This role description is part of a wider P3M job set which can be viewed in
This role description forms part of a wider P3M job set
the P3M Resource Centre or the Health Informatics Career Framework:
www.connectingforhealth.nhs.uk/p3m
www.hicf.org.uk
BUSINESS CHANGE MANAGER
This generic role description is based on the minimum competences required to
undertake this role. It can be used in recruitment, skill mix reviews, career
progression and team development or restructuring. It must be expanded to
include any specialist or local knowledge and skills required, any background
information or description of work to be undertaken which is not included in this
generic template. The competences have been derived from a variety of sources,
including the Association of Project Management, Skills Framework for the
Information Age and National Occupational Standards. More information, including
indicators, on these competences can be accessed through the P3M Resource
Centre under “Full list of APM competences”.
JOB DETAILS
Career framework
level:
Job Title:
For more details of Career
Framework Levels see below
Business Change Manager
Department:
Reporting to:
Responsible for:
Note: This role may be an individual post or it may form part of another role
within the wider programme and/or project team, for example: operational
manager, clinical manager, project manager, or benefits and business
change manager. The role is important within the project and programme
1
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www.hicf.org.uk
life cycle and the project board should ensure that at least these minimum
competences are present within the programme/project team.
2
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This role description forms part of a wider P3M job set
the P3M Resource Centre or the Health Informatics Career Framework:
www.connectingforhealth.nhs.uk/p3m
www.hicf.org.uk
JOB SUMMARY
The Business Change Manager will establish and maintain effective
relationships with key stakeholders, using these to facilitate service led
change and assess the capability and capacity of the organisation to deliver
transformational change, develop the understanding in an organisation of
the importance of managing change.
The Business Change Manager is responsible for initiating, or supporting
services to initiate, and overseeing large scale change, in order to ensure
that optimum benefits are delivered in line with the organisations business
objectives. They may be responsible for workforce capability and capacity
planning in relation to change management. Provide expert analysis and
advice to organisations on the delivery of change management programmes.
KEY TASKS

Ensuring alignment of activity with organisational strategic objectives
and direction and defining change management strategy

Contributing to Business case development

Leading an organisational readiness assessment

Assuring programme board for the delivery of new capability and
benefits

Initiating business assurance reviews

Monitoring stakeholder engagement

Creating change plans

Mapping activity and identifying gaps between current and future state
business processes
JOB ROLE
The Business Change Manager is key to providing the bridge between the IT
Programme and the NHS business operations.
3
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The Business Change Manager will provide specific support, advice and
facilitation on business change that can be enabled by the implementation of
new systems and service redesign and will deliver the realisation of benefits
as new systems and changed processes are implemented and embedded
Where substantial change in business operations is required, the individual
appointed to the role of Business Change Manager will be responsible for
recommending the new business structures, operations and working
practices. The Business Change Manager should have appropriate
responsibility and authority within the business areas within which change
will take effect and benefits will be realised.
The Business Change Manager, working with service improvement colleagues
will develop, maintain and deliver a change management strategy based on
local and national guidance and support the development of the benefits
strategy.
Using appropriate methodologies and techniques the Business Change
Manager will ensure that the change management strategy and change plan
link to the strategic objectives of the Trust.
4
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the P3M Resource Centre or the Health Informatics Career Framework:
www.connectingforhealth.nhs.uk/p3m
www.hicf.org.uk
BUSINESS CHANGE MANAGER: COMPETENCIES
The following list of competences is a guide to the skills and knowledge required
for this role. The competences are form the Association of Project Management’s
Competence Framework which can be found on the on the P3M Resource Centre
under “Full list of APM competences” (NWW access required)
Applicants should ensure that they are able to provide evidence to the required
level for each competence. A recruitment checklist has been developed to help in
shortlisting and interview which can be found on the P3M Resource Centre under
“Recruitment checklist”
COMPETENCE
DESCRIPTION
LEVEL
REQUIRED*
Communication
Giving, receiving, processing and interpreting of
Level A
information, acknowledging own personal style of
communication and the impact it has on others.
Information can be conveyed verbally, non-verbally,
actively, passively, formally, informally, consciously or
unconsciously.
Handover and
Handing over the final project deliverables to the sponsor
closeout
and users and finalising all project matters, carrying out
Level A
final project reviews, archiving project information ad
redeploying the project team
Implement
The putting into practice the strategy and associated plans
change
for a specific change or programme of change. This
Level A
involves putting in place the necessary resources and
supporting systems, including monitoring and
communications, to turn the ‘vision’ into a practical reality
Manage
Managing business processes to make sure the
business
organisation delivers outputs that meet customers’ needs
processes
and stakeholders’ needs, and organisational and legal
Level A
requirements
Negotiation
Searching for agreement, and seeking acceptance,
Level A
consensus and alignment of views, both formally and
informally
Organisation
The design and implementation of an integrated
design and
organisation structure, role profiles, culture, performance
implementation
measurements, competencies and skills, to facilitate
strategies for change and for training to enable the
5
Level A
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change.
Plan change
The planning that is needed to make a specific change or
Level A
put into practice a programme of change. It involves
developing a strategy to make the change that is needed,
taking note of barriers, risks and the need to put
appropriate monitoring and communication systems in
place.
Programme and
Satisfying stakeholder needs, measured by the success
project success
criteria as identified and agreed at the start of the project.
and benefits
Benefits management is the identification of the benefits
management
at an organisational level and the monitoring and
Level A
realisation of those benefits
Behavioural
The elements that separate and describe a person’s
characteristics
preferred way of acting, interacting and reacting in a
Level B
variety of situations. They complement knowledge and
experience and are a function of values, beliefs and
identity. They can be used in assessment, engagement
and career advice
Benefits
Monitors benefits against what was predicted in the
management
business case and ensures all participants are informed
Level B
and involved throughout the change programme
Business
The methodical investigation, analysis, review and
analysis
documentation of all or part of a business in terms of
Level B
business functions and processes, the information used
and the data on which the information is based
Business
The planning, design, management, execution and
process testing
reporting of business process tests and usability
Level B
evaluations. The establishment, clarification and
communication of non-functional requirements for
usability (for example, screen design/layout/consistency,
response times, capacity).
Conflict
Identifying and addressing differences that, if unmanaged,
Management
would affect organisational objectives. Preventing
Level B
differences becoming destructive elements in a project
Information
Collecting, storing, disseminating, archiving and
management
appropriate destruction of project information.
and reporting
Information reporting takes information and presents it in
Level B
an appropriate format which includes the formal
communication of project information to stakeholders
Leadership
The ability to establish vision and direction, to influence
and align others towards a common purpose and to
empower and inspire people to achieve project success. It
6
Level B
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www.hicf.org.uk
enables the project to proceed in an environment of
change and uncertainty
Professionalism
Professionalism is demonstrating awareness and
and ethics
application of qualities and competences covering
Level B
knowledge, appropriate skills and behaviours. Ethics
covers the conduct and moral principles recognised as
appropriate within the project management profession
Project/program
Ensuring effective project/programme reviews are set up
me Review
and used during and after the project/programme is
Level B
complete, to check the likely or actual achievement of
objectives specified in the project management plan and
the benefits detailed in the business case.
Requirements
Capturing, analysing and testing the documented
management
statement of stakeholder and user wants and needs.
Level B
Requirements are a statement of the need that a project
has to satisfy, and should be comprehensive, clear, well
structured, traceable and testable
Stakeholder
The systematic identification, analysis and planning of
management
actions to engage with, communicate with, negotiate with
Level B
and influence stakeholders.
Team work
The process whereby people work collaboratively towards
Level B
a common goal, as distinct from other ways that
individuals can work within a group
Business case
Understanding of the content and is prepared to write a
Level C
business case on behalf of the sponsor according to the
agreed standards which provides justification for
undertaking a project, to obtain management commitment
and approval for investment in the project.
Organisational
Understanding , identifying and defining the
structure and
organisational structural environment in which the project
roles
is taking place and the organisational roles performed by
Level C
individuals and groups within the project, including
hierarchical structure, accountabilities, relationships and
decision-making responsibilities
Resource
Identifying and assigning resources to activities so that
management
the project is undertaken using appropriate levels of
resources and within an acceptable duration. Maintaining
the Programme/Project resource spreadsheet and
supporting the procurement and recruitment processes on
advice of the Programme/Project and Project Management
Teams
7
Level C
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Scheduling
Involvement in determining the overall project and
Level C
Programme/Project duration and when activities and
events are planned to happen. This includes identification
of activities and their logical dependencies, and estimation
of activity durations, taking into account requirements and
availability of resources
Change Control
management
Creating, maintaining and controlling change of the
Level D
configuration throughout the project life cycle, ensuring
that all changes made to a project’s baselined scope, time,
cost and quality objectives or agreed benefits are
identified, evaluated, approved, rejected or deferred
Corporate
This concerns those areas of corporate governance that
governance of
are specifically related to project activities, ensuring that
project/program
an organisation’s project portfolio is aligned to the
me management
organisation’s objectives are delivered efficiently and are
Level D
sustainable. It also includes the determining and applying
of appropriate standards and methods to minimise health,
safety and environmental damage risk during the project
and the operation of its deliverables
Estimating
Ability to produce estimates of project time and cost
Level D
targets which are reviewed and revised as necessary
throughout the project life cycle, possibly in liaison with
other functional areas and expertise
Project life
Understanding the concept of project lifecycles, the use of
cycles
project phases and contributing to the support of this
Level D
process which allows the project to be considered as a
sequence of phases and which provides the structure and
approach for progressively delivering the required outputs
Project risk and
Understanding, identifying and proactively managing
issue
individual risk and issue events and overall programme
management
risk by minimising threats and maximising opportunities
Technology
Managing the relationship between available and emerging
management
technologies, the organisation and the project and
Level D
Level D
managing the enabling technologies used to deliver and
manage the project, and the technology of the project
deliverables
The following are competences that have been developed to fulfil apparent
gaps in the current National Occupational Standards and competency
frameworks that were analysed as part of the wider P3M Improvement
8
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Programme. These competences are still under development and are being
tested and reviewed accordingly.
Service
Designing a new service/or model, or re-designing an
modelling
existing model to align with and deliver on policies or
Level A
strategies, can be linked with other projects (e.g. new
build, or to support a new care pathway, etc)
Indicators
Ability to work with service staff and
to facilitate senior management to
help identify the best design of a new
or changing service/model
Ability to ensure all parts of the
service area are aligned to the new or
changing service/model
Dependencies
Understanding and active management of the internal and
and critical path
external linkages and inter-dependencies (e.g. political or
analysis
legislative changes, structural or organisational plans etc)
across programmes and/or projects, and incorporating
any changes into the project/programme plan.
Indicators
Ability to differentiate between
external and internal dependencies
and to prioritise these by
importance/impact on the
project/programme
Awareness of dependences between
the project/programme and its
benefits and actively managing these
in liaison with the Benefits Manager
Ability to identify the critical path of
tasks within a project/programme and
to manage this
Knowledge of risk and issue
management processes and utilising
these to ensure that all dependencies
and the risks that these may pose to
the project/programme are minimised
Ability to appropriately take account
of any dependencies during
project/programme re-planning
Knowledge of matrix management
and the inter-dependencies that this
way of working has
9
Level B
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10
This role description is part of a wider P3M job set which can be viewed in
This role description forms part of a wider P3M job set
the P3M Resource Centre or the Health Informatics Career Framework:
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www.hicf.org.uk
LEVEL DESCRIPTIONS
LEVEL
APM DESCRIPTION
MAPPED TO
SUMMARY
OTHER
FRAMEWORKS
Level A
Can successfully execute
all the indicators by
directing the management
Level B
Career
Framework level
8-9;
Displays extensive and
substantial experience and
applied knowledge of the
of complex projects
subject. Significant
and/or programmes for an
managerial experience and
organisation or functional
may be at the top of their
unit
profession in the skill area.
Has successfully executed
most of the indicators by
managing a complex
Career
Framework level
5-7;
project
Displays detailed knowledge of
the subject and are capable of
providing guidance and advice
to others, based on significant
commercial experience and
qualifications
Level C
Has successfully executed
at least some of the
indicators by management
Career
Framework level
3-5;
Demonstrates behaviours and
outcomes above the
Awareness level but have not
of a project with limited
had sufficient opportunity or
complexity
experience to put the skill into
practice to merit Practitioner
level
Level D
Has the knowledge
required and may execute
some of the indicators in
Career
Framework level
1-2;
Ability to understand key
issues and their implications
and able to ask relevant and
supporting a project
constructive questions on the
manager and or project
subject. Are early in their PPM
team
career or a practitioner of
another profession with some
involvement in PPM, or the
subject may not be a priority
skill area within their current
role.
11
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www.hicf.org.uk
PERSON SPECIFICATION
ESSENTIAL
DESIRABLE
Educated to degree level or equivalent
MBA or equivalent
experience
At least 5 years operational experience or
Good understanding of change
evidence of using Project Management
management methodology
Methodology
Microsoft Office or equivalent
MSP Practitioner
Facilitation Skills
Experience of working within a Change
Recognised project
Project
management methodology
Significant experience of service redesign
LEAN/6SIGMA training
and leading change
Significant experience of process mapping
Ability to influence leaders
12
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13
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the P3M Resource Centre or the Health Informatics Career Framework:
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www.hicf.org.uk
14