DVPR 4 Change management

Change management

Change management

Comprehensive, cyclic, structured approach for transitioning individuals, groups and organizations from a current state to a future state with intended business benefits

Forecasting over a long-time horizon

Is not longer possible because the rate of change is accelerating. Therefore, organizations needs to have a robust change process

Changes involve :

• Innovation

• Improvement / Optimization

• Relationship with stakeholders and customers

Governance board

Ensures that the change process remains aligned with the organization's strategic vision and direction

Sponsors

Provides ressources required for change

Leads

Manages the overall change management process and implementation

Integrators

Implements the changes

Agents

Early adopters & beta testers

Recipients

People directly or indirectly impacted by a change

Who should be incorporated during change

• Governance board

• Sponsors

• Leads

• Integrators

• Agents

• Recipients

Human factor

The brain interprets change as a threat

Bridge's transition Model

Change transition with

• Ending (identification of loss)

• Neutral zone (time where the old is gone and new isn't fully operational)

• New beginnings ( release of energy in an expression of a fresh identify)

Change Life Cycle Framework

1. Formulate changes

2. Plan change

3. Implement change

4. Manage transition

5. Sustain change

Formulate change

• Identify need for change

• Assess readiness for change (for all that will be impacted or needed for the change)

• Delineate scope of change (clarify outcomes)

Plan change

• Define change approach

• Plan stakeholder engagement

• Plan transition and integration

Implement change

• Prepare organization for change

• Mobilize stakeholders

• Deliver project outputs

Manage transition

• Transition outputs into business

• Measure adoption rate and outcome/benefits

• Adjust plan to address discrepancies

Sustain change

• Ongoing communication, consultation, and representation of stakeholders

• Conduct sensemaking activities (make sense of what is happening during the change)

• Measure benefits realization

Success factors of change

• Perform change with people

• Have a clear description and vision, communicate it during the whole process and be open for dialogue

• Build in some flexibility

Barriers for changes

• Lack of funding/ressource

• Culture that resists change

• Lack of clear vision on the future

Change request form

Form is used to request, approve, and track project related changes

Change advisory board CAB

group of people (at least one representative from all the groups affected) who run regular meetings to assess, prioritize, authorize and schedule changes as part of the change control process

Key deficit of unsuccessful changes

• Missing communication

• Missing incorporation of employee

• Missing qualification

• Lack of leadership from the management

Requirement

Constraint of what should be implemented

Functional requirements (FRs)

Describe the functionality of the system

Non functional requirements (NFRs)

Describes system properties (performance, usability, security, maintainability)

Requirements should be

• Unambiguous

• Short

• Feasible

• Prioritized

• Testable

• Consistent

• Without conjunctions (and / or)