1. © 2001 Change Function Ltd USER ACCEPTANCE TESTING Is user acceptance testing of technology and / or processes a task within the project? If ‘Yes’: Will the testing be managed from within the project? Will business users be involved in designing the tests? PILOT / PROTOTYPING / MODEL OFFICE Will user staff and managers be involved in the design and / or ‘proving’ stages of the project? Will the project produce ‘prototype’ processes and / or technology upon which users will comment? Will the project run any form of Model Office with end users to design, prove or try out new processes and / or technology in a ‘near-real’ situation? YN?YN?YN?YN?YN?YN? PERFORMANCE MANAGEMENT Will the project require changes to be made to business performance measures and metrics in respect of the processes and / or new technology systems it is introducing? Is there a plan in place to measure the business impact of the changes brought about by the project (e.g.through increased performance metrics)? Will any anticipated changes in performance require changes to the company’s reward processes or strategy? Will the project measure the progress of people change activities during the various project phases? OTHER BUSINESS INVOLVEMENT Which of the following areas of the business are or will be involved with the project: Operations HR Learning and Development Change Management Specialists Other: YN?YN?YN?YN? Organisational Change Project Management Checklist Part 1 This checklist is provided for the consideration of project managers and project team members who wish to assess the potential impact of their project on the people who will be affected by it. Part 1 (the checklist itself) is intended to clarify the potential scope of the change. Part 2 (separate document) explains the relevance of each question and provides, where possible, relevant tools that can be used by the project. Change Function Ltd will be glad to advise on anything arising from the checklist. Change  unction Ltd Provided by: Change Function Ltd Tel: +44 (0)1923 404247 E-mail: changefunction@aol.comchangefunction@aol.com

2. © 2001 Change Function Ltd YN?YN?YN? WHERE WE ARE HEADED Is there an unambiguous and detailed picture of how the organisation should ideally look after the implementation of the changes? (This may include a picture of the organisational structure, facilities, technology, processes, how people will be working and relating with each other, customer impact, and so on.) Is the future state vision aligned with and closely tied to the organisation or department’s current strategic plans? Has any work been undertaken to establish how ready the stakeholders are to make the changes necessary to achieve the desired future state? If ‘Yes’, what issues has this raised so far for the business / project? Have the current processes, technology and people measures been baselined for future comparison? YN?YN?YN?YN? OBJECTIVES FOR CHANGE Has the project analysed and clearly stated the key business drivers that are compelling the organisation to change? Have the key business drivers for change been built into the communications plan? Are all stakeholders clear about the values that the project wishes to demonstrate, create or maintain and how these relate to the organisation’s stated values? (NB some projects set out to deliberately change or enhance organisational values) Are there clear high level objectives for each aspect of the project that are specific, measurable, achievable, realistic and time-bound and which describe how the success of the project will be measured? Do the team members associated with the people aspects of the project have more detailed objectives against which they will be measured? YN?YN? OVERALL CHANGE IMPACT AND SPONSORSHIP Has the project undertaken a formal assessment of the likely impact of the change in the following areas: Processes Skills Behaviours Structure of the organisation Facilities? Has the project formally assessed the level of sponsorship and support from key stakeholders such as executives, etc.? Has the project assessed the potential barriers to change that might exist? Has the project formally assessed the potential impact of the changes on organisational leaders and, if ‘Yes’ is does the transition management plan suggest how this impact can be managed? YN?YN?YN?YN?YN?

3. © 2001 Change Function Ltd CHANGE PLAN Is there a specific work stream within the project that is focussed on the people aspects of change? If ‘Yes’, which area(s) is this stream addressing?: Organisational Structure and Design (Lines of reporting, team structures, departmental structures, etc.) Organisational Culture (Attitudes and/ or behaviours, etc.) Skills development (technical, personal, leadership, process and business skills) Stakeholder Communications Performance Management Alignment of HR processes to the future state (e.g. remuneration, job design, personal development processes, etc) People measures and metrics (Business and project) Is there a specific people change implementation plan as part of the project plan? Have the change risks and dependencies been identified? YN?YN? ORGANISATION DESIGN Is the implementation of the project likely to lead to a change of organisational structure (reporting lines, team structures, departmental structures, enlargement or reduction of staff or management numbers, etc.?) As a result of the project, are any staff and/or managers likely to experience substantial changes to their roles / job descriptions / status / employment conditions, etc.? Will the project introduce significantly different working practices, methods or environments? Will business budget structures or allocations be substantially altered as a result of the project implementation? YN?YN?YN?YN? TRAINING AND DEVELOPMENT Is there a requirement for colleagues, managers, customers or suppliers to undertake training or other development in any of the following areas? IT / Other Technology Business Processes / Procedures Business / Industry Knowledge Personal / Interpersonal Skills Culture / Organisational Alignment Customer Service / Quality, etc. If ‘Yes’ to any of the above: Is the development of an integrated training strategy and plan included as a task within the project plan? Will project team members be responsible for any or all of the training Will subject matter experts be called on from within the business to help deliver the training? Will the project be responsible for training delivery and administration at implementation? YN?YN?YN?YN?YN?YN?

4. © 2001 Change Function Ltd DIRECT IMPACT ON PEOPLE Will the implemented project need colleagues to project different behaviours and or attitudes to those they project today Will the implementation cause colleagues to have to change their work orientation (e.g. to become more customer focused or quality oriented)? Do you anticipate any significant implicit or explicit resistance by colleagues to the changes that the project will bring about Will the project bring about changes to the way that groups of colleagues work with each other or with other groups inside or external to the company? Will the colleagues affected by the project perceive that the new ways of working either enhance or diminish their role or status? Will the changes brought about require managers to relate in any way differently to the colleagues they are responsible for ? YN?YN?YN?YN?YN?YN? COMMUNICATIONS Has the project identified all stakeholders and stakeholder groups, including other projects? Has each stakeholder or stakeholder group been assessed in terms of their potential impact and influence on the project and their actual commitment to the objectives of the project? If ‘Yes’, is there a plan to manage and communicate with each stakeholder / stakeholder group to ensure their ongoing commitment and support for the project? Has the need for change been stated in such a way that each stakeholder or stakeholder group can understand and commit to the necessary changes? (The term ‘Stakeholder’ refers to any person or group who is affected by, or who can contribute to or influence the changes) YN?YN?YN?YN? POST IMPLEMETNATION SUPPORT AND REVIEW Has the project taken account of the post implementation reviews of any similar prior projects? Is it planned to have a post implementation review at the conclusion of each phase of the current project, or at the conclusion of the project? Is handover to post implementation support for all processes and technology included as an activity within the project plan? YN?YN?YN?