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
Engage
Educate
Sustain
Measure
•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.