Post on 05-Apr-2018
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Change Management Framework
Gabriella Paoli
October 2009
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The Objective of OCM
The ultimate goal of OCM is to ensure that the project achieves itsexpected benefits
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OCM Framework
Text Text
Training & Development
Training Plan Training Schedule
Training Module and BusinessDocumentation
Training Delivery & Support
Workspace Computing Project
Support ServicesProcurementStandard desktop Supply RFTDesktop Lifecycle Management/SOEPrinting Services
Change Planning
Project Vision & Blue Print What
are the business benefits ? Change Readiness Assessment Change Impact Analysis
Change Risk Management Change Project Schedule
Communications
Communication Plan Stakeholder Engagement
Change Leadership
Role Definition
Leadership Selection & Induction Change Network
Stakeholder Identification
Stakeholder Analysis & Mapping Stakeholder Buy -In Points
Organisational Alignment
People Vision Definition
Behaviour Change Definition Workforce Transformation
Job Design Roles and Responsibilities Governance
Organisational Rebuilding
Performance Management
Performance Management
System Rewards & Recognition Employee Relations
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Change Management Approach
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Change Planning - Vision & Road Map
Clearly states what we are trying to achieve
The project (project team & business) has a clearobjective/s which it understands
It sets the road map for the project deliverables the
change process It explains the need for and benefits of the change
Linked to an outcome or benefit which is measurable
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Change Planning
Organisational Impact Assessment Identifies theimpact of change on Melbourne University
1. Process / Workload
2. Job Design / Responsibility
3. Skills / Knowledge
4. Culture / Behaviour
Business Readiness Assessment is a critical factor indetermining the level of change activity required
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Change Leadership
Effective leadership is essential to the success of anychange programme
Each project must develop change leaders throughoutMelbourne University, who will champion their project
They set the change agenda, gain commitment to theproject / change goals and prevent distraction thebusiness (managers, employees and engineers) mustlead the change
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Change Leadership Change Network
Executive Sponsor ownsthe initiative
Change Leaders driveand promote the initiative
Change Agentsinfluence people withindepartments at each
local site or impacteddepartment
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Stakeholder Engagement
To successfully engage stakeholders we mustunderstand their needs and impacts
Successful communication is:
1. Validated by Business Readiness Assessments2. Supports the project Road Map
3. With the business, not to the business
Not done via email
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Communication Strategy
Communication plans need to be structured and targeted to
stakeholders needs
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Organisational Alignment
Roles and responsibilities must be aligned with the new environment toensure that people are working on the right things, the right way
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Training & Development
The ultimate goal of the training activities is to minimise the time toproficiency, the time needed by Melbourne University to adapt thenew system and to realise its potential.
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Performance Management
Confirms that peoples objectives are clearly alignedwith the strategic direction of the change
Ensures that people are incentivised and motivated toachieve those objectives and hence to do so must
buy-in to the change journey