Organizational Change Management Methodology Overview
Effective change cannot occur unless the
people, processes, and technology are working together. The effects of each will be felt by the others.
The foundation of our OCM methodology is to develop a program that moves people through levels of awareness and through levels of awareness and understanding toward the desired future result. Along the way, we want to provide them with the tools to be successful at every stage of the transition AND in the long term. We want to address not only how to get there, but how to sustain and move forward.
Within each of the 5 components of our OCM methodology, we have identified key deliverables which will help define the unique change path for each project. The development of deliverables templates has already started. Our goal is to develop an OCM toolkit which is: toolkit which is: • Approachable • Available to all project teams • Customizable and adaptable while still remaining consistent. • Engages all necessary groups to complete • Evolving and learning from each project. • Measurable
Successful OCM drives business results by changing behaviors. Our thinking drives our behavior. Our behaviors drive our results.
Organizational Change Management Methodology Overview The completeness of each component of the methodology is judged based on our ability to answer key The completeness of each component of the methodology is judged based on our ability to answer key questions about the project. Envision
•What is this project? •Why are we doing •Why are we doing it? •Where are we now? •What will change in the future? •Why should we want to change? •Who will guide us g there?
•Who will be affected? •How will people •How will people be affected? •How aware are people? •How can we create a sense of urgency? •What influence does each group have? •How will leaders help us get there?
•How will processes change? •How will roles & responsibilities change? •What do people need to know? •When will they need to know it? •What messages should we share? •What methods should we use? •How will leaders help us get there?
•How will we roll out our plan? •How can we be •How can we be proactive? •How will we transition people to new roles? •What are our risks and how can we mitigate them?
•To what degree has change been embraced? •How satisfied are employees after the change? •Is there more or less turnover/absente eism after the change? •What are the Wh h questions/concer ns that are being heard the most? •What worked well and what did not?
What is the role of the PPMO OCM Project Manager in oCIO projects? What is the role of the PPMO OCM Project Manager in oCIO
Current Activities •
Working with Unified Communications, IT Service Management, and IdM to develop individualized OCM plans. • Determining current state of OCM strategy. • Developing week‐by‐week goals. Developing an OCM toolkit of templates and “how to” materials. Creating OCM project plan templates to Creating OCM project plan templates to support workplaning component of OCM activities. Compiling estimating data to support more accurate work and resource forecasting. Looking for overlap and opportunities for consolidation between projects.
Future Ambitions •
• • • • •
Create an OCM Advisory Board to facilitate information sharing, idea generation, create awareness of upcoming projects, identify potential opportunities/risks. Develop and implement a OCM strategy for the PPMO. Create an online resource repository for OCM templates and information. Continue to refine tools and methodology Continue to refine tools and methodology through support of projects. Develop a OCM community and foster idea sharing between oCIO areas. Develop a cross‐project OCM resource planning timeline and talent pool.
The success of a change implementation must be continually evaluated and adapted A adapted. A change is not adopted until it is integrated into the organizational culture.
Quick Look at OCM Process