IT Projects involve changes in technology, business processes and people/organizations. As a project or program manager, you know that the "people/organizations" aspect can be the most challenging to manage. This presentation introduces a framework for change management: what it is, how it enables project success, the skills, knowledge and resources to do it properly, and where it fits in project/program methodology phases. For more information about change management, please see www.tbointl.com Transforming Business Operations: Our Name is Our Mission TBO International, with offices in Houston and San Antonio, is recognized as a firm that consistently helps improve organizational performance through our expertise, objectivity and partnering. Our success is measured by achieving our client's business targets, whether performance, economic or behavioral.

1. How
Change
Management
Makes
Your
Projects
Stronger
Alan Markert
Copyright © 2009-2014 TBO International,
LLC. All rights reserved.

2. Today’s
Focus:
Where
IT
&
Business
Come
Together
n What
is
Change
Management
(CM)
n How
CM
enables
project
success
n The
Skills,
Knowledge,
Resources
needed
to
do
CM
right
n How
CM
integrates
into
project
plans
n The
value
of
a
Change
Readiness
Assessment
n A
CM
story
Copyright © 2009-2014 TBO International, 2
LLC. All rights reserved.

3. IT
Projects
Include
3
Types
of
Changes
n Technology
n Business
Processes
n People
&
OrganizaJons
Which is the most challenging to manage?
Copyright © 2009-2014 TBO International,
LLC. All rights reserved.

4. Change
Management
is…
n Where
Business
and
IT
come
together
for
Users
n The
development
and
execuJon
of
a
plan
in
which
all
impacted
Users
fully
understand:
• What
the
project
is
about
• Why
the
company
is
doing
it
• What
will
be
different
• How
their
jobs
will
change
• What
training
will
they
need
• When
this
will
happen
• Who
will
communicate
all
of
this
and
how
• How
Users
will
be
supported
to
a
successful
outcome4
Copyright © 2009-2014 TBO International, LLC. All rights reserved.

5. CM
Skills,
Knowledge
and
Resources
to
…
n Plan
and
execute
n Skillfully
manage
preparaJon
of
Users
impacted
by
change
n Interact
with,
engage
leaders
n Manage
communicaJons
n Share
lessons-­‐learned
n Engage
others,
as
a
team,
who
have
a
strong
knowledge
of
their
business
disciplines
Copyright © 2009-2014 TBO International, 5
LLC. All rights reserved.

6. CM
Enables
Project
Success
by…
n Managing
User
preparaJon
as
a
project
n Engaging
leadership
at
each
organizaJonal
level
so
that
CM
acJviJes
are
emphasized
and
consistent
across
business
user
groups
n Including
specific
change
management
acJviJes
sequenced
and
aligned
with
the
overall
project
plan
and
implementaJon
milestones
Copyright © 2009-2014 TBO International, 6
LLC. All rights reserved.

7. CM
Integrates
into
IT
Project
Phases
Project
Phase
Change
Management
AcLviLes
IniJaJon
OrganizaJonal
Strategy/Business
Case
Stakeholder
Analysis
OrganizaJonal
Impact
Assessment
Leadership
Support
Plan
Design
and
Planning
Change
Readiness
Assessment
User/Stakeholder
Engagement
Plan
Design
CommunicaJon
Plan
Design
Training
Plan
Design
ExecuJon
(Build
and
Deploy)
Execute
User/Stakeholder
Engagement
Plan
Execute
CommunicaJon
Plan
Execute
Training
Plan
Monitor
and
Control
ConJnue
Post-­‐deployment
CommunicaJons
ConJnue
and
Update
Training
Transfer
ResponsibiliJes
to
OperaJons/Business
Deploy
Decommission
Plan
Close
Wrap
up
Transfer
of
ResponsibiliJes
Wrap
up
Decommission
Plan
7
Copyright © 2009-2014 TBO International, LLC. All rights reserved.

8. Value
of
a
Change
Readiness
Assessment
Project:
Date:
SAMPLE
–
SEE
FULL
VERSION
Bus.
Group
I
What
is
the
Business
Group’s
current
understanding
of
the
project?
What
does
the
Business
Group
consider
to
be
“wins”?
What
behaviors
does
this
group
exhibit
-­‐
show/not
show
support
of
the
project?
How
will
we
engage
them
to
increase
their
support?
What
acJons
do
we
need
to
ensure
project
support
from
this
Business
Group?
…
Bus.
Group
II
…
…
…
…
…
…
8
•
IdenJfy
User
understanding
•
IdenJfy
resistance
issues
•
IdenJfy
impact
of
change
for
individual
business
groups
•
IdenJfy
communicaJon
and
training
needs
•
IdenJfy
leadership
buy-­‐in
and
support
Copyright © 2009-2014 TBO International, LLC. All rights reserved.

9. CM
is
the
Car’s
Transmission…
TransformaLon
is
the
Completed
Trip
n TransformaJon
leadership
n ImplementaJon
planning
and
execuJon
n Project
management,
support
and
administraJon
n Training
design,
development
and
delivery
n Program
management
n Change
management
n Process
evaluaJon
n System
development
n Strategic
planning
n OperaJonal
planning
n Manpower
assessments
n Business
performance
analyJcs
n Teaching,
coaching
and
geng
people
to
work
together
Copyright © 2009-2014 TBO International, LLC. All rights reserved.