1.  Plan& Manage the Change Initiative

1.1.                        Case for Change (input)

1.1.1.    The Problem or Opportunity – Why is the change needed?

1.1.2.    Strategic Alignment – How does the change align with the organization's goals?

1.1.3.    Benefits of the Change – What are the expected benefits to the company, the customer, the team, and the individual team members?

1.1.4.    Impacts of Not Changing – What are the risks of maintaining the status quo?

1.1.5.    Stakeholder Impact – Who will be affected by the change?

1.1.6.    Change Scope and Objectives – What are the specific goals of the change initiative?

1.1.7.    Risks and Challenges – What potential obstacles could arise?

1.1.8.    Cost and Resource Requirements – What resources are needed for the change?

1.1.9.    Success Metrics – How will success be measured?

1.1.10. Long-Term Sustainability – How will the change be sustained?

1.2.                        Change Management Scope (Input)

1.2.1.    What leaders need to support and lead through change?

1.2.2.    What do all stakeholders need to know (and when)?

1.2.3.    What are the messages of the audience?

1.2.4.    Why should individual team members care about the sebenefits?

1.2.5.    How can we prepare the support network to sustain the change?

1.2.6.    What training details do you know (dates, participants, instructors, logistics, etc)?

1.2.7.    What do stakeholders need to start, stop, and continue doing?

1.2.8.    What is the target go-live date?

1.2.9.    Do you know the Phases by Month

1.2.9.1.         Project Planning and Initiation

1.2.9.2.         Design Phase

1.2.9.3.         Build Phase

1.2.9.4.         Test Phase

1.2.9.5.         Go-Live Date

1.2.9.6.         Post-Go-Live Support Phase

1.3.                        Change Management Milestones (Output)

1.3.1.    OCM Milestones – (Output)

1.3.1.1.         INITIATE

1.3.1.1.1.              Agree to change management approach (24 weeks before go-live)

1.3.1.2.         DESIGN

1.3.1.2.1.              Engage sponsors & key influencers (20 weeks before go-live)

1.3.1.2.2.              Draft communication plans (20 weeks before go-live)

1.3.1.2.3.              Document change impacts (20 weeks before go-live)

1.3.1.2.4.              Determine training needs (20 weeks before go-live)

1.3.1.3.         BUILD

1.3.1.3.1.              Update communication plan (16 weeks before go-live)

1.3.1.3.2.              Develop change summary by team (16 weeks before go-live)

1.3.1.3.3.              Develop training (16 weeks before go-live)

1.3.1.4.         GO LIVE

1.3.1.4.1.              Send project overview to end users (12 weeks before go-live)

1.3.1.4.2.              Send solution overview to end users (10 weeks before go-live)

1.3.1.4.3.              Send go-live communications to end users (8 weeks before go-live)

1.3.1.4.4.              Send training overview to end users (6 weeks before go-live)

1.3.1.4.5.              Schedule training (4 weeks before go-live)

1.3.1.4.6.              Cutover (4 weeks before go-live)

1.3.1.4.7.              Facilitate training sessions (2 weeks before go-live)

1.3.1.4.8.              GO-LIVE DATE

1.4.                        Change Management Metrics (Examples)

1.4.1.    Change Effectiveness During the Project - See the explanation of Change Effectiveness During the Project

1.4.1.1.         Scope the Change Initiative

1.4.1.1.1.              Completeness of the Definition of Case for Change: Metric: % Completion of Case for Change

1.4.1.1.2.              Change Impact Assessment: Metric: % Stakeholder groups with Change Impacts identified

1.4.1.1.3.              Project Milestone Completion: Metric: % Milestones completed on time

1.4.1.1.4.              Timeline Adherence: Metric: % Variance from the project timeline

1.4.1.2.         Plan Stakeholder Engagement

1.4.1.2.1.              Leadership Alignment: Metric: % of Leadership aligned with project objectives

1.4.1.2.2.              Stakeholder Engagement Planning: Metric: % Stakeholders with engagement plans

1.4.1.2.3.              Completeness of the Change Management Strategy: Metric: % Completion of Change Management Strategy

1.4.1.3.         Engage Stakeholders

1.4.1.3.1.              Leadership Activation: Metric: % of Leaders actively engaged in supporting change

1.4.1.3.2.              Stakeholder Engagement and Feedback: Metric: % of Stakeholders providing feedback during key project phases

1.4.1.3.3.              Resistance Levels: Metric: % of Stakeholders exhibiting resistance to change

1.4.1.4.         Manage Change Risk & Readiness

1.4.1.4.1.              Change Readiness and Risk Mitigation Metrics: Metric: % of Identified risks with mitigation plans

1.4.1.4.2.              Tracking Progress to Plan for Executing Change Management Plans and Activities: Metric: % of Change management tasks completed on schedule

1.4.1.5.         Develop Support Material

1.4.1.5.1.              Training Infrastructure and Resources: Metric: %Completion of training environment and resources setup

1.4.1.5.2.              Performance Support Material (Training Material, Manager Toolkits, Quick Reference Guides, etc.) : Metric: % of Support materials developed and distributed

1.4.1.6.         Prepare End Users

1.4.1.6.1.              Training Completion and Competency Levels: Metric:% of Employees completing training and achieving competency

1.4.1.7.         Implement

1.4.1.7.1.              Proficiency in Applying the Change: Metric: % of Employees meeting performance KPIs post-change

1.4.1.7.2.              Adoption Rate (During Implementation) : Metric: %of Users adopting new processes or tools during the project

1.4.1.7.3.              Adoption Rate (Compliance with New Processes, Tools, and Policies) : Metric: % of Users complying with new processes, tools, and policies

1.4.1.8.         Sustain the Change

1.4.1.8.1.              Sustainability Metrics: Metric: % of Sustainment activities completed post-implementation

1.4.1.8.2.              Preparing and Activating Sustainment Roles: Metric:% of Sustainment roles activated and prepared

1.4.1.8.3.              Tracking Progress to Plan for Executing Sustainment Plan: Metric: % of Sustainment plan activities completed

1.4.1.8.4.              Execution of Transferring Knowledge and Assets to the Group Responsible for Sustaining the Change: Metric: % of Knowledge transfer activities completed

1.4.2.    Change Outcomes of the Project - See the explanation of Change Outcomes of the Project

1.4.2.1.         Productivity Impact (Efficiency and Productivity)

1.4.2.1.1.              Metric: % Increase in productivity levels post-implementation

1.4.2.2.         Employee Proficiency and Satisfaction

1.4.2.2.1.              Metric: % of employees proficient in new processes within 90 days post-implementation

1.4.2.2.2.              Metric: Employee satisfaction score (out of 100) with new processes

1.4.2.3.         Sustainability of Change (Culture Alignment)

1.4.2.3.1.              Metric: % of departments consistently applying new processes 6 months after implementation

1.4.2.3.2.              Metric: % Increase in cultural alignment score based on post-implementation surveys

1.4.2.4.         Customer Satisfaction

1.4.2.4.1.              Metric: Increase in Net Promoter Score (NPS) post-implementation

1.4.2.4.2.              Metric: % Decrease in customer complaints related to service or product issues

1.4.2.5.         Reduction in Errors or Incidents

1.4.2.5.1.              Metric: % Decrease in error rates or incidents post-implementation

1.4.2.5.2.              Metric: % Decrease in rework or corrective actions needed post-implementation

1.4.2.6.         ROI and Cost-Benefit Analysis

1.4.2.6.1.              Metric: % Increase in ROI within 12 months post-implementation

1.4.2.6.2.              Metric: % Decrease in operational costs post-implementation

1.4.2.7.         Enhanced Competitive Advantage

1.4.2.7.1.              Metric: % Increase in market share or customer base post-implementation

1.4.2.7.2.              Metric: % Decrease in time-to-market for new products/services

1.4.3.    Explanation of Change Effectiveness During the Project: It focuses on managing stakeholder engagement, preparing end users, developing support materials, tracking readiness, mitigating risks, ensuring compliance with project milestones, and integrating metrics for change management performance.

1.4.3.1.         Scope the Change Initiative

1.4.3.1.1.              Completeness of the Definition of Case for Change

1.4.3.1.1.1.                   Metric: % Completion of Case for Change

1.4.3.1.1.2.                   What it Measures: How well the project defines thec ase for change and what success looks like.

1.4.3.1.1.3.                   Why it’s Important: Ensures clear goals and outcomes are identified for the change initiative.

1.4.3.1.2.              Change Impact Assessment

1.4.3.1.2.1.                   Metric: % Stakeholder groups with Change Impacts identified

1.4.3.1.2.2.                   What it Measures: Thoroughness in identifying affected roles and departments.

1.4.3.1.2.3.                   Why it’s Important: Ensures the scope of the change is well understood for effective implementation.

1.4.3.1.3.              Project Milestone Completion

1.4.3.1.3.1.                   Metric: % Milestones completed on time

1.4.3.1.3.2.                   What it Measures: Progress toward critical deliverables and deadlines.

1.4.3.1.3.3.                   Why it’s Important: Ensures the project stays on track and meets its objectives on time.

1.4.3.1.4.              Timeline Adherence

1.4.3.1.4.1.                   Metric: % Variance from the project timeline

1.4.3.1.4.2.                   What it Measures: How closely the project follow sits planned timeline and any deviations that occur.

1.4.3.1.4.3.                   Why it’s Important: Tracks overall efficiency of project management and course correction efforts.

1.4.3.2.         2. Plan Stakeholder Engagement

1.4.3.2.1.              Leadership Alignment

1.4.3.2.1.1.                   Metric: % of Leadership aligned with project objectives

1.4.3.2.1.2.                   What it Measures: Leadership alignment on target project outcomes.

1.4.3.2.1.3.                   Why it’s Important: Ensures key influencers are alignedwith the change objectives and committed to its success.

1.4.3.2.2.              Stakeholder Engagement Planning

1.4.3.2.2.1.                   Metric: % Stakeholders with engagement plans

1.4.3.2.2.2.                   What it Measures: Development of engagement plansfor all stakeholders, including sponsors, leaders, influencers, and people managers.

1.4.3.2.2.3.                   Why it’s Important: Ensures a proactive approach to engaging and supporting stakeholders throughout the project.

1.4.3.2.3.              Completeness of the Change Management Strategy

1.4.3.2.3.1.                   Metric: % Completion of Change Management Strategy

1.4.3.2.3.2.                   What it Measures: The thoroughness of the change management strategy.

1.4.3.2.3.3.                   Why it’s Important: Ensures the strategy is comprehensive and addresses all critical areas of the change.

1.4.3.3.         3. Engage Stakeholders

1.4.3.3.1.              Leadership Activation

1.4.3.3.1.1.                   Metric: % of Leaders actively engaged in supporting change

1.4.3.3.1.2.                   What it Measures: Progress in engaging sponsors, leaders, influencers, and people managers.

1.4.3.3.1.3.                   Why it’s Important: Ensures that critical roles are actively involved and supporting the change.

1.4.3.3.2.              Stakeholder Engagement and Feedback

1.4.3.3.2.1.                   Metric: % of Stakeholders providing feedback during key project phases

1.4.3.3.2.2.                   What it Measures: Employee feedback during the project (minimum: at project initiation, before training, following training, and following go-live).

1.4.3.3.2.3.                   Why it’s Important: Gauges employee buy-in and readiness, helping to ensure that stakeholders are actively engaged.

1.4.3.3.3.              Resistance Levels

1.4.3.3.3.1.                   Metric: % of Stakeholders exhibiting resistance to change

1.4.3.3.3.2.                   What it Measures: The resistance encountered during the change process.

1.4.3.3.3.3.                   Why it’s Important: Identify and mitigate resistance that could impede the success of the change.

1.4.3.4.         4. Manage Change Risk & Readiness

1.4.3.4.1.              Change Readiness and Risk Mitigation Metrics

1.4.3.4.1.1.                   Metric: % of Identified risks with mitigation plans

1.4.3.4.1.2.                   What it Measures: Readiness assessments and how effectively risks are identified and mitigated.

1.4.3.4.1.3.                   Why it’s Important: Monitors preparedness for change and addresses risks to ensure smooth implementation.

1.4.3.4.2.              Tracking Progress to Plan for Executing Change Management Plans and Activities

1.4.3.4.2.1.                   Metric: % of Change management tasks completed on schedule

1.4.3.4.2.2.                   What it Measures: Progress in executing the change management plan.

1.4.3.4.2.3.                   Why it’s Important: Ensures that the change management activities are carried out as planned.

1.4.3.5.         5. Develop Support Material

1.4.3.5.1.              Training Infrastructure and Resources

1.4.3.5.1.1.                   Metric: % Completion of training environment and resources setup

1.4.3.5.1.2.                   What it Measures: Availability and quality of training environments, resources, and simulations.

1.4.3.5.1.3.                   Why it’s Important: Ensures employees have the necessary support materials to adopt the change successfully.

1.4.3.5.2.              Performance Support Material (Training Material, Manager Toolkits, Quick Reference Guides, etc.)

1.4.3.5.2.1.                   Metric: % of Support materials developed and distributed

1.4.3.5.2.2.                   What it Measures: Development and distribution ofreference guides and toolkits.

1.4.3.5.2.3.                   Why it’s Important: Provides employees and managers with ongoing support to facilitate the change.

1.4.3.6.         6. Prepare End Users

1.4.3.6.1.              Training Completion and Competency Levels

1.4.3.6.1.1.                   Metric: % of Employees completing training and achieving competency

1.4.3.6.1.2.                   What it Measures: The number of employees completing training and their competency post-training.

1.4.3.6.1.3.                   Why it’s Important: Ensures employees are fully prepared to adopt new systems and processes.

1.4.3.6.2.              Training Simulations

1.4.3.6.2.1.                   Metric: % of Employees who completed training simulations successfully

1.4.3.6.2.2.                   What it Measures: Effectiveness of training simulations in preparing employees for real-world scenarios.

1.4.3.6.2.3.                   Why it’s Important: Ensures employees are practiced and confident before full implementation.

1.4.3.6.3.              Time to Proficiency

1.4.3.6.3.1.                   Metric: Average time taken for employees to reach proficiency

1.4.3.6.3.2.                   What it Measures: How long employees can become proficient in new systems or processes.

1.4.3.6.3.3.                   Why it’s Important: Measures how employees adapt to the change.

1.4.3.7.         7. Implement

1.4.3.7.1.              Proficiency in Applying the Change

1.4.3.7.1.1.                   Metric: % of Employees meeting performance KPIs post-change

1.4.3.7.1.2.                   What it Measures: How well employees perform post-change compared to KPIs.

1.4.3.7.1.3.                   Why it’s Important: Measures the effectiveness of the change in improving employee performance.

1.4.3.7.2.              Adoption Rate (During Implementation)

1.4.3.7.2.1.                   Metric: % of Users adopting new processes or tools during the project

1.4.3.7.2.2.                   What it Measures: Percentage of users adopting new processes or tools during the project.

1.4.3.7.2.3.                   Why it’s Important: Tracks the progress of users embracing change.

1.4.3.7.3.              Adoption Rate (Compliance with New Processes, Tools, and Policies)

1.4.3.7.3.1.                   Metric: % of Users complying with new processes, tools, and policies

1.4.3.7.3.2.                   What it Measures: How well employees adhere to new processes, tools, or policies during the project.

1.4.3.7.3.3.                   Why it’s Important: Ensures the proper execution and adoption of changes.

1.4.3.8.         8. Sustain the Change

1.4.3.8.1.              Sustainability Metrics

1.4.3.8.1.1.                   Metric: % of Sustainment activities completed post-implementation

1.4.3.8.1.2.                   What it Measures: Efforts to maintain the change, such as capability transfer plans or ongoing training.

1.4.3.8.1.3.                   Why it’s Important: Ensures that the change is integrated into long-term operations and sustained over time.

1.4.3.8.2.              Preparing and Activating Sustainment Roles

1.4.3.8.2.1.                   Metric: % of Sustainment roles activated and prepared

1.4.3.8.2.2.                   What it Measures: Readiness and activation of crucial sustainment roles.

1.4.3.8.2.3.                   Why it’s Important: Ensures that roles responsible for maintaining the change are prepared and engaged.

1.4.3.8.3.              Tracking Progress to Plan for Executing Sustainment Plan

1.4.3.8.3.1.                   Metric: % of Sustainment plan activities completed

1.4.3.8.3.2.                   What it Measures: Progress in executing the sustainment plan.

1.4.3.8.3.3.                   Why it’s Important: Ensures that sustainment activities are planned and carried out effectively.

1.4.3.8.4.              Execution of Transferring Knowledge and Assets to the Group Responsible for Sustaining the Change

1.4.3.8.4.1.                   Metric: % of Knowledge transfer activities completed

1.4.3.8.4.2.                   What it Measures: Effectiveness in transferring knowledge and assets for sustaining the change.

1.4.3.8.4.3.                   Why it’s Important: The knowledge needed to sustain the change is handed over to the right group.

1.4.4.    Explanation of Change Outcomes of the Project - Measures the project's success through productivity improvements, customer satisfaction, ROI, error reduction, employee retention, and sustainability, ensuring the change achieves its intended long-term benefits while incorporating PROSCI metrics for organizational performance.

1.4.4.1.         Productivity Impact (Efficiency and Productivity)

1.4.4.1.1.              Metric: % Increase in productivity levels post-implementation

1.4.4.1.2.              What it Measures: Changes in the efficiency of processes, time saved per task, or output per employee after the change.

1.4.4.1.3.              Why it’s Important: Evaluate whether the change led to operational improvements and efficiency gains such as streamlined processes, reduced costs, or higher productivity.

1.4.4.2.         Employee Proficiency and Satisfaction

1.4.4.2.1.              Metric: % of employees proficient in new processes within 90 days post-implementation

1.4.4.2.2.              Metric: Employee satisfaction score (out of 100) with new processes

1.4.4.2.3.              What it Measures: Employee proficiency and satisfaction with the new processes post-implementation, assessed through proficiency tests and employee surveys.

1.4.4.2.4.              Why it’s Important: It ensures employees are effective and content with the new processes, reflecting morale and long-term engagement.

1.4.4.3.         Sustainability of Change (Culture Alignment)

1.4.4.3.1.              Metric: % of departments consistently applying new processes 6 months after implementation

1.4.4.3.2.              Metric: % Increase in cultural alignment score based on post-implementation surveys

1.4.4.3.3.              What it Measures: Whether the change aligns with desired cultural shifts and is maintained over time within the organization.

1.4.4.3.4.              Why it’s Important: It ensures that the change becomes part of the organization's ongoing operations and culture, not just a short-term fix.

1.4.4.4.         Customer Satisfaction

1.4.4.4.1.              Metric: Increase in Net Promoter Score (NPS) post-implementation

1.4.4.4.2.              Metric: % Decrease in customer complaints related to service or product issues

1.4.4.4.3.              What it Measures: Customer feedback or NPS improvements after the change, focusing on service delivery and product quality.

1.4.4.4.4.              Why it’s Important: Assesses how the change has positively impacted on customer satisfaction and strengthened external relationships.

1.4.4.5.         Reduction in Errors or Incidents

1.4.4.5.1.              Metric: % Decrease in error rates or incidents post-implementation

1.4.4.5.2.              Metric: % Decrease in rework or corrective actions needed post-implementation

1.4.4.5.3.              What it Measures: The frequency of operational errors, rework, or incidents before and after the project.

1.4.4.5.4.              Why it’s Important: Demonstrates operational improvements, especially in quality control and process efficiency.

1.4.4.6.         ROI and Cost-Benefit Analysis

1.4.4.6.1.              Metric: % Increase in ROI within 12 months post-implementation

1.4.4.6.2.              Metric: % Decrease in operational costs post-implementation

1.4.4.6.3.              What it Measures: Financial returns or savings resulting from the change, comparing project costs against revenue increases or cost reductions.

1.4.4.6.4.              Why it’s Important: It ensures that the project leads to tangible financial benefits, validating the investment made in the change.

1.4.4.7.         Enhanced Competitive Advantage

1.4.4.7.1.              Metric: % Increase in market share or customer base post-implementation

1.4.4.7.2.              Metric: % Decrease in time-to-market for new products/services

1.4.4.7.3.              What it Measures: Improve the organization’s market position through better technology, processes, or service.

1.4.4.7.4.              Why it’s Important: It ensures that the change provides a measurable competitive edge, helping the organization outperform competitors.

1.5.                        Change Management Strategy (Output))

1.5.1.    CASE FOR CHANGE

1.5.1.1.         What?

1.5.1.2.         Why?

1.5.1.3.         How?

1.5.1.4.         Guiding principles

1.5.2.    STAKEHOLDERS

1.5.2.1.         Direct

1.5.2.2.         Indirect

1.5.2.3.         Aware / Inform

1.5.2.4.         Culture

1.5.3.    IMPACTS

1.5.3.1.         People

1.5.3.2.         Process

1.5.3.3.         Technology    

1.5.4.    BENEFITS

1.5.4.1.         Employee (WIIFM)

1.5.4.2.         Organization

1.5.4.3.         Customer        

1.5.5.    TEAM

1.5.5.1.         Leadership

1.5.5.2.         Project Team

1.5.5.3.         SMEs

1.5.5.4.         People Managers

1.5.5.5.         Partners

1.5.6.    COMMUNICATION

1.5.6.1.         Key Messages

1.5.6.2.         Channels

1.5.6.3.         Feedback

1.5.7.    PREPARE FOR CHANGE

1.5.7.1.         Change Readiness

1.5.7.2.         Training

1.5.7.3.         Performance Support

1.5.8.    MEASURE THE CHANGE

1.5.8.1.         Readiness Assessments

1.5.8.2.         Quick Wins

1.5.8.3.         End User Adoption

1.5.8.4.         Business Metrics

1.5.9.    SUSTAIN THE CHANGE

1.5.9.1.         Monitor KPIs

1.5.9.2.         Realize ROI

1.5.9.3.         Change Network

1.5.9.4.         Rewards & Recognition

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