The Project Plan Part 3b: The Organizational Change Management Plan – Preparing for Change

Planning

Plan preparation includes activities to prepare yourself and the team for managing the change and creation of the change management strategy. This allows the team to understand the magnitude of the change and potential resistance from the organization.

Defining the Scope of the Change

Defining the scope of the project for change management purposes means answering the following questions:

  • What are the changes that will occur as a result of this project?
  • Who will be affected?
  • What will be the magnitude of the change?
  • How might the affected groups react when notified of this change? What will be their concerns?

Putting the answers in a spreadsheet will help the planning process.

Conduct an Organizational Assessment

You can assess the organizational readiness for change by finding the answers to the following questions:

  • How resistant is the organization to the change associated with this project?
  • What is the capacity for change within the organization? Is the organization already being required to make changes elsewhere? How much more change can the organization absorb?
  • What is the history of similar projects/change within the organization? Did past projects/changes leave a residual effect that could either work in your favor or make the management more challenging?
  • What is middle management’s predisposition to change? Is the management team behind the change effort? Are there any that are opposed?
  • Anticipated Resistance – are particular departments, regions, etc. impacted differently than others? Were certain groups advocating a different solution? Are certain groups heavily invested with how things are done today?

In the next post I will address the components of “Managing Change” and the ADKAR change methodology.

The Project Plan Part 3a: The Organizational Change Management Plan – Roles & Responsibilities

Planning

Organizational Change Management is a structured approach to transitioning individuals, teams, and organizations from current state to a desired future state. People change management is the number one reasons why projects will either succeed or fail.

The Organizational Change Management Plan provides a framework to effectively lead your affected stakeholders through the changes that occur within a project. I will address this topic in four posts starting with this one (defining the roles and responsibilities). The topics for the remaining posts are :

• Preparing for Change

• Managing Change

• Reinforcing Change

Roles and Responsibilities

Defining the roles within the team and organization ensures that the team members understand their role in effecting the change within the organization. Use the table below to define the roles, describe the responsibilities and define the names of who will fill the role.

Role

Description/Responsibility

Name(s)

Executive Sponsor/ Change Champion

“Face” of the project communicating directly with employees and management

Participate actively and visibly throughout the project

Build a coalition of sponsorship and manage resistance – identify other Executives who will Champion the change

 

Change Management resource/Team

Formulate change management strategy – evaluate how big the change is and who will be impacted

Develop change management plan – determine what actions will be taken to enable moving people forward including a communication plan, sponsor roadmap, a coaching plan, training plan and resistance management plan

Execute plan with the other “doers” on the project

 

Change Agents (Middle managers and supervisors)

These are people that have influence in the organization that  can be an advocate for change

Communicator of the change – become well versed in the changes that are occurring and why so they can communicate the message to the employees

Coach – trained in how to help the employees through the change

Liaison between the employees and the change management/project team taking direction and providing feedback on the “buzz” in the organization