Content

• To step
• Method 1 of 2: Create a plan to manage organizational change
• Method 2 of 2: Track changes to a project
• Tips

There are two types of change management plans. One is concerned with the impact a change has on an organization and softening the transition. The other makes changes to one project and produces a clear record of the adjustments or changes made to the product at the project level. Both plans aim to communicate clearly about what needs to be done properly and accurately.

To step

Method 1 of 2: Create a plan to manage organizational change

1. Show the reasons for the change. List factors that led to the decision to change, such as performance gaps, new technology, or a change in the organization's mission statement.
   • One possible approach is to describe the current situation of the organization and the future situation that this plan wants to bring about.
2. Determine what change to make and its magnitude. Briefly describe the expected nature of the change management plan. Specify whether this will affect job descriptions, procedures, policy and / or the structural organization. List the departments, workgroups, systems, or other areas that will undergo changes.
3. List the support of stakeholders. List all stakeholders affected by the plan, such as, for example, senior management, project managers, project sponsors, end users and / or employees. Write to each group if the stakeholder supports the change.
   • You can display a graph to communicate this data briefly and clearly. You can divide the graphs into "Awareness", "Level of Support" and "Influence" for each stakeholder, based on a high / medium / low rating.
   • If possible, you can have one-on-one conversations to enlist support.
4. Assemble a change management team. This team is responsible for communicating well with all stakeholders, listing the concerns and ensuring that the change process is as smooth as possible. Choose people who enjoy great credibility in the company and who have good communication skills.
   • This team includes an initiator of the change process from the highest management level. Emphasize that this involves really active work to drive the changes and that it is not just about approving the plan.
5. Develop an approach to get the organization's executive personnel on board. It is of the utmost importance to get support from the leaders of the organization to make the change a success. Have each executive member of staff provide feedback on the change and work with each person to take an active role in promoting the change.
6. Prepare a plan for each stakeholder. For each stakeholder, including those who support the change, evaluate the risks and concerns. Task the change management team to resolve these concerns.
7. Draw up a communication plan. Communication is the most important part of the change management plan. Communicate on a regular basis with anyone whose work is affected by the changes. Emphasize the reasons for making the changes and the benefits that come with them.
   • Stakeholders should be given the option of face to face two-way communication. Private meetings are very important.
   • Communication should come from the lead initiator of the change, from each employee's immediate supervisor, and from any additional spokesperson trusted by the stakeholder. All communication must convey a consistent message.
8. Find out where the opposition comes from. Changes always lead to opposition. This happens on an individual level, so talk to stakeholders personally to find out why. Track complaints so the change management team can resolve them. These include in particular:
   • people have no motivation to change or no sense of urgency
   • people do not understand the bigger picture or why the changes are necessary
   • there is a lack of participation in the process
   • people are uncertain about their job, future position or requirements and skills
   • management is failing to meet expectations regarding the implementation or communication of the changes
9. Deal with blockages. Many complaints can be addressed by communicating more intensively or by changing the communication strategy so that specific problems are discussed. Other complaints require different approaches that can be integrated into your plan or assigned to the change management team to implement them. Think about which of these approaches suits the situation in your organization:
   • For changes in job descriptions or procedures, make employee training a priority.
   • If you expect a stressful transition or one with little motivation, organize an event or provide benefits for employees.
   • If stakeholders are not motivated to change, provide incentives.
   • If stakeholders feel excluded, organize a meeting to gather feedback and consider what changes you can make to the plan.

Method 2 of 2: Track changes to a project

1. Define the change management functions. List the functions that will be assigned for this project. Describe the responsibilities and skills for each position. You must provide at least one project manager to implement the change on a day-to-day level, and a project sponsor to monitor overall progress and make high-level change management decisions.
   • For large projects in a large organization, you can divide the role of project manager among different people, each with specific skills.
2. Think about setting up a change control committee. Software projects generally have a change control committee made up of representatives from each stakeholder group. This committee approves change requests in place of the project manager and communicates the decisions to the stakeholders. This approach works well for projects involving different stakeholders and projects whose scope and objectives need to be re-evaluated.
3. Establish a procedure to issue requests for change. Once someone on the project team has found a way to move forward, how do you make this idea a reality? In this plan, describe the procedure approved by the team. Here's an example:
   • A team member fills out a form to request a change and sends it to the project manager.
   • The project manager enters the form in the change request log and updates this log as the requests are executed or rejected.
   • The manager assigns the team members to develop a more detailed plan and estimate the effort required.
   • The project manager sends the plan to the project sponsor for acceptance or rejection.
   • The change is implemented. Stakeholders are regularly informed of progress.
4. Create a form to request a change. The following information should be included with each request and added to the log:
   • date of application change
   • number of the change request, which is given by the project manager
   • title and description
   • name, e-mail and telephone number of the submitter
   • priority (high, medium or low). Urgent change management plans have different deadlines.
   • product number and version (for software projects)
5. Add additional information to the change log. This log should also record the decisions and their execution. In addition to the information provided in the change application form, you must provide space for the following information:
   • approval or rejection
   • signature of the person approving or rejecting the application
   • deadline for implementing the change
   • date of termination of the change
6. Keep track of big decisions. In addition to the change log that keeps track of daily changes, you can also keep a record of all major decisions that are made. Thanks to this report, it is easier to find long-term projects or projects undergoing changes in their management. This report can also serve as a basis for communicating with customers or top management personnel. For any change in term, project size or project requirements, priority levels or strategy, keep the following information:
   • who made the decision
   • when the decision was made
   • a summary of the reasons behind the decision and the procedure for enforcing it. Add documents related to this procedure.

Tips

• Build trust and loyalty with both your staff and your customers. People often feel uncomfortable with change. By conveying the message that you put the interests of your employees first, you win their support.