Kompanets akompanets cia kyivpm_day_112019 - anna kompanets

1. BY ANNA KOMPANETS
16 NOVEMBER 2019
CHANGE
IMPACT
ASSESSMENT

2. ABOUT ME
Active participant, trainer and volunteer of PMI Ukraine
Chapter and ACMP Ukraine (Association of Change
Management Professionals).
Passionate about People side of change, actively
promoting Change management practices, both within
my company and within the community of project
managers.
PROJECT MANAGER, CHANGE MANAGER, PMO MANAGER
Ms. Anna Kompanets,
PMP®, CCMP™, PMI-ACP®, PMO-CP®

3. INTRODUCTION
TO CHANGE
MANAGEMENT

4. CHANGE MANAGEMENT
DEFINITION
Change brings discomfort, uncertainty, fear, but better future.
One should lead people to their better future.
Change - the transition
from a current state to a
future state.
-STANDARD FOR CHANGE
MANAGEMENT©, 2014
Change management -
the practice of applying
a structured approach
to transition an
organization from a
current state to a future
state to achieve
expected benefits.
-STANDARD FOR CHANGE
MANAGEMENT©, 2014
CHANGE…
is a
dynamic
process
is
changing
gives
hope
is
permanent
generates
changes

5. Change management
focuses on PEOPLE’S
side of the Change
Promotes
accountability
Leads by
ExampleIncludes
change
agents
Communicates
effectively
Addresses
resistance
Empowers
&
motivates
Considers
impacts
Supports
vision
Provides
instruments
for
development
Recognizes
achievements
EFFECTIVE CHANGE
MANAGEMENT

6. Change adoption is…
choosing to accept and
demonstrate a new
way of thinking or
behaving.
Adoption occurs when
stakeholder behavior is
consistent with the
future state behavior.
STANDARD FOR CHANGE MANAGEMENT©, 2014
CHANGE ADOPTION

7. HOW PEOPLE REACT TO CHANGE
Employees go through a path of emotions while coping with change
Change management allows to increase effectiveness of project implementation
5. Optimism
6. Realistic results
7. “Light at the end of
the tunnel”
Perceptionofchange
Time
2. High
expectations
4. Depression
3. Understanding of
difficulties
• Resistance to change among
employees
• Absence of support from
management
• Limited communications
Unmanageable changes
Manageable changes
1. Beginning
of change
!
+
-

8. CHANGE MANAGEMENT
PROCESS SCOPE
Evaluate impacts Formulate strategy Develop plans Execute actions Complete effort
EXECUTE & MODIFY9 PLANS SUSTAIN CHANGE9 STRATEGIES15 SUB-PROCESSES
*History, culture, and value systems play key roles in these evaluations
Evaluate impacts,
readiness, ability,
and capacity to
undergo a
change*
Develop the high-
level approach
for change
management
Develop detailed
plans for
implementing
the change
Implement
change
management
plans
Measure results
& Plan
continuous
improvement

9. EVALUATE
CHANGE
IMPACTS

10. ASSESS THE CHANGE IMPACT
CHANGE IMPACT
ASSESSMENT - analyzes
how stakeholders will be
impacted by the change
and the change’s specific
impact on people,
processes, tools,
organizational structure,
roles, and technology.

11. CHANGE IMPACT ASSESSMENT
• Roles & Responsibilities
adjustment
• Reporting line modification
• Work procedure alignment
Organizational Alignment
Communication
Training
• End-User Communications
• Change promotion
• End-User Training
• Post-Training Support
Inputs and Outputs
Change Impact
Assessment
• Business Requirements/ To-
Be Documents
• Current practice of
Existing System
• Organisation Structure/
Function Description
• New & Existing
Processes/workflow

12. STEPS TO ASSESS CHANGE IMPACTS
CONDUCT INITIAL
ASSESSMENT
HIGHLIGHT INITIAL
FINDINGS
DOCUMENT
FINDINGS
VALIDATE FINDINGS
WITH BUSINESS
DEVELOP ACTION
PLAN
Populate Change
Impact
Assessment
template with
preliminary
change impacts
from To-Be
process
documents
Socialize initial
change impacts
with Project Team
Highlight
information gaps
Refine Change
Impacts and
Prep for Change
Impact
Validation
Workshop
Validate
findings of
initial change
impact
assessment
with business
SMEs. Develop
change impact
report and
heat map.
Develop
targeted
solutions and
action items to
mitigate major
change impacts
before Go-Live
What
Time
DATA GATHERING REPORTING & EXECUTION

13. EXPERTS CONTRIBUTION TO CIA
• Actualization of change
impact assessment
matrix and
identification of local
features for system
implementation
• Participation in
workshops on CIA
matrix actualization
and communication
plan development
• Approval of CIA report
and communication
plan
• Identification of
deadlines, assignment
of responsibilities on
communication plan
execution

14. TYPES OF CHANGE IMPACT
PEOPLE TECHNOLOGYPROCESS
• Location
• Structure
• Roles & Responsibilities
• Sizing
• Skills & Knowledge
• Policy & Procedure
• Processes
• Integration
• Workflow
• Reporting
• Tools

15. IMPACT ASSESSMENT CRITERIA
HIGH
• New behaviors, new skills
required
• Significant training to acquire new
skills
• Significant change in Roles and
Responsibilities
• Individual's KPI is directly
impacted
• Some new behaviors
• Need improvement in existing
skills
• Moderate change in Roles and
Responsibilities
• Individual's KPI is indirectly
impacted
• Very minor change to skills
required
• Existing skills are adequate to
perform day-to-day job
• Minor change in Roles and
Responsibilities
• Individual's KPI is not impacted
MEDIUM LOW

16. IMPACT ASSESSMENT CRITERIA
HIGH
• Significant change to business
processes
• Entirely new processes are
implemented
• Addition or change in process
enforced through a change in
policy
• Moderate change to business
processes
• Change in hand off
accountabilities
• Minimal change to daily business
processes
• Change in document or reporting
format; may require periodic
reports from the system
MEDIUM LOW

17. IMPACT ASSESSMENT CRITERIA
HIGH
• Complex systems to be learnt
• Adoption of new technology
• Change from a manual task to
automated
• Major enhancement
• Basic systems to be learnt
• Add use of legacy system(s)
• Some enhancement
• Moderate changes to
organizational system
dependencies
• No new systems required/ minor
change
• Nominal changes to technology
• No changes to organizational
system dependencies
MEDIUM LOW

18. CHANGE IMPACT ASSESSMENT
Solutions may include Roles & Responsibilities changes, Retention Incentive,
Organization Design, Workforce Transition, etc.
Organizational Alignment/Other actions
Communication
Training
Solutions may include news updates via newsletters, portal, brochures,
talking points, presentations decks, scripted e-mails, etc.
Focused on training stakeholders on new systems and processes.
Will support the need for skill building.
Solutions include classroom and web-based training, quick reference cards,
etc.
MITIGATION
ACTIONS

19. Change Impact Analysis Tracker
Impacted
Roles
Mitigation Action(s) -
Recommendations
Category Process ID
Count
ries
Current State Future State
Anticipated
Benefits
Anticipated
Challenges
Impacted
Roles
People Process
Technolog
y
Comm
unicati
ons
Training
Other
actions
Low Mediu
m
High
Medium Mediu
m
No Impact
CHANGE IMPACT ANALYSIS TRACKER
ACTION PLAN

20. Change Impact Prep,
Workshops
Change
Impact
Reporting
Go-Live
CRA 1
Training plan and
TTT Content
Development
EUT Content
Development
EUT supporting material
development
Communications
#1 Project
Announcement
#2 Changes, Benefits,
Training
#3 Post TTT, upcoming
EUT, Cutover
#4 Pre Go-Live
Announcement
#5 Go-Live
Announcement
#6 Post Go-Live
Announcement
Communication Plan
Development
Train-the-Trainer End User Training
Post Go-Live Training
(if any)
CRA 2
Stakeholder groups
analysis
HIGH-LEVEL CHANGE MANAGEMENT PLAN
Change management as separate parallel stream
Change management plan requires flexibility and should be updated based on people’s feedbacks and reactions.
BUILD TEST GO-LIVE POST GO-LIVE

21. HAPPY END…
QUESTIONS?

22. AND YES,
WE ARE HIRING