Understand drivers for change and the value in establishing a change program working across your project teams.

1. 5 Steps to Establishing a
Change Program
Contents
1. Identify the drivers for change
2. Establish a well balanced team
3. Know who your stakeholders are, their
influence and interest in the outcomes
4. Establish benefit profiles, business owners
and measures for success
5. Engage through multiple channels
Summary
TPTribe.com
Techniques

2. 5 Reasons to Consider TPTribe for your Organizational
Change Application
TPTribe – Transforming Projects™
Step 1 – Identify the
drivers for change
Change is required to attain or
sustain competitive advantage
in the business world or to
comply with laws and policy.
Every business or Government
agency needs to set visions,
develop strategies and
establish goals that can drive
their success.
Often drivers for change can
be:
 Economic
 Vision Led
 Emergent (organizational
grown)
 Compliance
 Specifications led
(construction)
 Business transformation
 Political and social
change
Executive planning underpins
the direction and progress
organizations make. Annual
planning is often undertaken
and can be managed using
various forms of engagement,
often value added through
external consultancies that
enable blue-sky thinking and
enabling open and free
conversations and
engagement.
Successful planning provide line
of sight development of vision,
strategies and goals that are
voiced and considered by
participating stakeholders.
Challenging the perception of
how to implement these
strategies and goals often leads
to cleaning up areas of risk and
establishing a solid portfolio of
projects that have a greater
chance of success.
Step 2 – Establish a
well balanced team
Change requires top level
support and accountability for
change requires senior
executives to buy in,
communicate and drive its
success. The change team
often solicit the support of
executives in staffing the
initiative across business units
and as such those team
members will be committed to
spending a large part of their
workday on any given change
activity. Underpinning this team
will be a charter, milestones
and specific outcomes to be
expected and measured
against targets.
An effective change team
requires a mix of skills from
business change management,
operational knowledge and
experience as well as the
influence and authority of
appropriate senior managers.
Change needs to be led by
professional practitioners who
look to the intent of change
and drive benefit realization as
the key reportable measure of
success. Benefits help the
change team drive
communication, engage the
right business areas at the right
time with the right message.
Measuring outcomes provides
the key to celebrating wins and
overall success. Most
importantly it is used to
measure return of investment.
Step 3 – Know who
your stakeholders are,
their influence and
interest in the
outcome
Stakeholders are identified as
any individual or group that has
an interest in the change being
implemented. This is as broad
as the organizations staff,
through to customers and
suppliers and depends on the
driver of change.
Leading change starts with a
Vision statement that needs to
compel the hearts and minds of
all stakeholders. Leading this is
the key role of change teams.
Stakeholders are people with
feelings, perceptions, desires
and influence. In any change
program there will be those
who:
 Support or oppose it
 End up gaining or loosing
when benefits are realized
 See only a threat, perhaps
convinced that they will
loose despite all evidence
to the contrary,
 Are inherently indifferent
to the change. They may
become helpful or
unhelpful, depending on
how they themselves are
managed and influenced
 May become either
supports or blockers to the
realization of these
benefits depending on
how and to what level
they are engaged.
There are varied stakeholder
management models that offer
engagement processes in the

3. 5 Reasons to Consider TPTribe for your Organizational
Change Application
TPTribe – Transforming Projects™
market. Each with solid
approach and principles. For
example establishing category
classification for stakeholders to
enable more focused
communication. During the life
of a change program,
stakeholders will change. Their
role of engagement may shift.
Establishing a stakeholder map
is a key process based on
stakeholder categories and
interest areas. When mapping
interest to influence the
change team have the ability
to prioritize engagement, focus
resources to contribute the
most towards successful
outcomes, ensures
communication channels are
well exploited and align
message content, media,
frequency of engagement and
level to of detail to meet the
relevant needs of stakeholders.
Step 4 – Establish
benefit profiles,
business owners and
measures for success
Benefits are a measureable
improvement resulting from
change. Successful change
programs ensure that benefits
are identified and defined
clearly at the outset and more
importantly have a direct line of
sight link to the organizations
strategic plans.
Once defined the change
team, and program board, can
use the expected benefits as a
roadmap for the change,
providing focus and powerful
communication.
There will always be many
drivers for change which each
vary in nature and urgency. The
need for change must be set
against the needs of the
current environment. The
organizations strategies provide
the context and balance for
planning, running and
completing change programs.
A key tool used by successful
change teams is in establishing
a benefits management
strategy and plan. Benefit
strategies are often based on
the following principles:
 Benefits will be quantified
and measured
 Benefits should link (line of
sight) to vision, strategies
and goals
 All benefits should be
mapped and tracked
 Each benefit must be
owned by a stakeholder
within the business
Measuring the value of benefits
is critical in effective change
management. Various models
exist in the marketplace and
most are underpinned by terms
such as ‘cashable’ and ‘non-
cashable’ or tangible and
intangible, soft values or hard.
The reality is that if you cannot
define a value then you cannot
measure the outcome.
The realization plan is a
complete view of all benefits,
their dependencies and the
expected realization
timescales. The larger the
change program the more
important it is do have a
financial model attached to
the plan that explores scenarios
of success that scale
depending on direction and
change the programs take.
(eg. Monte Carlo model)
Step 5 – Engage
through multiple
channels
Communication isn’t just about
pushing messages but making
sure your teams approach is
multi-layered. Change
programs that only focus on
‘managing’ stakeholders often
lapse into relying on planned
communications that are little
more than a task list with a bias
toward outbound information.
Successful change teams
develop a stakeholder
engagement strategy that
enables them to address the
“How will our program
effectively engage with our
stakeholders”. Within this the
team can specify:
 Key Messages
 What role each team
member will take on and
own
 How stakeholders have
been identified,
categorized and grouped
 Who is responsible for
particular stakeholders or
groups
 How the interfaces
between this program and
other projects can be
managed
 How feedback and
dialogue will be managed
 What channels of
communication need to
be established and used
In support of this document
would then be the

4. 5 Reasons to Consider TPTribe for your Organizational
Change Application
TPTribe – Transforming Projects™
development and release of
the Communication plan. This
describes what will be
communicated, how it will be
communicated, by when and
by who. This expands the roles
of communication outside the
change team and into the
business where champions and
executives play a key role in
influencing the success.
When sharing this document,
the change team aim to
provide clarity around:
 They key objectives of
each communication
planned
 Clearly defined key
messages that need to roll
of the tongue of all
champions, executives
and team members
 Who the target audiences
are for key messages
described
 Any identified objections
expected from the
audiences and informed
replies
 The communication
schedule itself
 What materials will be
available?
 Feedback – promotion
techniques and who is
responsible
It goes without saying that the
more channels you implement
the more chance you can be
flexible with your stakeholders in
what gets communicated. The
golden rule for stakeholders is to
first seek to understand, then to
be understood. Effective
change teams want to
measure the success of their
engagement efforts and often
this needs to be conducted in
person or through surveys.
Summary
Recently, organizations have
begun to realize that change
isn’t simply about pushing out
some key messages and
running some workshops. It’s
more important than this.
Projects continue to fail with
statistics in the early 80’s
reporting that over 70% of
projects fail through to current
times where that statistic hasn’t
changed that much.
All the research points to
successful change occurs from
the start of a program setting
Change strategies and
establishing Change teams
from the planning through
implementation and post
project completion. Change
programs are full life programs.
An organization has to be
ready to embrace change as a
strategic intent and culture.
Executive understanding and
commitment to benefits will
always drive success as without
this measure at both the
tangible and intangible level,
change will be unclear,
unfocused and often
unachievable.
Stakeholders, no matter who
they are, or what role they play,
underpin advocacy. Setting a
change vision that means
something to them in a
language they understand,
goes a long way to setting the
tone of why its important for
them. A simple rule – ‘what’s in
it for me’, if answered equals
success.
If an organization realizes
change as part of their core
culture and strategy, then
establishing a qualified and
professional change team is a
natural progression. Business
Management professionals,
qualified by industry in change
and benefits realization can
establish a solid framework for
change initiatives across an
organization. Underpinning this
is the executive support in
providing business resources to
these teams to ensure their
departments’ voice is heard
and engagement equals their
units’ purpose and value.
Reporting on change needs to
also take a shift, whereas often
‘added’ as an element or task
to projects, instead they should
be the key report on benefits
realization being achieved
both pre and post project
deliveries. Change teams often
lead across a portfolio of
projects because benefits can
be cross-purpose and reported
through business owners. It is
the umbrella of success, not a
back office or subset of
projects.
How does TPTribe add
value to your change
programs?
One of the key challenges for
any change team is the
collection of activities that are
not just task based for change
agents. Communication, Plans,
Reports, Schedules, Outcomes,
Presentations, Emails all play a
role in the life of a team
member.

5. 5 Reasons to Consider TPTribe for your Organizational
Change Application
TPTribe – Transforming Projects™
TPTribe provides a single
interface that allows teams to
capture everything through
one secure cloud interface.
Accessible anytime, on any
device.
Once you have identified your
drivers for change, TPTribe has a
module called Vision,
Strategies, and Goals that
enable you to enter all of these
into the database and then tag
to programs as part of the line
of sight linkage. Not only that,
any supporting documents you
have, such as 5 year plan or
annual reports, can be
uploaded to the library and
accessible for all programs.
Whether you have a team of 1,
or a team of 10, TPTribe
provides an administration
capability that establishes a
well balanced team, allocates
access to programs and
enables your ability to track
what activities are in motion,
workload balance and
impacts.
Stakeholder identification and
influence and interest levels is a
critical step for the team when
starting up a program. TPTribe
provides the ability to upload
stakeholders via .csv file to
populate your organization
database. Once in place you
can tag stakeholders to one or
many programs and in each
instance set their influence and
interest levels. This is because
stakeholder may have a
specific interest in one program
but be different in another. The
value add that TPTribe provides
is that when you then go to
setting up engagement
activities these groupings are
automatic and provide the
change agent with ideas
through the engagement type
for what they could consider as
part of their strategies to
engage.
Benefit Management plans,
profiles and reporting are key
component of TPTribe. It’s the
heart of the system and should
be at the heart of your change
program. The Benefit module
provides change agents the
ability to capture critical
validation in a consistent
method from description, what
verifiable observations will be
captured, what area of the
business its attributed to and
the measurement to be
undertaken. All then
automatically produced in a
plan and reports.
Engaging through multiple
channels is easy through TPTribe
with the engagement module
providing layered solutions to
who you engage, channel
types and the ability to pre-
plan, load and then send later
communication messages
directly to any email gateway.
Whether you are pushing
communication internally,
through to customers or
suppliers, everything that is
done is tracked and reportable
through TPTribe.
TPTribe is available via
tptribe.com and offers tiered
subscription options.
Single subscription is free
Team subscription is for 1 to 5
users at $75/month, billed
annually at $900.
Organization subscription is for 1
to 10 users at $185/month,
billed annually at $2,200.
Any Not For Profit organizations
receive an Organization license
for Free. (*conditions apply)
Custom accounts or OEM
license arrangements are
available for teams greater
than 10 users.
TPTribe Features include:
 Portfolio Dashboard
 Program Module
 Stakeholder Module
 Engagement Module
 Benefits Module
 Milestone tracking (July
2015)
 Risk tracking (July 2015)
 Vision, Strategies, Goals
module
 Library database (version
controlled)
 Reports and Plans module
 Data Management
Module (July 2015)
Learn more about TPTribe’s
application at tptribe.com
or
check out our video at
OurChangeChannel Youtube:
https://www.youtube.com/user
/OurChangeChannel