A good change management process has a sequence of steps that, when followed, will make implementing the change seem effortless. A well considered change management process is also scalable based on the size of the change impacts.
What you will find is that a low impact change will use short form documentation and will more likely have informal stakeholder engagement processes, where a high impact will involve more formal and complex documentation and increase the robust nature of your stakeholder engagement processes. With all change you should start by identifying your stakeholders and assessing their engagement in or their commitment to your change, it is also a good idea to determine who on your project is responsible for managing each stakeholder relationship.
During this conversation you should also ask each stakeholder to review your list of stakeholders to identify anyone you may have missed. In your stakeholder analysis don’t forget to consider people who are not impacted by the change but might be interested in the change, this will often include managers of other areas of your business.
The second step of our change management process is assessing the impact of the change on your organisation and its stakeholders. All changes will impact some part of your business, identifying and managing these impacts forms the foundation of all future change management actions.
The impact assessment will identify and record all of the change impacts from your project including all upstream, downstream and indirect impacts. The ideal way to assess the change impact is in a workshop with representatives from all of the areas of the business that maybe impacted by the change. During the impact assessment workshop it is also a good idea to map out how you will measure the success of the change.
In addition to mapping out the change impacts you will find that stakeholder participation in identifying and reviewing the impact assessment will improve stakeholder engagement. The third step of our change management process is to identify the change communications requirements and developing a plan to skill all impacted parties in the change. One of the key differences between competent change managers and less competent change managers is the amount of communication that they do.
Good change management involves a lot of formal and informal communication where great change management includes verifying that the communication has been received and understood.


Then you will develop your training or coaching plan that identifies how the required knowledge will be imparted to the people who need the training and how people will be supported to convert this new knowledge into an ability to do the job so that they can become proficient. The fourth step of our change management process is to identify and agree the implementation approach for the change. On the first day of a change it is unreasonable to expect 100% of employees to have adopted the change (This is referred to as utilisation) and unreasonable for everyone who has embraced the change to be 100% proficient in the change. With this in mind you should set targets for utilisation and proficiency and determine how you will measure progress to 100% utilisation and 100% proficiency and how long you think this might take. The fifth step of our change management process is to determine the degree to which the business is prepared for the change. Business readiness is a way of determining how well prepared the business is for the change. Business Readiness is assessed prior to the change, ideally as close to the change as possible to ensure all communications and training is complete.
The scope of the business readiness assessment includes confirmation that the business is ready, willing and able to embrace the change. Can the leaders articulate the purpose for the change and how it contributes to the business strategy? If the structure has change, is the new structure in place, communications complete and stakeholders informed?
Of course there will be circumstances where the readiness assessment identifies area where more work is required prior to go live, this is normal and provides an opportunity to take corrective action. The sixth step of our change management process is to ensure, post implementation, that the change is embraced by all impacted parties and they are able to meet all KPI's. Embedding is the process of identifying gaps and taking corrective action to get all people utilising the new methods and proficient in their work. When completing your embedding measures, which you identified during your impact assessments, you will firstly assess the number or percentage of employees who are utilising the change compared with how many are still using the old way.
Then assess if people can meet their targets using the change (Are they proficient) to assess proficiency you may need to look at performance data over a period of time, as you have to allow for a learning curve.


It is also good practice to ensure staff can access up to date work instructions, procedures of policies as part of your embedding measures. Where utilisation or proficiency do not meet expected targets the change manager will take remedial action through resistance management, training, coaching or other support to lift performance to expected levels. The final step of our change management process is to ensure the change did not have an unintended negative impact on the business.
The process will guide you through engaging the right stakeholders at the right time and with the right information to ensure the success of your change initiative. However, regardless of the size of the change impacts the change management process should follow the same process steps. However if the change impact is small then you can easily complete an impact assessment by talking to subject matter experts and Business Analysts. Some people thinking sending and email or putting information on the intranet is communication. To develop your communication plan consider existing communications within the organisation, meetings, presentations, road shows, stand up, team meetings, newsletters and determine if you can tap into these communication channels or if you will needs to establish your own channels of communication. Business readiness normally includes some sort of employee self-assessment of their confidence that they are ready for the change.
This is called embedding the change, as it is likely that you will identify areas where not all employees have adopted the change and not all employees are proficient (not meeting targets) after the change.
Once all employees are proficient then the challenge is to ensure the change sticks, which may require further measure to be taken over a period of time to confirm the change has stuck. The process will also lead you through post implementation follow up to embed the change within your organisation. Akbar full moviemanagement process to wait thethe application Xxxxx xx information technology staff to wait flow used implementation managementmay .



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