accurate expectations about what the meetings program and its components will deliver • Informal Communications Buy-In • Specific training • Understand the benefits the project will have • Coaching for the company. • Q&A sessions • Demonstrates positive support and • One-on-One endorsement Discussions • Willing to test out new processes and provide feedback • Articulates commitment to the goals of the changes Courtesy of KUDOS Power Visit us at http://www.kudospower.com to obtain an editable version of this document
  6. 6. Standard Change Management Strategy 6 Level of Sample Key behaviors Commitment Communication Events Commitment • Performance • Incorporates the new processes/technology support as the normal way of doing business • Publicize “Success • Articulates personal ownership of the Stories” change • Demonstrates involvement • Identifies the negative impacts if process improvement initiatives are not implemented • Independently and proactively communicates the benefits of the program Action • Training sessions • Trains others on the system/processes led by early • Works to encourage others to use the adapters system OCM Objectives Every project impacts the business differently and part of the change management process is to identify via stakeholder analysis who will be impacted by the change and how they will be impacted. It is critical that formal communications and training plans are in place to support the implementation. The key objectives of our change management strategy must be to inform, involve, and prepare all audience groups that will be directly or indirectly impacted by the project. To achieve these objectives the project team will: • Gain business ownership and support for the project by developing awareness and understanding of the project by all parties involved either directly or indirectly. • Inform target audiences of the scope, recommendations, implementation activities, timing, and implications of the project and its components and how they will help us to achieve our overall business goals and objectives. • Prepare the target audiences for project and the corresponding business process changes that will directly impact them. This is accomplished both by distributing relevant information and providing both business process and technical training to the appropriate users. • Distribute accurate information to eliminate inconsistent messages and errors. This will assure that realistic expectations regarding impact and benefits of the project are developed. OCM Standards All training and communications materials for the project will be: • Tailored to the appropriate audience group(s) • Clear, simple and concise to eliminate problems in translations • Utilize charts and other graphics to the extent practicable. • Developed and presented using the formats, fonts , color schemes and logos defined by the project standards • Delivered by local audiences and by local leadership where possible • Written or delivered using informal wording and techniques that reflect the cultural values of the Komatsu. • Provide a feedback mechanism to ensure the communications or training materials have achieved their desired impact. Courtesy of KUDOS Power Visit us at http://www.kudospower.com to obtain an editable version of this document
  7. 7. Standard Change Management Strategy 7 OCM Tactical Guidelines At a tactical level, the change management efforts will strive to: • Promote the project throughout the stakeholder community • Generate excitement and support for the forthcoming changes • Monitor employees’ reactions and morale through sustained personal contact • Minimize the ‘rumor mill’ • Build and maintain confidence of affected personnel • Provide consistent messages in appearance and style • Generate and demonstrate leadership support Courtesy of KUDOS Power Visit us at http://www.kudospower.com to obtain an editable version of this document

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