Change management is a strategy put in place to protect both parties if any changes are made to the requirements of the contract and project. In construction, there are many variables to consider, and it is very possible that changes will be made to the likes of drawings, materials and site conditions, to name a few.
The main aim of any of these documents is to mitigate a reasonable amount of risk from the contractor in terms of time and cost – therefore it is even more important to have a good professional relationship with both the client and supplier. A change management strategy should be compelling and consistent with a vision of the future business environment, and the implications for the future state of the organization.
The processes here aid clarity of thinking in this respect and define measurable targets for the change project or programme.
What do we think the future business environment will look like and how do we want to be as an organization in advance of reaching it? The Future State Definition template provides a high-level description of the overall change vision, current and future states as well as gap analysis and key change interventions. Key change interventions can be drawn out by considering each of the dimensions above against the six best practice areas shared change purpose, visible change leadership, smart engagement processes, strong individual performance, supportive organization and culture and meaningful change measurement. The Future State Visions tool can provide useful input material, whilst the high level interventions described in the deliverable will help form the foundation of the Change Management Plan template.
The Future State Roadmap template provides an outline description of how the organization will transition from its current to its future state. It does this by breaking down the change into a number of high-level phases and plotted against a timeline.
The Future State Definition deliverable is used as input and the output will form the basis of the Change Management Strategy.
The Future State Visions tool provides a framework for developing a clear and shared description of what successful change will look like. The tool is based on Marvin Weisbord and Sandra Janoff’s ‘future search’ method of developing a shared vision and implementation within complex organizations or other system structures (Future Search, 2000). The Future State Interview Guide tool provides a framework of ten key questions and a summary template which you can use to elicit information to support the change vision and the future state of the organization.
Use the tool to build a picture of the diverse views of what’s driving the change, what the future should look like and the key enablers as well as barriers to change.
The Change Imperatives Diagnostic tool helps you clarify the level of imperative for change within an organization at any given time whilst also highlighting potential barriers to change taking place.
Use the Change Governance Structure template to ensure that change governance structures are correctly aligned with existing organizational or programme governance structures.
Connections will already typically exist at senior leadership level, so look to establish or strengthen links at the mid-level leadership. The Business Case for Change template documents the financial and non-financial, quantitative and qualitative, benefits of the change business change project.
The business case is usually developed in an iterative manner alongside the Future State Definition and Change Management Strategy deliverables.
It serves as a key milestone, an executive planning and decision making tool, a tool to communicate the bigger picture to the wider organization and also serves as the foundation for the more detailed change management plan. The Balanced Scorecard for Change Management tool introduces the idea of using the balanced scorecard model for effective change management and provides guidance on how to build a balanced scorecard for a change project. Organizations historically concentrated most of their efforts on measurement of purely financial aspects of performance. The scorecard illustrated here can be adapted to measure whichever performance drivers are identified as central to the success of the change vision and strategy.
The Change Best Practice Diagnostic contains a number of statements for relating to six key areas of best practice for effective change management.
Use the 1-5 scale to indicate the degree to which each state does or does not apply to your organization and change program.
This Change Impact Assessment template summarizes the findings from the impact analysis, assessments the scope and scale of the change and provides headline recommendations for action. The Change Impact Assessment is an iterative document: to begin with it may be based on simple analysis of current and future state processes followed by more detail impact interviews and workshops and updated throughout the program as and when the overall design of the change solution changes in any way.


The Change Impact Heat Map provides a visual representation of the degree to which each stakeholder group will be impacted by the change. Use the Change Impact Heat Map to provide executive or stakeholder summaries of the Change Impact Assessment. In response to our customers and alumni, Cranfield School of Management is developing a range of key management themes that will enable you to easily access our latest thinking and output: the hot topics, key concepts, faculty, latest publications, articles and presentations. One of the many common topics in leadership and organizational change, is how to manage change. Many new projects, systems, strategies or cultural changes fail to be implemented successfully, because people resist change.
How can you ensure the individual gets enough benefit from the change, to make the extra work and effort worthwhile? The best way of analyzing what changes will need to be made to support your new project or strategy, is to get a group together in a workshop, and to use the Change Puzzle Kit. Identify further plans you may need to make to ensure the change is implemented successfully.
Winning the Game of Change includes 42 cards detailing best practices of change management.
The leader and the change team’s intentions influence how people feel about any organizational change. Your intention will show up in the way you choose to communicate and to manage your change. Do you encourage people to voice their fears and concerns, and suggest ways of ensuring the implementation works? Do you provide training, coaching and tools to help people to perform their roles successfully? Do employees and change agents believe that when they have problems, they have someone to go to who will listen?
Do you give everyone a chance to contribute creative ideas to make the change work better in their areas?
During an initial communication, you need to communicate the following, clearly and simply. Give them an activity to do, during which they can act out the role they will play in the future.
What is the role of the individual, middle manager, branch manager, change agent, executive, sponsor, CEO, internal change consultants, external consultants and the change team?
Encourage people to discover their special gifts and talents and use them during the change process. Winning the game of change Develop a change management or organizational development strategy for your organization or project.
This will pin this article to the community board for guests or to your own private board for members who are logged in. Change Puzzle: A systems thinking tool to use to diagnose, plan and measure complex changes. A facilitation tool kit filled with left and right brained activities for facilitators, OD consultants, team leaders, change agents and coaches. How to ensure everyone in your organization supports one another during an organizational change. This OD intervention workshop will help you to align what leaders and employees do to a new stra.. For this reason, we would like to clear up some jargon before delving into further details. It also offers an opportunity to collaborate with employees across the organization so that vision and strategy of the future state of the organization is a collective one.
Both the current and future state can be defined in terms people, process, technology and organization dimensions, while the gap analysis will give an initial view of the scale of change required. The first slide shows a less detailed roadmap developed at the change vision stage, the second slide shows the next level of detail you would expect to see as you work through the Develop Change Strategy and Change Management Plan processes.


Additional help on values can be found in the Culture Definition Tool within the Culture Change Analysis process area.
Use it to clearly describe who is responsible – but also who is accountable, who should be consulted and who should be informed. It does this by defining benefit areas, establishing performance metrics for those areas and putting together targets and a delivery schedule for those benefits to be realized. The Kaplan and Norton balanced scorecard model (1996) recognized the importance of measuring additional performance drivers that may be non-financial but nevertheless hold key cause-and-effect relationships that are central to the success of the change strategy. Use the analysis table at the end of the assessment to determine your level of change management maturity.
The template consists of an illustrative overview heat map, stakeholder heat map and a sample table describing the rationale for the ratings.
The themes will continue to evolve in response to your feedback so please let us know what you think.
The challenge of managing change is how to ensure that the benefits the organization expects as a result of a new system, strategy, structure, technology, culture or business model are actually achieved.
To ensure your changes or projects achieve the benefits you want, it is useful to develop a change management strategy that will take into account everything that has to be done, to ensure your change works. A strategy that incorporates rational intelligence (IQ), emotional intelligence (EQ) and spiritual intelligence (SQ).
Prepare a list of benefits of your change, to the company, the customer, the team and to each individual. How will it affect everything from the roles people play, the teams they work in, the people they report to, the way they get rewarded, to their future career paths?
This could include the roles of every individual, the middle manager or branch manager, the executive sponsor, the change team and internal vs external change consultants. Getting all role players to share what they have learned as well as their success stories so as to encourage others.
It provides information showing strategies other organizations have used to manage change successfully. When people participate in planning how the change will impact on them, they are less likely to resist change.
Filled with recipe cards or activities to manage any change, reduce resistance and build excitement. Used in strategy implementation, project implementation, values roll-out, OD, change management & performance improvement.
21 step-by-step change management processes. 100+ diagnostic, planning and implementation tools and templates. A strategy that demonstrates real leadership and results in a powerful organizational change. Use this participative tool in a workshop to plan to implement the people side of a project or develop an OD plan or change management strategy for an organization. The reproduction of any content or material contained in this website is expressly reserved to Change Designs CC, under Section 12(7) of the Copyright Act of 1978. A change management strategy is made up of tools which fall into two divisions; upline and downline.
Or you may choose to start your implementation in a small, low risk area, learn lessons, and build experience before rolling out the change in larger or high risk areas.
Together you will develop an even more powerful change strategy - one that now also has the buy-in of your stakeholders.



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