1. Professional Certificate in Strategic Change Management
Planning for Change
06 – 10 March 2017

2. Planning for Change
Effective change management requires vision, commitment, involvement and action by many in the organization
The prerequisites
Understanding of the plan and the objectives
Top Level Commitment
Stakeholders Identified
Awareness and Communications
Management Structure
Project Management
Change Management

3. 1 CHURCHILL PLACE

4. 1 CHURCHILL PLACE 1 CHURCHILL PLACE City of London 16 Locations
5,600 Staff
1 CHURCHILL PLACE

5. Who is involved in managing change
The change management resource on a project plays the role of enabler for the people side of the initiative
The conductor of the orchestra
The director of the play
Effective change management requires involvement and action by many in the organization

6. Senior leaders Why is this group important?
Active and visible sponsorship is identified as the top contributor to overall project success
Senior leaders are one of two preferred senders of messages about change
What is this group’s role?
Participate actively and visibly throughout the project
Build the needed coalition of sponsorship with peers and other managers
Communicate the business messages about the change effectively with employees

7. Managers & Supervisors
Why is this group important?
Managers and supervisors are the other preferred sender of messages about change
This group has a unique and well-developed relationship with the employees being impacted by the change
What is this group’s role?
Communicate the personal messages about the change with their direct reports
Conduct group and individual coaching sessions
Identify, analyze and manage resistance
Provide feedback to the rest of the change management ‘gears’

8. Employees Why is this group important? What is this group’s role?
Employees will ultimately make changes to how they do their day-to-day work
Their acceptance and use of the solution determines the success of the intervention and the ongoing benefit derived from the change
What is this group’s role?
Seek out information related to the business reasons for change and the personal impact of the change
Provide feedback and reaction to the change and the change management efforts
Take control of the personal transition using an individual change management model

9. Project team Why is this group important? What is this group’s role?
The project team designs and develops the ‘change’ – they are the ones who introduce new processes, systems, tools, job roles and responsibilities
This group provides much of the specific information about the change to the other ‘gears’
What is this group’s role?
Provide timely, accurate and succinct information about the change (or project)
Integrate change management activities into project management plans and activities

10. Change management is like project management
However, it is the ‘people side’ of change
Both aim to deliver value to the business by supporting initiatives and projects

11. The role of HR
The role of HR in major changes can be critical particularly when they will be changes to staff roles and conditions of employment. E.G. Redundancy, Location Changes, Role Change, Responsibilities Change, Salary and Allowance Changes, Organization Transfer, Early Retirement, etc.
Key skills for HR in change
A major contribution HR can make in any change process is understanding the structure, ensuring it is applied, and educating everyone involved: the leaders, the teams running work-streams and those directly and indirectly affected. This takes some skill to achieve and it is worth considering here some of the most important capabilities needed.
Recognising when change is happening
Change comes in many sizes: large, medium and small. It tends to gain people’s attention when it is large-scale and systemic, for example when a merger is underway, HR is going through full transformation, a company-wide IT system is being implemented or a company is relocating. In these circumstances there will usually be a project plan with multiple work-streams, access to the change leaders should be quite simple and HR will normally have a natural platform for ensuring the structure of the change is considered in establishing the plans. In smaller change situations, the fact that “change” is occurring at all is often missed and it proceeds unmanaged and without structure.
Smaller changes need to be managed just as well and as thoughtfully as large ones and HR needs the skill to notice the smallest of them for what they are. For example the restructuring of a single department resulting in a few redundancies does not register on most people’s change Richter scale: it’s a redundancy exercise, not a change project.  Wrong. For everyone in that department and anyone tangentially connected to them, it constitutes a huge change and should be managed accordingly. 
Sadly the focus is often on the robustness: complying with the law in executing the redundancies, while ignoring how well-thought through the plan is in the first place, how expected or unexpected it will be given the company’s history and what the emotional impact on those remaining will be.

12. Change management and project management
Technical side of the project (hard delivery)
People side of the project

13. Comparing processes HARMONY Project management Initiation Planning
Executing
Delivery
Monitoring and controlling
Closing
Process groups defined in the Project Management Institute’s PMBOK®
Change management
Organizational:
Preparing for change
Managing change
Reinforcing change
Individual:
Awareness
Desire
Knowledge
Ability
Reinforcement
HARMONY

14. Comparing tools Project management Change management Statement of work
Project charter
Business case
Plans
Work breakdown structure
Budget estimations
Resource allocation
Schedule
Tracking
Change management
CM Plans
Individual change model
Readiness assessment
Communication plans
Transition
Coaching plans
Training plans
Resistance management
Reinforcement