CHANGE MANAGEMENT MODEL

01 03 05

ASSESS 02 PLAN 04 SUSTAIN

To begin with, we need to assess
the kind of changes that are the
most important to our company
and have the most immediate
effects.
Once all employees are on the same
page, we need to make detailed plans
that will make the implementation
process successful & seamless.
PREPARE
Given if the change implementation
is successful, the next step is to
maintain its success & continue its
positive effects on the company.
IMPLEMENT

After identifying what we need to Our implementation period for each

change, we need major change typically takes about
to make call necessary preparations four months to complete, if all
to communicate our plan to the metrics are consistently met.
company.

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TYPES OF CHANGE
MANAGEMENT
DESCRIPTION USED FOR WHO IS IMPACTED

Management of changes associated System implementation,

Systemic with IT applications architecture, or software upgrades, and other IT professionals
infrastructure. IT changes

Management of score or specific Project core team as well

Project schedule changes
All projects
as extended team

Planning & implementing the tools,

Most software upgrades company
processes & principles for Targeted employees or departments,
restructuring, mergers &
Organizational managing the people side of
acquisitions, introducing new
ancillary employees or departments,
changes to achieve the required stakeholders
channels, brands or business models
outcomes

2
 RESISTANCE TO CHANGE

1 Strongly disagree 2 Disagree 3 Neither agree/disagree 4 Agree 5 Strongly agree

AREA OF RESISTANCE DESCRIPTION RATING

There maybe a lack of understanding of the purpose of the project. There maybe lack of awareness of the need for the change to
Lack of understanding of the purposes of the changes 3
occur.

If people perceive that key individuals or groups in their area are not genuinely supportive of the project, their acceptance is difficult
Lack of support from various levels in the organization 5
to secure.

Feel there is a real threat to my existing power, job security

Resistance is increased if people believe the change will result greater emotional or career costs relative to what they may gain. 2
or personal and career goals

Concerns about a lack of skills and knowledge People may resist change if they do not possess the skills or the ability for optimal performance during and after the change. 2

Failure to acknowledge and if possible, minimise the impact of project teams activities and changes on people work patterns tends to
High level of impact on daily work patterns 1
promote distrust and alienation.

Adverse changes to key working relationships Adversely affecting the way they relate to others or who they work with or who they report to. 4

Change involves learning and learning usually involves errors. When people are not given the freedom to make mistakes while
Lack of incentives & rewards 3
learning they become afraid. People need to be rewarded for accomplishing the change in the form of something they truly value.

3
 TEAMS & ROLES

HUMAN
LEADERSHIP
RESOURCES

ORGANIZATIONAL
COMMUNICATIONS
DEVELOPMENT

• Corporate management • Provide expert HR advice on personal

• Accountability and ownership
• Report to CEO on project
• Co-ordinate overall change
outcomes/success
program
• Develop clear change strategies
for change
• Responsible and for
• overall success
• Develop individual and team
change capability
transitions and support
• Provide change office & project based
• Provide clear communication to all HR infrastructure
key stakeholders on change related
issues
• Develop 2-way communication
channels to foster ongoing change

4
 FORCE FIELD ANALYSIS

04 03 02 01 01 02 03 04

Customers want new products Loss of staff overtime

RESTRAINING FORCES
DRIVING FORCES

Increase production speed Staff fearful of new technology

Reduced training time DECISION Environmental impact

Upgrade with new equipment

Reduced maintenance Disruption

Cost

Total score : 14 Total score : 12

5
 FORCE FIELD ANALYSIS

RESTRAINING FORCES
-15% Loss of staff overtime

-22% Staff fearful of new technology

-12% Environmental impact

-27% Cost

-10% Disruption

DRIVING FORCES
Customers want new products 40%

Increased production speed 30%

Reduced training time 25%

Reduced maintenance efforts 55%

-50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50%

6
 CURRENT CHANGE ADOPTION

65%

Current adoption
progress

EARLY EARLY LATE

INNOVATORS LAGGARDS
ADOPTERS MAJORITY MAJORITY

Understand necessity of strategy Address enterprise risks, pragmatic Require case studies and customer Education on costs and benefits, Education for all (architect ,
and governance, education to enterprise planning, service references, Adoption patterns business case, industry and engineer, executives etc.) case
include executives & architects engineering and modelling governance patterns competitor experience studies, best practice, pilot projects

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 CHANGE MANAGEMENT PLAN LOW MEDIUM HIGH

1 Change Request # 2 Requirements 10 $100 $1000 Annie

2 Change Request # 3 Design 20 $200 $4000 David

3 Change Request # 5 Test 30 $300 $9000 John

4 Change Request # 1 Implementation 40 $400 $16000 Kenny

5 Change Request # 4 Requirements 50 $500 $25000 Caroline

6 Change Request # 7 Design 60 $600 $36000 Joseph

7 Change Request # 9 Test 70 $700 $49000 Smith Well

8 Change Request # 6 Implementation 80 $800 $64000 Gravitas

9 Change Request # 8 Requirements 90 $900 $81000 Hanna Brown

PRIORIT
# REQUEST IMPACT EFFORT HOURS COST TOTAL BUDGET APPROVAL
Y

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