Change Management for Technology Projects 4


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Change Management for Technology Projects 4

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Change Management for Technology Projects 4

  1. 1. Ownership
  2. 2. <ul><li>Custodian of the business interest. </li></ul><ul><li>Driven by business benefits. </li></ul><ul><li>Communicate commitment, passion and strategic alignment </li></ul><ul><li>Provide clarity of business benefit </li></ul><ul><li>Alignment between project team and sponsor is critical. </li></ul><ul><li>Test and ensure robustness of plans and due diligence on behalf of the business </li></ul><ul><li>Final approval for resource allocation </li></ul><ul><li>Integrate outputs with EXCO team and Board </li></ul><ul><li>Visible and prepared to represent the programme with senior management and other stakeholders </li></ul>Guidelines
  3. 3. Process <ul><li>Project Charter and Baseline Plan presentation and approval – Executive Alignment </li></ul><ul><li>2. Support communication </li></ul><ul><li>3. Support roll out and skills transfer </li></ul><ul><li>Provide guidance </li></ul><ul><li>Review end of phase reports </li></ul><ul><li>Approve stage progression requests </li></ul><ul><li>Approve deviations from base line </li></ul>8. Communicate project close out 9. Review and approve final close out reports
  4. 4. Tools Tool What When Project Kick Off Kick Off Meeting to finalize process and gain clarity about high level roles At commencement of project Steering Committee Charter and Baseline Approval Workshop – Executive alignment <ul><li>Full consideration of the project charter and baseline for the project, guidance and approval (following correction if required) </li></ul><ul><li>Agreement on organizational arrangements </li></ul><ul><li>Agreement on reporting requirements </li></ul><ul><li>Role clarification in respect of sponsorship </li></ul>At commencement of project EXCO report back /briefing sessions <ul><li>Meetings and work sessions to consider and approve: </li></ul><ul><li>Stage reports </li></ul><ul><li>Commencement of stages </li></ul><ul><li>Exception reports </li></ul>Throughout the project Informal design walk troughs Sessions designed to update the sponsor and steering committee with progress and provide a ‘touch” and feel for the outputs and potential benefit realization Throughout the project Conference room pilots A walk through of the system in a replicated user environment Prior to Go Live and Go live Support Sponsor Roadmap The sponsor roadmap shows the key activities and responsibilities of your sponsor and key stakeholders. It is organized by phase of the project Applied in all phases of the project
  5. 5. Ownership
  6. 6. <ul><li>Ensure effective representation of the users in decision making and design – establish a syndication team </li></ul><ul><li>Have a clear charter for team </li></ul><ul><li>Determine resistance management strategy based on Change Readiness Analysis </li></ul><ul><li>Create empowerment climate, thus: </li></ul><ul><ul><li>Provide relevant information </li></ul></ul><ul><ul><li>Ensure understanding of content and relevance </li></ul></ul><ul><ul><li>Build skills to participate effectively </li></ul></ul><ul><ul><li>Enable users to influence decision making </li></ul></ul><ul><li>Be clear about impact of change on the business and communicate effectively </li></ul><ul><li>Follow a participative design approach </li></ul><ul><li>Ensure high impact encounters and always show; </li></ul><ul><ul><li>Strategic alignment </li></ul></ul><ul><ul><li>Roadmap and progress </li></ul></ul><ul><li>Develop skills to deal effectively with change </li></ul>Guidelines
  7. 7. Process <ul><li>Stakeholder analysis </li></ul><ul><li>Change readiness assessment </li></ul><ul><li>Change profile development </li></ul><ul><li>Develop resistance strategy according to resistance management matrix </li></ul><ul><li>Train change champions and affected users to deal effectively with change </li></ul>6. Celebrate and communicate victories
  8. 8. Tools Tool What When Stakeholder Analysis An analysis aimed at identifying key role players in the project, the level of interest they have (their “stake”) as well as their ability to influence to outcome of the project At commencement of the project Stakeholder Engagement Strategy The strategy based on the stakeholder analysis of how to involve and communicate to key stakeholders in the project At commencement, with periodic adjustment as required Change Readiness Analysis <ul><li>An assessment of the following: </li></ul><ul><ul><li>Organization level readiness </li></ul></ul><ul><ul><li>Individual desire to change </li></ul></ul>At commencement, with periodic adjustment as required Organizational Change Profile A formal report of the scope and magnitude of the organizational change effort At commencement of the project Resistance to Change Classification matrix A practical tool to strategize for managing resistance based on the needs identified in the Change Readiness Analysis and also feedback solicited from time to time At commencement, with periodic adjustment as required Impact analysis Proactive analysis of the organizational impact of the system implementation, highlighting aspect such as new role requirements, structural changes, staff training, performance management etc During blueprinting – delivered at commencement of the realization phase of the project
  9. 9. Current State Future State