USAID/LIBERIA
Governance & Economic Management Support
(GEMS) Project
2012
INTEGRATED CHANGE MANAGEMENT
Page 0
What is Change Management?
Change Management is a systematic
process of ensuring that people are
prepared for and committed to the
changes that the project involves
This results in:
• Ownership of, and commitment to
change;
• Sustained and measurable
business benefits; and ,
• Improved capability to
manage future change.
Deliver Business
Benefits
Bigger
Faster
Surer
Sustained
Page 1
Project Phased Approach - Revisited
The performance improvement initiative utilizes an approach
encompassing four distinct phases:
Assess
Design
Implement
Sustain
Fast Track / Quick Hit Opportunities
Benefits, Project and Integrated Change Management
Communication and Training
Page 2
Integrated Change Management Approach
WHAT IT IS:
Implementation of new processes
and systems will place tremendous
demands on the organization/
institution and its myriad operating
units. Effective Change
Management will be critical to the
success of the project, as, ultimately,
success depends upon the people
who will be working in the new
environment and their ready
adaptation to and full utilization of
the capabilities from the new
processes and systems.
Successfully managing these
complex organizational changes
requires a comprehensive
approach across the project
lifecycle.
WHY IT IS:
A framework of tools and techniques
that enable projects, people and
organizational change methods to
be aligned with the phases of the
project lifecycle - ensuring an
integrated change program
Page 3
Integrated Change Management Program Components
1
2
3
4
5
6
7
Process
Change Readiness
Stakeholder Management
Communications
Organizational Alignment
Knowledge Sharing & Training
Team Building & Effectiveness
Benefits Realization & Performance Measurement
Page 4
Stakeholder Management
The approach drives true stakeholder ownership in the development,
implementation, and communication of the solution. Formal steps are incorporated
throughout the duration of the project to actively engage people at all levels of the
institution to build commitment. The more stakeholders are involved in defining
the current and future states of the institution, the higher the quality of the
work products and the greater the staffs’ level of buy-in to the program.
Some of the key components of the Stakeholder Management approach include:
 Identifying and segmenting stakeholders;
 Developing stakeholder maps for sponsors, managers, and staff to understand
current and desired profiles and to identify their critical opportunities;
 Creating intervention and relationship interface protocols;
 Developing and implementing Stakeholder involvement plans;
 Partnering team members with key stakeholders to manage key stakeholder
relationships.
Page 5
Communications Management
The underlying philosophy of a communication strategy is that people will be less
resistant to change if they have a consistent understanding of institution-wide
objectives and results. Throughout all phases of the project, the communications
plan should address:






What is happening;
Why it is happening;
When it is going to happen;
What to expect;
How the changes are relevant to the various stakeholders;
How stakeholders will be supported during and after the changes.
The strategy will identify the key groups to be targeted for communications
and determine the best methods that should be used to deliver messages
to each targeted audience group.
Page 6
Organizational/Institutional Alignment
The Change Management approach includes a significant component designed to
align the institution with the new processes and systems.
Key elements of the organization alignment process include:
 Understand “As-is” structure, activities, and skills;
 Drive the appropriate “To-be” organizational and functional structures to fit
the new process design;
 Analyze the gap between the “As-is” and “To-be” structures, roles, and
activities;
 Restructure roles and responsibilities to ensure alignment to the new
standardized processes and systems;
 Develop appropriate skills and competency models for the “To-be” roles.
Page 7
Knowledge Sharing (KS):
2 Key Activities
Develop the Knowledge Sharing Plan.
The approach includes elements such
as:
 Identifying skills to be shared to
institution’s team members;
 Conducting knowledge assessments;
 Setting target levels for skills at the
end of the project;
 Setting formal knowledge sharing
activities that will occur throughout
the project and determining how
progress will be monitored and
tracked;
 Reviewing and finalizing the
knowledge sharing plan with
project sponsors, managers, and
team members.
Implement the Knowledge Sharing
Plan.
Throughout the project, knowledge
sharing activities should be conducted.
This KS typically is carried out through a
variety of media, including formal project
team training classes, one-on-one
coaching, lunch-and-learn sessions,
workshops, and phase kick-off sessions.
Evaluate the Knowledge Sharing Plan.
Track the effectiveness of the KS plan
throughout the project by measuring the
progress of the institution team members.
Team member measurements may
include:
 % of time spent acquiring knowledge
and sharing learning, and,
 progress made on attainment of target
learning levels.
Page 8
Knowledge Sharing (KS) Continued
It is critical to note that Knowledge Sharing integrates with Education and
Training, as the Knowledge Sharing strategy is built on a stepped approach,
starting from the core project team extending toward the eventual institution’s
members and staff.
The illustration below depicts a system/application implementation, which could be
applied to process redesign where training on new process and procedures are
warranted:
Project Team
Train the Trainers
• Business process
and system expertise
• System technical skills
• Tools and methodology
• Project and Change
Management
Super Users
• Delivery Skills
•
• Course specific
business process
and system
expertise
End-Users
Business area
processes and
system expertise
• Job role
focused
business
process,
skills and
knowledge
Support Tools
• Self Sufficiency
• Operational
Effectiveness
Page 9
Benefits Realization & Performance Management
Normally, the Change Management approach to Benefits Realization fully
incorporates Six Sigma principles and Process Excellence tools, so that
project benefits are identified, prioritized, measured, delivered, and sustained.
Key elements of the Benefits Realization approach are to:
 Develop the Business Case;
 Obtain the Voice of the Customer (VOC);
 Transform VOC into critical customer requirements (CCR);
 Develop a structure to identify and measure benefits and Key Performance
Indicators (KPIs)/Intermediate Results (IRs) for each requirement;
 Identify benefit owners (at Institution/within Function) to drive the benefits
realization plan.
Page 10
Integrated Change Management Approach: Key Activities
Change
Process
Assess
Design
Implement
Sustain
Stakeholder
Management
Assess change
history & readiness
for each institution
ID & categorize
key stakeholders
Start the
stakeholder
engagement
process
Conduct Change
Readiness
workshops with
institutions
Ensure
management
commitment to the
vision & change
effort
Document
transition change
readiness issues
and risks
Continue to
manage
stakeholders &
coach change
leaders
Structure a plan
for stakeholder
commitment to
continuous
improvement
Communications
Management
Develop initial
communication plan
and strategy
Prepare
communication
tools / templates
Develop
communication
matrix
Determine all
effective vehicles to
deploy
Engage SMPs and
functional/
operational
business experts
Communicate the
vision of designed
state
Audit
communication plan
activities and refine
plan
Execute ongoing
communication
Audit
communications
effectiveness
Page 11
Integrated Change Management Approach: Key Activities
Change
Process
Assess
Design
Implement
Sustain
Organizational
Alignment
Understand
business /
organizational
structures
Establish org
design baseline
using key design
principles
Envision change
organization &
business impact
Define & design
org. structure (ToBe)
Prepare for
transition strategy
development
Implement new
organization, and
performance
measures
Assess postimplementation
results
Knowledge
Sharing (KS)
Plan for project
team training
Plan for
teambuilding
workshops
Create project
team learning and
training plan
Conduct team
training
Execute KS plan
Monitor and review
teams'
effectiveness
Execute transition
monitoring and
support
Evaluate KS
process
effectiveness
Benefits
Realization (BR)
Determine &
understand benefit
opportunities:
business case
Confirm business
case benefits based
on correct
assumptions
Identify and secure
benefits ownership
Develop BR action
plan
Define the
organization
performance
measurement
framework
Update benefits
case
Track metrics
Track organization
and team
performance
measures
Recognize and
reward benefits
achievements
Page 12
CHANGE VISIONING
Page 13
Creating a good Change Vision
 Create a compelling need for change :
 Identify the change drivers behind the project/initiative;
 Outline the benefits to the organization and the individual(s)
implementing the change ;
 Define clearly the Current (As-Is) and Desired (Future/To-Be) states;
 Clarify the path between the current and desired states;
 Describe the behavior change required to achieve the vision.
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Identify the ‘change drivers’ behind the initiative
The change is needed because of …
Increased Expectations
of Customers
Real-time
information
Technology options
(e.g. Internet)
Reduce cycle time
(time to complete
activity or set of
activities)
Funding Pressure on
Costs/Expenditures
Accurate information
– no guessing or
“massaging”
Timely information
for better decisionmaking
Fast Changing
Business Context
Flexibility to realign
institutions
Single source of
data for inter and
intra-institutional
needs equally
Supports rapid
deployment of
new/changing
services
Page 15
Example “What are the benefits of this initiative to the
institution/function as a whole as well as internal staff?”
To the institution
as a whole
To staff members and/or
end users
4 Contains/reduces costs,
4 Enables data to be entered
increases service levels
and speed of response
ONCE
4 Ensures data is accurate and
4 Ensures business
continuity
New Process/
System
current
4 Provides valued new skills
4 Streamlines functional
processes in some areas
4 Avoids cost of replacing
some existing systems
4 Removes duplication of
administration functions
4 Facilitates Group wide
information integration
4 Reduces data reconciliation
4 Improves the range and visibility
of analysis
4 Allows faster response to
internal/external inquiries
4 Removes frustrations and adds
interest to jobs
Page 16
Example: Defining a vision for a change initiative and key
differences between the current and desired state
Current State
Processes
Culture
Structure
Information
Technology
Location
 Non-standardized processes
 Fragmented, multiple hand-offs
 Silo mentality
 Risk averse
 Slow decision-making
 Hierarchical structures
 Primarily functionally focused
 Fragmented between areas
 Multitude of separate legacy systems
 Generally slow and outdated
 Distributed between many
locations
Customers
 Large number of customer
Desired State
Processes
 Standardized best practice
processes
Culture
 Customer focus
 Sensible risk taking
 Responsive
Structure
 Primarily process focused
 One centralized unit
 Flat structure
Information
Technology
• One system for whole business
• GOL compliant
Location
 One single location
Customers
• Key customer groups
Staff
 Multi-skilled
 Clear roles and directives
 High skill levels
groups
Staff
 Narrowly defined roles
 Undefined roles
 Low skill levels
Page 17
Things to consider when creating a Change Vision for your
project
 What is the compelling need for change? (link it to the organization's
past and present; tell the story)
 What is the exciting idea for change?
 What skills, behaviors, and values will be important? Which must
change?
 What will it mean to people? How will the lives of those I must
convince change?
Do:
 Ensure the integration of
project changes with other
related changes and the rest of
the business;
 Build interim stages on the
road to the vision .
Don’t :
 Underestimate complexity of
the vision;
 Focus on total solution rather
than parts.
Page 18
CHANGE VISIONING EXERCISE
Page 19
Exercise: Create a compelling change vision for your
component of the GEMS initiative.
A.
Consider what will change as a result of the initiative and by when
(final Change Vision)?
B.
Define: What is the compelling reason for pursuing the initiative
and its objectives and what is its link to the various GOL policies
and development strategies.
C.
Identify which current skills, behaviors, and values must change to
achieve the benefits.
D.
Identify what it will mean to the people involved ? Ask, “How will
their lives change?”
E.
Identify what it will mean to you? What do you stand to lose
and to gain professionally from this initiative? Personally?
Take 15 Minutes; Work in Teams; Present
Page 20
CHANGE READINESS
Page 21
Change Readiness
Change Readiness Background
Given the organizational complexity of the scope of this project (multiple
institutions, many organizational models and reporting structures, more than
one location, internal cultures, etc.) it is clear that change cannot be driven in
a top-down fashion.
While a change readiness assessment will pinpoint and analyze the particular
concerns of each entity, at a macro level, concerns going into this effort are
likely to be:
1. Authority and responsibility to achieve this change is not clear
2. Change is not readily accepted and/or has not been successful in the
past in some of the impacted institutions and areas
3. How to counteract perceptions that the institutional or functional vision
being articulated may clash with the cultures, values, and/or “the way
we’ve always done things.”
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Change Readiness
This approach can be used to drive the strategy of each element of the
Change Management plan, so that we:
 Identify Change Readiness baseline and factors to be measured &
monitored;
 Determine the appropriate influence and intervention strategies for
each institution;
 Determine the strategies and approaches that will drive a
successful implementation at each institution;
 Understand what “success” looks like (and measure it) for each
institution.
IMPORTANT: Ask the question,
“What will success look like?”
Page 23
CHANGE READINESS ASSESSMENT
Purpose
The Tool is designed to help clarify the change issues associated with a
particular change project. It takes a forward look at issues as distinct from
the Change History Assessment which examines past change projects.
How do I use it?
You can use the assessment at the beginning of a project /initiative and
later to gather data from those leading and managing the change project
and from those impacted by change, which may be useful:
 At the start of a major change effort;
 At the start of a significant phase in a major change effort; and,
 At any time when the change effort or a change team seems "stuck.”
The tool has also been used successfully as part of the change
management training for a project to build an understanding of the change
issues faced by a particular team, possibly together with a Change History
Assessment.
Page 24
Change Readiness Assessment Tool
Question
Number
Vision
1
2
Leadership
3
4
5
6
Commitment
7
8
9
10
11
12
13
Sustain
14
15
16
Configure
17
18
Manage
19
20
21
22
23
Topic
Compelling Need Clear
Operational vision clear
Share vision
Demonstrate commitment
Create sense of urgency
Trust each other
People expect change to succeed
People will learn new ways
People can be constructively critical
Managers have change skills
Little attitude / behavior shift needed
No change losers
Middle manangers commitment built
Processes don't block change
Processes being changed as needed
Sufficient cross-functional cooperation
Chosen approach will work
Interest sustained
Authority / responsibility clear
Managers disciplined
Change kept on track
Decision making not slowing change
Problems solved quickly
Score
Survey Example Qs:
1. Is there is a clear and compelling need for this change?
Untrue
True
1 2 3 4 5 6 7 8 9 10
2. It is clear what this change will mean in practice?
Untrue
True
1 2 3 4 5 6 7 8 9 10
3. Is there a shared/common vision of this change?
Untrue
True
1 2 3 4 5 6 7 8 9 10
4. Are members demonstrating their personal resolve for
change through their actions?
Untrue
True
1 2 3 4 5 6 7 8 9 10
5. Are they creating a sense of urgency to change in the
organization?
Untrue
True
1 2 3 4 5 6 7 8 9 10
6. Does the team understand, trust, and respect each other?
Untrue
True
1 2 3 4 5 6 7 8 9 10
Page 25
Change Risk Management Plan
Using the results and key findings from a Change Readiness Workshop, in
conjunction with lessons learned from past projects, the following is a high level
plan to address and mitigate the risks associated with potentially major obstacles to
progress.
Following the initiation of a project, recommended actions should be developed in
further detail and appropriately scheduled within project methodology stage/phase:
Risk Factor
Recommended Action
Responsible
Party
Timeframe
Page 26
USAID/LIBERIA
Governance & Economic Management Support
(GEMS) Project
2012
INTEGRATED CHANGE MANAGEMENT
Page 27