Professional Documents
Culture Documents
Revision History
Date
03/11/11
04/06/11
04/21/11
05/03/11
05/26/11
Description
Change Management Draft submitted for review
Change Management Final accepted
Incorporated feedback from project managers and
performance support
Incorporated feedback from performance support
Incorporated feedback from performance support
Table of Contents
Introduction to the Change Management Guidebook.................................................................................................................................................................................................3
Change Management and Socialization ..................................................................................................................................................................................................................3
Change Management Activity Timeline..................................................................................................................................................................................................................4
Change Commitment Curve .....................................................................................................................................................................................................................................5
Change Management Roles .......................................................................................................................................................................................................................................6
I.
II.
III.
IV.
V.
VI.
Change Measurement.................................................................................................................................................................................................................................26
Surveys........................................................................................................................................................................................................................................................................26
Focus Groups .............................................................................................................................................................................................................................................................27
VII.
Performance Support..................................................................................................................................................................................................................................28
X.
Appendix......................................................................................................................................................................................................................................................35
Program Communication Objectives .....................................................................................................................................................................................................................35
NextGen Program Communication Approval and Integration.........................................................................................................................................................................35
Communication Approval Process.........................................................................................................................................................................................................................36
Change Measurement Survey (Sample) ................................................................................................................................................................................................................37
Persona and Persona Map Primer ..........................................................................................................................................................................................................................38
Training Vehicles.....................................................................................................................................................................................................Error! Bookmark not defined.
who the key stakeholders are and what messages they need to receive in order to actively
support the proposals as an agent for the change.
While a large-scale review and socialization process is recommended for all proposals,
recommendations and decisions, care must be taken to ensure socialization occurs prior to
entering the formal governance process documented by the Program. During workplanning, it
is important for projects to include an allotment of time dedicated to the socialization process,
beyond what may be built in for the documented review and approval processes.
Analyze &
Design
Plan
Ongoing Maintenance
Stakeholder Analysis
Ongoing Maintenance
Pilot
Communication
Readiness Planning/Measurement
Roles and Team Design
Performance Support
Change Risks & Proposed Mitigation Strategy
Figure 1: Change Management Activities occur during each phase of a project.
Deploy
Commitment Level
Implementation
Buy-In
Understanding
Pre-Awareness
Commitment Definitions
Figure 2: The Change Commitment Curve describes various levels of stakeholder engagement.
Various stakeholders have different levels of commitment, which inform the type of
communication activities and engagement strategies used by each individual project.
Program
Project
Stakeholder Role
Communication Role
Performance Support
Role
Change Measurement
Role
I.
The purpose of a Change Impact Assessment is to document changes of people, processes and
technology. The impact assessment defines how the changes affect target audiences as they
transition from the current to target state. The impact assessment describes the high level
changes in organization, skill/knowledge, culture, process, and system requirements and how
each change is expected to affect key stakeholder groups.
Projects begin documenting change impacts by gathering input from key stakeholders, subject
matter experts and project team members. Initial input includes:
Defining the changes between the current and future state
Identifying how the changes affect each stakeholder group
Documenting what the reaction is likely to be
Projects are encouraged to hold working sessions as scope is further defined to identify
additional impacts, and refine documented impacts. These sessions require a review of the
change(s) to stimulate a discussion of the perceived impacts on specific organizations and/or
stakeholder groups (that is, roles).
Conduct High-Level
Change Assessment
Identify
stakeholders to
interview
Engage and
interview project
leadership/stakehol
ders to document
high-level change
impacts
Evaluate magnitude
of impacts for each
change by
stakeholder group
Identify potential
change management
activities for each
impact
Figure 3:
Evaluate documented
impacts to refine impact
definitions as scope is
defined
Refine impact
magnitude assessments
for each change type and
stakeholder group
Provide a consolidated
view of identified
Change Management
activities and
recommendations
Recommend next
steps, including tools,
templates, change
methodology
framework to be
considered for
workforce transition
and other change
activities
This diagram outlines steps to creating and refreshing a change impact assessment.
Project
information
Type of
Impact
Potential Change
Management
Level of
Activities
stakeholder
impact (H-M-L)
Figure 4: The Change Impact Assessment Template is used to capture information about project impacts.
Projects may designate an owner of this document, who will update it throughout the project as
scope is further defined and new detailed information about the changes/impacts are
discovered.
The template includes the following information, and can be tailored to individual project
needs:
Columns
General
Information:
Impact
Summary:
Impacted
Stakeholders:
Change:
Change
Management
Needs:
Comments:
Description
General Information includes name of the project and owner
Impact Summary includes a descriptive statement of the change and detailed description of
the impact listed
Impacted Stakeholders are assessed for the level of impact they may experience:
High: The change has significant impact to the stakeholder including new processes,
changed job expectations, and/or new ways of doing work
Medium: The change has a noticeable impact to the stakeholder but the job and/or way of
doing work fundamentally remains the same
Low: The change may be recognized by the stakeholder but does not directly change the
way of doing work
This section asks what kind of change is taking place:
Process: What will change with respect to current activities, workflows and procedures
People: Who will perform new/revised processes, workflows, activities
Tech/Tools: What tools will be needed and how will these tools be used
This sections outlines the key change management needs:
Communications: List potential communications and socialization efforts needed due to
the change
Training/Learning: List potential training/learning needed due to the change
Organizational/HR: List any HR activities needed due to the change
Additional comments pertaining to change may be documented
II.
Stakeholder Management
Stakeholders are individuals or groups who have an interest in a particular program or project.
Their interest may arise because they are directly impacted by the changes resulting from the
program or project, or because they influence decisions that can impact the scope, objectives
and/or success of the program or project. Though not a complete list of identifying
characteristics, stakeholders typically include groups or individuals who:
Support the program/project
Generate, review, and approve requirements or scope
Participate in the decision making process
Are highly involved or effected by the program or project
Provide feedback and support to the program or project
The NextGen Program has identified stakeholders key to the success of the overall Program.
These stakeholder groups are managed at the program level.
For more details on Stakeholder Management at the program level, please refer to the Program
Management Operations Guidebook (CToolsNextGen Program ResourcesProgramPMO
Guidebook).
Navigating Change
The key to successfully navigating through NextGen projects is to pay attention to the process
of change. Through the change, performance drops sharply at the moment of the go-live event
and gradually recovers in the post-live phase.
10
Figure 5: The process of change highlights the way change management can mitigate the effect of the
valley of despair.
Change Management helps to minimize the duration of the valley of despair, as well as the
depth of the negative impact.
11
Figure 6: Stakeholder Analysis ensures all stakeholders are identified early in a project effort.
Note: A new group of stakeholders does not need to be created for each project. If projects are
closely aligned, a separate group of stakeholders may not be necessary.
Stakeholder Analysis Template
After project definition is complete, projects should use the Stakeholder Analysis Template
(CToolsNextGen Program ResourcesProgramChange Management Guidebook) to
provide detailed information on each key stakeholder group. The information is used to inform
communications and other change management activities.
12
Stakeholder Map
After the stakeholder analysis is completed, and reviewed with appropriate project leadership,
a stakeholder map should be created. The Stakeholder Map (CToolsNextGen Program
ResourcesProgramChange Management Guidebook) shows each key stakeholder group
plotted with their level of influence on the project against their level of impact from the project.
Segmenting stakeholders in this way and targeting their concerns can be key to the success of
the project as these drive the communications planning and associated change initiatives to
achieve buy-in.
Recognizing stakeholders that are influential provides a basis for building the Change Agent
Network, discussed in the next section.
Involve as Needed
Keep Informed
Communicate regular updates to
these stakeholders to keep them
informed of project progress and
potential impacts on them
The information captured in the stakeholder analysis and subsequent stakeholder map feeds
into other change management activities, including the communication plan.
Persona and Persona Map Primer
A tool that can be used in developing your stakeholder analysis is a persona map. Personas are
user models based on research, typically interviews, and observations. The design team uses
personas to focus design discussions and decisions on real user needs and characteristics by
creating empathy on the team for the users. Persona maps rank user group importance. For
those that are interested in developing their own Persona Maps, please refer to the Appendix
for more information.
13
III.
The purpose of a Change Agent Network is to raise the visibility of anticipated changes and
build support ahead of the actual change. A Change Agent Network is a hierarchy of project
sponsors, change advocates, and change agents selected to foster support and ownership of new
services and capabilities along with other changes to the University.
Although the Program will manage a Change Agent Network for Program changes, projects
may utilize a Change Agent Network to create a group of positive supporters that may help
build buy-in of other stakeholders during their specific changes. In general, Change Agent
Networks are best suited for projects with high impact to a large group of end users.
NextGen Program
ChangeManagementTeam
Sponsors
Change
Advocate
Change
Agents
EndUser
TopDown
Comms
Change
Advocate
Change
Agents
EndUser
EndUser
BottomUp
Comms
Change
Agents
EndUser
Lateral
Comms
14
Lateral communication: Information sharing occurs among peers in order to leverage leading
practices and identify potential challenges.
Determine how
project will use
Change Network.
Identify individuals
Identify and
mobilize a network
of change agents to
act as liaisons
between project
leadership and target
stakeholders.
Educate Change
Network
Educate the change
network both at the
management level
and at the personnel
level, to support
understanding of
issues during
change.
Engage the change
network so that it
takes on an active
role in the change
process: for example,
data collection, role
mapping, etc.
Implement Change
Network
Implement a
network of change
agents to champion
the change.
Continuously
monitor operations of
the change network.
Identify and
implement actions to
improve the
leadership capability
and the effectiveness
of the change
network.
Figure 10: A Change Agent Network helps promote stakeholder buy-in of a project.
Note: A new Change Agent Network does not need to be created for each project. If projects are
closely aligned, a separate Change Agent Network may not be necessary.
15
Responsibilities
Sponsors
Change
Advocates
Change
Agent
End User
16
Suggested Group or
Individual to Fill Role(s)
CIO/ President
Unit IT Steering Committee
Program Sponsors
Project Owners
Deans
Change Team
Program Office
Project Leads
Activity
Stakeholder
Management
Communication
Testing/Training
Deployment
Readiness
Understand the new services and capabilities, including benefits and how they
impact stakeholder groups
Be aware of change plans and activities being implemented
Anticipate change acceptance and performance problems ahead of
deployment and communicate them to advocates and sponsors
Be the voice of NextGen at a local level by helping deliver key messages to
impacted staff and end users
Provide in-person communication about the NextGen Program and projects
Participate in existing status meetings to provide NextGen updates
Collect feedback on communications after formal events
Listen to employees and provide their feedback to Change Advocates
Participate in pilot opportunities
Participate in road-shows (e.g., demo sessions) and provide feedback
Participate in training validation sessions
Provide input on course materials
Participate in Train-the-Trainer sessions
Collect feedback on training delivery
Provide any last-minute communications on timing and logistics
Participate in post-training activities
Support the rollout of each project
Help answer employee questions, encouragement and coaching
Act as a sounding board for employees as they get up to speed
Change Agents are asked to perform change management activities throughout project:
Phase
Mobilization
Analyze/Design
Build/Test
Pilot
Pre-Deployment
17
Post-Deployment
IV.
The purpose of a communication plan is to provide detail about clear, specific objectives and
activities for communication and support building for various stakeholder groups related to a
program or project. The plan is a living document that will be reviewed and updated as needed.
An effective communication plan conveys the right message from the right sender to the right
audience through the right channels at the right time with the right amount of detail. It also
identifies key individuals who can serve as sponsors and change agents, and highlights specific
development/support activities that need to occur.
A communication plan ensures communication activity is targeted to support change
throughout all the stakeholders, and provides a mechanism for tracking communication
activities. For communications, existing channels should be used where possible.
Communication review follows the communications approval matrix and guidelines set forth
by the program (see appendix for more information on Program Communication Approval
Process).
Program Communications
Communications are defined at both the program and project level(s). A Communications Lead,
working with project communications resources, is responsible for integrating all
communications planned at the project with a broader program rollup.
NextGen Program Communications Strategy & Approach
Define Scope
Group Stakeholders
Create Key Messages
Define Processes/Procedures
Technology Projects
18
Strengths
Face to Face
Town Halls
Presentations
Brown Bags
Staff Meetings
Special Interest
Group
Meetings
Online
Webinars
Video
E-newsletters
Audio blog
Website
Targeted email
Announcements
Banner Ads
Intranet stories
Media
Campus
External
Complex logistics
Time consuming for planners are presenters
Managing participant feedback and input
Ability to publicly present information
Prep time
Effort
High
Can be ignored
Some online channels involve complex
logistics
Needs feedback mechanism
Dedicated resources for updates and
maintenance
People may feel overwhelmed by too much
email communication
Potential to be unclear or misinterpreted
Low
Medium
Print
Newsletter
Brochure
Social Media
Facebook
19
Weaknesses
Low to
High
Low to
Medium
Twitter
Yammer
SocialWok
Identify Communication
Events
Determine Communication
Objectives
Analyze
Channel
Options
Determine
Communication
Sender
Determine
Communication
Reviewer and
Approver
Determine
Communication
Timeline
Draft
Communication
Plan
Communication approvers have not been specifically identified for project communications.
Communication approvers have been identified for the NextGen Program level and are
available for your reference in the Appendix.
When defining and creating communications, it is important to ensure messages are:
Timely the right information at the right time
Targeted the right information to the right audience
Informative telling people what they need to know (keeping the audience in mind,
highlighting whats in it for me)
Multi-channel using the most effective channels for the chosen audience
Enjoyable and Exciting generating a positive brand for the NextGen Program
Inclusive as many people as possible need to feel actively involved
Accurate misinformation leads to frustration, disappointment and credibility loss
Visible communication effort is most effective if visible commitment is obtained and a
balance of top-level and cascaded communications are utilized
Effective - in building ownership and commitment with people who are responsible for,
or have influence over the success of the delivery
Effective - in supporting Change and Deployment activities
Measurable - measured through feedback analysis to improve the effectiveness
20
Be Factual
Clear succinct messages
Ideas, roadmaps and proposals are NOT facts
Reinforce
Stay consistent to program and project
messages
Do not stray off topic in conversations (watch
for slippery slopes)
It is OK to say I dont know but do follow
up with an answer after research and
verification
Inform
Be clear on project status and current
approved phase(s)
Inform individuals on the approval process
Be clear that leadership approves strategies
and directions
Listen
Encourage input and avoid bold
statements
This allows the other person to
be heard and gives you time to
think
Emphasize
Some words in the campus culture carry strong emotion. To avoid emotional responses that can
detract from the discussion, consider using the following word substitutions:
Avoid
Use Instead
Centralize, Standardize
Common, Shared, Consistent
Final (if item has not been approved by leadership)
Evolving, In-Progress, Proposed
Your Approval (,in seeking)
Your Input / Thoughts / Suggestions
You
We
When a strategy, approach, or implementation has
The recommendation is
not been approved dont make bold statements.
It has been proposed
The suggestion has been made
The project will
The project proposes
21
Communication Tools
Below are tools available for project communications.
Communication Calendar
Communication calendar views ensure appropriate awareness of upcoming communication
events across the program. The Communication Lead manages updates to the calendar.
Communication Toolkit
***Work in progress with Communications Lead***
22
Communication Plan
A Project Communications Plan is a critical component to gaining understanding, acceptance,
and involvement from the stakeholders for a specific project. The draft communication plan
(CToolsNextGen Program ResourcesProgramChange Management Guidebook) requires
inputs from all steps throughout this process and completed with the communications resource.
Communication Plan Template
Each project should use the following template to capture their communication events.
Complete all fields in the template for each communication event with the inputs
gathered throughout this process
Review the drafted plan with the primary communication leader
23
V.
The purpose of Unit Readiness is to ensure the identified organization has completed a defined
set of activities which demonstrate the organization is ready for deployment. The primary
objectives of Unit Readiness are to help minimize the level and duration of performance dropoff, and maximize the short-term benefits of the change.
Unit Readiness is an important area that impacts the success of a project. It is used primarily as
a feedback mechanism to achieve five main objectives:
Measure the readiness of the unit or service provider(s) for the change
Sample Questions
Meeting &
Reporting
Business Process
Review & Design
Security
Communication
Training
Implementation
Stabilization
Future capability and service projects in the Program will further define readiness for shared
service providers and units.
24
Readiness Scorecard
In order to track the progress of your project, a Unit Scorecard (CToolsNextGen Program
ResourcesProgramChange Management Guidebook) should be used, and can be tailored to
individual project needs:
25
VI.
Change Measurement
Surveys
The general steps to develop, publish and deliver survey assessments are included below. The
activities below represent an online survey. An example of a Change Measurement Survey can
be found in the Appendix.
Keep the audience in mind, linking to what theyre actually doing and showing
whats in it for them
Provide the link to the survey and instructions for how to launch, complete, and
submit the survey
Collect and analyze survey results, draw conclusions (identify strengths and
improvement areas) and make recommendations for actions/next steps
Pull results into a presentation format and show graphs to depict results
Create an email to those who completed the survey to communicate results and
actions/next steps
Sample Questions
Organization
Training
Communications
26
Surveys
Advantages
Disadvantages
Relatively inexpensive
Focus Groups
A focus group is a group of people who are interviewed together to provide opinions about a
particular topic or issue or to generate ideas and agree on ways to achieve objectives. A focus
group relies on group discussion to generate information and ideas rather than direct questions.
Each participant submits ideas for consideration by the others.
Key participants are:
Facilitator - from project team who focuses the group discussion onto required subjects
Recorder - who writes down ideas
Group members provide opinions and insight based on prompted topics
Basic steps to running a focus group:
Articulate desired outcome
Develop approach
Develop criteria and screen participants
Conduct pilot focus group and review
Conduct focus group sessions
Analyze results and develop preliminary hypotheses
Prepare list of findings
Share findings and determine course of action
The roles and responsibilities for the group members should be clearly defined. The scope of the
work and the objectives of the meeting should be clear and well understood by the facilitator. It
is useful to have hypotheses developed prior to meeting, if possible.
Focus Groups
Advantages
27
Disadvantages
Build consensus
28
Knowledge
Transfer
Onboard
Learn
On-theJob
Perform
Staff is expected to be
fully functioning in their
new role after
completing multiple
levels of training
experiences
Check-points with
supervisors
Formal reassessments
Additional training
as necessary
Join
Figure 16: Examples of training activities for resources transitioning due to project deployment.
29
Develop Training
Content
Design/Draft Training
Content (where possible
use existing
material/tools)
Review and obtain
approval from SMEs
Finalize content
Coordinate training
logistics (e.g. training
rooms, training PCs, etc.)
Coaching: done informally, one-on-one or one coach-to-few users. It can be delivered at the
point-of-need, and emphasizes interactive discussion and hands-on practice (which could be
done in live system) for specific tasks. It can also be used for work groups where formal training
has not been developed.
Example: Individual sessions with SME
Self paced learning: provide a quick reference for simple tasks and information to minimize
effort in performing tasks on the job.
Examples: Self-study guides, Step-by-step and other documentation, Demonstrations with voice,
Supporting web pages
Instructor led Training: traditional classroom training. ILT may be written by Performance
Support but is often delivered by SMEs.
Examples: Hands-on training, Webcasts & web conferences (live with participants in multiple
locations)
eLearning (web based training): self-paced.
Examples: Online training course, Webcasts & web recordings, Web recordings
Training
Vehicle
Coachin
g
Advantages
Inter
30
Disadvantages
R
equires more time to deliver
Allo
R
equires the coach to have knowledge and expertise
Goo
d for unstable content
Very
personable
Self
paced
learning
Sim
Flexi
N
o interaction on questions & answers
M
ay not be appropriate for complex tasks
Re-
usable
M
ore difficult to maintain
Leve
rages knowledge of the experts and reduces the
reliance on their support
Very
user friendly
Instruct
or Led
Training
(ILT)
Inter
active discussions; questions & answers
Cov
H
ighly trainer dependent
C
an be expensive to develop
Suita
ble for unstable content
Can
include assessments and scoring
Can
track completion
Can
include practice situations
eLearnin
g (web
based
training)
Can
be taken at point-of-need, wherever users are located
Mai
ntenance is streamlined; content is updated easily
Decr
eased reliance on trainers
May
be used as requirement for access to systems
Can
include assessments and scoring
Can
track completion
Can
include practice situations
R
equires more robust technical architecture &
infrastructure
R
equires users to have web proficiency
U
sers need to be self-motivated and proactive to do
the course
31
32
IX.
The purpose of role design is to organize a collection of activities and tasks into clearly defined
roles and jobs that are needed to run a service and to align them with the overall strategic focus
as defined by the project. Once roles and jobs are determined, a team design can be built.
A role is defined by a set of responsibilities or expected results associated with a job. A role
can be a major grouping of tasks and activities that reflect one specific aspect of a persons job.
A person can fulfill several roles for different objectives in different teams of the organization.
Using roles allows flexibility in activity distribution and is the base for teamwork.
A job is defined by activities and the skills required to conduct them. The term job does not
mean the same as position; while a position is always assigned to only one employee, several
employees may have the same job. A job can be made up of multiple roles.
In role design, the tasks that take place during run state of the service are grouped together to
form a logical role. Certain criteria must be met in grouping tasks to ensure the task groupings
form a motivating role. Consider the following criteria:
As you think through these questions with regard to a role, consider the following:
The more often that different skills are involved in a role, the greater potential there is
for a meaningful role
The more complete the set of tasks in a role, the more meaningful the role
A task that the employee and others perceive as significant is motivating
Greater job autonomy leads to a greater sense of personal responsibility
Feedback is most successful when it comes directly from the work itself
Identify application requirements based on role/job design
33
Define roles
Identify roles
Ensure tasks are
defined and
organized in a
logical way
Conduct impact
analysis
Define jobs
Identify jobs
that need to be
performed
Define required
competencies
Describe
required
activities
Redesign any
impacted jobs
Perform gap
analysis
Compare job
definition roles
to as-is jobs
Identify gaps in
competencies
and
responsibilities
Identify the
impact of the
gaps
Describe jobs
Document detail
information
about jobs
(purpose,
reporting
relationships,
roles and
responsibilities,
expected results,
required
competencies,
performance
metrics and job
requirements)
Determine
impact on the
jobs that need to
work with a new
system
Define teams
Define how jobs
are interrelated
Determine the
right
organizational
structure for the
jobs
Identify impact
on the jobs and
teams that need
to work with the
new system
Figure 18: Job Design for Projects guides projects through job, role and team design.
R=Responsible
Project
Management
Human
Resources
Project
Owners
S
R
S
A
S
A
R
A
R
S=Support
To assist the process of job/team design, an estimate of needs should be done by the project.
Assess the current workloads for each service to predict and to make sure adequate capacity is
made available to meet the future demands.
When estimating for a new service, consider data from similar services to determine workload
resource needs, including other universities and organizations with similar service line,
standards, and norms or experience.
34
X.
Appendix
IT Ex.
Committee
/ Domain
Stewards
Office of
the CIO
Program
Director
Program
Manager
Program
Comm.
Program
HR*
UMHS
Project
Approver
A= Approver
Unit IT
Steering
Committee
Deans/
Directors/
Dept
Heads
Faculty/
Researchers
ITS
External
/Media
General
campus
Campus IT
community
(includes
ITS)
I=Integration
35
Project
Teams
Vendors
No
Yes
Reviews program
approved copy &
sends for
distribution
No
Notify Program
Approvers and
discuss key
messages
Cancel copy
request and develop
alternate
communication
plans
Yes
No
Determines bundling
option, sends UMHS
notification, and
reviews project
approved copy to
ensure message
alignment
Incorporates edits
& sends to UMHS
if required; if not
send to Project
Com Lead
Is project
approved copy
going to key
stakeholder?*
Yes
Is there
agreement on
request for
copy?
36
2.
3.
Admin
ITS
Faculty/Researchers
Campus IT Staff
ITS Staff
General Campus
External/Media
Project Teams
Vendors
Agree
Disagree
Strongly
Disagree
1.
[ ]
[ ]
[ ]
[ ]
2.
[ ]
[ ]
[ ]
[ ]
3.
[ ]
[ ]
[ ]
[ ]
4.
[ ]
[ ]
[ ]
[ ]
5.
[ ]
[ ]
[ ]
[ ]
6.
[ ]
[ ]
[ ]
[ ]
7.
[ ]
[ ]
[ ]
[ ]
8.
[ ]
[ ]
[ ]
[ ]
9.
[ ]
[ ]
[ ]
[ ]
Communications is a key activity within the NextGen Change Management project. Please provide answers to the
following questions so that the NextGen team can better meet your communication needs.
Please select the appropriate boxes in the sections below:
10. What are the ways you have been communicated to about NextGen?
Face-to-Face
Online
Media
Print
11. What is the best way to communicate to you about PROJECT XXX?
Face-to-Face
Media
Online
Print
37
Social Media
Other (please specify)_____________________
Social Media
Other (please specify)_____________________
38