Change Management Plan
Agenda
•
Objectives
•
Change Management Overview
•
Overall Change Management Plan
•
Change Management Activities
•
•
Stakeholder Management
•
Change Impact Assessment
•
Change Network
•
Communications
•
Training
•
Change Measurement/Tracking
Change Management Team Structure
Change Management Plan Objectives
•
Institute a structured approach to manage the changes and impact arising from AAA project with a well
planned change actions
•
Analyze the bank’s existing communication channels, training logistics and identify the most effective
existing/new communications channels and training logistics to execute planned communications and training
activities
•
Develop effective communications and training activities to address and increase user readiness for
deployment
•
Develop Change Management and training effectiveness measurement mechanisms
•
Ensure high user adoption rate, instituting an effective feedback mechanism to continuously improve future
roll-outs
The Importance of Effective Change Management
Managing the change effectively throughout the project lifecycle is critical to achieve desired outcomes.
Performance
View Change as a process (not an event), and measure its progress
C
A
Start of
program
Go-live
“valley of
despair”
A Minimize the duration of
performance disruption
The introduction of change often
causes a drop in business and
individual performance from the
beginning
(With Change
Management)
(Without Change
Management)
B Minimize the depth of
performance dip
The depth of the “valley of
despair” is dependent on how
effectively the change process is
managed
B
C
Build CM Foundation
Deploy
Sustain
Time
Accelerating time to new
levels of productivity
Achievement of business benefits
and improvements in overall
business performance can be
realised through successful
management of the change
AAA Project Change Management Journey
The purpose of Change Management for AAA project is to build commitment from impacted staff and ensure
continuous and effective use of the AAA system after deployment.
What is the purpose of
CM for AAA project?
What it implicates?
• To ensure the
necessary change
action is identified
before AAA system
Go-Live
• To establish buy in
and active use of the
AAA system from
bank wide staff
• Equip staff with the
necessary
skills/knowledge to
effectively use the
AAA system
• Provide sufficient
support to staff post
deployment to
continuously use the
AAA system
How do we go about it?
• Disseminate
information using the
right communication
channel
• Roll-out training to all
impacted staff
• Develop and
distribute job aids and
post deployment
support to impacted
staff
What outcomes to
achieve?
• Bank staff understand
their roles and
responsibilities
• Bank staff are
equipped with the
relevant
skills/knowledge to
use the AAA system
• Bank staff are
provided with the
necessary support to
perform their jobs
with AAA system
The Change Management Journey for AAA project will eventually provide a clear understanding of how
everyone has to holistically work together to achieve successful implementation and on-going use of the AAA
system
5
Change Management Approach
Our approach to Change Management blends together with activities to supply organization with the necessary
support to be capable of adopting the new ways of working.
Navigation activities ensure that
change is well-planned, directed,
measured and managed
Organization Level
Navigation
Leadership activities help set the
change agenda, gain commitment
and prevent distraction
Leadership
Supply
Demand
Enablement
Ownership
Enablement activities focus on
providing users with critical
knowledge, skills, and tools
Ownership activities focus on
widespread acceptance and personal
responsibility
Employee Level
6
Change Management Activities
Different change management activities will be executed and governed through collaboration of project team,
business unit team and change management team
Stakeholder Management - develop a joint understanding on
concerns/expectations of key stakeholders towards the project, addressing
them in the change management and communication plan.
Change Impact Assessment – detailed assessment of the impacted changes
Change Management
Team
on process, people, and technology based on the agreed to-be processes,
providing input into the change management, training and communication
plan.
Change Network - A hierarchy of change sponsors and change agents that
foster sponsorship and communication of changes to the organization,
empowering them to engage employees throughout the journey.
Communications - Planning and delivering targeted communications to all
stakeholders in collaboration with the Change Network.
Project
Team
Business Unit
Team
Training - Education of impacted stakeholders on the new/enhanced tools,
processes, systems, etc. to enable them to attain the proficiency required for
applying the new ways of working.
Change Measurement/Tracking – Manage impacted stakeholders
readiness for change, follow-up, and track the progress throughout the project.
7
Overall Change Management Plan
Plan & Analyze
Refine CM approach & plan
Design
Build
Test
Update CM plans as needed based on feedback and measurement
Deploy
Go-live
Stakeholder Management
Establish
communic
ation
channel
Appoint &
Kick-off
Change
Network
Execute communication based on plan and follow-up
Prepare change
measurement
Execute
change
measure
ment
Execute
change
measure
ment
Follow-up and monitor action plan
Activate Change Networks in project activities (communication, training, testing, Go-Live and post Go-Live support
Follow-up and monitor mitigation action based on change impact assessment result
Develop Policy and Procedure
Project
Branding
Assess detail change
impact
Develop
detail
training
plan
Develop training material
Execute training
Support
deployment
Prepare training
environment
8
Agenda
•
Objectives
•
Change Management Overview
•
Overall Change Management Plan
•
Change Management Activities
•
•
Stakeholder Management
•
Change Impact Assessment
•
Change Network
•
Communications
•
Training
•
Change Measurement/Tracking
Change Management Team Structure
Stakeholder Management
Change Impact Assessment
Change Network
Communications
Training
Change Measurement/Tracking
Stakeholder Management Overview
Stakeholder Management is about developing a joint understanding on concerns/expectations of key
stakeholders towards the AAA project.
Bank XYZ stakeholders come from within and outside the organization with involvement and/or interest in the
success of the change effort.
Internal Stakeholders:
• Project Sponsors/Steering
Committee (Director level)
• Project Operations Committee
(Group Head level)
• Department Head
• Subject Matter Experts
• Non-impacted staff
• Employee union
External Stakeholders:
• OJK
• BI
• Other regulators
• Customers
• Suppliers/Vendors
The importance of Stakeholder Management:
• To ensure that all relevant stakeholders concerns and needs are captured
• To ensure that the project is aware of differences in expectations between stakeholders and is able
to address them
• To ensure that the project goal meets the needs of key stakeholders
10
Stakeholder Management
Change Impact Assessment
Change Network
Communications
Training
Change Measurement/Tracking
Stakeholder Management Approach
Conduct Stakeholder
Engagement
Determine Change
Action Plan
Execute & Monitor
Change Action Plan
• Revisit list of stakeholder groups
and key stakeholders that will be
impacted by the change
• Revisit change actions plan for
identified stakeholder groups
and key stakeholders
• Schedule and conduct
stakeholder engagement
• Document discussions summary
• Analyse key stakeholder
concerns and expectations
• Determine change action plans
to address the concerns and
expectations (what, who, when)
• Incorporate change action plans
into the overall Change
Management Plan
• Execute change action plan
• Monitor, follow-up and review
the change action execution
• List of stakeholders
• Summary of discussion, e.g.
concerns, feedback
• Change action plan
• Updated change management
plan
• Stakeholder management
tracking
Output
Activities
Refine Key Stakeholders
List
11
Stakeholder Management
Change Impact Assessment
Change Network
Communications
Training
Change Measurement/Tracking
Stakeholder Management Tracking
ILLUSTRATIVE
No
Stakeholder
Role – Unit
M1
M2
M3
M…
Concerns
Immediate Action – Topic
1
Sam Evans
Supply Management GM
• New system will create
• Inform new processes
additional work
• Provide regular update
• Need to have clear segregation
of duties
2
Mathew Lukman
Quality Management GM
• Better control and faster
process
• Discipline to operate based on
the procedure
• Share highlights on the new
policy/procedure
• Share success story from other
initiative relate to expected key
behavior on a certain process
3
Herman Karim
Operations Dept Head
• Accurate and faster
information for management
reporting and forecasting
• Obtain feedback/view on the
design reporting management
= Informed and aware on the
changes
= Understand and realize on
what will affect to them
= Accept the changes and able
to articulate and show
support
= Show commitment and
reinforce their team to
support the change
Stakeholder Management
Change Impact Assessment
Change Network
Communications
Training
Change Measurement/Tracking
Sample of questions to be discussed with key stakeholders
•
How would you define success for this project? What steps would we need to take to ensure this project is a
success?
•
What are the desired results and benefits from the project ? How do you think you can help advance the goals
of the project?
•
What is your personal level of commitment to this project? Are you willing to publicly commit to it and give it
your sustained support?
•
How do you plan to support the project? Do you have the time and resources available to commit to this
project?
•
What concerns do you have about this project? What do you see as issues and risks? How can we best deal
with them?
•
Where do you anticipate resistance and how are you planning to overcome it?
•
How well have we extend information related to the project to various stakeholders?
13
Agenda
•
Objectives
•
Change Management Overview
•
Overall Change Management Plan
•
Change Management Activities
•
•
Stakeholder Management
•
Change Impact Assessment
•
Change Network
•
Communications
•
Training
•
Change Measurement/Tracking
Change Management Team Structure
Stakeholder Management
Change Impact Assessment
Change Network
Communications
Training
Change Measurement/Tracking
Change Impact Assessment Overview
The objective of Change Impact Assessment is to capture changes and determine actions to help manage
a smooth implementation.
What is changing?
AAA Project aims to leverage
and implement several
systems for end-to-end
business process in Retail
Loans (consumptive and
productive) for products
limited to:
KK, KTA, KPR, KSM, KUM,
Small Business <IDR 2 Bio
What is the impact?
What is the mitigation action?
Impacted changes classified into three
categories:
•
•
Process

People





Technology

New/modified process
New/modified
documentation/form
New/modified/
dropped role
Number of FTE
Relocation
Upskill capabilities
Multi skill
New/modified
functionality
New infrastructure
(equipment)
• Visioning/Directing
Change
Navigation
• Leadership Alignment
• Coaching
Change
Leadership
Change
Enablement
Change
Ownership
• SOP & Policy (new, update)
• Documentation (new,
update)
• Communication (internal,
external)
• Training (in-class, job aid)
• Job Description (new,
update)
• Organization Structure
update
• Staff redeployment
• Performance Management
• Union engagement
• Change Measurement
(Readiness & Tracking)
• Change Network
15
Stakeholder Management
Change Impact Assessment
Change Network
Communications
Training
Change Measurement/Tracking
Change Impact Assessment Approach
Identify change & impact of
change
Determine change action plan
Execute & monitor change
action plan
• Determine change action plan to address
gaps through different activities (e.g. SOP
update, roles update, training)
• Incorporate change action plans into the
detail workplan
• Execute change action plans
• Monitor, follow-up and review change
action plan
• List of changes per process
• List of change action plan
• Updated change management plan
Output
Activities
•
16
Stakeholder Management
Change Impact Assessment
Change Network
Communications
Training
Change Measurement/Tracking
Change Impact Assessment Approach
Guidelines to rate the magnitude of change by category
Magnitude of change by each category were rated using the following guidelines for each impacted stakeholder
group.
Change
Category
Rating on magnitude of change
Low
Medium
High
Process
• Remove non value added processes
• Low/minimal complexity of process
changes required
• Enhance existing processes
• Medium complexity of process
changes required
• High complexity of process changes
required
• New end-to-end processes changes
People
• Minimal change to an individual's
responsibilities that will require few
new skills
• Little to no new roles or jobs required
and/or to be redefined
• Impact to <2,000users
• Some changes to an individual's
• Fundamental job/context shifts
responsibilities may require additional
expected
• Large changes to an individual's
skills (e.g. enhanced proficiency)
• Some new roles and jobs required
responsibilities expected and
and/or to be redefined
new/different skills required
• Impact to 2,000 – 10,000 users
• Significant number of new roles and
jobs, including redefinition of current
jobs required
• Impact to >10,000 users
Technology
• Continue use existing applications with • Introduce new applications but
enhanced features
continue using existing applications
• New simple application introduced
• New application to be introduced and
implemented replacing existing
application
17
Agenda
•
Objectives
•
Change Management Overview
•
Overall Change Management Plan
•
Change Management Activities
•
•
Stakeholder Management
•
Change Impact Assessment
•
Change Agent Network
•
Communications
•
Training
•
Change Measurement/Tracking
Change Management Team Structure
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training & Performance Support
Change Measurement/Tracking
Change Agent Network Overview
The Change Agent Network is a network comprising group of people who help the change management project
team ensure the employee readiness to change and adopt the new ways of working impacted by the project.
Change
Sponsors
Change
Champions
Steering Committee
AAA Project Team, Impacted Group Heads Department Heads - Region Head - Area Head
AAA Change
Management Team
Change Agents
Selected Line Manager or Team Leader
in impacted business unit
Change Targets
(Impacted users)
19
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training & Performance Support
Change Measurement/Tracking
Change Network Approach
Develop Change Agent Activity
Plan and Toolkit
Engage, Mobilize and Monitor
Change Agent
• Confirm the structure of Change Network
• Confirm the list of Change Agent Network
members
• Kick-off Change Agent Network
• Conduct Change Agent training
• Develop activity plan for Change Agent
• Develop Change Agent toolkit e.g. FAQ,
action plan
• Execute Change Agent activity plan in a
regular basis
• Conduct regular checkpoint to gather
feedback on AAA project received from
employee (floor) through change agent
• Perform follow-up action on the feedback
accordingly
• Change Agent Network structure
• List of Change Agent Network members
• Change Agent activity plan
• Change Agent toolkit
• Change Agent tracking report
Output
Activities
Refine Change Agent Network
Strategy
20
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training & Performance Support
Change Measurement/Tracking
Change Network Roles and Responsibilities
Change Sponsors
• Actively demonstrate and
communicate visible commitment
on the project
• Cascading project progress and
activities information to his/her
change network
• Get buy in from target audience
• Serve as “court of last resort” for
strategic issues with timely
resolution
Change Champions
•
•
•
•
Share insight to target audiences
about AAA project
Assist project team in identifying
potential change impacts
Support planned change initiatives
Coordinate with the change agents
to drive change efforts, execute the
change and promote ownership of
the change
Change Agents
•
•
•
•
Support Change Champions by establishing
a two way communication between AAA
project and business
Distribute communication of What, Why,
How, When changes are taking place and
adjust to local needs
Identify and remove barriers to change
(e.g. identify and handle rumors,
understand local issues or concerns)
Provide feedback to AAA change
management team about how change and
communication is perceived among
impacted users
Characteristic required:
• Strong communication skill
• Proactive
• Respected and trusted by peers
• Understand the business process in
his/her area
• Ability to coach and support users through
the change
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training & Performance Support
Change Measurement/Tracking
Change Network Activity Plan and Toolkit
A series of Change Network activity needs to be planned in order to conduct an effective Change Network. The
activity plan is to be integrated to the overall Communication Plan
Channel
Vehicle
Audience
Key Messages
Frequency
Vehicle Description
Face to face
Change Agent Change Agents
meeting/ConCall Conference Call
Meeting
• Project updates
Fortnightly
• Obtain feedbacks
• Brief the key messages
talking point to convey
+ Consistent message across locations (emphasis on talking points)
+ Suitable for participant with geographical dispersed
- Limited time to address the concerns from big group of
participant
- Heavily relies on quality of communication tools
Electronic
• Project updates
Fortnightly
• Obtain feedbacks
• Brief the key messagetalking point to convey
+ Discussion tool amongst the Change Agent
+ Communication deck distribution
+ Fast response to address some emergency issues
- Rely on participants to proactively involve in discussions
Change Agent
mailing list
Change Agents
As an enablement support, Change Network need to be equipped with a set of toolkit in form of FAQ,
communications material etc.
Change Network Guidebook (FAQ)
Communications Plan
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training & Performance Support
Change Measurement/Tracking
Change Network Measurement Channel
Change Network measurement will be conducted throughout the lifecycle of the project to identify improvements
required to the plan
Channel
Description
Frequency
Communication
Activities
Fun communication activities that
determine commitment curve position
(E.g. Quizzes, Competitions etc.)
As per
Communication Plan
Change Survey
Measuring staff alignment, awareness and
perception of the AAA project
Mid and post
Implementation
Change Network
Pulse Check
Checkpoint with Change Agent Network
members
Monthly
Agenda
•
Objectives
•
Change Management Overview
•
Overall Change Management Plan
•
Change Management Activities
•
•
Stakeholder Management
•
Change Impact Assessment
•
Change Agent Network
•
Communications
•
Training
•
Change Measurement/Tracking
Change Management Team Structure
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
Communications Overview
Commitment Level
All of the communication activities will be planned and deliver to meet the needs of target audience at the right
time with the right message throughout the project phases.
I am comfortable to this
new way of working
and give full support
I heard about
AAA project and
what is all about
I understand the
changes and reason
why we need this
The leaders and project
team are very supporting.
I am confident we can do
this!
Commitment
Acceptance
Understanding
Awareness
Expected
Outcomes
• Aware of the project scope
and objective
• Aware that change is
underway and that you
will be affected by the
change, although not sure
how
Time
• Understand the changes
• Understand the reason,
benefit, impact of the
changes to you
• Understand your role and
involvement to overcome
the impact of change
• Prepared for change with
relevant knowledge and
skills
• Continue the change
process by trying out the
new system, concepts and
pro actively seek
information
• Committed to long term
and adopt the changes
• Explore ways to reinforce
and improve change
25
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
Refine Communication
Strategy
Develop
Communication Plan
Develop and Deliver
Communication
Assess & Evaluate
Feedback
• Refine an overall communication
strategy as a guideline to be
applied in communications
efforts
• Obtain input/feedback from
each project workstream
• Identify activities from all
project workstream that
required communication session
• Develop detail communication
plan
• Develop specific communication
materials
• Obtain input/feedback from
related project workstream
• Socialize the communication
material to all project
workstream to ensure
consistency of messages
• Engage stakeholders and Change
Agents in the communications
efforts
• Gather feedback on
communication efforts from
project leads, key stakeholders,
impacted staff
• Analyze feedback and refine
communications plans where
necessary
• Communication strategy
• Communication plan
• Communication material
• Summary of feedback on
communication
Output
Activities
Communication Approach
26
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
Communication Channels (Face to Face, Electronic, Printed Material & Gift) – 1/3
A set of communication channel and vehicle needs to be identified for each audience group to optimize the
effectiveness of message delivery.
Channel
Vehicle
Audience
Key Messages
Frequency
Vehicle Description
• Project updates
• Obtain input
• Validate data
Monthly
+ Focused, controlled topics
+ Immediate feedback and follow-up
+ Possible to engage directly (project team on-site)
- Potential scheduling conflicts
Rapat
RCEO, all Area
koordinasi
Head
wilayah, weekly
meeting
• Project updates
• Obtain input
• Validate data
Monthly
+ Consistent message across locations
+ Immediate feedback and follow-up
- Rely on RCEO & change agent on-site
- Participants may hesitate to ask sensitive questions
Rapat
Area Head , all
koordinasi area, Branch Manager
weekly meeting
• Project updates
• Obtain input
• Validate data
Monthly
+ Consistent message across locations
+ Immediate feedback and follow-up
- Rely on Area Head & change agent on-site
- Participants may hesitate to ask sensitive question
Morning
briefing at
branch
Branch Manager
and staff
• Project updates
• Support needed
Monthly
+ Consistent message across locations
- Rely on change agent on-site
- Participants may hesitate to ask sensitive questions
Roadshow
All Impacted
Employees
• Project updates, key
milestone
• Obtain input
• Support needed
During design
+ Consistent message across locations
stage and early + Chance to demonstrate leaders’ commitment
deploy stage
+ More up, close and personal (project team on-site)
- Potentially time consuming
Face to face
GH & DH
Group Head
meeting/ConCall weekly meeting Dept. Head
Change Agent Change Agents
Conference Call
Meeting
• Project updates
Fortnightly
• Obtain feedbacks
• Brief the key messages
talking point to convey
+ Consistent message across locations (emphasis on talking points)
+ Suitable for participant with geographical dispersed
- Limited time to address the concerns from big group of
participant
27
- Heavily relies on quality of communication tools
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
Communication Channels (Face to Face, Electronic, Printed Material & Gift) – 2/3
A set of communication channel and vehicle needs to be identified for each audience group to optimize the
effectiveness of message delivery.
Channel
Electronic
Vehicle
Audience
Key Messages
Frequency
Email blast
Project team
• Project updates
Fortnightly
• Milestone
achievement
• Key message to convey
+ Convey specific message for project team
+ Promote project team engagement
- Relies on the project team to proactively read the email
Email blast
All employee
• Project updates
• Milestone
achievement
+ Available to a wide audience
+ Can provide permanent record for FAQ
- High administrative work if received high numbers of queries
- Not everyone have access to email
Change Agent
mailing list
Change Agents
• Project updates
Fortnightly
• Obtain feedbacks
• Brief the key messagetalking point to convey
+ Discussion tool amongst the Change Agent
+ Communication deck distribution
+ Fast response to address some emergency issues
- Rely on participants to proactively involve in discussions
Wallpaper PC
All employee
• Project journey
infographic
Early design
stage, after
build, early
deploy, & GoLive
+ Create massive awareness
+ Minimum effort
- Minimum message to convey
Video
All employee
• Project journey
• Leadership message
• Testimony
• Support needed
End of design
stage
+Create massive awareness
+ Promote leadership and team commitment
- Longer time to produce and high cost
Monthly
Vehicle Description
28
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
Communication Channels (Face to Face, Electronic, Printed Material & Gift) – 3/3
A set of communication channel and vehicle needs to be identified for each audience group to optimize the
effectiveness of message delivery.
Channel
Vehicle
Audience
Printed Material Tabloid XYZ
All employees
• Project updates
• Milestone
achievement
Monthly
+ Create perception on AAA project is everywhere
- Information may be outdated due to printing and distribution
process
Flyers,
brochure,
pamphlets
Impacted
employees
• Main changes
Early testing
stage, Go-Live
Banner
All employees
• New stage launching
Deploy & GoLive stage
+ Dedicated on AAA project info
+ Create perception on AAA project is everywhere
+ Can be placed anywhere in company area
- Expensive to produce
- Might create negative reaction if the staff already annoyed with
changes
Gift
Project team
• Appreciation
• Motivate, encourage
and promote
commitment
After design
stage, After
testing stage,
Go-Live
+ Promote motivation
- Might be viewed as a waste of money or negative if they expect
more valuable item
All employees
• General project info,
e.g. helpdesk number
During
Roadshow
+ Create excitement
+ Promote commitment to the project
- Create negative view if they don’t like the gift
All employees
• All about AAA project
Monthly
Gift
e.g. stress ball,
tumbler,
umbrella, TSouvenirs/
shirt, jacket, etc. gimmick
Quiz
Key Messages
Frequency
Vehicle Description
29
Agenda
•
Objectives
•
Change Management Overview
•
Overall Change Management Plan
•
Change Management Activities
•
•
Stakeholder Management
•
Change Impact Assessment
•
Change Agent Network
•
Communications
•
Training
•
Change Measurement/Tracking
Change Management Team Structure
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
Training Overview
Training is education of impacted staff on the processes, capabilities, and new/enhanced tools to enable them
attain the proficiency required for new ways of working.
The detail change impact assessment on each of changes in all processes need to be performed to identify the
different training needs for different impacted roles.
Develop understanding on
the new process.
This activity would be
started from socialization/
communication on key
changes impacted from AAA
project.
Develop ability to perform
the new applications/tools.
This activity would require
in-class session with handson practice to the system.
Develop ability or improve
capability required to perform
new processes/tools. This
activity emphasis on the
product knowledge, nonsystem technical skill, or
people’s soft skill.
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
Training Assumptions
Considering the detail of functional design will be available in implementation phase and might be impacted to
the overall training strategy and approach, the training plan will need to be updated and develop in more detail,
hence the following assumptions are needed in developing this training strategy.
Training Development/
Preparation
Training Design
•
•
Role-based training curriculum to be
adopted
AAA project Technical and Business Unit
team available to review the training
curriculum
•
•
•
•
•
•
•
Training material development will be
supported by AAA Technical team
Training material related to people’s
capability-soft skill provided by XYZ
University
Training material is available in Bahasa
Indonesia
Training material will be released with a
strict version controlled to monitor any
changes after training material
developed
Standard templates, storage and material
management to be adopted
AAA project Technical and Business Unit
team available to review the training
materials
Training environment set-up by
infrastructure team will be completed
on-time
Training Delivery
•
•
•
•
•
•
•
Vendor resources available to conduct
Train the Trainer (TTT)
Sufficient internal trainers to conduct
End User Training (EUT)
XYZ University to cover training on
people’s capability and product
knowledge
Trainer to act as Expert Users to
support the users adoption after the
training
Training participants (trainer and enduser) have basic computer skills
Required facilities are completed (incl.
system infrastructure and logistics
available to support training delivery)
Training delivery schedule to align with
business simulation and Go-Live date
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
Training Approach
Design training
need analysis and
environment
Develop training
material, training
support &
environment
• Refine an overall training
strategy based on the
further details of change
impact assessment
result
• Obtain input/feedback
from project workstream
and stakeholder group
• Identify internal trainers
• Prepare training
logistic/training center
• Develop detail training
plan and training needs
analysis
• Identify impacted roles
based on the detail
change impact
assessment
• Confirm training
participants
• Design training
environment
• Prepare training centers
• Develop training
curriculum & materials
• Obtain review on
training material from
AAA technical
workstream &
stakeholder group
• Coordinate training
environment set-up with
infrastructure team
• Reconfirm training
participants
• Organize and monitor
TTT execution
• Analyze feedback of
training sessions for
further improvement
• Organize and monitor
EUT execution
• Analyze feedback of
training sessions for
further improvement
• Supply training result to
deployment team for
business simulation or
Go Live readiness
• Training Strategy
• Training Plan
• List of training
participants (TTT & EUT)
• Training material
• Training environment &
training centers
readiness-status
• List of training
participants
• TTT Report
• EUT Report
Output
Activities
Refine training strategy
and plan
Execute Train The
Trainer (TTT)
Execute End User
Training (EUT)
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
Training Curriculum Approach
Role-based training curriculum to ensure the training is effectively perform to fit the user needs.
Course
Curriculum
Logical grouping of based on business
role
Compilation of all content related to the role
Data Entry Staff
Module
Mapped to
Process
Objectives
Describes the
desired outcome
Objectives
Describes the
desired outcome
Theory
Hands-On
Business Scenario
Theory
Training
Assessment
Hands-On
Business Scenario
Illustration of Training Design as below:
Verification &
Data Entry
Training material shows step-by-step (screen-byscreen) process.
Perform detail
data entry
New features for different
product
Perform detail data entry
Exercise
Specific collateral
verification
Question type:
• Multiplechoice
• Hands-on
34
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
Training Design
A blended learning methods are required to support the needs to build process and system knowledge.
A
Training
Delivery
Method
Instructor-Led &
Coaching - classroom
(TTT & EUT)
B
C
Training
Performance
&
Assessment
e-Learning
(Web-Based training)
Virtual Instructor
Led (Recorded)
Skills & knowledge
Assessments
Refreshment in
AAA Practice Environment
Day-in-the-Life
(as part of Business
Simulation)
Job Aids or Quick
Reference Materials
On-Line Help
Procedure
Repository
Education Events &
Meetings
Performance
Support
Method
Coaches & Super
Users
Help Desk
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
Training Design
A. Training Delivery Method
e-Learning
(Web-Based training)
Instructor-Led &
Coaching - classroom
(TTT & EUT)
A cascaded training delivery
approach:
Train The Trainer (TTT)
• System vendor team to
perform training on the new
system to internal XYZ team
• Centralized (Jakarta)
•
•
•
End User Training (EUT)
• Internal XYZ to perform training
on the new system to end
users
• Decentralized (XYZ University
and additional training centers
at area)
•
A set of short animated videos
(~10’) to help end user
understand the new process &
system easily – thru attractive
visualization
As a refreshment outside the
training classroom
2 types of the video:
• Critical process for direct
impacted users who
required system hands-on
practice
• Query transaction that no
classroom training
required
Developed by 3rd party
Virtual Instructor
Led (Recorded)
•
•
Recorded classroom training
sessions to help end user
understand the new process &
system after the training at
anytime
To support the future needs of
on-boarding and refreshment
training
Education Events &
Meetings
•
•
•
As part of communication
channel to socialize on the key
changes process, critical
capabilities required and
expected behavior
Empower manager level and
up in their regular business
meeting or events
Conducted after build phase
up until post Go-Live
(stabilization period)
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Training Design
B. Training Performance and Assessment
Refreshment in
AAA Practice
Environment
Skills & knowledge
Assessments
• To measure participant’s
immediate retention of
knowledge
• Evaluation area for training
participants:
• Theory: understanding of
concepts, new policies &
process
• Ability to operate the
system (hands-on)
• Hands on execution of
business scenarios
(practical)
• 90% assessment score
composition = theory 60% :
hands-on 40%
•
•
•
•
•
Practice the knowledge
retained from classroom
training
Performed in training centers
or dedicated computer station
Required infrastructure set-up
for dedicated computer
station
Include e-learning and virtual
instructor-recorded material
available
Enforce by Training Centers
coordinator and impacted line
managers
Day-in-the-Life
(as part of Business
Simulation)
•
•
•
•
•
•
It is part of the practice that
perform in deployment phase
through business simulation
Involve all impacted users
using the real data for end-toend process
Participants required to attend
and passed the classroom
training prior this practice
Mandatory to achieve 90%
assessment score
Business leads in each
location will be the assessor
Several cycle are required to
obtain level of convenience
from key stakeholder group
for nationwide roll-out
Change Measurement/Tracking
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
Training Design
C. Performance Support Method
On-Line Help Procedure
Repository
Job Aids or Quick
Reference Materials
• A brief information on the
critical processes that come
handy to support impacted
users to refer quickly while
perform the work (e.g.
Glossary, flow of process,
document checklist, etc.)
• To be developed after training
started to have more view &
feedback on what users need
•
•
All training material
documents, job aids, short
simulation video, recorded
training session, etc. to be
documented in a proper
manner, updated as required,
and re-socialize to impacted
users
Required supporting tools
(e.g. sharepoint) that
accessible by impacted users
Coaches & Super
Users
•
•
Internal trainers to also
perform coaching to users
that still need to increase their
process knowledge and
system skill
Group of users with the best
scores will be identified as
super users as a ‘person to go
to’ related to new process &
system knowledge on their
work site
Help Desk
•
•
Group of help desk to handle
calls directly from internal
trainers or users.
Two different group of team
and period to provide help
desk:
• For internal trainers during
EUT – by AAA Training Core
team
• For users after training,
during business simulation,
and post Go-Live
(stabilization period) – by
command center help desk
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
Train The Trainer Approach
PRE-REQUISITE
TRAIN
THE TRAINER
SESSION
TEACH BACK
PAIRING
TRAIN THE COTRAINER
CO-TEACH
• Understand objective, scope, benefits of AAA project, process changes, training
processes and facilitation skills
• Facilitate by AAA training core team
• Centralized
• Understand new processes and develop system skills to perform transactions,
inquiry for systems in AAA project scope
• Mandatory to achieve 90% assessment score
• Additional coaching session for participants who did not pass the assessment prior
retake the assessment
• Facilitate by system vendors and AAA applications team
• Centralized
• Internal trainers to teach back 2 topics from the training curriculum to practice
training delivery to internal trainers and selected stakeholders
• Mandatory to achieve 90% assessment score
• Additional coaching session for participants who did not pass the assessment
prior retake the assessment
• Facilitate by system vendor and AAA training core team
• Centralized
• Internal trainers who had achieved 90% assessment score to pair with selected
co-trainer from assigned training center.
• Decentralized
• Internal trainers to redeliver pre-requisite and Train The Trainer curriculum to cotrainer from assigned training center
• Decentralized
• Internal trainers to deliver training topics with co-trainer support
• Training Center coordinator to monitor training delivery and provide quality
assessment
• Decentralized
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
End User Training Approach
PRE-REQUISITE
END USER TRAINING
SESSION
REFRESHER
JOB AID
• Introduction pack for end users to understand AAA project scope,
process changes, training objective, and training schedule
• Facilitated by change agents on-site & email
• At staff worksite
• Understand new processes and develop system skills to perform
transactions, inquiry for systems in AAA project scope
• Mandatory to achieve 90% assessment score
• Additional coaching session for participants who did not pass
the assessment prior retake the assessment
• Facilitated by internal trainers and co-trainers
• Training center
• End users to familiarize with the new processes and system before
Go-Live
• Hands-on practice at staff worksite and training center
• End users to familiarize with the new processes before and after
Go-Live
• Quick reference guide by email and print-out
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
End User Training Participants
~26,000 identified as direct impacted staff
Decision Engine
RM Tools
Role
Sales Rep. CC
Sales Rep. KTA
Sales Rep. KPR
RM, ARM BB
MKS*
#
892
960
543
1,979
10,353
Collection System
Role
Decision Engine
team
Role
#
MKS*
10,353
RM, ARM BB* 1,979
KMM, MM*
1,261
FC, DC Micro
1,196
FC, DC BB
121
RMD, ARMD
131
#
5
Role
SPV Coll.
Coll. CC
Coll. KTA
Coll. KPR
#
72
1,373
323
289
LOS
Role
DDE
MR & Val
IDI BI
MKA
KMM,
MM*
#
123
12
16
2,645
1,261
Role
PreScreen
PV
VerIn,Dok
VerColl
AFAS/AKKI
RO
ARO
#
54
6
268
54
10
73
210
Role
Teleconf.
SPPK/PK
Disb & Maint.
consumptive
CO
CAO
#
49
13
92
596
183
Role
CA
Apprv.Mgr.
BM, MBM
BBM, BBH
Ret. P&T
ABH,RCRH,
RRH,RCEO
Ret.Sys&Stra
#
52
15
1,810
178
5
110
5
Note: *) Roles identified as multiple system users
41
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
Training Centers Distribution
45 Locations across Indonesia – Based on Area
Our approach in classroom training delivery is to establish the training centers equipped with the new system in
training environment close to the impacted users location.
Sumatera - 12
Kalimantan - 5
Aceh
Medan - RMU
Dumai
Pematang Siantar
Batam - RMU
Pekanbaru - RMU
Palembang - RMU
Jambi
Padang
Bandar Lampung
Pangkal Pinang
Bengkulu
Banjarmasin - RMU
Pontianak - RMU
Palangkaraya
Samarinda
Balikpapan
Sulawesi & Maluku - 6
Makassar - RMU
Manado - RMU
Palu - RMU
Kendari
Pare-Pare
Ambon – RMU
Papua - 2
Jayapura
Sorong
Jakarta & Jabar - 9
Jakarta – RMU
Tangerang
Karawang
Bekasi
Depok
Bogor
Bandung – RMU
Tasikmalaya
Cirebon
Bali & NusTeng - 3
Jateng & Jatim - 8
Denpasar
Mataram
Kupang
Semarang - RMU
Yogyakarta
Solo
Kediri
Tegal
Surabaya - RMU
Jember
Malang
42
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
Training Delivery
~190 Internal Trainers to cover both consumptive and productive products
RM Tools
LOS
Collection System
System Vendor
Train The Trainer
(TTT)
4 Internal Trainers from each Training Centers:
• Area team to cover consumptive RM tools
• RCC team to cover consumptive LOS (for 10 sites)
• Micro team to cover productive micro RM tools & LOS
• BB team to cover productive BB RM tools & LOS
Decision Engine
System Vendor
1 Internal Trainers from
each Training Centers
from RCR team to cover
consumptive & productive
Collection system
Total: 1 x 45 = 45 trainers
Total: (3 x 45) + (1 x 10) = 145 trainers
End User Training
(EUT)
Training hours
estimation
Impacted End User
4 hours
24 hours
16 hours
6 hours
43
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
End User Training
Number of users and class distribution by main process
Initiation
Data Entry &Ver.
Compliance &
Disbursement
Approval-system
Collection
System
RM tools
LOS
LOS
Decision Engine
Collection system
Training
duration
3 hours
20 hours
4 hours
6 hours
16 hours
CC
~900 users/45 sites =
2 batches
~160/1 site/2 classes
(MU Jkt) = 4 batches
~20 users = 2 batches
5 users
~1,380 users/45 sites = 148 hours
2 batches
(19 days)
KTA, KPR
~1,600 users/45 sites =
3 batches
~550 users/45 sites =
2 batches
~80 users/45 sites =
2 batches
5 users
~600 users/45 sites =
2 batches
KSM
~10,350 users/45 sites ~2,645 users/45 sites =
= 8 batches
3 batches
~180 users/45 sites =
5 batches
5 users
~12,753 users/45 sites 270 hours
= 10 batches
(34 days)
~1,950 users/45 sites =
3 batches
~400 users/45 sites =
2 batches
5 users
~2,229 users/45 sites =
2 batches
KUM
BB <2B
~330 users/45 sites =
2 batches
Total
95 hours
(12 days)
95 hours
(12 days)
Note:
- 25 – 30 seats per sites/class
- Provide additional one batch for all as back-up
44
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
High-level Training Activity Timeline (1/3)
M1
M2
M3
M4
M5
M6
M7
M8
Design & Build
Credit
Card
(Relationship
Tools, Loan
Origination
System,
Decision
Engine,
Collection
System)
Analyze change impact
assessment on
training area
M9
M 10
M 11
M 12
GO-LIVE
SIT & UAT
Develop training
curriculum
M 13
Send training invite TTT
EUT
Biz. simulation
Confirm training participants
Develop training material
Review Training
training material
material production
End users practice refreshment
Update training
material (if any)
Training Centers set-up
TTT environment
set-up
Design training
environment
EUT environment
set-up
Internal trainers to
practice before EUT
45
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
High-level Training Activity Timeline (2/3)
M6
M7
M8
M9
M10
Design & Build
KPR,
KTA,
KSM
(Relationship
Tools, Loan
Origination
System,
Decision
Engine,
Collection
System)
Analyze change impact
assessment on
training area
M11
M12
M13
M14
M 15
M 16
M 17
SIT & UAT
Develop training
curriculum
M 18
GO-LIVE
TTT
EUT
Biz
simulation
EUT
Biz
simulation
Send training invite
Confirm training participants
Develop training
material
End users practice - refreshment
Update training
Review Training
material (if any)
training material
material production
Training Centers set-up
TTT environment
set-up
Design training
environment
EUT environment
set-up
Internal trainers to
practice before EUT
Note:
New system features are available based on product scope – the high level process will
be similar with Credit Cards, except disbursement process
46
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training
Change Measurement/Tracking
High-level Training Activity Timeline (3/3)
M8
M9
M10
Design & Build
KUM,
BB
(Relationship
Tools, Loan
Origination
System,
Decision
Engine,
Collection
System)
Analyze change
impact
assessment on
training area
M11
M12
M13
M14
M15
M16
M17
M18
SIT & UAT
M19
GO-LIVE
TTT
Develop training
curriculum
Send training invite
EUT
Biz
simulation
EUT
Biz
simulation
Confirm training participants
End users practice - refreshment
Develop training
material
Review
Training Update training
training material material (if any)
material production
Training Centers set-up
TTT environment
set-up
Design training
environment
EUT environment
set-up
Internal trainers to
practice before EUT
47
Agenda
•
Objectives
•
Change Management Overview
•
Overall Change Management Plan
•
Change Management Activities
•
•
Stakeholder Management
•
Change Impact Assessment
•
Change Agent Network
•
Communications
•
Training
•
Change Measurement/Tracking
Change Management Team Structure
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training & Performance Support
Change Measurement/Tracking
Change Tracking Overview
The Change Tracking enables project team to use data-driven insights about their organization’s dynamics to
navigate change journeys. Change Tracking provides an early warning system for the organization to successfully
manage change.
The objectives of Change Tracking:
• Assess the organization’s capabilities and dynamics
• Measure and track change on the AAA project implementation
• Serve as input to identify concerns and potential constraints during the implementation
The Change Tracking measures:
• Ability to deliver benefits
• Ability to improve business performance
• Circumstances under which change takes place
• Strength of organizational drivers
49
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training & Performance Support
Change Measurement/Tracking
Change Tracking Components
The change tracking will guide organizational change with predictive analytics
“
Change Model
Change Map
Action Pathways
Key levers of change that impact
performance
Visually shows where
stakeholders are in their journey
– based on the collective
insights of 850,000 change
journeys
Predictable patterns of change
help organization proactively
drive interventions
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training & Performance Support
Change Measurement/Tracking
The Change Model
We adopted a broad definition of ‘high-performance change’ to include four criteria, which were empirically
derived through the Accenture Change Model
2
1.
1
Realizes benefits from the change. This includes
completing a project on time and on budget, and realizing
the benefits outlined in the business case.
22.
Improves business performance across the course of
the change. Daily business performance shouldn’t decline
during a change initiative; instead it should improve, as
measured by key metrics such as customer service levels,
employee productivity, operating costs, etc.
3.
3
Builds people’s capabilities to manage change. While
change is taking place, critical capabilities need to be
developed to achieve and sustain high performance. These
include skills and staffing, leadership, teamwork, systems
and processes, etc.
4.
4
Leaves the organization in good shape to undertake
further change. Even if benefits are achieved and
performance is improved, change is a failure if people are
left exhausted and unable to undertake further change (for
example, if negative feelings remain high or key employees
have left because of a lack of trust in leadership).
1
3
4
51
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training & Performance Support
Change Measurement/Tracking
The Change Map
Our organizational health baseline places business units and teams across the change map and measures strength
of key drivers.
52
Stakeholder Management
Change Impact Assessment
Change Agent Network
Communications
Training & Performance Support
Change Measurement/Tracking
The Action Pathways
Ongoing insights track outcomes across the change map – allowing for course correction, helping leaders focus
efforts.
53
Stakeholder Management
Change Impact Assessment
Change Network
Communications
Training & Performance Support
Change Measurement/Tracking
Change Tracking Approach
Output
Activities
Determine Change Tracking
Requirements
Deploy Survey and
Collect Data
• Confirm list of target survey
respondents
• Confirm expected outcome from
change measurement/tracking
• Refine list of questions for the
survey
• Develop report template
•
•
•
•
•
• List of questions
• List of targeted respondents
• Change Tracking report template
• Deployed survey
• Survey result data
Test & finalize survey
Deploy survey
Monitor survey results
Extend or end survey
Generate survey result
Analyse Data and
Create Report
Develop and Execute
Action Plan
• Analyse survey result
• Create the report (including
recommendation based on the
result)
• Create action plan based on the
findings from the survey
• Brief Change Network
• Conduct change interventions
continuously as planned
• Change Tracking report
• Action plan
Stakeholder Management
Change Impact Assessment
Change Network
Communications
Training & Performance Support
Change Measurement/Tracking
Illustrative
Change Tracking Sample of Questions
#
1
Question
How has your Group’s effectiveness changed over the last 6 months during the project? Is it…
Worse Now
2
Same
O
O
O
O
O
O
O
How has the level of customer service (internal/external) your Group provides changed over the last 6 months during
the project? Is it…
Worse Now
3
Same
O
O
O
O
How would you rate the pace at which the project is implemented?
O
O
O
How do you agree with the vision of the project?
O
O
O
O
O
O
O
A high degree
O
Some
O
O
Too fast
O
O
O
O
O
How much information are you receiving from your Manager about the project?
O
O
Moderate
None
O
Considerable
Okay
Not at all
6
O
Some
Too slow
5
Better Now
O
O
O
O
O
What is the overall amount of change currently taking place within your Group?
None
4
Better Now
O
Considerable
O
O
O
Stakeholder Management
Change Impact Assessment
Change Network
Communications
Training & Performance Support
Other Change Measurement Sample of Questions
Change Measurement/Tracking
Illustrative
Categorized using the four change management quadrants
Question
Category
I understand company’s vision and mission
I understand the reason why company needs to improve its loan process through xxx project
I understand the importance of the xxx project and what’s different from the current condition right now
Navigation
I have a clear understanding the linkage of xxx project with the company strategy and business goals
The xxx project journey we’re undertaking is clear & the milestones are defined
I receive most of my information about xxx project updates from my immediate supervisor
I believe the person I report to is able to clearly explain what xxx project is all about
Management (Dept. Head and above) demonstrate support and commitment for the xxx project
Management (Dept. Head and above) actively participate in the xxx project by providing direction and resolving any early issues and
barrier
Leadership
My immediate supervisor inspires me to give full support on xxx project
During xxx project, I receive clear information on what the changes impacted to my department
During xxx project, I believe impacted people receive adequate training and supporting tools from the project
I know whom to contact within my company if I require further information about xxx project
Enablement
Communication about xxx project is effective (timely, accurate, relevant, clear)
I believe company has applied & provided all the communication channels to inform xxx project updates to employees
During xxx project, people are being involved and feel responsible for implementing it
I feel that there are sufficient opportunities for me to ask more about xxx project
I believe that ideas and concerns from employees with regards to xxx project are being considered and responded to
Ownership
I believe employees in my locations give full support on xxx project
I would like to learn/know more on how the xxx project is going to impact me
Please give your comments and/or feedback on xxx project. Your input would be appreciated for future improvements
Open Q
Agenda
•
Objectives
•
Change Management Overview
•
Overall Change Management Plan
•
Change Management Activities
•
•
Stakeholder Management
•
Change Impact Assessment
•
Change Agent Network
•
Communications
•
Training
•
Change Measurement/Tracking
Change Management Team Structure
Change Management Team Structure - Proposed
Total 23 people
Change Management Lead (1)
Change Impact Assessment (7)
Training (8)
• 1 Lead
• 1 PIC for RM tolls
• 1 PIC for Decision Engine
system
• 2 PIC for LOS & surrounding
system
• 2 PIC for Collection system
• 1 Lead
• 1 admin
• 1 PIC for training environment
• 1 PIC for RM tool & Decision
Engine system
• 2 PIC for LOS & surrounding
system
• 2 PIC for Collection system
Role Alignment (3)
• 1 Lead
• 2 PIC
Communication (4)
• 1 Lead
• 1 PIC for communication
design & content
• 2 PIC for Change Agent &
Stakeholder Mgmt.
58
Change Management Team Roles & Responsibilities
Area
Description
Change Management Lead
• Develop CM workplan
• Manage and control the execution of end-to-end CM lifecycle activities
• Develop weekly status reports and to assist managing/resolving project risks and issues
• Manage and engage with project stakeholder
Change Impact Assessment
• Capture the detail changes per process including surrounding system during functional design
workshop
• Conduct change impact assessment validation workshop
• Provide inputs for change management plan based on change impact result
Training
• Develop training material and performance support material
• Support Train The Trainer execution and provide moral support to internal trainers
• Support End User Training execution and manage the training administration
• Act as internal trainers if required to support training completion
• Act as liaison and helpdesk during End User Training execution
• Coordinate with XYZ University on people’s capability/soft skill training required and handover
training-embedded to main training curriculum after Go-Live
• Ensure the readiness of training infrastructure and environment set-up
Role Alignment and Policy &
Procedure
• Facilitate the pre-requisite of role alignment activity – organization structure readiness
• Monitor the completion of policy & procedure development and socialization
Communication
• Support change management lead by providing the stakeholder analysis and tracker
• Develop communication design and material based on required session and themes
• Coordinate with project director and project team leads for required support in delivering the
communication messages to project stakeholder
• Manage and monitor Change Agent regularly
• Conduct change measurement and provide inputs for change management plan
59