Organizational Change and the Application of Business Transition Management What Every Manager Should Know

1. Organizational Change and the Application of Business Transition ManagementWhat Every Manager Should Know

2. What is known about organizational change? Open with the question, “What’s known about organizational change?” Think of a recent organizational change initiative you have been engaged in. Was it successful? Did the process of change go smoothly? What did people say about the change How did you feel throughout the change? At the beginning? In the midst of change? Now? Write comments down on flip chart.Open with the question, “What’s known about organizational change?” Think of a recent organizational change initiative you have been engaged in. Was it successful? Did the process of change go smoothly? What did people say about the change How did you feel throughout the change? At the beginning? In the midst of change? Now? Write comments down on flip chart.

3. What is known about organizational change? It’s hard work!!!

4. What is known about organizational change? It’s rarely successful!!!

5. What is known about organizational change? It’s mandatory!!!

6. What we know about organizational change It’s difficult It’s rarely successful These findings suggest that organizational change is difficult and that success is rare.These findings suggest that organizational change is difficult and that success is rare.

7. What we know about organizational change It’s mandatory By all accounts, pressures to change are becoming increasingly prevalent in the lives of organizations and the workforces within organizations. Scholars and practitioners alike have forecasted these pressures for decades. To understand the mounting pressures to change, consider the following chronology. Toffler (1970) warned of the oncoming acceleration of change. Hellriegel and Slocum (1980) noted, “Never before have people been as concerned with organizational change as they are now” (p. 35). Tichy (1982) forecasted that management of change would become a way of life. Conner (1992) noted, “Never before has so much changed so fast and with such dramatic implications for the entire world. Life is transforming as we live it” (p.3). Cascio (1995) opined organizational change is occurring at a dramatic pace, much more so than in the past, and is likely to continue at a drastic pace into the foreseeable future. Kotter (1996) concluded, “By any objective measure, the amount of significant, often traumatic, change in organizations has grown tremendously over the past two decades” (p. 8). Vaill (1996) expressed the changing environment in which we all operate as “permanent white water” (p. 4) thus denoting it is difficult to predict and navigate. Cairncross (1997) proclaimed that changes would grow faster in the next twenty-five years as compared to ever before. Druhl, Langstaff, and Monson (2001) pointedly stated, “organizational change is a central topic in our time” (para. 1). Goleman, Boyatzis, and McKee (2002) further noted the importance of change claiming, “Leaders everywhere confront a set of irrevocable imperatives, changing realities driven by profound social, political, economic, and technological changes” (p. 246). Drucker (2003) noted, “Major Changes – both the major threats and the major opportunities – will dominate the executive’s task in the next 10 to 15 years, maybe even longer” (p. 3). There are a growing number of signs pointing to rapidity of change, hence individuals and organizations must cope to survive and thrive (Farazmand, 2004). Colteryahn and Davis (2004) quantified the degree of change stating that the business world is changing at an unprecedented degree, doubling every ten years, which in turn causes uncertainty in economic conditions, organizational structures, globalization, workforce diversity, security concerns, and technology. Counsell, Tennant, and Neailey (2005) called for “the urgent need for change” (p. 13). This brief testament regarding the pressures of change offers an overwhelming argument that change is prevalent. There were no forecasts found while conducting this literature review suggesting organizational change will subside. By all accounts, pressures to change are becoming increasingly prevalent in the lives of organizations and the workforces within organizations. Scholars and practitioners alike have forecasted these pressures for decades. To understand the mounting pressures to change, consider the following chronology. Toffler (1970) warned of the oncoming acceleration of change. Hellriegel and Slocum (1980) noted, “Never before have people been as concerned with organizational change as they are now” (p. 35). Tichy (1982) forecasted that management of change would become a way of life. Conner (1992) noted, “Never before has so much changed so fast and with such dramatic implications for the entire world. Life is transforming as we live it” (p.3). Cascio (1995) opined organizational change is occurring at a dramatic pace, much more so than in the past, and is likely to continue at a drastic pace into the foreseeable future. Kotter (1996) concluded, “By any objective measure, the amount of significant, often traumatic, change in organizations has grown tremendously over the past two decades” (p. 8). Vaill (1996) expressed the changing environment in which we all operate as “permanent white water” (p. 4) thus denoting it is difficult to predict and navigate. Cairncross (1997) proclaimed that changes would grow faster in the next twenty-five years as compared to ever before. Druhl, Langstaff, and Monson (2001) pointedly stated, “organizational change is a central topic in our time” (para. 1). Goleman, Boyatzis, and McKee (2002) further noted the importance of change claiming, “Leaders everywhere confront a set of irrevocable imperatives, changing realities driven by profound social, political, economic, and technological changes” (p. 246). Drucker (2003) noted, “Major Changes – both the major threats and the major opportunities – will dominate the executive’s task in the next 10 to 15 years, maybe even longer” (p. 3). There are a growing number of signs pointing to rapidity of change, hence individuals and organizations must cope to survive and thrive (Farazmand, 2004). Colteryahn and Davis (2004) quantified the degree of change stating that the business world is changing at an unprecedented degree, doubling every ten years, which in turn causes uncertainty in economic conditions, organizational structures, globalization, workforce diversity, security concerns, and technology. Counsell, Tennant, and Neailey (2005) called for “the urgent need for change” (p. 13). This brief testament regarding the pressures of change offers an overwhelming argument that change is prevalent. There were no forecasts found while conducting this literature review suggesting organizational change will subside.

8. …because most change projects fail Currently DHS has _____ SSI projects underway. ____ are behind schedule. ____ are over budget. _____ will be delivered with less functionality than originally intended. …because most change projects fail Currently DHS has _____ SSI projects underway. ____ are behind schedule. ____ are over budget. _____ will be delivered with less functionality than originally intended.

9. It’s difficult, rarely successful, but mandatory. So, GET OVER IT!!! Cite Mike Ponton NASA does not have enough resources. Focus on what can be done. Focus on how to deploy your organizational change initiatives as the minority of successes out there in the world. Let’s talk about how.Cite Mike Ponton NASA does not have enough resources. Focus on what can be done. Focus on how to deploy your organizational change initiatives as the minority of successes out there in the world. Let’s talk about how.

10. Change Management and the Application of Business Transition Management: What Every Manager Should Know Description Examines the theoretical and practical aspects of organizational change. Specific focus is on what is known about organizational change, the dynamics of organizations and change, the causes of change, and how best to plan, lead, and sustain change. Aspects of organizational culture and climate as well as the implications of leadership, followership, human resource development, communication, and means of intervention are too examined. Objectives Understand the dynamics of organization and change Become familiar with the causes and interdependencies of change Learn theoretical and practical models, processes, and success factors for organizational change through the application of business transition management and the integrated project framework Groundrules that matter You are responsible Groundrules that matter You are responsible

11. Agenda for the session Defining terms: Finding common ground The dynamics of change Success factors for change Leading change: Everybody’s role Change processes, models, and activities The integrated framework for organizational change and business transition “IS BEING” because it is constantly modified with practical applications of organizational change.“IS BEING” because it is constantly modified with practical applications of organizational change.

12. What is organizational change? What is an organization? What is change?What is an organization? What is change?

13. Defining Terms Organization(al): With standards and requirements, organizations would seem rather structured and stable and therefore have little need for change let alone change implementation theory. In isolation, this could be true. However, organizations are not isolated, but rather participants in a larger context of an environment or market. However… In doing so, we influence and are influenced by others and as such address the pressures to change in adaptation to the larger context of the environment. With this understanding, the static definition of organization is of limited value here and needs pardoned for a more dynamic description of the term. With standards and requirements, organizations would seem rather structured and stable and therefore have little need for change let alone change implementation theory. In isolation, this could be true. However, organizations are not isolated, but rather participants in a larger context of an environment or market. However… In doing so, we influence and are influenced by others and as such address the pressures to change in adaptation to the larger context of the environment. With this understanding, the static definition of organization is of limited value here and needs pardoned for a more dynamic description of the term.

14. Defining Terms Organization(al): Both reflect dynamic environments and importantly both reflect a constancy of change. This means that change does not occur in a vacuum, but rather “within the context of nested systems, where change is prompted and supported by the environment, and where change in turn influences the environment in which it is nested” (Wall, 2003, p. 39). Thus, a change in a single element affects all parts of everything throughout the nested systems and the universe. As a living system, no organization is immune to this environment of change. Hence, change is requisite for prosperity or minimally, survival. Both reflect dynamic environments and importantly both reflect a constancy of change. This means that change does not occur in a vacuum, but rather “within the context of nested systems, where change is prompted and supported by the environment, and where change in turn influences the environment in which it is nested” (Wall, 2003, p. 39). Thus, a change in a single element affects all parts of everything throughout the nested systems and the universe. As a living system, no organization is immune to this environment of change. Hence, change is requisite for prosperity or minimally, survival.

15. Defining Terms Organization(al):

16. Defining Terms Change Organizations change. As they change, they evolve. Evolution is subject to constant internal and external pressures such as task, technology, structure, and people (Leavitt, 1965). These pressures lead to a need for change (Beer, Eisenstat, & Spector, 1990; Cayer & Weschler, 1988; Cummings & Worley, 1993; Lawler, 1989; Rainey, 1991). Thus, due to the interdependencies of task, technology, structure, people, and collectively organizations, change is constant in the world and offers no immunity to either people or organizations. Further, change is not a one-time event, but rather a dynamic process with “phased sequence of insights, reflections, and behavioral” occurrences (Wall, 2003, p. 43). Prochaska, Norcross, and DiClemente (1995) noted that change is a process that likely begins long before any action is contemplated. Once contemplated, and once it is implemented, change is cyclical thus involving iterations among the individuals and their environment. Organizations change. As they change, they evolve. Evolution is subject to constant internal and external pressures such as task, technology, structure, and people (Leavitt, 1965). These pressures lead to a need for change (Beer, Eisenstat, & Spector, 1990; Cayer & Weschler, 1988; Cummings & Worley, 1993; Lawler, 1989; Rainey, 1991). Thus, due to the interdependencies of task, technology, structure, people, and collectively organizations, change is constant in the world and offers no immunity to either people or organizations. Further, change is not a one-time event, but rather a dynamic process with “phased sequence of insights, reflections, and behavioral” occurrences (Wall, 2003, p. 43). Prochaska, Norcross, and DiClemente (1995) noted that change is a process that likely begins long before any action is contemplated. Once contemplated, and once it is implemented, change is cyclical thus involving iterations among the individuals and their environment.

17. Defining Terms Organizational Change This definition is broad enough to encompass all types of organizational change and illustrates the dynamic nature of change relative to an organization and its interdependencies. Ghandi understood this. “I must be the change I want to see in the world”This definition is broad enough to encompass all types of organizational change and illustrates the dynamic nature of change relative to an organization and its interdependencies. Ghandi understood this. “I must be the change I want to see in the world”

18. What are the dynamics of organizational change? Facilitate the question, “What are the dynamics of change?” Write the comments on a flip chartFacilitate the question, “What are the dynamics of change?” Write the comments on a flip chart

19. What are the dynamics of organizational change? People Individuals Groups Teams Skills and abilities Performance Task Technology and Systems Structure Purpose Help Mechanisms Relationships Leadership Work Unit Climate From our ongoing study of organizational change, this is a summary of our findings. Recall that all of these are interdependent in some way - a change in one affects all. Write the comments on a flip chartFrom our ongoing study of organizational change, this is a summary of our findings. Recall that all of these are interdependent in some way - a change in one affects all. Write the comments on a flip chart

20. Often when engaged on projects (all projects are change endeavors) we focus on specific aspects: “Oh, this is a technology project.”Often when engaged on projects (all projects are change endeavors) we focus on specific aspects: “Oh, this is a technology project.”

21. Perhaps we link the project to certain aspects of the business such as … individuals.Perhaps we link the project to certain aspects of the business such as … individuals.

22. …and perhaps processes.…and perhaps processes.

23. …and maybe relationships.…and maybe relationships.

24. …sometimes we say there is a cultural aspect involved. …sometimes we say there is a cultural aspect involved.

25. …typically, the change occurs due to external pressures and or internal performance. …typically, the change occurs due to external pressures and or internal performance.

26. This awareness highlights the need for diagnosis.This awareness highlights the need for diagnosis.

27. But there is more to consider.But there is more to consider.

28. We can consolidate these terms to “organizational arrangements” and “people”We can consolidate these terms to “organizational arrangements” and “people”

29. This is a model version of our findings. The primary key to successful organizational change is ???????????? = PEOPLE “People are the driving force in successfully accomplishing change” (Suran, 2003, p. 31). “Individual change is at the heart of everything that is achieved in organizations” (Cameron & Green, 2004, p. 7). Central to change is never strategy, structure, or system, but rather its people (Duetschman 2005). People are the agents of transformation. Ask/Facilitate the question, “Why is this important to understand?” = Can lead to understand of change work: environmental scanning, continuous assessments, the power of people… What this does not do is explain how to plan, lead, and sustain change. This is a model version of our findings. The primary key to successful organizational change is ???????????? = PEOPLE “People are the driving force in successfully accomplishing change” (Suran, 2003, p. 31). “Individual change is at the heart of everything that is achieved in organizations” (Cameron & Green, 2004, p. 7). Central to change is never strategy, structure, or system, but rather its people (Duetschman 2005). People are the agents of transformation. Ask/Facilitate the question, “Why is this important to understand?” = Can lead to understand of change work: environmental scanning, continuous assessments, the power of people… What this does not do is explain how to plan, lead, and sustain change.

30. A review of… Culture and climate Organizational arrangements People Performance External environment Continuous diagnosis and monitoring

31. A review of… Culture and climate

32. A review of culture and climate Culture Climate Measured climate by dimensions of trust, conflict, rewards, morale, change resistance, leader credibility, and scapegoating (Zammuto & Krakower, 1991). An organization’s climate can tell us the optimal design configuration for an organization and the expected resistance to change (as well as a number of other organizational attributes). Measured climate by dimensions of trust, conflict, rewards, morale, change resistance, leader credibility, and scapegoating (Zammuto & Krakower, 1991). An organization’s climate can tell us the optimal design configuration for an organization and the expected resistance to change (as well as a number of other organizational attributes).

33. “Management’s ability to achieve maximum benefits from change depends in part on how effectively they create and maintain a climate that minimizes resistant behavior and encourages acceptance and support” Coesee (1999, p. 205) As a management team, you must be aware of the extent to which your projects may introduce organizational change, and then you must deal with this issue. As a management team, you must be aware of the extent to which your projects may introduce organizational change, and then you must deal with this issue.

34. A review of… Organizational arrangements

35. A review of… People This suggests that, while planning and monitoring any change initiative may be important, it is the attention to people that effects successful change.This suggests that, while planning and monitoring any change initiative may be important, it is the attention to people that effects successful change.

36. A review of… Performance

37. A review of… External environment This is easily understand since people prefer stability over change (Marshak, 2004) and therefore have difficulty in changing unless pressured by an external force. However, since people are an influencing component of change, as noted by the sample and illustrated above, external pressures are not the only causal agent to organizational change. This is easily understand since people prefer stability over change (Marshak, 2004) and therefore have difficulty in changing unless pressured by an external force. However, since people are an influencing component of change, as noted by the sample and illustrated above, external pressures are not the only causal agent to organizational change.

38. A review of… Continuous diagnosis and monitoring This is easily understand since people prefer stability over change (Marshak, 2004) and therefore have difficulty in changing unless pressured by an external force. However, since people are an influencing component of change, as noted by the sample and illustrated above, external pressures are not the only causal agent to organizational change. This is easily understand since people prefer stability over change (Marshak, 2004) and therefore have difficulty in changing unless pressured by an external force. However, since people are an influencing component of change, as noted by the sample and illustrated above, external pressures are not the only causal agent to organizational change.

39. If we understand how change comes about, why is it so difficult to plan, lead, and sustain? Facilitate responses I lot of these comments get classified as resistanceFacilitate responses I lot of these comments get classified as resistance

40. It’s not the technology Studies show that resistance to large scale change is not driven by technological issues, but rather organizational and human issues Resistance issues are associated with lack of executive support, emphasize on only software implementation and not personnel implementation, and non-aligned performance measures How many people have been through technology change? How did you feel? [facilitate] How many people have been through physical office changes? How did you feel when you lost your good seat? [facilitate]How many people have been through technology change? How did you feel? [facilitate] How many people have been through physical office changes? How did you feel when you lost your good seat? [facilitate]

41. Why is there resistance?

42. Change Reactions Confusion Criticism Fear Denial Malicious compliance Silence Sabotage There is a number of reasons for “resistance”There is a number of reasons for “resistance”

43. Why is there resistance? We’ve never done it before Nobody else has done it before We’ve tried it before It won’t work here Central office [headquarters] will not buy in to it We don’t have the money - time - people… It’s too radical for us It’s not my job Defense mechanism Potential loss Fear of the unknown Resentment Protection of personal best interest Ask/Facilitate WHAT IS REALLY HAPPENING: Lack of skilled assets in right job Rigid bureaucracy Budget constraints People not in place long enough Bias toward inaction Normal resistance --- psychological implications Ask/Facilitate WHAT IS REALLY HAPPENING: Lack of skilled assets in right job Rigid bureaucracy Budget constraints People not in place long enough Bias toward inaction Normal resistance --- psychological implications

44. Why is there resistance? WHAT IS REALLY HAPPENING: Lack of awareness Lack of involvement Lack of skilled assets in right job Bias toward inaction Normal resistance --- psychological implications

45. Not everyone will resist 15% will accept it 15% is against it 70% is on the fence

46. Why is there resistance? This has implications at the individual level. Part of the psychology of change and resistance is that it is both individual and group based. Individual is this curve. Group is social facilitation (Bandura) and the tipping point (Gladwell) Leader focuses individually and lets change readiness propagate. RISK = don’t have luxury of time.This has implications at the individual level. Part of the psychology of change and resistance is that it is both individual and group based. Individual is this curve. Group is social facilitation (Bandura) and the tipping point (Gladwell) Leader focuses individually and lets change readiness propagate. RISK = don’t have luxury of time.

48. Why is that important? What do we notice in this overlay? [facilitate] What do we notice in this overlay? [facilitate]

49. As organizations work through change projects it should be expected that productivity declines before it gets better. This is known as a productivity dip

50. The productivity dip Goal is to minimize the dip. This is dependent on creating readiness and acceptance of the change There are issues however in minimizing the dip. There are issues however in minimizing the dip.

51. The Issues Evaluating readiness for change The forces driving change Reactions to change Causes of reactions Personality & attitudes toward change Techniques to develop support for organizational change A systematic plan to manage change Practice analyzing an organizational change

52. So, how do you deal with these challenges? Ask/Facilitate the question, “How do you deal with resistance?”Ask/Facilitate the question, “How do you deal with resistance?”

53. So, how do you deal with resistance? DON’T FOCUS ON IT!!!! FOCUS ON GAINING ACCEPTANCE!!! FOCUS ON BUILDING READINESS!!! FOCUS ON BUILDING SUCCESSES!!! Ask/Facilitate the question, “How do you deal with resistance?” That is the WRONG question. Don’t focus on the resistance, focus rather on building readiness. [Mother Theresa story – no anti-war demonstration, but yes to peace rally]Ask/Facilitate the question, “How do you deal with resistance?” That is the WRONG question. Don’t focus on the resistance, focus rather on building readiness. [Mother Theresa story – no anti-war demonstration, but yes to peace rally]

54. What are the success factors for change? Modified version of Kotter’s 8 pointsModified version of Kotter’s 8 points

55. Success factors for change Establish sense of urgency – but have patience Form guiding coalition – but don’t get stymied by groupthink Create (shared) vision – but have it founded in a tactical plan Empower others to act on the vision – but keep sure of alignment Plan and create short term wins – but be sure to define “win” Consolidate improvements – but only where applicable Produce more change – but not just for change sake Institutionalize new approaches – but in concert with organizational capability Modified version of Kotter’s 8 pointsModified version of Kotter’s 8 points

57. How to succeed with changeWHAT NOT TO DO! Don’t change for change sake Don’t withhold information Don’t wing-it Don’t control it Don’t force it Don’t do it alone Don’t control change; understand it and manage it. Don’t control change; understand it and manage it.

58. Success factors of organizational change The primary key to successful organizational change is ????????????

59. Success factors of organizational change The primary key to successful organizational change is ???????????? PEOPLE

60. People are responsible for performance. People are responsible for climate. People are responsible for culture. People are responsible for everything. Ask/Facilitate the question, “Why is this important to understand?” Can lead to understand of change work: environmental scanning, continuous assessments, the power of people… What this does not do is explain how to plan, lead, and sustain change.People are responsible for performance. People are responsible for climate. People are responsible for culture. People are responsible for everything. Ask/Facilitate the question, “Why is this important to understand?” Can lead to understand of change work: environmental scanning, continuous assessments, the power of people… What this does not do is explain how to plan, lead, and sustain change.

61. IT’S ALL ABOUT PEOPLE This suggests that, while planning and monitoring any change initiative may be important, it is the attention to people that effects successful change.This suggests that, while planning and monitoring any change initiative may be important, it is the attention to people that effects successful change.

62. BUT I DON’T HAVE ANY AUTHORITY OVER THE PEOPLE Didn’t we already mention organizational change is hard.Didn’t we already mention organizational change is hard.

63. Organizational change is about leading not authority

64. Leadership : Management Leadership is about creating the processes and circumstances that directly effect and guide the organization. Management is about keeping the operations of the organization running smoothly. This is not a distinction by titleThis is not a distinction by title

65. Leadership : Management Leadership Establish direction Align people Motivate and inspire Produce change Management Planning and budgeting Organizing and staffing Controlling and problem solving Producing order and consistency

66. Leadership : Actions Leaders Build Commitment Communicate first by listening Provide incentives Establish targets Define decision authority and process Build skills in people Generate awareness Offer tools Motivate Communicate with not to.Communicate with not to.

67. Techniques for Developing Support and Readiness for Change Education and communication Participation and involvement Facilitative support Emotional support Incentives

68. Education & Communication Information on the change When the change will be introduced How the change will be introduced Why the change is necessary Logic behind the change Objectives that the change is expected to accomplish

69. Participation & Involvement Help define need Help define objectives Help define change Help define change process Help lead change process Participate in trials

70. Facilitative Support Time Skills training Funding Consultation Technology

71. Emotional Support Information on common reactions Reasonable goals Expectation of and support for anxiety Understanding Formal programs

72. Incentives and Rewards Responsibility Challenge Growth opportunity Visibility Intrinsic rewards Financial rewards Recognition Promotion

73. The other side of changing Manipulation Information communicated only to make change look promising False promises of support Incentives that become bribes Figurehead roles to co-opt resistance Coercion Support change or lose pay Support change or lose job Support change or no promotion Support change or be embarrassed

74. To effectively communicate, diagnose first.To effectively communicate, diagnose first.

75. How to succeed with organizational change? FOLLOW A BUSINESS TRANSITION PLAN OF ACTION

76. What is business transition management for organizational change?

77. Processes, Models, & Activities

79. An integrated business transition framework(brief version)

80. A business transition framework(detail version)

82. Performance Or Environmental Pressures > Need for Change > Problem Or Opportunity (This document serves as the proposal to the governing board for prioritization during the pre-initiate phase of the project.) Determine current state (high level reality) and future state (high level possibility) > Validation of initial business case need > High level order of magnitude in terms of resource change (people, process, structure, technology, etc.) -- (This document describes in detail the variance or “gap” between the Current State and Future State documents. Essentially, this gap is the change that must take place to move the organization from its current state to its future state an as such is the subject for the business transition plan. ) Use gap analysis, impact assessment, complexity and risk study, as well as business and readiness assessments > Business case > Clearly detail the need for change and the gap between reality and possibility (You will likely need to determine alternatives solutions and detail the optimal solution relative to the organization’s need, culture, and dynamic. This tool helps to identify why a change project is necessary and what business benefits can be expected by implementing this change. A business scenario and context must be established through this document in which a business problem is clearly expressed. Further, this tool provides background information at a level of detail sufficient to familiarize senior managers to the history, issues, and customer and/or employee service opportunities that can be realized through improvements to business processes with the potential support of technology.) Once the business case is approved, use that content as well as charter, scope, industry best practices, resourcing plans, organizational determinants, and requirements here > Strategy > Offers a strategic level approach view of the approach that will be used to address the business case (This document serves to synthesize the change project’s business case, charter and scope, and the operational determinants/arrangements. ) Determine current state (reality) and future state (possibility) > Gap Analysis > Order of magnitude in terms of resource change (people, process, structure, technology, etc.) --- (This document describes in detail the variance or “gap” between the Current State and Future State documents. Essentially, this gap is the change that must take place to move the organization from its current state to its future state an as such is the subject for the business transition plan. ) A reassessment of the gap, core and facilitating work plans, and the PM and BTM plans are inputs here > Integrated Plan > This plans serves to integrate the business transition and project focused tasks, activities, and milestones (The Integrated Project Plan is developed using the outputs of the Project’s Plans to create a consistent, coherent document that can be used to guide both project execution and project control. It is required to ensure that the various elements of the project are properly coordinated. It is a document or collection of documents, which communicate the project’s plan. The integrated plan should be expected to change over time, as more information becomes available to the project. The amount of planning performed should be commensurate with the scope of the project and the usefulness of the information developed.) The complete deliverables from the integrated plan and especially training and testing results are inputs here > Go Live Readiness Assessment > Results from the ORA offer a sense of “readiness” to go-live (There are two readiness assessments for use during change projects. The first is for use at the pre-initiate phase and is used to determine a readiness to start the project. This is the pre-initiate readiness assessment. The second is the Go-Live readiness assessment and is used during the execute and control phase of the project. Each assesses readiness and yields findings of what leaders need to do to intervene for greater readiness. ---- Use at Kick-Off +100 days and then Go-Live-90, -60, -30) This should be conducted throughout the project and especially as a closing phase function > Trends & Lessons > Informs existing and new projects and personnel as a component of learning and knowledge management (This report combines lessons learned and project evaluation results with environmental scan and performance reporting. When evaluated together over time, trends emerge. From these trends forecasts can be made and interventions appropriated. This document reports the trends and lessons from this change project. ) Service level requirements per stakeholder group > Transition Support Plan > Measures, expectations, and agreements (This plan essentially serves as a final review prior to operations and maintenance and details the service/performance level agreement that all stakeholders share.) Expectations and organizational influences > Measures and Environmental Scan > Data, reports, trends, analysis, and determinants for change (Performance Measures: This plan helps to define critical success indicators and factors for change projects. These indicators and factors are measures that accurately reflect the critical aspects of organizational processes, functions, relationships, and outputs. This document identifies each critical change project indicators and factors. Environmental scanning is a research and analysis process. These scans look for trends that suggest the need to change. Typically, these scans address demographics, technology, market shifts, social and political pressures, and organizational pressures as determined by organizational effectiveness, which is usually measured by performance objectives and organizational arrangements. ) --- There are two readiness assessments for use during change projects. The first is for use at the pre-initiate phase and is used to determine a readiness to start the project. This is the pre-initiate readiness assessment. The second is the Go-Live readiness assessment and is used during the execute and control phase of the project. Each assesses readiness and yields findings of what leaders need to do to intervene for greater readiness. Phase of Work Deliverable Pre-Initiating Business Case Initiate Strategy Plan Integrated Plan Execute & Control Go-Live Performance Or Environmental Pressures > Need for Change > Problem Or Opportunity (This document serves as the proposal to the governing board for prioritization during the pre-initiate phase of the project.) Determine current state (high level reality) and future state (high level possibility) > Validation of initial business case need > High level order of magnitude in terms of resource change (people, process, structure, technology, etc.) -- (This document describes in detail the variance or “gap” between the Current State and Future State documents. Essentially, this gap is the change that must take place to move the organization from its current state to its future state an as such is the subject for the business transition plan. ) Use gap analysis, impact assessment, complexity and risk study, as well as business and readiness assessments > Business case > Clearly detail the need for change and the gap between reality and possibility (You will likely need to determine alternatives solutions and detail the optimal solution relative to the organization’s need, culture, and dynamic. This tool helps to identify why a change project is necessary and what business benefits can be expected by implementing this change. A business scenario and context must be established through this document in which a business problem is clearly expressed. Further, this tool provides background information at a level of detail sufficient to familiarize senior managers to the history, issues, and customer and/or employee service opportunities that can be realized through improvements to business processes with the potential support of technology.) Once the business case is approved, use that content as well as charter, scope, industry best practices, resourcing plans, organizational determinants, and requirements here > Strategy > Offers a strategic level approach view of the approach that will be used to address the business case (This document serves to synthesize the change project’s business case, charter and scope, and the operational determinants/arrangements. ) Determine current state (reality) and future state (possibility) > Gap Analysis > Order of magnitude in terms of resource change (people, process, structure, technology, etc.) --- (This document describes in detail the variance or “gap” between the Current State and Future State documents. Essentially, this gap is the change that must take place to move the organization from its current state to its future state an as such is the subject for the business transition plan. ) A reassessment of the gap, core and facilitating work plans, and the PM and BTM plans are inputs here > Integrated Plan > This plans serves to integrate the business transition and project focused tasks, activities, and milestones (The Integrated Project Plan is developed using the outputs of the Project’s Plans to create a consistent, coherent document that can be used to guide both project execution and project control. It is required to ensure that the various elements of the project are properly coordinated. It is a document or collection of documents, which communicate the project’s plan. The integrated plan should be expected to change over time, as more information becomes available to the project. The amount of planning performed should be commensurate with the scope of the project and the usefulness of the information developed.) The complete deliverables from the integrated plan and especially training and testing results are inputs here > Go Live Readiness Assessment > Results from the ORA offer a sense of “readiness” to go-live (There are two readiness assessments for use during change projects. The first is for use at the pre-initiate phase and is used to determine a readiness to start the project. This is the pre-initiate readiness assessment. The second is the Go-Live readiness assessment and is used during the execute and control phase of the project. Each assesses readiness and yields findings of what leaders need to do to intervene for greater readiness. ---- Use at Kick-Off +100 days and then Go-Live-90, -60, -30) This should be conducted throughout the project and especially as a closing phase function > Trends & Lessons > Informs existing and new projects and personnel as a component of learning and knowledge management (This report combines lessons learned and project evaluation results with environmental scan and performance reporting. When evaluated together over time, trends emerge. From these trends forecasts can be made and interventions appropriated. This document reports the trends and lessons from this change project. ) Service level requirements per stakeholder group > Transition Support Plan > Measures, expectations, and agreements (This plan essentially serves as a final review prior to operations and maintenance and details the service/performance level agreement that all stakeholders share.) Expectations and organizational influences > Measures and Environmental Scan > Data, reports, trends, analysis, and determinants for change (Performance Measures: This plan helps to define critical success indicators and factors for change projects. These indicators and factors are measures that accurately reflect the critical aspects of organizational processes, functions, relationships, and outputs. This document identifies each critical change project indicators and factors. Environmental scanning is a research and analysis process. These scans look for trends that suggest the need to change. Typically, these scans address demographics, technology, market shifts, social and political pressures, and organizational pressures as determined by organizational effectiveness, which is usually measured by performance objectives and organizational arrangements. ) --- There are two readiness assessments for use during change projects. The first is for use at the pre-initiate phase and is used to determine a readiness to start the project. This is the pre-initiate readiness assessment. The second is the Go-Live readiness assessment and is used during the execute and control phase of the project. Each assesses readiness and yields findings of what leaders need to do to intervene for greater readiness. Phase of Work Deliverable Pre-Initiating Business Case Initiate Strategy Plan Integrated Plan Execute & Control Go-Live

83. Critical elements Pre-Initiate Recognize need for change Determine gap Clearly and thoroughly document business case Initiate Secure membership and governance Clearly determine and gain acceptance of roles/responsibilities Clearly and thoroughly document the change project strategy Plan Document core work plan Integrate project, change, and facilitation management plans Execute Stick to the plans Control Communicate, communicate, communicate, and educate, and then communicate Close Document and present (widely) trends and lessons Clearly document and agree upon transition support plan Operations & Maintenance Conduct and actively manage performance measures and environmental scans

84. Change Management and the Application of Business Transition Management: What Every Manager Should Know

85. Where do you go from here? What was learned? Was it helpful? What was learned? Was it helpful?

86. Business Transition ManagementCase Study The BPM office supports projects in all phases of work. Business Transition Methodology: Practical Value and Utility Tools and Templates Over 40 Templates, including: Integrated Business Transition Plan Impact Assessment Transition Complexity & Risk Study Go-Live Readiness Assessment Transition Support Plan Tools, including: Surveys Checklists The BPM office supports projects in all phases of work. Business Transition Methodology: Practical Value and Utility Tools and Templates Over 40 Templates, including: Integrated Business Transition Plan Impact Assessment Transition Complexity & Risk Study Go-Live Readiness Assessment Transition Support Plan Tools, including: Surveys Checklists

87. Business Transition ManagementCase Study - BHIP This will be a hugely complex project due to myriad stakeholders and the size of the undertaking. A well thought out and applied Communication plan is paramount to get by in and maintain support. The project encompasses 2 new facilities, treatment methods, staff, technology and administrative techniques, all designed to make Oregon’s system among the best in the nation. This project will introduce a hospital management system that will require most of the processes to be engineered to reflect the system workflow requirements. The BT team has formed and is the stage of creating their initial draft Integrated BT plan for our review. They will have the advantage of all of the lessons learned and product and training that the other BTM’s are using daily. We will begin to work closely with them over the next several months. This will be a hugely complex project due to myriad stakeholders and the size of the undertaking. A well thought out and applied Communication plan is paramount to get by in and maintain support. The project encompasses 2 new facilities, treatment methods, staff, technology and administrative techniques, all designed to make Oregon’s system among the best in the nation. This project will introduce a hospital management system that will require most of the processes to be engineered to reflect the system workflow requirements. The BT team has formed and is the stage of creating their initial draft Integrated BT plan for our review. They will have the advantage of all of the lessons learned and product and training that the other BTM’s are using daily. We will begin to work closely with them over the next several months.

88. Business Transition ManagementCase Study - ICM We were able to begin the BT practices from the Pre-initiation phase of the project. The project has just released their RFP and is now concentrating on the BT activities, team membership, training for staff in change management, communication plan and benchmarking using the first assessments of where the staff and mangers are for understanding what the project is about and their readiness for change. The Sponsors and OPAR managers understand the importance of BT and are very supportive of doing it right and willing to take the time required. They have committed to using a best practices change management methodology initial training to provide all of the 11 units with the ability to become knowledgeable change agents. We also have introduced the use of business architecture and templates to document the business components, so that we can begin to use the TOGAF (The Open Group Architecture Framework) EA approach with this project. The business architecture documentation is part of the RFP. We were able to begin the BT practices from the Pre-initiation phase of the project. The project has just released their RFP and is now concentrating on the BT activities, team membership, training for staff in change management, communication plan and benchmarking using the first assessments of where the staff and mangers are for understanding what the project is about and their readiness for change. The Sponsors and OPAR managers understand the importance of BT and are very supportive of doing it right and willing to take the time required. They have committed to using a best practices change management methodology initial training to provide all of the 11 units with the ability to become knowledgeable change agents. We also have introduced the use of business architecture and templates to document the business components, so that we can begin to use the TOGAF (The Open Group Architecture Framework) EA approach with this project. The business architecture documentation is part of the RFP.

89. Business Transition ManagementCase Study – OR-KIDS The OR-KIDS project is $61M. The vendor is on board and the BT team is now surveying the Child Welfare staff to determine their knowledge of then project and readiness assessment for change. The lessons learned form previous projects is now bearing fruit as the BT team recognizes what steps to take. The vendor has commended the ORER-KID team that this is the first state they have worked with that applies not only change management in the project plan, but also has a holistic approach that looks at all of the facets of PM,BT/CM,BPE. The OR-KIDS project is $61M. The vendor is on board and the BT team is now surveying the Child Welfare staff to determine their knowledge of then project and readiness assessment for change. The lessons learned form previous projects is now bearing fruit as the BT team recognizes what steps to take. The vendor has commended the ORER-KID team that this is the first state they have worked with that applies not only change management in the project plan, but also has a holistic approach that looks at all of the facets of PM,BT/CM,BPE.

90. Business Transition ManagementCase Study – MMIS (preparing for Go-Live & Operationalization) This was the first project that change management was applied to. The project was for $75M. As the project staff were learning what worked and what was needed we distilled the lessons learned to eventually create the Integrated BT framework. It was developed to holistically bring the elements of Project Management, Change Management and Business Process Engineering together. This project has provided the foundation for the subsequent BT framework that is now being used. This was the first project that change management was applied to. The project was for $75M. As the project staff were learning what worked and what was needed we distilled the lessons learned to eventually create the Integrated BT framework. It was developed to holistically bring the elements of Project Management, Change Management and Business Process Engineering together. This project has provided the foundation for the subsequent BT framework that is now being used.

91. Business Transition ManagementCase Study – OFDM EDMS This project has allowed us to analyze and provide recommendations for productivity enhancements for a past project that did not fully meet the objectives. The final report is due this week. The lack of a business transition plan and execution along with vendor difficulties provided lessons learned and the opportunity to now use the BT disciplines to develop and provide solutions to resolve many of the issues. Without the prior knowledge from projects we would have been limited in our ability to provide a comprehensive analysis and recommendation package. Originally this was a manual process that was to become a computerized workflow process. One of the the problems identified was the new Oregon Health Plan eligibility processing procedures and work standards for the staff were not identified, defined and documented in desktop manuals prior to the implementation of the project, which BT would have insured took place. The value of what the BT plan brings to a project is that the processes, manuals, workflows, change management capabilities for staff and managers, training and gap analysis, confirmation that not just the system, but the people are ready is crucial to success. This project has allowed us to analyze and provide recommendations for productivity enhancements for a past project that did not fully meet the objectives. The final report is due this week. The lack of a business transition plan and execution along with vendor difficulties provided lessons learned and the opportunity to now use the BT disciplines to develop and provide solutions to resolve many of the issues. Without the prior knowledge from projects we would have been limited in our ability to provide a comprehensive analysis and recommendation package. Originally this was a manual process that was to become a computerized workflow process. One of the the problems identified was the new Oregon Health Plan eligibility processing procedures and work standards for the staff were not identified, defined and documented in desktop manuals prior to the implementation of the project, which BT would have insured took place. The value of what the BT plan brings to a project is that the processes, manuals, workflows, change management capabilities for staff and managers, training and gap analysis, confirmation that not just the system, but the people are ready is crucial to success.

93. Performance Or Environmental Pressures > Need for Change > Problem Or Opportunity (This document serves as the proposal to the governing board for prioritization during the pre-initiate phase of the project.) Determine current state (high level reality) and future state (high level possibility) > Validation of initial business case need > High level order of magnitude in terms of resource change (people, process, structure, technology, etc.) -- (This document describes in detail the variance or “gap” between the Current State and Future State documents. Essentially, this gap is the change that must take place to move the organization from its current state to its future state an as such is the subject for the business transition plan. ) Use gap analysis, impact assessment, complexity and risk study, as well as business and readiness assessments > Business case > Clearly detail the need for change and the gap between reality and possibility (You will likely need to determine alternatives solutions and detail the optimal solution relative to the organization’s need, culture, and dynamic. This tool helps to identify why a change project is necessary and what business benefits can be expected by implementing this change. A business scenario and context must be established through this document in which a business problem is clearly expressed. Further, this tool provides background information at a level of detail sufficient to familiarize senior managers to the history, issues, and customer and/or employee service opportunities that can be realized through improvements to business processes with the potential support of technology.) Once the business case is approved, use that content as well as charter, scope, industry best practices, resourcing plans, organizational determinants, and requirements here > Strategy > Offers a strategic level approach view of the approach that will be used to address the business case (This document serves to synthesize the change project’s business case, charter and scope, and the operational determinants/arrangements. ) Determine current state (reality) and future state (possibility) > Gap Analysis > Order of magnitude in terms of resource change (people, process, structure, technology, etc.) --- (This document describes in detail the variance or “gap” between the Current State and Future State documents. Essentially, this gap is the change that must take place to move the organization from its current state to its future state an as such is the subject for the business transition plan. ) A reassessment of the gap, core and facilitating work plans, and the PM and BTM plans are inputs here > Integrated Plan > This plans serves to integrate the business transition and project focused tasks, activities, and milestones (The Integrated Project Plan is developed using the outputs of the Project’s Plans to create a consistent, coherent document that can be used to guide both project execution and project control. It is required to ensure that the various elements of the project are properly coordinated. It is a document or collection of documents, which communicate the project’s plan. The integrated plan should be expected to change over time, as more information becomes available to the project. The amount of planning performed should be commensurate with the scope of the project and the usefulness of the information developed.) The complete deliverables from the integrated plan and especially training and testing results are inputs here > Go Live Readiness Assessment > Results from the ORA offer a sense of “readiness” to go-live (There are two readiness assessments for use during change projects. The first is for use at the pre-initiate phase and is used to determine a readiness to start the project. This is the pre-initiate readiness assessment. The second is the Go-Live readiness assessment and is used during the execute and control phase of the project. Each assesses readiness and yields findings of what leaders need to do to intervene for greater readiness. ---- Use at Kick-Off +100 days and then Go-Live-90, -60, -30) This should be conducted throughout the project and especially as a closing phase function > Trends & Lessons > Informs existing and new projects and personnel as a component of learning and knowledge management (This report combines lessons learned and project evaluation results with environmental scan and performance reporting. When evaluated together over time, trends emerge. From these trends forecasts can be made and interventions appropriated. This document reports the trends and lessons from this change project. ) Service level requirements per stakeholder group > Transition Support Plan > Measures, expectations, and agreements (This plan essentially serves as a final review prior to operations and maintenance and details the service/performance level agreement that all stakeholders share.) Expectations and organizational influences > Measures and Environmental Scan > Data, reports, trends, analysis, and determinants for change (Performance Measures: This plan helps to define critical success indicators and factors for change projects. These indicators and factors are measures that accurately reflect the critical aspects of organizational processes, functions, relationships, and outputs. This document identifies each critical change project indicators and factors. Environmental scanning is a research and analysis process. These scans look for trends that suggest the need to change. Typically, these scans address demographics, technology, market shifts, social and political pressures, and organizational pressures as determined by organizational effectiveness, which is usually measured by performance objectives and organizational arrangements. ) --- There are two readiness assessments for use during change projects. The first is for use at the pre-initiate phase and is used to determine a readiness to start the project. This is the pre-initiate readiness assessment. The second is the Go-Live readiness assessment and is used during the execute and control phase of the project. Each assesses readiness and yields findings of what leaders need to do to intervene for greater readiness. Phase of Work Deliverable Pre-Initiating Business Case Initiate Strategy Plan Integrated Plan Execute & Control Go-Live Performance Or Environmental Pressures > Need for Change > Problem Or Opportunity (This document serves as the proposal to the governing board for prioritization during the pre-initiate phase of the project.) Determine current state (high level reality) and future state (high level possibility) > Validation of initial business case need > High level order of magnitude in terms of resource change (people, process, structure, technology, etc.) -- (This document describes in detail the variance or “gap” between the Current State and Future State documents. Essentially, this gap is the change that must take place to move the organization from its current state to its future state an as such is the subject for the business transition plan. ) Use gap analysis, impact assessment, complexity and risk study, as well as business and readiness assessments > Business case > Clearly detail the need for change and the gap between reality and possibility (You will likely need to determine alternatives solutions and detail the optimal solution relative to the organization’s need, culture, and dynamic. This tool helps to identify why a change project is necessary and what business benefits can be expected by implementing this change. A business scenario and context must be established through this document in which a business problem is clearly expressed. Further, this tool provides background information at a level of detail sufficient to familiarize senior managers to the history, issues, and customer and/or employee service opportunities that can be realized through improvements to business processes with the potential support of technology.) Once the business case is approved, use that content as well as charter, scope, industry best practices, resourcing plans, organizational determinants, and requirements here > Strategy > Offers a strategic level approach view of the approach that will be used to address the business case (This document serves to synthesize the change project’s business case, charter and scope, and the operational determinants/arrangements. ) Determine current state (reality) and future state (possibility) > Gap Analysis > Order of magnitude in terms of resource change (people, process, structure, technology, etc.) --- (This document describes in detail the variance or “gap” between the Current State and Future State documents. Essentially, this gap is the change that must take place to move the organization from its current state to its future state an as such is the subject for the business transition plan. ) A reassessment of the gap, core and facilitating work plans, and the PM and BTM plans are inputs here > Integrated Plan > This plans serves to integrate the business transition and project focused tasks, activities, and milestones (The Integrated Project Plan is developed using the outputs of the Project’s Plans to create a consistent, coherent document that can be used to guide both project execution and project control. It is required to ensure that the various elements of the project are properly coordinated. It is a document or collection of documents, which communicate the project’s plan. The integrated plan should be expected to change over time, as more information becomes available to the project. The amount of planning performed should be commensurate with the scope of the project and the usefulness of the information developed.) The complete deliverables from the integrated plan and especially training and testing results are inputs here > Go Live Readiness Assessment > Results from the ORA offer a sense of “readiness” to go-live (There are two readiness assessments for use during change projects. The first is for use at the pre-initiate phase and is used to determine a readiness to start the project. This is the pre-initiate readiness assessment. The second is the Go-Live readiness assessment and is used during the execute and control phase of the project. Each assesses readiness and yields findings of what leaders need to do to intervene for greater readiness. ---- Use at Kick-Off +100 days and then Go-Live-90, -60, -30) This should be conducted throughout the project and especially as a closing phase function > Trends & Lessons > Informs existing and new projects and personnel as a component of learning and knowledge management (This report combines lessons learned and project evaluation results with environmental scan and performance reporting. When evaluated together over time, trends emerge. From these trends forecasts can be made and interventions appropriated. This document reports the trends and lessons from this change project. ) Service level requirements per stakeholder group > Transition Support Plan > Measures, expectations, and agreements (This plan essentially serves as a final review prior to operations and maintenance and details the service/performance level agreement that all stakeholders share.) Expectations and organizational influences > Measures and Environmental Scan > Data, reports, trends, analysis, and determinants for change (Performance Measures: This plan helps to define critical success indicators and factors for change projects. These indicators and factors are measures that accurately reflect the critical aspects of organizational processes, functions, relationships, and outputs. This document identifies each critical change project indicators and factors. Environmental scanning is a research and analysis process. These scans look for trends that suggest the need to change. Typically, these scans address demographics, technology, market shifts, social and political pressures, and organizational pressures as determined by organizational effectiveness, which is usually measured by performance objectives and organizational arrangements. ) --- There are two readiness assessments for use during change projects. The first is for use at the pre-initiate phase and is used to determine a readiness to start the project. This is the pre-initiate readiness assessment. The second is the Go-Live readiness assessment and is used during the execute and control phase of the project. Each assesses readiness and yields findings of what leaders need to do to intervene for greater readiness. Phase of Work Deliverable Pre-Initiating Business Case Initiate Strategy Plan Integrated Plan Execute & Control Go-Live