change management

1. How to Create a Change Management Plan
Change management
As we all know,change isa necessarypartof organisational growth,however,change cancome with
itschallenges,astransformingbehaviorsandattitudesmaybe difficult.
As RearAdmiral Grace Murray Hopper said:"The mostdamagingphrase inthe language is'We've
alwaysdone itthisway."
If your organisationislookingtoimplementchange,havingthe rightknowledge andplanningis
essential toensure asmoothtransition.
WHAT IS A CHANGE MANAGEMENTPLAN?
A change managementplanservesasthe roadmap,whichdefinesthe concrete stepsan
organisationwill take toexecutethe change managementprocess.
Whenchange is goingto impactthe businessoperationsachange managementplanisneededto
avoiddisruptingworkflow andtohelpsupportthe teamthroughthischange.
Here are some questionstoaskyourself todecide if achange managementplanisrequired:
 Will the change affecta large part of the organisation?
 Will the change affectcore businessprocessesoroperational workflows?
 Will the change affectemployeesorcustomers?
If you answeredyestoone or more of the above,itis likelyachange managementplanwillbe
needed.
“Startwith identifying thecritical successfactorsof the projectand align the changemanagement
activities togetherwith theprojectmanagerand engagethesponsor.Conductthechangereadiness
assessmentwiththeimpacted groupsto identify the effortrequired.Allow more time in the analysis
phasein orderto plan according to the readinessof the environmentversesthesize and scopeof the
change.Createa scorecard forsuccessmeasures!”
Joanne Rinaldi,DirectorService Delivery,Prosci
COMPONENTSOF A CHANGE MANAGEMENTPLAN
Whencreatinga planto manage change,you shouldinclude the following:
1. Goals:Generallythere are twomaingoalsof a change managementplan.The firstbeingto
helppeople whoare affectedbythe change adaptandthe secondto raise organisational
awarenessof the change.CreatingKeyPerformanceIndicators(KPIs) isagoodwayto assess
whetheryou’re meetingyourchange goals.

2. 2. Communication:A core componentof a change managementplaniscommunication,which
shouldbe consistent,clear,andcontinuedthroughoutthe process.Inadditionto
communicatingthe goalsandexpectationsforfuture change,it'salsoadvisabletoestablish
an opendialogue withemployeesandstakeholders.Remembercommunicationshouldbe a
two-waystreet,soallowfordiscussion,questions,andfeedback.
3. Resistance management:Typicallythe biggestchallenge thatchange managersface isa lack
of buy-infromthe people involvedinchange.Whenpeoplegetusedtoanorganisation's
environment,itcanbe difficultforthemtoadapt to a new wayof working.Preparing
strategiestoaddressthisresistance isapart of any successful change managementplan.
4. Training: In orderto helpyourteamtransitionsmoothlytochange,some trainingand
educationmaybe needed.Specificmeetingstodiscussthe change andeducational sessions
will helpempoweryourteamoranyone else whoisaffectedbythe change andensure all
the informationtheyneediswithinreach.AccordingtoRinaldi whenitcomestotraining
and the applicationof newskillsandknowledge “the trainingplanalone mayfall shortat
application,soensure posttrainingsupportisinthe plan.”
CREATING A CHANGEMANAGEMENTPLAN: STEP BY STEP
If managingchange has beenplacedinyourhands,here are some stepsyoucan follow:
Step 1: Define your goals
Start withthe endin mindbydeterminingthe goalsof the change managementplan.Beforeyouset
your goals,youshould:
 Understand howthe change that is takingplace will impactthe business,staff andif
applicable the organisation’sclientsandcustomers.
 Create a strategyaroundhow youwill getemployee buy-inandraise awarenessof the
changes.
 Define KPIstomeasure the change managementplan'ssuccess.
Step 2: Assemble a team
While the change manageror projectteamoverseesmanagingchange,people andresourceswill be
neededforvariousstagesof the plan.Here are some tipson buildingateamto supportyourchange
managementinitiative:
 Enliststakeholdersforsupport:If youhave a solidteam, thiswill helpincrease the likelihood
of a successful change initiative.Include subjectmatterexperts,andmanagementwhocan
answerquestionsaboutthe change anditsimplications.
 Performresource planning:Take the time toplanout whowill be doingeachof the tasks.
Establishingwhoyourresourceswill be tohelpsupportthe change initiativewillhelp
preventdelaysinexecutingthe plan.

3. Step 3: Start buildingyour plan
As withanyplan,documentingscope,resources,andbudgetwill helpimproveefficiency.Here are
some tipson buildingyourplan:
 Create an actionitemchecklist:Recordeverytaskthatneedstobe completedandinclude
communicationandfeedbackopportunities.
 Plota timeline:Give all of youractionitemsa deadlinethatwill ensurethe change initiative
iscompletedbythe due date.
 Utilise projectmanagementtools:Since thereare alot of movingparts tochange
management,ithelpstouse projectmanagementsoftware.Withthissoftware,youcanadd
your actionitemsandassignthemto appropriate teammembers.
Step 4: Execute the plan
Once you have yourwell-thought-outplan,dreamteam, andhave inputeverythingintoaproject
managementtool,it'stime toputyour planintoaction.Here are some tipsto ease the burden:
 Create a resistance plan.Some people inyourorganisationmayresistchange.Sowhen
you’re executingyourchange managementplan,ensure there istrainingandeducation
fromthe beginningandcontinue thiseducationthroughoutthe process.Make sure your
KPIsinclude identifyingresistance.
 Establishadecision-makingprocess:Outline aprocesstosolve issuesthatmayarise,sothat
employeesare empoweredandhave guidance onwhattodo.
 Buildconfidenceintransformation:Presentandcommunicate winsforthe teamand
provide additional incentivesandrewardsforimplementation.Buildaculture forthe change
to existandgrow.
Step 5: Reinforce change
Afterall the changeshave beenimplemented,make sure youfollowuptoensure lastingchange.
Here are some waysto reinforce change:
 Positive reinforcement.Insteadof introducingrepercussionsforalack of enforcement,
create a strategyforrewardingchange.Rewardingstaff forembracingthe change willbe
much more effective.Alsomake thingseasyforpeopletogetonboardwiththe new wayof
doingthings.
 Leverage yourexperts.It'sagiventhatpeople are goingto have questionsandissueswith
the change.Trainingalone maynot satisfyall queries.Thisiswhere yoursubjectmatter
expertscanmake a huge difference.IdentifyyourSMEs earlyandtrainthemto respondto
any issuesandcommunicate problemsupthe chain.
 Iterate.Everythingistheoretical until change islive.Afteryourplanisinaction,you'll be
able to react inreal time to anyobstaclesthatarise.Sometimesthingsdon'tgothe way we

4. expectandthat isokay.Have a planto identifythesepainpointsandpivottowardsplanB
(or C,or D!).
FINAL THOUGHTS
Rememberthatalthoughthe change managementplanismostlyabouttasksandprocesses,people
are at the heart of organisational change.Businesstransformationisnoeasytask,but witha well
thoughtout change managementplan, youcanchampionimpactful change forabetter
organisation.