The Better Practices Guide to Change

By Craig Borysowich

This is the first in a series of better-practices guides on a variety of business topics that are designed to provide a reference to readers on how to develop the soft skills and execute typical tasks and processes that companies demand every day. In this volume, learn to develop and hone your skills and practices related to managing and delivering change in any organization.

• Language: English
• Publisher: AuthorHouse
• Release date: Dec 15, 2017
• ISBN: 9781546219408

Craig Borysowich

raig is leveraging over 30 years of entrepreneurship and business consulting experience to develop and write on better methods and techniques for getting things done in every size of organization. Many of his thoughts and discoveries have been shared through his it.toolbox.com blog at ZiffDavis and he continues to write and speak on a diverse range of business and technology topics around the world.

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© 2018 Craig Borysowich. All rights reserved.

No part of this book may be reproduced, stored in a retrieval system, or transmitted by any means without the written permission of the author.

Published by AuthorHouse 12/14/2017

ISBN: 978-1-5462-1941-5 (sc)

ISBN: 978-1-5462-1939-2 (hc)

ISBN: 978-1-5462-1940-8 (e)

Library of Congress Control Number: 2017918413

Any people depicted in stock imagery provided by Thinkstock are models,

and such images are being used for illustrative purposes only.

Certain stock imagery © Thinkstock.

Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

CONTENTS

1. Change Methodology

1.1. CHANGE MANAGEMENT METHODOLOGY

1.1.1. Scope

1.2. CHANGE MANAGEMENT SUMMARY AND RELATIONSHIPS

1.2.1. What is Change Management?

1.2.2. What is the Methodology’s Approach to Change Management?

1.2.3. How does Change Management relate to other methodologies?

2. Change Implementation

2.1. STAGE: CHANGE MANAGEMENT ANALYSIS AND IMPACT ASSESSMENT

2.1.1. Change Management Relationships

2.1.2. Activity: Appraise Change Management Environment & Develop Strategies

2.1.3. Activity: Analyze Organizational Units Affected by Change

2.1.4. Activity - Assess Impact of Proposed Change on Organization

2.2. STAGE: CHANGE MANAGEMENT IMPLEMENTATION

2.3.  Activity: Prepare for Change Management Implementation

2.3.1. Relationship to Other Methodologies

2.3.2. Tips and Hints

2.4.  ACTIVITY - IMPLEMENT CHANGE MANAGEMENT PLAN AND EVALUATE SUCCESS

2.4.1. Relationship to Other Methodologies

3. Change Tasks

3.1.  ASSESSING ORGANIZATIONAL READINESS FOR CHANGE

3.1.1. Evaluate Organization’s Readiness

3.1.2. Identify Management Goals

3.1.3. Identify Implications

3.1.4. Change Readiness Workshop

3.2. DEFINING A CHANGE MANAGEMENT STRATEGY

3.2.1. Identify Key Sponsor

3.2.2. Define a Human Resource Strategy

3.2.3. Define a Communications and Publicity Strategy and Plan

3.2.4. Estimate Benefits, Costs, and Risks

3.2.5. Tips and Hints

3.3. IMPLEMENTING COMMUNICATIONS AND PUBLICITY PROGRAM

3.3.1. Execute Communications and Publicity Plan

3.3.2. Tips and Hints

3.4. EVALUATING THE ORGANIZATION’S CULTURE, STRUCTURE, AND SKILLS

3.4.1. Identify Organizational Units Affected by Change

3.4.2. Identify Change Agents

3.4.3. Evaluate Work Culture

3.4.4. Map Organizational Structure

3.4.5. Assess Communications

3.4.6. Evaluate Employee Skills

3.4.7. Identify Issues and Opportunities

3.4.8. Tips and Hints

3.5. EVALUATING THE HUMAN RESOURCE MANAGEMENT PROCESS

3.5.1. Map Human Resource Organization

3.5.2. Identify Human Resource Tasks and Responsibilities

3.5.3. Determine Issues and Opportunities

3.6. ASSESSING THE IMPACT ON AN ORGANIZATION

3.6.1. Identify Proposed Change

3.6.2. Assess Impact on Organizational Structure

3.6.3. Assess Impact on Jobs

3.6.4. Identify Staffing Adjustments

3.7.  IDENTIFING SKILLS AND TRAINING REQUIREMENTS

3.7.1. Identify Skill Requirements

3.7.2. Identify Target Training Audience

3.7.3. Identify Potential Training Requirements

3.7.4. Identify Performance Issues

3.7.5. Evaluate Existing Training Capabilities

3.7.6. Tips and Hints

3.8. IDENTIFING IMPACTS TO HUMAN RESOURCE MANAGEMENT SYSTEMS

3.8.1. Assess Impact on Human Resource Practices

3.8.2. Assess Impact on Human Resource Systems

3.9.  PLAN CHANGE MANAGEMENT IMPLEMENTATION

3.9.1. Define Approach

3.9.2. Define Work Plan and Schedule

3.10. PRESENTING THE CHANGE MANAGEMENT IMPACT ASSESSMENT AND IMPLEMENTATION PLAN

3.11. PRESENTING THE DETAILED CHANGE MANAGEMENT ANALYSIS

3.12. PRESENTING THE CHANGE MANAGEMENT STRATEGY

3.13. DESCRIBING TARGET JOBS AND ORGANIZATIONAL STRUCTURE

3.13.1. Prepare Job Descriptions

3.13.2. Map Jobs to Organizational Units

3.13.3. Evaluate Staff Against Target Jobs

3.13.4. Validate the New Organization

3.14. PREPARING HUMAN RESOURCE POLICIES AND PROCEDURES

3.14.1. Determine Format

3.14.2. Define Policies

3.14.3. Define Procedures

3.14.4. Define Standards

3.14.5. Validate Policies, Standards, and Procedures

3.15. DEVELOPING TRAINING AND EDUCATION PROGRAMS

3.15.1. Understand Training Requirements

3.15.2. Define Training Objectives and Evaluation Process

3.15.3. Measure Pre-Training Performance Level

3.15.4. Evaluate Off-the-Shelf Training/Education

3.15.5. Select Delivery Mode and Instruction Strategy

3.15.6. Design Custom-Specific Training Material

3.15.7. Validate Custom-Specific Training Design

3.15.8. Develop Custom-Specific Training Material

3.15.9. Tips and Hints

3.16. DEVELOPING EXTERNAL INFORMATION PROGRAMS

3.16.1. Establish External Information Needs

3.16.2. Select Delivery Mode

3.17. DESIGNING & DEVELOPING COMMUNICATION & PUBLICITY MATERIAL

3.17.1. Define Message

3.17.2. Design Communications Material (internal communications)

3.17.3. Develop Communication Material

3.17.4. Test Communication Material

3.17.5. Design Publicity Material (external communications)

3.17.6. Develop Publicity Material

3.17.7. Test Publicity Material

3.17.8. Tips and Hints

3.17.9. Publicity Specialist

3.18. IMPLEMENTING TRAINING & EDUCATION PROGRAMS

3.18.1. Setup Training Environment

3.18.2. Administer Training Support Material

3.18.3. Pilot Training

3.18.4. Conduct Training Sessions

3.18.5. Evaluate Effectiveness of Training

3.19. IMPLEMENTING EXTERNAL INFORMATION PROGRAMS

3.19.1. Method

3.20. IMPLEMENTING ORGANIZATIONAL CHANGES & EVALUATE PERFORMANCE

3.20.1. Implement Organizational Changes

3.20.2. Monitor and Evaluate Internal Performance

3.20.3. Monitor and Evaluate External Performance

3.20.4. Present Results and Required Actions

3.21. PRESENTING AN ORGANIZATIONAL PERFORMANCE EVALUATION

3.22. PRESENTING THE CHANGE MANAGEMENT MODEL

3.23. REVIEWING THE COMMUNICATION & PUBLICITY PROGRAM

3.23.1. Identify Changes

3.23.2. Revise Program

3.23.3. Tips and Hints

4. Change Deliverables

4.1. ORGANIZATIONAL READINESS ASSESSMENT

4.1.1. Size and Format

4.2. CHANGE MANAGEMENT STRATEGY

4.2.1. Tips and Hints

4.3. ORGANIZATIONAL ANALYSIS

4.3.1. Size and Format

4.3.2. Tips and Hints

4.4. HUMAN RESOURCE MANAGEMENT PROCESS ANALYSIS

4.4.1. Size and Format

4.4.2. Tips and Hints

4.5. ORGANIZATIONAL ASSESSMENT

4.5.1. Size and Format

4.5.2. Tips and Hints

4.6. SKILLS AND TRAINING REQUIREMENTS

4.6.1. Size and Format

4.6.2. Tips and Hints

4.6.3. HUMAN RESOURCE MANAGEMENT IMPACT

4.6.4. Size and Format

4.6.5. Tips and Hints

4.7.  CHANGE MANAGEMENT IMPLEMENTATION PLAN

4.7.1. Size and Format

4.8. CHANGE MANAGEMENT IMPACT ASSESSMENT AND IMPLEMENTATION PLAN

4.8.1. Size and Format

4.8.2. Content

4.9. DETAILED CHANGE MANAGEMENT ANALYSIS

4.9.1. Size and Format

4.9.2. Content

4.10. CHANGE MANAGEMENT ASSESSMENT AND STRATEGY

4.10.1. Size and Format

4.10.2. Content

4.11. JOB DESCRIPTIONS AND ORGANIZATIONAL STRUCTURE

4.11.1. Size and Format

4.12. HUMAN RESOURCE POLICIES AND PROCEDURES

4.12.1. Size and Format

4.12.2. Tips and Hints

4.13. TRAINING AND EDUCATION PROGRAMS

4.13.1. Size and Format

4.14. EXTERNAL INFORMATION PROGRAMS

4.15. COMMUNICATION AND PUBLICITY PROGRAM

4.15.1. Size and Format

4.15.2. Tips and Hints

4.16. TRAINING AND EDUCATION EVALUATION

4.16.1. Size and Format

4.16.2. Tips and Hints

4.17. EXTERNAL INFORMATION EVALUATION

4.17.1. Size and Format

4.17.2. Tips and Hints

4.18. POST IMPLEMENTATION EVALUATION

4.18.1. Size and Format

4.18.2. Tips and Hints

4.19. ORGANIZATIONAL PERFORMANCE EVALUATION

4.19.1. Size and Format

4.19.2. Content

4.20. CHANGE MANAGEMENT MODEL

4.20.1. Content

5. Change Management Roles

5.1. PERSONAL ATTRIBUTES

5.2. LEARNING HOW TO SAY NO

5.2.1. Be Prepared

5.2.2. I’d Love to But

5.2.3. Well Maybe

5.2.4. Help Me to Understand

5.2.5. I’ll Have to Check

5.2.6. Let’s Add it to the Agenda

5.2.7. What Part of No Don’t You Understand

5.3. GENERAL BUSINESS SKILLS

5.4. LEADERSHIP SKILLS

5.5. CHANGE MANAGEMENT SPECIALIST

5.5.1. Responsibilities

5.5.2. Key Role Interactions

5.5.3. SKILLS AND EXPERIENCE - CHANGE MANAGEMENT SPECIALIST

6. Change Techniques

6.1. ALGORITHMIC ESTIMATING

6.1.1. Recommended Use

6.1.2. Method

6.2. ALTERNATIVES EVALUATION MATRIX

6.2.1. Method

6.2.2. Tips and Hints

6.2.3. Example

6.3. ANALYTIC HIERARCHY PROCESS (OVERVIEW)

6.3.1. Method

6.4. ASKING WHY

6.4.1. Method

6.4.2. Tips and Hints

6.5. BRAINSTORMING

6.5.1. Method

6.5.2. Tips and Hints

6.6. CAUSE AND EFFECT DIAGRAM

6.6.1. Method

6.6.2. Tips and Hints

6.6.3. Example

6.7. CHANGE INFLUENCES ANALYSIS

6.7.1. Method

6.7.2. Discussion

6.7.3. Example

6.8. CONDUCTING INSPECTIONS

6.8.1. Method

6.8.2. Tips and Hints

6.8.3. ASSIGN INSPECTION ROLES

6.8.4. USE INSPECTION METRICS

6.8.5. Tips and Hints

6.9. CONSTRUCTIVE CRITICISM

6.9.1. Method

6.9.2. Tips and Hints

6.10. COST BENEFIT ANALYSIS

6.10.1. Method

6.11. CREATING MANAGEABLE LISTS

6.11.1. Method

6.11.2. Example

6.12. CREATIVE PROBLEM SOLVING

6.12.1. Method

6.12.2. THINKING OUTSIDE THE BOX

6.13. ESTIMATING BY CATEGORIES OF COMPLEXITY

6.13.1. Method

6.13.2. Tips and Hints

6.14. TECHNIQUE - ESTIMATING BY RULES OF THUMB

6.14.1. Method

6.14.2. Example

6.15. FUNCTION POINT ESTIMATING

6.15.1. Method

6.15.2. Tips and Hints

6.16. FUNCTIONAL DECOMPOSITION

6.16.1. Method

6.16.2. Tips and Hints

6.17. GROUP DECISION MAKING

6.17.1. Method

6.18. HUMAN RESOURCES DEVELOPMENT NEEDS ANALYSIS

6.18.1. Method

6.18.2. Tips and Hints

6.18.3. Example

6.19. INTERVIEWING

6.19.1. Method

6.19.2. Tips and Hints

6.19.3. INTERVIEWS VERSUS WORKSHOPS

6.20. ISSUES ANALYSIS

6.20.1. Method

6.20.2. Tips and Hints

6.21. ISSUES DOCUMENTING

6.21.1. Method

6.21.2. Example

6.22. MAKING CHANGE POSITIVE

6.22.1. Method

6.22.2. GUIDELINES TO CONDUCT A MAKING CHANGE POSITIVE SESSION

6.22.3. Tips and Hints

6.23. MANAGING BUY-IN

6.23.1. Method

6.24. MEETINGS

6.24.1. Method

6.24.2. Tips and Hints

6.25. MULTI-VOTING

6.25.1. Method

6.25.2. Tips and Hints

6.25.3. Example

6.26. NEGOTIATING

6.26.1. Method

6.26.2. Tips and Hints

6.27. NOMINAL GROUP METHOD

6.27.1. Method

6.28. ON-LINE MEETINGS

6.28.1. Method

6.28.2. Tips and Hints

6.29. PARTICIPANT OBSERVATION

6.29.1. Method

6.29.2. Tips and Hints

6.30. SKILLS EVALUATION SELECTION

6.30.1. Method

6.30.2. Tips and Hints

6.31. STEERING COMMITTEE

6.31.1. Organization

6.31.2. Responsibilities

6.31.3. Frequency of Meetings

6.31.4. Agenda

6.31.5. Minutes

6.31.6. GETTING BUY-IN TO THE STEERING COMMITTEE

6.32. TASK-BASED ESTIMATING

6.32.1. Method

6.33. TEAM BUILDING

6.33.1. Method

6.34. TRAINING METHOD SELECTION

6.34.1. Types of Training Methods

6.34.2. Satisfy the Training Requirements

6.34.3. Meet the Needs of the Audience

6.34.4. Maximize the Cost Benefits

6.34.5. Support Training Objectives

6.34.6. Tips and Hints

6.35. Work Breakdown Structure Method

6.36. Workshop

6.36.1. Identify the Facilitator

6.36.2. Prepare for the Workshop

6.36.3. Conduct the Workshop

6.36.4. Conclude the Workshop Session

6.36.5. Workshops for Problem Solving

6.36.6. Learning by Doing - Leading a Workshop

6.36.7. Interviews Versus Workshops

Chapter 1

Change Methodology

1

1.1. CHANGE MANAGEMENT METHODOLOGY

The Change Management methodology provides the process to manage the impact that change has on the people in an organization. It is concerned with the human resource and organizational aspects of change.

1.1.1. Scope

The Change Management methodology is a support methodology. It is used on projects that promote change within the organization, such as:

• Business Process Engineering,

• Strategic Systems Planning,

• Enterprise Wide Architecture Strategy,

• Systems Development projects.

If the human resource or organizational changes are extensive (e.g., corporate merger or corporate-wide job reclassification), the Change Management effort should be subcontracted to an organization that specializes in this type of service.

1.2. CHANGE MANAGEMENT SUMMARY AND RELATIONSHIPS

1.2.1. What is Change Management?

Change Management provides the process to manage the impact that change has on the people in an organization. It is concerned with the human resource and organizational aspects of change.

1.2.2. What is the Methodology’s Approach to Change Management?

The Change Management methodology:

• ensures that the organization is ready to successfully undertake the change,

• establishes a communications program to minimize resistance or confusion and maximize acceptance of the change,

• assesses the impact that the change will have on the organization,

• develops the organizational and human resource infrastructure required to support the change,

• supports the implementation of the change,

• monitors and evaluate the effectiveness of the change management program.

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1.2.3. How does Change Management relate to other methodologies?

The Change Management methodology is a support methodology. It is used on projects that promote change within an organization (e.g., BPE, EWAS, SSP, C/S, RAD). The Change Management methodology is presented as a separate methodology but it is not a stand-alone methodology. Its activities and tasks are linked to the stages of the BPE, EWAS, SSP, and development methodologies where they are performed.

Chapter 2

Change Implementation

2

2.1. STAGE: CHANGE MANAGEMENT ANALYSIS AND IMPACT ASSESSMENT

The objectives of the Change Management Analysis and Impact Assessment stage are to:

• ensure that the organization is ready to successfully undertake the change,

• establish a communications program to minimize resistance or confusion and maximize acceptance of the change,

• examine the current situation in the specific areas affected by the change,

• assess the impact that the change will have on the organization.

2.1.1. Change Management Relationships

The Change Management Methodology Relationships table relates the change management activities to the other methodologies.

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The Analysis and Impact Assessment stage consists of three key activities:

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Based on the assessed size and scope of the Change Management implementation, the effort can be reflected as weeks, months, or quarters. Each activity is dependent on the previous activity with the final activity able to start and progress in tandem with the completion of the second activity.

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2.1.2. Activity: Appraise Change Management Environment & Develop Strategies

This activity defines management change goals and objectives and develops a strategy for implementing the change. Specific objectives are to:

• assess the organization’s readiness for change,

• define management goals and objectives and their implication for the organization,

• define a human resource strategy,

• identify a key sponsor,

• define a strategy and plan to communicate the change to the organization’s employees, customers, intermediaries, and suppliers.

2.1.2.1. Relationship to Other Methodologies

The tasks included in this step should be completed in the first stage of a Business Process Engineering, Systems Development, Enterprise Wide Architecture Strategy or Strategic Systems Planning project.

2.1.2.2. Tips and Hints

Any project that changes the way business is conducted will have a significant impact on the people in the organization. For such a project to be successful it is important to have a clear understanding of the existing culture and behaviour patterns of the people in the organization and a strategy to successfully achieve change.

2.1.3. Activity: Analyze Organizational Units Affected by Change

This activity analyzes the current situation in the specific areas within the organization affected by the change. The results of this analysis help determine the impact of the organizational changes required. Specific objectives are to:

• develop the material that will be used to communicate the change to the organization’s employees, customers, suppliers, and intermediaries, the media, and the public,

• evaluate the organization’s culture, structure, skill set, and human resource management process,

• implement the communications and publicity program.

2.1.3.1. Relationship to Other Methodologies

The tasks included in this step should be performed once the scope of the Business Process Engineering or Systems Development project has been defined.

2.1.4. Activity - Assess Impact of Proposed Change on Organization

This activity defines the impact that the change will have on the organization. Specific objectives are to:

• assess the impact on the organizational structure and on jobs,

• identify skills and training requirements and staffing adjustments,

• assess the impact to the human resource management system.

2.1.4.1. Relationship to Other Methodologies

The tasks included in this step should be performed on a Business Process Engineering project once the new business processes have been designed and on a Systems Development project once the application system has been designed.

On a Package Integration project, the tasks included in this activity should be performed after the fit analysis using the Change Management Opportunities identified in the Summary of Functional Coverage.

2.1.4.2. Tips and Hints

The purpose of the Change Management program is to manage the change. It should not become the focus of the change project. By managing the change, a change board or change committee is specifically looking for change collisions and prioritizing and scheduling the changes so that they can be completed without interfering with each other. The purpose of change management should not be turned into a mechanism for elaborate justifications of change or to halt change altogether.

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2.2. STAGE: CHANGE MANAGEMENT IMPLEMENTATION

The objectives of the Change Management Implementation stage are to:

• implement the people related aspects of the change,

• support the implementation of the change,

• Monitor and evaluate the effectiveness of the change management program.

6.jpg

Based on the assessed size and scope of the Change Management implementation, the effort can be reflected as weeks, months, or quarters. Each activity is dependent on the previous activity with the final activity able to start and progress in tandem with the completion of the second activity.

7.jpg

2.3.  Activity: Prepare for Change Management Implementation

This activity performs the change management tasks required to implement the change. Specific objectives are to:

• define and describe target jobs,

• map target jobs to organizational units,

• develop the human resource policies and procedures required to support the changes,

• design and develop training and education programs and external information programs.

2.3.1. Relationship to Other Methodologies

The tasks included in this step should be completed before the new business processes and/or information systems are implemented.

On a Package Integration project, the tasks included in this activity should be performed after the package application user roles or profiles are defined. Map actual users to the package roles in the Change Management Model.

2.3.2. Tips and Hints

Systems development (e.g., Client/Server methodology, Rapid Application Development methodology) training activities should be used to design, develop, and deliver application systems training.

2.4.  ACTIVITY - IMPLEMENT CHANGE MANAGEMENT PLAN AND EVALUATE SUCCESS

This activity implements the organizational changes and evaluates the organization’s progress towards achieving its change goals. Specific objectives are to:

• implement the training, education, and external information programs,

• implement the new organizational structure, policies, and procedures,

• monitor and evaluate the organization’s performance.

2.4.1. Relationship to Other Methodologies

The implementation of the changes must be coordinated with the implementation of the new business processes and application systems.

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Chapter 3

Change Tasks

3

3.1.  ASSESSING ORGANIZATIONAL READINESS FOR CHANGE

To develop a primary view of the organization’s ability to sustain change, assess senior management’s commitment to the project, and identify change goals and implications.

3.1.1. Evaluate Organization’s Readiness

Assess the organization’s management style, communication process, decision making process, focus on quality, and organizational structure. Identify issues (e.g., poor communications, lack of training, history of unsuccessful projects, significant organizational changes already underway) that may impact the project.

3.1.2. Identify Management Goals

Identify the change goals most important to senior management (e.g., conversion to a new system within 12 months, full implementation of a new business process within six months, a 50 percent reduction in product development cycle time). These goals must be specific and measurable.

3.1.3. Identify Implications

Identify the implications that the change goals will have for the organization (e.g., reduction in staff, increase in staff, training requirements).

3.1.4. Change Readiness Workshop

A one to two day workshop attended by senior management is used to assess readiness and identify management change goals.

3.2. DEFINING A CHANGE MANAGEMENT STRATEGY

To define a strategy for implementing change to the organization.

3.2.1. Identify Key Sponsor

Select a key sponsor who is committed to the project and will provide the leadership and motivation for change.

3.2.2. Define a Human Resource Strategy

Define a strategy for managing human resource issues. The strategy must include training, education, collective bargaining, downsizing, and compensation policies.

3.2.3. Define a Communications and Publicity Strategy and Plan

Define a strategy and plan for communicating the purpose and ongoing status of the project and the benefits and impact of future changes to the business and organization. The plan identifies who must be informed of the change, who will make the announcements, and how and when the announcements will be made. The strategy and plan includes internal communications (e.g., employees) and external communications (e.g., customers, suppliers, intermediaries, the media, and the public).

3.2.4. Estimate Benefits, Costs, and Risks

Identify the benefits, costs, and risks of implementing the change, including the cost of reorganization, deployment, downsizing, and training of staff.

3.2.5. Tips and Hints

The communications program should be implemented early in the project to ensure that the change is well understood, to minimize confusion, and to maximize acceptance.

3.3. IMPLEMENTING COMMUNICATIONS AND PUBLICITY PROGRAM

To implement the internal communications program and the external publicity program.

3.3.1. Execute Communications and Publicity Plan

Implement the communication and publicity program according to plan.

3.3.2. Tips and Hints

The planning, development, and implementation of the communications and publicity program is an iterative process. As issues arise or goals are achieved the program is refined to meet the current need.

3.4. EVALUATING THE ORGANIZATION’S CULTURE, STRUCTURE, AND SKILLS

To evaluate the values, attitudes, organizational structure, and employee skills of the specific area within the organization affected by the change and determine:

• how the work is distributed into organizational units and how the units relate to produce results,

• which aspects of the organization’s culture would promote or obstruct change.

3.4.1. Identify Organizational Units Affected by Change

Review the Business Process Engineering and/or Systems Development scope documentation and identify the organizational units affected by the change.

3.4.2. Identify Change Agents

Select representatives from each of the organizational units affected, to act as change agents. The change agents will be responsible for making the changes happen at the operational level. They work with peers and staff, encouraging their commitment to and acceptance of the change. Select change agents who are enthusiastic and who can participate throughout the project.

3.4.3. Evaluate Work Culture

Evaluate the organization’s work culture by determining the standards, attitudes, values, assumptions, convictions, and expectations of its employees. The organization’s culture can be evaluated by:

• interviewing employees, management, customers, intermediaries, and suppliers,

• reviewing recent press coverage, marketing material and advertising material,

• reviewing the organization’s strategic objectives, future plans and past achievements,

• observing the organization’s work behaviour (e.g., timeliness and formality at meetings).

If the evaluation is of the entire organization, survey employees to determine variances in cultural characteristics across the organization (e.g., geographic, especially international).

3.4.4. Map Organizational Structure

Prepare a map (e.g., organization chart) of the structure of the organization. For each organizational unit identify roles and responsibilities, jobs and tasks, demographics, geographic locations, and resource levels.

3.4.5. Assess Communications

Identify currently established communications vehicles. Review the effectiveness of communications within the organization. Identify problem information flows, bottlenecks, and barriers.

3.4.6. Evaluate Employee Skills

Determine how well existing skill sets support current operations. Operational, managerial, and technical skills and knowledge should be examined.

3.4.7. Identify Issues and Opportunities

Identify key issues (i.e., restraining forces) which may negatively affect the success of the project and determine how to minimize the impact of the restraining forces. Identify key opportunities (i.e., driving forces) which will help the project succeed and determine how to maximize the impact of the driving forces.

3.4.8. Tips and Hints

Only select restraining and/or driving forces which can be influenced or which will give high payoffs. Change Influences Analysis is an effective method for identifying the forces that affect change.

3.5. EVALUATING THE HUMAN RESOURCE MANAGEMENT PROCESS

To evaluate the current human resource (HR) management process.

3.5.1. Map Human Resource Organization

Identify HR structure, reporting relationships, resource levels, and staff skill sets.

3.5.2. Identify Human Resource Tasks and Responsibilities

Document HR responsibilities and practices including recruiting and staffing, performance evaluation, staff development, compensation and rewards, reorganization, downsizing, redeployment, union negotiations, and employee relations.

3.5.3. Determine Issues and Opportunities

Identify key HR issues and opportunities. Issues may include compensation and rewards below norms. Opportunities may include a strong training program.

3.6. ASSESSING THE IMPACT ON AN ORGANIZATION

To assess the impact the change will have on the organization and determine the scope of the organizational changes.

3.6.1. Identify Proposed Change

Review the Business Process Engineering and/or Systems Development design documentation and identify the proposed change.

3.6.2. Assess Impact on Organizational Structure

Assess the impact that the change will have on the existing organizational structure and define a new target