TRIAGE 2

T- Take the pulse- How have changes been introduced and accepted in the past. Do a SWOT Analysis, both on the processes and on the people. Break down the analysis by the eight Phases and determine if there has been a common roadblock, or common success experiences. This is where the Change Readiness Survey comes in. Collect empirical date about the Change Culture so you can evaluate the impact of your change efforts throughout the Change lifecycle.

R- Realize Strengths- Be it people, processes, and/or technologies, determine where the Roadmap has worked in the past and pull from those strengths.

I- Investigate “Opportunities” – If there have been failures in past change efforts diagnose root cause through deductive reasoning or determine possible people/process causes through Inductive, creative problem solving. You need to be able to move across these two problem solving techniques to fully address the varying problems faced by an organization.

A- Address in a prioritized manner- Using a Must/Wants approach, develop a systematic plan to address the needed changes and incorporate Project Management tools and techniques to manage the processes.

G- Get at it- Avoid the “paralysis by analysis” syndrome. You may find it refreshing to use the Ready/Fire/Aim strategy to break away from the Analysis overload.

E- Evaluate the effort- Use the Strategic Plan and Department Critical Success Factors (CSF’s) and Key Performance Indicators (KPI’s) with corresponding SMARRT Goals to determine how things are going. You can carry this Strategic Planning model down to your Program and Projects’ levels.