There are two types of change management plans. The first type of plan addresses the impact of change on the organization, which eases the transition. The second type of plan monitors specific project changes, which results in a clear record of changes to project scope. Both plans aim to clearly and accurately communicate what needs to be done.
Step
Method 1 of 2: Writing a Plan to Manage Organizational Change
Step 1. Show the reason behind the change
List the factors that drove the decision to change, such as poor performance, new technology, or a change in the organization's mission.
One approach that can be used is to describe the current situation and the future situation that the organization wants to create
Step 2. Define the type and scope of the change
Briefly describe the nature of the change project. Determine whether this change will affect the job title, business processes, policy changes, and/or organizational structure. List the departments, workgroups, systems, or other components that will undergo changes.
Step 3. Describe stakeholder support
List all parties that will be affected by the proposed change, for example, senior management, project managers, project sponsors, end users and/or employees. For each party, write down whether the party supports the change.
- Consider creating a diagram to communicate this clearly and concisely. One example is to list the Awareness, Level of Support, and Influence of each party ranked using a High/Medium/Low scale.
- If possible, conduct an in-person interview to measure support.
Step 4. Form a change management team
This team is responsible for providing information to all parties, listening to concerns, and ensuring the change process is as smooth as possible. Choose people who have credibility within the organization and good communication skills.
This team should also have members from the senior executive level. Emphasize that they are responsible for promoting change, not just giving approval
Step 5. Develop an approach to management
Full support from important people in the organization is very important for the success of the change. Give senior employees the opportunity to provide feedback and work with them to create an active role demonstrating and leading change.
Step 6. Create a plan for each interested party
Evaluate the risks and concerns of all parties, including those who support change. Assign the management team to address the concerns.
Step 7. Create a communication plan
Communication is the most important component in change management. Communicate regularly with the people affected by the change. Emphasize the reasons behind the change and the benefits to be gained from the change.
- Interested parties should accept two-sided personal communications. Face-to-face or face-to-face meetings are very important.
- Communication should come from a high-ranking change sponsor, from your immediate supervisor, and from others trusted by interested parties. All communications must convey a consistent message.
Step 8. Monitor the match
There are always those who resist change. This match is on an individual level. So, communicate with the person to understand their reasoning. Monitor complaints so the change management team can address them. Common reasons for resistance include:
- No motivation to change, no sense of urgency
- Have no understanding of the overall situation or why change is needed
- Lack of input in the process
- Uncertainty about job security, future roles, or the demands and skills required to perform future jobs.
- Management's failure to meet expectations regarding the implementation or communication of changes
Step 9. Overcome obstacles
Many complaints should be resolved by improving communication or changing communication strategies to address specific issues. Some complaints require an additional approach which you may be able to include as part of the plan or you can delegate to the management team so they can do what is needed. Consider which steps are appropriate in your organization:
- For changing roles or work processes, prioritize employee training.
- If you predict low morale or a stressful transition period, address it with a company event or employee benefits.
- If interested parties are not motivated to change, incentivize.
- If interested parties do not feel involved in the change process, convene a meeting to gather feedback and consider changing plans.
Method 2 of 2: Monitoring Project Changes
Step 1. Define the change management role
Make a list of positions to be appointed for this project. Describe the responsibilities and skills required for each position. At a minimum, include a project manager to make day-to-day changes and a project sponsor to monitor general progress and make major change decisions.
For a broad project in a large organization, divide the project management role into several people with specialized knowledge
Step 2. Consider creating a change control board
Software development projects generally have a Change Control Board made up of representatives from each of the interested groups. It is this board that approves change requests, not the project manager and communicates decisions to interested parties. This approach works well for projects involving multiple groups and projects whose minimum scope and targets often require re-evaluation.
Step 3. Create a process for realizing change requests
Once someone on the change team has figured out the next step, how do you turn an idea into a reality? Describe this process with the agreement of the team. Example:
- Team members fill out a Change Request form and send it to the project manager.
- The project manager enters the form into the Change Request Record and adjusts this record as changes are implemented or rejected.
- The manager asks team members to write a specific plan and estimate how much effort will be required.
- The project manager sends the plan to the project sponsor for approval or rejection.
- Implement changes. Interested parties are regularly informed of developments.
Step 4. Create a change request form
The data below should be included each time a change request is made and entered into the change log:
- Change request date
- Change request number assigned by project manager
- Title and explanation
- Applicant's name, email address and phone number
- Priority (High, Medium, or Low). Emergency change management plans may require specific deadlines.
- Product and version number (for software projects)
Step 5. Enter additional information in the change notes
Change records should record decisions and implementation. In addition to the information copied from the change request form, you must prepare a place to write the following:
- Sign of approval or rejection
- The signature of the person who approves or rejects the request
- Change implementation deadline
- Change completion date
Step 6. Monitor important decisions
In addition to daily notes, keeping track of important decisions will be beneficial for the project. These records will make it easier for you to monitor long-term projects or projects that are undergoing a change in leadership. These records can also guide communication with clients or senior management. For any changes to deadlines, project scope or requirements, priority level, or strategy, include the following information:
- People who make decisions
- Decision date
- Summary of the reasons behind the decision and the decision-making process. Include documents related to this process.
