Anna Kompanets: Change Management for PMO Implementation (UA)

Lecture 8.
Change Management for
PMO Implementation
Lemberg PMO School 2023
21/09/2023

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Anna Kompanets,
PMP®, CCMP ™, PMI-ACP®, PMO-CP®
Change management lead, Program manager
About Trainer
14 Years of Project and Change management in IT
Active participant, trainer and volunteer of PMI Ukraine Chapter and ACMP
Ukraine.
Passionate about People side of change, actively promoting Change
management practices in leadership communities

Change curve and
resistance management

Change management definition
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 management focuses on PEOPLE’S side of the Change

Enterprise Level
Project Level
Individual Level
Organizations do not change, people do
Levels of change management

Key reasons of change failure
1. Unmanaged change resistance
2. Unclear vision and benefits of the change
3. Low sponsorship engagement
4. Lack of new skills
5. Organizational misalignment

Typical challenges in PMO launch
1. Identifying blockers in the organization that inhibit or prevent the
development of information necessary for decision-making.
2. Implementing a PMO for the first time and not knowing how it can or
will affect the organization.
3. Lack of understanding of the pace and speed of absorption of
changes that the organization can accept.
4. Resistance to the idea of a PMO or strengthening of a PMO from
senior management, middle managers, and/or staff to change and
accountability coming from the project organization.

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

5. Optimism
6. Realistic results
Perception
of
change
Time
2. High
expectations
4. Depression
3. Understanding the
difficulties
• Resistance to change among
employees
• Absence of support from management
• Limited communications
Unmanaged changes
Managed changes
1. Beginning of
change
Employees go through a path of emotions while coping with change
How people react to changes
-
+
Change management allows to increase effectiveness of project implementation

● Self-interest: People fear the effect that change will have on them.
● Misunderstanding and lack of trust: People fear that management do not have their best
interests at heart. This is about good communication.
● Different opinion: Stakeholders may not always agree that those who are initiating change are
doing the right thing or at least going about resolving a problem in the right way. Resistance for
this reason however, may well highlight issues that have not properly been considered.
● Low tolerance for change: This is about people’s ability to change, and going through the
transition successfully.
Why people resist changes

PASSIVE CHANGE
RESISTANCE
ATTACHMENT CHANGE
RESISTANCE
When you strike resistance, the
first step is to uncover what barrier
is stopping a person stepping
forward with you.
ACTIVE CHANGE
RESISTANCE
Forms of change resistance
OVERLOAD CHANGE
RESISTANCE
UNCERTAINTY CHANGE
RESISTANCE

● Link the change to other issues people care about
● Show you care and understand concerns
● Identify members of the team who support the change
● Open conversation
● Offer resources
● Timing is everything
● Have a plan
Strategies to address resistance

1. Have you talked one-on-one with individuals who are resistant to change to better understand their reactions?
2. Did you encourage them to express their thoughts and feelings openly?
3. Did you explore their concerns by asking clarifying questions?
4. Did you listen carefully to their responses and take their comments seriously?
5. Have you communicated the benefits of the change in terms of what might be of value to them?
6. Have you incorporated their suggestions into the plan to improve it?
7. Have you explored ways to engage these individuals in the planning and implementation
processes so that they feel more invested in the change program?
8. Did you consider the ways in which you may be adding to their feelings of resistance?
Steps to address resistance

Individual change – the
ADKAR model

Source: Prosci® ADKAR® Model
Reinforcement
Sustain the change
Build a culture and competence
around change
Prosci ADKAR model
Awareness
Understand the need for change
Understand nature of the change
Desire
Support the change
Participate and engage
Knowledge
How to change
Implement new skills and
behaviors
Ability
Implement the change
Demonstrate performance
A D K
A R

Individual change starts with Awareness of the need for Change
Awareness is understanding of:
• the nature of the change
• why the change is being made
• and the risk of not changing
To do:
• Communicate reasons for change
• Emphasize on the vision of the change
• Engage Change Sponsors
• Foresee Coaching by Leaders
• Provide access to information about the change
”What’s
in
it
FOR
ME?”

Awareness is followed by Desire to participate and support the
Change
Desire is a personal choice or decision to be a part of
the Change, which considers individual factors and
historical experience with the changes in the
organization
To do:
• Communicate benefits and address challenges
• Empower Change Agents and Champions
• Address fears and resistance actively
• Engage employees into the change process
• Build focus groups
“Will
I
be
a
PART
of
this
change?”

As soon as you are successful with Desire – Knowledge on
how to change is enabled
Knowledge represents the information, training and
education necessary to know how to change and how to
operate in the future state (Behaviors and skills;
Processes, tools and systems; Roles and
responsibilities)
To do:
• Prepare Learning curriculum
• Educate Effectively
• Develop Job Aids and reference guides
• Launch Communities of practice
“What
do
I
NEED
to
learn?”

Ability to apply new skills and behaviors is the fourth step in
the individual change process
Ability is applying knowledge in practice, demonstrating
intellectual understanding in a real-world environment
To do:
• Provide expert support and mentorship
• Practice and allow mistakes
• Measure adoption
• Adjust processes
“How
can
I
do
this
NOW?”

Reinforcement to sustain the change is the final step and it is
critical
Reinforcement is the ability to sustain the change over
the time and preventing individuals from slipping back
into old ways of doing work
To do:
• Celebrate success
• Reward and recognize achievements
• Collect employees’ feedback
• Evaluate the progress
• Measure performance
• Build accountability
“Can
I
do
this
the
way
I
did
it
BEFORE?”

Consequences of not managing change
● More people taking sick days or not
showing up
● Changes not fully implemented
● People finding work-arounds
● People revert to the old way of doing
things
● The change being totally scrapped
● Divides are created between ‘us’ and
‘them’
● Lower productivity
● Passive resistance
● Active resistance
● Turnover of valued employees
● Disinterest in the current or future state
● Arguing about the need for change

Change management
process overview

Change Management Areas
Change scope &
impact
Communications
Leadership &
Sponsorship
Engagement
Performance
Metrics & Benefits
Realization
Stakeholder
engagement
Resource
Management
Transition &
Hypercare
Sustainability &
Continuous
Improvement
Learning &
Development
Adoption Risks &
Resistance
Management

Sustain change
& Evaluate
Effectiveness
Execute change
management
plans & Monitor
Progress Formulate change
management strategy
& develop plans
Define change and
its impacts
CHANGE
MANAGEMENT
PROCESS
1. Define change and its impacts
Identifies the reason for change.
Reviews the overall change and how it
will impact the organization and
establishes whether the organization is
ready and able to handle the proposed
change.
2. Formulate change management
strategy & develop plans
Defines change strategy and
infrastructure; articulates and defines
the entire change process to bridge the
gap between “current state” and “future
state”. Documents the scope, actions,
timelines and resources needed to
deliver the change.
4. Sustain the change and evaluate
effectiveness
Reviews results of change process
with appropriate follow-up actions;
supports culture change; shares
success stories and learning points;
reward and recognize successful
change.
3. Execute change management
plans & Monitor Progress
Performs planned activities. Monitors
the change transition and
transformation process; assesses and
measures change effectiveness on
people, processes and systems;
addresses resistance to change.
Change Management Lifecycle

Давайте
Assess the current state
Before you start any change or transition, you
need to understand the current state of your
project management environment and your
PMO. This includes assessing the strengths,
weaknesses, opportunities, and threats of
your PMO, as well as the needs, expectations,
and perceptions of your stakeholders. You
also need to identify the gaps and issues that
your PMO needs to address or resolve. This
will help you deﬁne the scope, objectives, and
beneﬁts of your PMO change or transition.
Define the future state
Once you have a clear picture of the current state,
you need to define the future state of your PMO.
This involves creating a vision, mission, and strategy
for your PMO, as well as defining the roles,
responsibilities, processes, standards, tools, and
metrics that your PMO will use to deliver value to
your organization. You also need to align your PMO
with the organizational strategy, culture, and values,
and ensure that your PMO supports the strategic
goals and initiatives of your organization.

● Case for Change defined and shaped
● Change program branding developed
● Organizational gaps related to change identified
● Impact of change to people, processes, technologies is clear on high level
● Change Sponsor and key stakeholders understand and support the change
1. Define change and impacts: outcomes

Давайте
Plan the change and transition
After you have defined the future state, you need to plan how to get there. This involves developing a
detailed change and transition plan that outlines the activities, tasks, resources, timelines, risks, and
dependencies involved in establishing or transforming your PMO. You also need to establish a governance
structure and a communication plan for your PMO change or transition, and assign roles and responsibilities
to your team members and stakeholders. You should also consider the change management principles and
practices that will help you facilitate the change and transition smoothly and effectively.

● Change Management team defined and structured
● Change management effort defined based on the
scale of the change and its impact
● Gaps between current and future state identified,
action plans integrated into comprehensive change
management plan
● Communication approaches defined (key messages,
audiences, timing, senders, channels, formats, styles,
feedback mechanisms)
● Learning and development approaches defined
(training, mentorship, coaching plans, training
content, tools, styles, formats)
2. Formulate CM strategy & develop plans:
outcomes
● List of stakeholders prepared (segmented,
prioritized, needs defined, impacts defined,
adoption risks defined, potential resistance
defined)
● List of activities for Sponsor defined
● Change Champions defined and available to
support the change
● Initial change adoption risks identified and
reported
● Approaches to benefits measurement and
monitoring identified
● Business support model developed

Давайте
Implement the change and transition
The next step is to execute your change and transition plan and monitor the progress and performance of
your PMO change or transition. This involves managing the scope, schedule, budget, quality, and risks of
your PMO change or transition, as well as communicating regularly and transparently with your team
members and stakeholders. You should also provide training, coaching, and support to your PMO staff and
project managers, and ensure that they have the skills, knowledge, and tools to perform their roles and
responsibilities. You should also solicit feedback and input from your stakeholders and incorporate them into
your PMO change or transition.

● Change is clearly communicated to associates through out the project implementation
● Associates are well-trained and educated about the change and have enough skills to
perform effectively in the future state
● Change adoption increased to target levels and is growing
● Sponsor is visibly engaged throughout the change implementation
● Change management activities are timely performed and monitored
3. Execute CM plan: outcomes

Давайте
Evaluate the change and transition
The final step is to evaluate the outcomes and impacts of your PMO change or transition, and measure the
value and benefits that your PMO delivers to your organization. This involves conducting a
post-implementation review and a benefits realization analysis of your PMO change or transition, and
identifying the lessons learned, best practices, and areas for improvement. You should also celebrate the
achievements and successes of your PMO change or transition, and recognize and reward the contributions
and efforts of your team members and stakeholders. You should also ensure that your PMO is continuously
improving and adapting to the changing needs and expectations of your organization.

● Change is adopted immediately, or short after being launched
● Tangible and intangible benefits related to change are released and effectively measured
● Continuous improvement process defined
● Change sustained over time with no rolling back to the past
● Lessons learned collected, communicated and stored
4. Sustain change: outcomes

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.
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
BUILD TEST GO-LIVE POST GO-LIVE

Vision
Change vision definition
• The case for change to support the organization’s vision and clearly articulate its expected
benefits to the organization.
• A clear description of the consequences of not changing.
• A misunderstood or incomplete change rationale may be one of the biggest risks in
successfully gaining stakeholder adoption.
Determine Why the
Change is Required
• The development of the organization’s operating state after the change has been adopted.
• Developing and describing a common direction for the future state so that stakeholders can envision
it in operation and foresee the value of the future state.
Develop a Clear Vision of
the Future State

● The North Star is the vision for
the change and the long term
test for all actions.
● Articulate the change vision
and crystallize it into
actionable goals.
● Crystallize your strategy in 3-7
bullet points. This will act as
your checklist for the change.
Creating the Northern Star
To be Earth’s most customer-centric company,
where customers can find and discover anything
they might want to buy online, and endeavours
to offer its customers the lowest possible prices
We believe that we are on the face of the earth
to make great products and that’s not changing
The metaverse is the next evolution of social
connection. Our company’s vision is to help
bring the metaverse to life, so we are changing
our name to reflect our commitment to this
future.

Vision. A clearly defined change is needed to determine the approach necessary to implement the change
successfully.
Defining change scale
• departmental or enterprise-wide?
• people-, process-, or technology-oriented?
• part of or in conjunction with other changes happening in the
organization?
• transformational or incremental?
• how will the organization and its structure be affected by the
change?
Define the Change

Goals, objectives, and strategies are the outline of what needs to be done to address the
needs/problems. In setting goals, objectives, and strategies, consider these questions:
● What are the expected outcomes?
● What are the cost and time to accomplish the goals and take action?
● Is there any research demonstrating that interventions are effective?
● What group of stakeholders is willing to assume responsibility for achieving the goal or taking
action?
● Are there baseline data so the goals and strategies can be tracked?
Goals, objectives, strategies

Change Lean Canvas
Describe the change that is
happening
Why did we decide to do this
change?
Who will be impacted by this
change?
What will we do to prepare impacted
stakeholders?
When will they be impacted by this
change?
What are the business outcomes we
want to reach?
What are the business outcomes we
are reaching?
What are the next steps?
Enter the name of the
change
Change
Name
Enter Business owner
name
Business
Owner
Enter Change
manager name
Change
manager
Insert what the employee, customer or
user used to be able to do
Insert what the employee, customer or
user will be able to do with this new
change
Insert the different stakeholder groups
impacted by this change
Describe the rational behind the decision
to do this change
Insert date
Insert what we will do to ensure proper
adoption of the change (i.e.
communication, training, pilot group,…)
Insert the business outcomes we want to
reach
When available, insert the business
outcomes and their source
Include the next steps if any
Enter Change
Canvas version &
submit date
Submit
Date

When implementing a change in the workplace, it is imperative to have success metrics.
Defining success criteria
Success metrics - metrics that help leadership to assess the overall health and achievement of the
change.
1 Design success
metrics strategy
2 Collect Data 3 Analyze Data 4 Adjust success
metrics strategy
5 Communicate
results
Success metrics and feedback are used to understand the current landscape of the change effort
through all stages of the initiative:
• Quantitative data can be disseminated via metrics reporting.
• Qualitative data must be combined and grouped into common themes in order to bubble up
relevant information.

Success Metrics are quantitative data obtained
from:
Feedback is qualitative data obtained from:
Qualitative and Qualitative metrics
• Customer Satisfaction
• Financial Performance (e.g. cost, revenue)
• Operational Performance (e.g. rework, lead time,
handoffs)
• Product and/or Service Quality (e.g. quality,
defects, volume,
frequency)
• Public Outreach (e.g. number of people
impacted)
• Supplier Performance (e.g. reliability, durability)
• 1:1 Meetings
• Team Meetings
• Focus Groups
• Surveys
• Open Comment Box (Live URL available
24/7)
• Incentivized feedback

Determine the metrics that speak to the change initiatives objectives and are critical to sustaining
success.
Success Metrics Template
What is changing?
What is the
measure?
Success metrics
data category
Currently exists as
a metric? (Y/N)
Data owner?
(Wkly, Mnthly
Frequencyetc.)
Success Metrics Data Categories:
Financial Performance
(e.g. cost, revenue)
Operational Performance
(e.g. rework, lead time, handoffs)
Product and/or Service Quality
(e.g. quality, defects, volume, frequency)
Customer Satisfaction
Public Outreach
(e.g. number of people impacted)
Supplier Performance
(e.g. reliability, durability)

Identification of sponsors
and development of the
engagement strategy

Organizations with executives who actively communicate the value and benefit of the
Change are more likely to be successful with their rollout.
As you create your dedicated rollout and adoption team, be sure to secure an executive
sponsor who will drive the "top-down" messaging and actively communicate the value and
benefit of the Change throughout the rollout.
For example, the executive sponsors should write and sign the awareness and rollout
emails. They should also participate in awareness activities and meetings.
Engaging change sponsors

Leadership / Sponsorship as Change
Success Factor
Sponsor exists! and:
• Has the necessary authority
• Willing and able to build a
sponsorship coalition
• Actively and visibly involved
• Resolve issues and make
decisions
• Can build awareness of the
need for the change
• Visibly reinforce the change and
celebrate successes
The organization has defined vision
and strategy
• Change is aligned with the
strategy and vision
• Priorities have been set and
communicated

Support executive sponsors
Hold the sponsor
accountable in their role
Hold regular meetings
Ensure the sponsor
communicates directly
with employees
Coach the sponsor on their
role
Provide behind-the-scenes
assistance to the sponsor on
their role
1.
4.
2.
3.
5.

Sponsorship Plan
47
This sponsorship plan will help you lay out what the sponsor needs to be doing with the
project team and the different relevant stakeholders.
List of actions Action goal Key messages Audience Project phase ADKAR Goal When / Frequency
Communication
Channel
Status
Action #1
Provide key
information
regarding…
Message #1 Project team Initiation 1.Awareness
Before Project Start
Date
Annual conference Done
Action #2
Provide key
information
regarding…
Message #1
Peers and other
senior managers
Design 1.Awareness
Before Project Start
Date
Annual conference On Track
Action #3
Provide key
information
regarding…
Message #2
Front-line
employees
Implementation 2.Desire At Project Start Date Email Late
Action #4
Provide key
information
regarding…
Message #3
Front-line
employees
Implementation 3.Knowledge Monthly Email Done

Executive Alignment Framework
Executive alignment – shared vision, purpose and goals of the proposed change
The strategic change leadership alignment process develops change leadership capability
so the organisation’s leaders are aligned, as a high performing team, with change
leadership skills and knowledge to successfully lead your organisation’s change,
transformation or improvement to accelerate employee change adoption and deliver
sustainable long-term benefits

CIA - analyzes how stakeholders will be impacted by the change and the change’s
specific impact on people, processes, tools, organizational structure, roles, and
technology.
Change Impact Assessment

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

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 collection Reporting and Execution
Steps to assess Change Impacts

Types of Change Impact
People Process Technology
• Location
• Structure
• Roles & Responsibilities
• Sizing
• Skills & Knowledge
• Policy & Procedure
• Processes
• Integration
• Workflow
• Reporting
• Tools

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
Impact Assessment Criteria
People

• 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
Process
High Medium Low

• 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
Technology
High Medium Low

Change Impact Analysis Tracker
Mitigation Action(s) -
Recommendations
Category Process ID
Countrie
s
Current
State
Future State
Anticipated
Benefits
Anticipated
Challenges
Impacted
Roles
People Process Technology
Communicat
ions
Training
Other
actions
High Medium Medium
Medium Medium Low
Change Impact Analysis Tracker
Action Plan

Documenting approach 1/3
The Change Impact Assessment Tracker is used to collect the information needed to assess and
prioritize the impact of changes. An additional validation workshop should be conducted to confirm this
information and obtain additional information about the documented changes
Change Overview
Category Process ID Location Current State Future State Expected Benefits Anticipated Challenges
Policy Requests PL 03 UA Applications with
receipts older than 3
months require
justification for the
delay and approval
from N+2. Refunds will
only be made after N+2
approval.
Applications for expenses
must be submitted no later
than 3 calendar months after
the date of the expenses.
Users will not be required to
provide comments to justify
an overdue submission.
Reducing the burden
on applicants and
N+2 approvers
Applicants and approvers
will need knowledge and
skills in using the New
System, in particular in
relation to submitting
applications

Impacted Roles Impact Areas
Impacted Roles
People
Impact
Level
Process
Impact
Level
Technology
Impact
Level
> Requesters
> Approvers
> Accounting team
End users will no longer
need to provide comments to
justify overdue submissions
Approvers (N+1) will be
responsible for reviewing
and approving any expenses
submitted after 3 months
Low End users and
approvers will need to
submit claims no later
than 3 months in
advance. Comments
with justifications from
applicants and N+2
approval are no longer
required
Medium The approval
submission process will
take place in the new
system. A yellow flag
business rule will be in
effect to notify
approvers of any
overdue submissions
Medium

Mitigation Actions - Recommendations Comments
Communication Training Other organizational Comments
> Communicate to end users
and approvers that receipts must
be submitted no later than 3
months in the new system and
that approvers will pay more
attention to receipts older than 3
months
> Training on applications and the
mandatory commenting process in the
new system (for applicants and
approvers)
> The policy will need to be
updated by the accounting team to
reflect changes in the process (no
approval from N+2 required, no
comments from applicants))

Cia Report: the dashboard (Example)
Shows the total number of
changes that were identified
This chart shows the percentage split
between the degrees of impact –
High, Medium, Low and No Impact.
E.g. 14% of all identified impacts are
rated as High impacts
This shows the overall degree of
impact for each of the Impact
Types – People, Process &
Technology impacts
Shows the total number of
changes that were identified
for each impacted roles. E.g.
End Users are impacted by 43
out of the 62 changes
identified for UA. Also shows
the overall rating assigned to
each role
This shows the overall
rating and a breakdown of
impacts by degree (High/
Medium/Low) for each
Category
High impact
Medium
impact
Low impact No impact
Key:

Planning and implementing
changes

Stakeholder can clearly articulate:
▪ What is changing
▪ How the change benefits or affects the organization
▪ How the change affects him or her individually
Effective Communication
A message is a simple and clear idea and it should
summarize the essence of the change
Right message through the right channels
Relevant and appropriate to the audience

Right Message to the
Right Audience at the
Right Time via the
Right Channel
Communication
Timing & Key
Messages
Enforcement
Through
Corporate
Events
Communication
Feedback

Communications Approach
A communications approach ensures that stakeholder groups are kept informed/effectively engaged throughout the
project
GOAL
A snap shot of the
communications in terms of
approach, style, audience
and frequency
A statement of intent with
principles and identified
mechanisms
The Plan defines how the
organisation will structure
Communications activity,
and what resources and
tools are needed
Communications are
developed, approved and
disseminated. This may be
via a number of channels
Communications should be
measured and evaluated to
ensure continuous
improvement
Stakeholder
Engagement
Change Impact
Assessment
1. Analysis 2. Strategy and Plan
3. Infrastructure and
Governance
4. Develop and Deliver 5. Measure and Evaluate
SAMPLES OF
COMMS
Introduction Email Training Schedule Email Agency Briefing
APPROACH

№ Name Channel Date Stakeholder group
Responsible
persons
Status
#1 Project Announcement Email End users Done
#2 Changes, Upcoming EUT Email, Intranet End users
#3 Training, Cutover Email, Intranet End users
#4 Pre Go-Live Announcement Email, Intranet End users
#5 Go-Live Announcement Email, Intranet End users
#6 Post Go-Live Announcement Email, Intranet End users
2 Intranet page
Create content for Web Page Intranet End users
Monthly Page update Intranet End users
Go-live Countdown Intranet End users
3 Materials
Quick Referents Cards (types by roles) Brochures End users
Hot-line set up (VIP, Local, International) Brochures End users
4 Feedback
Change Readiness Assessment Survey circle
1
Email End users
Change Readiness Assessment Survey circle
2
Email End users
Feedback channels Email End users
Communication Plan

Example #1
Example: Company Email Announcement
________________________________________
Email Subject Line: [company/organization name] is moving to [XYZ]!
To all [company/organization name] employees:
We’re excited to announce that [company/organization name] will soon move its email and calendar platform from [ABC] to
[XYZ]. With [XYZ], we'll gain the benefits of a robust and innovative feature set, the ability to access email and calendar services
from any Internet-connected computer, much more storage capacity, and lower infrastructure and support costs.
What's more, [XYZ] is easy to use, and we think you'll find it to be a more efficient way to manage your email and calendar!
In the coming [weeks/months] you'll receive additional announcements as we begin switching employees' [ABC] accounts to
[XYZ]. But don't worry, you won't lose important data, and your email address won't change! Learn more... <<link to your posting
on intranet>>

Example #2
Example: [XYZ] Training Announcement
________________________________________
Email Subject Line: Don’t miss your [XYZ] training!
Thanks for being a [pilot user/early adopter] of [XYZ] for [company name].
To help you get ready for your move to [XYZ], we've arranged the following live, online training sessions for you. Please add these
events to your calendar so you don’t miss out on this learning opportunity:
[Insert your training schedule]
If you're unable to attend
You'll have the opportunity to attend additional training sessions as we roll out the services to other groups of employees. For your
convenience, we'll also record the training sessions and publish them on our [company name] intranet.
If you have questions
[Your Help desk phone/email, IT contacts, or other support information]

What is training?
Training is about CHANGE. It is about TRANSFORMATION. It is all about LEARNING. Training is a
PROCESS designed to assist an individual to learn new skills, knowledge, or attitudes
Mentoring is a relationship in which a more experienced or more knowledgeable person helps a less
experienced or less knowledgeable person learn certain competencies.
What is mentoring?
Coaching is a method of consulting and training in which a
special person, a "coach", helps other people to achieve a certain
goal in their profession or in their personal life. Coaching focuses
on achieving a specific goal in a way that the person has to figure
out on their own.
What is coaching?

Learning Needs Analysis is identifying the new knowledge, skills, and attitudes
which people require to meet their own and their organisation’s development
needs
We need to assess:
1.who needs training or learning?
2.what training or learning they need
3.how to design effective learning and training for those people
4.the impact of the training we are planning
5.the cost and resource budgets, to assess value for money
Learning Needs Analysis

Learning Needs Analysis
Area /
Department
/ Job Role
Employee
Type
Key Skills
Gaps
Required
Priority
Ranking
Number of
staff
Number to
be trained
in 2023

Training Approach
▪ Develop a training plan that will equip users with skills to successfully operate the new system
▪ Develop sustainable training content in order to meet training needs
GOAL
Training strategy
definition
Development of
training plan
Development of
supportive training
materials
Training Delivery
Training Tracking and
Evaluation
Train the Trainer End User Training
▪ Pre-identified trainers (Local change leads/key users) will be
trained on system functionalities and process/policy changes
▪ Educate Trainers on new system features as a result of the New
System implementation
▪ Facilitate trainers’ learning on delivering training to End Users
▪ Ensure that Company will have in-house support post Go-Live
▪ Company trainers train End Users close to Go-Live
▪ Trainers will document country-specific changes and update
training materials post Go-Live
▪ Educate End Users on New System system functionalities,
policy/process changes
▪ Prepare end users for Go-Live to minimize business disruptions
▪ Build confidence among end users by communicating the post
Go-Live support structure
TRAINING
CONTENT
APPROACH

Training Plan
Audience Trainer Due Date Status
PHASE 1: Improve
the ability to [insert
your own text] Sales representatives Anna K Mar 14 On Track
1Training on [insert your own text] Sales representatives Mar 7 On Track
2Training on [insert your own text] Sales representatives Mar 7 Late
3Training on [insert your own text] Sales representatives Mar 7 Done
5Training on [insert your own text] Sales representatives Mar 14 Done
PHASE 2: Improve
your own text] Managers Anna K Mar 31 On Track
1Training on [insert your own text] Managers Mar 21 On Track
2Training on [insert your own text] Managers Mar 21 Late
3Training on [insert your own text] Managers Mar 21 Done
4Training on [insert your own text] Managers Mar 21 On Track
PHASE 3: Improve
your own text] Christian G. Anna K Dec 31 On Track
2Training on [insert your own text] Sales representatives Apr 7 Late
3Training on [insert your own text] Sales representatives Apr 14 Done

Training Evaluation: ensuring
knowledge readiness
Feedback on the Training
Via Online based survey
Level 1: Reaction
Knowledge acquired by participant
Via Online based survey
Level 2: Learning
Purpose:
• To understand the effectiveness of the training
execution and ways to improve
• To gauge the knowledge acquired by the users to
determine their readiness to use the new system
• To gather feedback on any changes/ improvements
to be made to the training materials/execution etc.
• To receive input on the support mechanisms that
can be put in place to ensure a smooth transition to
the new system for the employees

Reinforcing and sustaining
changes

● Reinforcing change is necessary to make sure a change actually sticks.
● Without reinforcement, your target audience – such as employees or managers – may
revert to the old ways of doing things.
Reverting old habits is common because:
● People prefer what is familiar, comfortable, and easy
● Those who resisted change may continue to resist change, even after the project is
complete
● If the project requires extensive employee training – or if people are less involved – then
people may actually forget what needs to be done
In short, if you don’t reinforce change, all your hard work may vanish.
Why Reinforce Change?

When you want to increase a behavior – reinforce
When you want to decrease a behavior – punish
When you introduce a stimulus – it’s positive
When you take away a stimulus – it’s negative
Positive Reinforcement
(treating)
Negative Reinforcement
(Nagging)
Positive punishment
(additional work)
Negative punishment
(lack of smth)
Types of Reinforcement

Transition Strategy Definition
Objectives:
▪ secure smooth transition from *** system to XXX system with minimum disruption to the operation of existing processes
▪ identify the best method to transition to the new system for the particular application
▪ ensure organizational readiness to start working with XXX system
Develop Action
Plans and
Communications
Execute Cut-Over
Plans
Develop Change
Readiness
Check-Lists
Define Transition
Approach
Monitor Risks and
Effectiveness
Analysis of Transition approaches
based on User and Team effort,
Operational Risks and Costs
Develop Action plans to
support Change readiness
Monitor, evaluate and report on
Transition strategy
effectiveness based on People,
Process and System
Performance
Detailed readiness
checklists: People,
Processes, Systems
readiness for launch
Perform Cut-over activities
according to Check-list and
Action plans

Parallel.
Both systems run in
parallel and outputs
from each system are
compared and all
discrepancies
resolved.
Pilot.
Either a subset of the
system is
implemented or the
full system is made
available to a subset
of the user group,
e.g., one office.
Phased.
Various subsets of
the system are
phased in over time
until the full system is
implemented, e.g., full
or partial application
release to one or
more offices.
Immediate.
The old system is
retired and
immediately
replaced by the new
system.
Transition Strategies
Note: strategies can be combined depending on the development stage and
approach

Sustaining change is critical to the success of an initiative, as people have a natural tendency
to revert to old ways of doing things, or they often develop workarounds to new solutions for
various reasons.
1. Collection and analysis of post-launch feedback
2. Diagnosis of gaps and problems after implementation
3. Implementation of corrective actions to eliminate identified problems
4. Celebrating successes and quick wins
5. Disbanding the change management team
Measures include:
Sustaining changes 1/2

Take corrective action
Diagnose gaps
and problems
Track and measure/collect
and analyze feedback
• Track the success of change adoption
by gathering feedback from
employees through surveys and
communication with managers and
change leaders.
• Monitor system usage to see how
people are using new systems.
• Monitor how new business processes
are being used and how often the "old
way of doing things" is still being used
• Analyze the feedback received.
• Look for patterns, problems,
gaps, supports, and insights.
• Prepare a summary of your
findings. Organize the results in
an easy-to-understand manner
and present them to project
managers and stakeholders.
• Work with the project team and
managers to develop a
remediation plan to address any
new signs of resistance.
• Check with interns and department
heads to determine additional
training needs.
• Contact managers to identify
post-deployment issues.
• Work with all parties to resolve
issues and obstacles.
Sustaining changes 2/2

Practice
Given:
You (PMO expert - Serhii) have a company-wide supporting PMO, which main functions are:
- PM training
- PM knowledge base
- PM consulting and information support.
PMO consists out of 3 people: the Head of PMO (Yurii) and 2 PMO experts (Serhii and Daryna). PMO is subordinated to COO
(Vasyl) and sits within General Operational department.
Project managers in the company are placed within different business units and report to their line managers (ex.Head of IT,
Head of Finance, Head of Products etc).
New CEO (Olha) audits the current project portfolio and comes to the conclusion that project spends are too high, project
deadlines are often overdue and project goals are frequently not met…PMO transformation is on the way.
Task:
Please, elaborate on the following change proposed to transform PMO function (chose 1 Change to work with):
Change 1: launch PMO as a separate business unit reporting to CEO directly
Change 2: transform PMO into controlling PMO - weekly/monthly portfolio reporting introduced
Change 3: launch PM performance evaluation as one of PMO functions
Please, use OCM templates to help you.

Давайте
Find me at:
https://www.linkedin.com/
in/annakompanets/
https://www.theways.io/m
entors/anna-kompanets

Anna Kompanets: Change Management for PMO Implementation (UA)

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