Master Organizational Change Management Practices
PMOs, if you don't know who is responsible for org change, it's you.
Onsite Workshop
If you are a PMO leader in an organization that lacks a formal and well-defined organizational change management strategy for its projects, you are at risk of:
- Executing projects that continually fail to achieve their business outcomes.
- A lack of stakeholder adoption on completed projects.
- Poor relationships with stakeholders and end users.
By facilitating a centralized OCM strategy through the PMO, you can enable:
- The consistent realization of intended business outcomes on the organization’s project.
- High adoption rates throughout the organization of new processes and technologies.
- Improved alignment between IT and the business as well as stronger relationships with stakeholders throughout the organization.
Module 1: Assess OCM Capabilities
The Purpose
- Assess the organization’s readiness for change and evaluate the PMO’s OCM capabilities.
- Estimate the relative difficulty and effort required for managing organizational change through a specific project.
- Create a rough but concrete timeline that aligns organizational change management activities with project scope.
Key Benefits Achieved
- A better understanding of the cultural appetite for change and of where the PMO needs to focus its efforts to improve OCM capabilities.
- A project plan that includes disciplined organizational change management from start to finish.
| Activities: | Outputs: | |
|---|---|---|
| 1.1 | Assess the organization’s current readiness for change. |
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| 1.2 | Perform a change management SWOT analysis to assess the PMO’s capabilities. |
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| 1.3 | Define OCM success metrics. |
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| 1.4 | Establish and map out a core OCM project to pilot through the workshop. |
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Module 2: Analyze Change Impacts
The Purpose
- Analyze the impact of the change across various dimensions of the business.
- Develop a strategy to manage change impacts to best ensure stakeholder adoption.
Key Benefits Achieved
- Improved planning for both your project management and organizational change management efforts.
- A more empathetic understanding of how the change will be received in order to rightsize the PMO’s OCM effort and maximize adoption.
| Activities: | Outputs: | |
|---|---|---|
| 2.1 | Develop a sponsorship action plan through the PMO. |
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| 2.2 | Determine the relevant considerations for analyzing the change impacts of a project. |
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| 2.3 | Analyze the depth of each impact for each stakeholder group. |
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| 2.4 | Establish a game plan to manage individual change impacts. |
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| 2.5 | Document the risk assumptions and opportunities stemming from the impact analysis. |
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Module 3: Establish Collaborative Roles and Develop an Engagement Plan
The Purpose
- Define a clear and compelling vision for change.
- Define roles and responsibilities of the core project team for OCM.
- Identify potential types and sources of resistance and enthusiasm.
- Create a stakeholder map that visualizes relative influence and interest of stakeholders.
- Develop an engagement plan for cultivating support for change while eliciting requirements.
Key Benefits Achieved
- Begin to communicate a compelling vision for change.
- Delegate and divide work on elements of the transition plan among the project team and support staff.
- Begin developing a communications plan that appeals to unique needs and attitudes of different stakeholders.
- Cultivate support for change while eliciting requirements.
| Activities: | Outputs: | |
|---|---|---|
| 3.1 | Involve the right people to drive and facilitate change. |
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| 3.2 | Solidify the vision of change to reinforce and sustain leadership and commitment. |
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| 3.3 | Proactively identify potential skeptics in order to engage them early and address their concerns. |
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| 3.4 | Stay one step ahead of potential saboteurs to prevent them from spreading dissent. |
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| 3.5 | Find opportunities to empower enthusiasts to stay motivated and promote change by encouraging others. |
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| 3.6 | Formalize the stakeholder analysis to identify change champions and blockers. |
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| 3.7 | Formalize the engagement plan to begin cultivating support while eliciting requirements. |
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Module 4: Develop and Execute the Transition Plan
The Purpose
- Develop a realistic, effective, and adaptable transition plan, including:
- Clarity around leadership and vision.
- Well-defined plans for targeting unique groups with specific messages.
- Resistance and contingency plans.
- Templates for gathering feedback and evaluating success.
Key Benefits Achieved
- Execute the transition in coordination with the timeline and structure of the core project.
- Communicate the action plan and vision for change.
- Target specific stakeholder and user groups with unique messages.
- Deal with risks, resistance, and contingencies.
- Evaluate success through feedback and metrics.
| Activities: | Outputs: | |
|---|---|---|
| 4.1 | Sustain changes by adapting people, processes, and technologies to accept the transition. |
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| 4.2 | Decide which action to take on enablers and blockers. |
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| 4.3 | Start developing the training plan early to ensure training is properly timed and communicated. |
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| 4.4 | Sketch a communications timeline based on a classic change curve to accommodate natural resistance. |
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| 4.5 | Define plans to deal with resistance to change, objections, and fatigue. |
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| 4.6 | Consolidate and refine communication plan requirements for each stakeholder and group. |
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| 4.7 | Build the communications delivery plan. |
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| 4.8 | Define the feedback and evaluation process to ensure the project achieves its objectives. |
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| 4.9 | Formalize the transition plan. |
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Module 5: Institute an OCM Playbook through the PMO
The Purpose
- Establish post-project benefits tracking timeline and commitment plans.
- Institute a playbook for managing organizational change, including:
- Clarity around roles and responsibilities.
- Formalized methodology.
- Reusable tools and templates.
Key Benefits Achieved
- A process for ensuring the intended business outcomes are tracked and monitored after the project is completed.
- Repeat and scale best practices around organizational change to future PMO projects.
- Continue to build your capabilities around managing organizational change.
- Increase the effectiveness and value of organizational change management.
| Activities: | Outputs: | |
|---|---|---|
| 5.1 | Review lessons learned to improve organizational change management as a core PM discipline. |
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| 5.2 | Monitor capacity for change. |
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| 5.3 | Define roles and responsibilities. |
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| 5.4 | Formalize and communicate the organizational change management playbook. |
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| 5.5 | Regularly reassess the value and success of organizational change management. |
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