NextGen Michigan Change Management Guidebook

NextGen Michigan Program
Change Management Guidebook
Last Updated: May 26, 2011

Deliverable Acceptance: April 6th, 2011
Revision History
Date
03/11/11
04/06/11
04/21/11
05/03/11
05/26/11
Description
Change Management Draft submitted for review
Change Management Final accepted
Incorporated feedback from project managers and
performance support
Incorporated feedback from performance support
Incorporated feedback from performance support
Confidential and Preliminary. For use within University of Michigan only.

Location: C-Tools NextGen Program Resources Program Change Management Guidebook
Table of Contents
Introduction to the Change Management Guidebook.................................................................................................................................................................................................3
Change Management and Socialization ..................................................................................................................................................................................................................3
Change Management Activity Timeline..................................................................................................................................................................................................................4
Change Commitment Curve .....................................................................................................................................................................................................................................5
Change Management Roles .......................................................................................................................................................................................................................................6
I.
Change Impact Assessment.................................................................................................................................................................................................................................7

Conducting a Change Impact Assessment..............................................................................................................................................................................................................7
Change Impact Assessment Template .....................................................................................................................................................................................................................9
II.
Stakeholder Management ..........................................................................................................................................................................................................................10

Navigating Change ...................................................................................................................................................................................................................................................10
Stakeholder Management for Projects ...................................................................................................................................................................................................................11
Conducting a Stakeholder Analysis .......................................................................................................................................................................................................................12
III.
Change Agent Network .............................................................................................................................................................................................................................14

Mobilize and Engage Change Network.................................................................................................................................................................................................................15
Change Agent Recruiting.........................................................................................................................................................................................................................................15
Change Agent Selection Guidelines .......................................................................................................................................................................................................................15
Change Agent Network Roles and Responsibilities ............................................................................................................................................................................................16
Change Agent Activities ..........................................................................................................................................................................................................................................17
IV.
Communication Approach & Plan ...........................................................................................................................................................................................................18

Program Communications.......................................................................................................................................................................................................................................18
Guiding Principles of Communications ................................................................................................................................................................................................................19
Sample Communication Vehicles ...........................................................................................................................................................................................................................19
Communication Planning for Projects ...................................................................................................................................................................................................................20
Guiding Principles of Project Communications ...................................................................................................................................................................................................21
Communication Tools ..............................................................................................................................................................................................................................................22
V.
Unit Readiness Assessment .......................................................................................................................................................................................................................24

Conducting a Unit Readiness Assessment ............................................................................................................................................................................................................24
Readiness Scorecard..................................................................................................................................................................................................................................................25
VI.
Change Measurement.................................................................................................................................................................................................................................26
Surveys........................................................................................................................................................................................................................................................................26
Focus Groups .............................................................................................................................................................................................................................................................27
VII.
Performance Support..................................................................................................................................................................................................................................28
Training Guiding Principals ....................................................................................................................................................................................................................................29

Training and Documentation for Projects .............................................................................................................................................................................................................30
Training Delivery Vehicles ......................................................................................................................................................................................................................................30
VIII.
Change Risks and Mitigation Strategy ....................................................................................................................................................................................................32
Potential Project Change Risks................................................................................................................................................................................................................................32

IX.
Future State Role and Team Design .........................................................................................................................................................................................................33

Job Design for Projects..............................................................................................................................................................................................................................................34
X.
Appendix......................................................................................................................................................................................................................................................35
Program Communication Objectives .....................................................................................................................................................................................................................35
NextGen Program Communication Approval and Integration.........................................................................................................................................................................35
Communication Approval Process.........................................................................................................................................................................................................................36
Change Measurement Survey (Sample) ................................................................................................................................................................................................................37
Persona and Persona Map Primer ..........................................................................................................................................................................................................................38
Training Vehicles.....................................................................................................................................................................................................Error! Bookmark not defined.

Introduction to the Change Management Guidebook

The Change Management Guidebook is a tool for project leaders to use to understand and
implement Change Management activities. Project Teams are expected to leverage the
Guidebook to plan and execute project activities.
The Program Management Office is responsible for updating the Guidebook. The Guidebook
should be reviewed and approved by the Program Manager.
The Guidebook outlines the sequence of change management activities needed to engage
stakeholders; gain support of the university community; and support individuals and the
organization through the change process. The change management activities address
stakeholder impacts, facilitate organizational preparedness, and accelerate the speed of
adoption and benefits associated with new services, capabilities and solutions.
Change Management defines a framework to address:
How do we identify changes?
What stakeholders will be affected by the change?
How do we get people excited about the change and committed to the new services?
How do we effectively and consistently communicate to stakeholders and respond to
their questions and feedback?
How do we ensure the units and provider(s) are ready?
What change readiness, support and governance activities are required to
prepare/support stakeholders during the change?
How do we ensure roles, jobs and teams are aligned/redesigned to effectively support
the new services?
What learning and performance support are needed to enable users to perform the new
services?
How do we identify change risks and mitigation strategy?
Change Management and Socialization

At the University of Michigan, decision-making and buy-in to change requires a process of
input gathering, broad engagement, and vetting to build a network of support. Support must be
in place before requests for action or decision are brought to decision-makers, and should
continue through ongoing change management and communications while waiting for final
approvals. Stakeholders including IT professionals, budget managers, and campus leaders
throughout the organization expect to shape projects, goals, and processes a much higher
level of engagement than simply being asked for basic input and support. For the NextGen
Program, and its projects, this requires a conscious effort to engage campus community on
concepts, plans, recommendations and proposals before recommendations are transformed (in
fact or in perception) into strategy or approach. Substantial engagement should be undertaken
as soon a project enters the planning/mobilization phase.
During all phases of the project, Change Management activities, including stakeholder analysis,
engagement and communications planning, will be used to ensure an appropriate amount of
visibility and feedback opportunities for the correct audiences. This is done by understanding

who the key stakeholders are and what messages they need to receive in order to actively
support the proposals as an agent for the change.
While a large-scale review and socialization process is recommended for all proposals,
recommendations and decisions, care must be taken to ensure socialization occurs prior to
entering the formal governance process documented by the Program. During workplanning, it
is important for projects to include an allotment of time dedicated to the socialization process,
beyond what may be built in for the documented review and approval processes.
Change Management Activity Timeline

Change Management activities occur throughout each project, as well as within the Program.
This guide outlines key activities and timeline that projects should follow to ensure that change
is well-managed.
Analyze &
Design
Plan
Build & Test
Change Impact Assessment
Ongoing Maintenance
Stakeholder Analysis
Ongoing Maintenance
Pilot
Communication
Readiness Planning/Measurement
Roles and Team Design
Performance Support
Change Risks & Proposed Mitigation Strategy
Figure 1: Change Management Activities occur during each phase of a project.

Deploy
Change Commitment Curve

The purpose of Change Management activities is to ensure project stakeholders are defined,
engaged and assessed through communications and readiness activities during the current and
end state of the engagement.
Change Commitment Curve

Ownership
Believe the changes brought about by

NextGen are now the way we do business
Behave in ways that are consistent with the

strategic direction of the University
Commitment Level
Implementation
Buy-In
Demonstrate willingness to embrace the changes

brought about by NextGen
Understanding
Understand why the project was initiated, the intent of

Awareness
the changes, as well as where they fit in
Have knowledge of the emerging changes that are brought

about by NextGen, but unclear of the scope, depth, full impact or
even rationale for the strategy
Pre-Awareness
Know that they are affected, but not sure how
Lack of any knowledge about NextGen
Commitment Definitions
Figure 2: The Change Commitment Curve describes various levels of stakeholder engagement.
Various stakeholders have different levels of commitment, which inform the type of
communication activities and engagement strategies used by each individual project.

Change Management Roles

Change Management occurs at both the program and the project level. An individual may
perform multiple roles.
Program
Project
Change Impact Analysis

Role
Document changes that occur at

Program level
Assist projects to identify their changes
Document people, processes, and

technology changes
Stakeholder Role
Identify, understand and influence key

individuals and groups to increase their
readiness for accepting Program changes
Provide direction and materials to
projects
Create a group of engaged stakeholders
to raise the visibility of Program efforts,
to build support ahead of the actual
change
Identify, understand and influence

key individuals and groups to
increase their readiness for
accepting changes as a result of the
project
Create a group of positive
supporters specific to the project
that enable buy-in of other
stakeholders throughout the
change
Utilize Program guidelines and
tools to define clear, specific
objectives and activities for
communication to stakeholder
groups related to an individual
project
Utilize Program guidelines to
create a list of activities to measure
unit readiness
Change Agent Network

Role
Communication Role
Define clear, specific objectives and

activities for communication for
Program stakeholder groups
projects
Unit Readiness Role
Provide guidelines to ensure a unit has

completed a defined set of activities,
which indicate the organizations
readiness for deployment
projects
Roles and Team Design

Role
Collect information about impacted

groups within the Program to determine
how ready they are to accept and
assimilate forthcoming changes
projects
Assist projects in defining roles, jobs,
and team designs for run state services
Collect additional information the

Program did not capture about
impacted groups within the
project to determine how ready
they are to accept and assimilate
forthcoming changes
Utilize Programs collection of
activities and tasks to define roles,
jobs and team designs to support
services in the future state
Performance Support
Role

projects
Prepare resources and end users to

operate in the future environment
to meet University objectives
Change Risks &

Mitigation Strategy Role
Identify, evaluate, and mitigate risks at

the Program level using defined
processes
projects
Identify, evaluate, and mitigate

risks at the project level, using
defined Program processes
Change Measurement
Role

I.
Change Impact Assessment
The purpose of a Change Impact Assessment is to document changes of people, processes and
technology. The impact assessment defines how the changes affect target audiences as they
transition from the current to target state. The impact assessment describes the high level
changes in organization, skill/knowledge, culture, process, and system requirements and how
each change is expected to affect key stakeholder groups.
Projects begin documenting change impacts by gathering input from key stakeholders, subject
matter experts and project team members. Initial input includes:
Defining the changes between the current and future state
Identifying how the changes affect each stakeholder group
Documenting what the reaction is likely to be
Projects are encouraged to hold working sessions as scope is further defined to identify
additional impacts, and refine documented impacts. These sessions require a review of the
change(s) to stimulate a discussion of the perceived impacts on specific organizations and/or
stakeholder groups (that is, roles).
Conducting a Change Impact Assessment

The following activities will be completed during mobilization phase, refined during
design/analyze and maintained through deployment.

The following activities will be completed during Mobilization Phase
Conduct High-Level
Change Assessment
Identify
stakeholders to
interview
Engage and
interview project
leadership/stakehol
ders to document
high-level change
impacts
Evaluate magnitude
of impacts for each
change by
stakeholder group
Identify potential
change management
activities for each
impact
Figure 3:
Conduct Detail Review

Assessment
Develop Summary & HighLevel Recommendations
Evaluate documented
impacts to refine impact
definitions as scope is
defined
Create change impact

summary, with specific
focus on high impacts
per stakeholder
Refine impact
magnitude assessments
for each change type and
stakeholder group
Provide a consolidated
view of identified
Change Management
activities and
recommendations
Provide additional detail

on expected Change
Management activities to
enable change
acceptance
Recommend next
steps, including tools,
templates, change
methodology
framework to be
considered for
workforce transition
and other change
activities
This diagram outlines steps to creating and refreshing a change impact assessment.

Change Impact Assessment Template

A change impact assessment (CToolsNextGen Program ResourcesProgramChange
Management Guidebook) tool allows projects to capture change impacts to people, processes
and tools at the project level and assess anticipated level of impact to each stakeholder group.
Project
information
Impact name and

description
Type of
Impact
Potential Change
Management
Level of
Activities
stakeholder
impact (H-M-L)
Figure 4: The Change Impact Assessment Template is used to capture information about project impacts.
Projects may designate an owner of this document, who will update it throughout the project as
scope is further defined and new detailed information about the changes/impacts are
discovered.
The template includes the following information, and can be tailored to individual project
needs:
Columns
General
Information:
Impact
Summary:
Impacted
Stakeholders:
Change:
Change
Management
Needs:
Comments:
Description
General Information includes name of the project and owner
Impact Summary includes a descriptive statement of the change and detailed description of
the impact listed
Impacted Stakeholders are assessed for the level of impact they may experience:
High: The change has significant impact to the stakeholder including new processes,
changed job expectations, and/or new ways of doing work
Medium: The change has a noticeable impact to the stakeholder but the job and/or way of
doing work fundamentally remains the same
Low: The change may be recognized by the stakeholder but does not directly change the
way of doing work
This section asks what kind of change is taking place:
Process: What will change with respect to current activities, workflows and procedures
People: Who will perform new/revised processes, workflows, activities
Tech/Tools: What tools will be needed and how will these tools be used
This sections outlines the key change management needs:
Communications: List potential communications and socialization efforts needed due to
the change
Training/Learning: List potential training/learning needed due to the change
Organizational/HR: List any HR activities needed due to the change
Additional comments pertaining to change may be documented

II.
Stakeholder Management
The purpose of Stakeholder Management is to proactively identify, understand and influence

key individuals and groups to increase their readiness for accepting changes to yield successful
results.
Benefits Managing Stakeholders
All stakeholders are identified and

incorporated into a change management plan
Change initiatives are accurately tailored to
the particular needs and concerns of each
stakeholder group
Influential stakeholder groups can be used to
promote change through formal and
informal communications
Risks of Not Managing Stakeholders
Failing to identify the appropriate

stakeholders may cause adoption issues
Stakeholders may not accept the change
Change Management strategies lack
appropriate focus and effectiveness
Miscommunication with key stakeholders
may cause the project to stall or derail
Stakeholders are individuals or groups who have an interest in a particular program or project.
Their interest may arise because they are directly impacted by the changes resulting from the
program or project, or because they influence decisions that can impact the scope, objectives
and/or success of the program or project. Though not a complete list of identifying
characteristics, stakeholders typically include groups or individuals who:
Support the program/project
Generate, review, and approve requirements or scope
Participate in the decision making process
Are highly involved or effected by the program or project
Provide feedback and support to the program or project
The NextGen Program has identified stakeholders key to the success of the overall Program.
These stakeholder groups are managed at the program level.
For more details on Stakeholder Management at the program level, please refer to the Program
Management Operations Guidebook (CToolsNextGen Program ResourcesProgramPMO
Guidebook).
Navigating Change
The key to successfully navigating through NextGen projects is to pay attention to the process
of change. Through the change, performance drops sharply at the moment of the go-live event
and gradually recovers in the post-live phase.
10

Figure 5: The process of change highlights the way change management can mitigate the effect of the
valley of despair.
Change Management helps to minimize the duration of the valley of despair, as well as the
depth of the negative impact.
Stakeholder Management for Projects

Each project needs to identify key stakeholders groups for their particular efforts through
completing a stakeholder analysis. A Stakeholder Analysis identifies and groups audiences that
are affected by a project and will receive project related communications, and also identifies the
key groups that should be involved in the vetting and socialization process. The goal at the
project level is to gain understanding of:
Groups at the University that are affected by an initiative or project
Level of commitment needed for each group to make the project successful
It is important to identify all the parties inside and outside the University who are impacted by
the project, as stakeholder groups drive communication and engagement activities.
11

Conducting a Stakeholder Analysis
Figure 6: Stakeholder Analysis ensures all stakeholders are identified early in a project effort.
Note: A new group of stakeholders does not need to be created for each project. If projects are
closely aligned, a separate group of stakeholders may not be necessary.
Stakeholder Analysis Template
After project definition is complete, projects should use the Stakeholder Analysis Template
(CToolsNextGen Program ResourcesProgramChange Management Guidebook) to
provide detailed information on each key stakeholder group. The information is used to inform
communications and other change management activities.
Figure 7: The Stakeholder Analysis Template is used to capture information on Stakeholders.
12

Stakeholder Map
After the stakeholder analysis is completed, and reviewed with appropriate project leadership,
a stakeholder map should be created. The Stakeholder Map (CToolsNextGen Program
ResourcesProgramChange Management Guidebook) shows each key stakeholder group
plotted with their level of influence on the project against their level of impact from the project.
Segmenting stakeholders in this way and targeting their concerns can be key to the success of
the project as these drive the communications planning and associated change initiatives to
achieve buy-in.
Level of Influence on Project
Recognizing stakeholders that are influential provides a basis for building the Change Agent
Network, discussed in the next section.
Involve as Needed
Engage & Win Over
Work and communicate with these

stakeholders as needed,
maintaining their confidence in the
project
Monitor & Respond

(Address any concerns)
Assess communication needs
periodically and stay responsive to
these stakeholders
Focus majority of communication

energies here to actively engage and
gain commitment from these
stakeholders
Keep Informed
Communicate regular updates to
these stakeholders to keep them
informed of project progress and
potential impacts on them
Degree of Impact from Project

Figure 8: The Stakeholder Map view.
The information captured in the stakeholder analysis and subsequent stakeholder map feeds
into other change management activities, including the communication plan.
Persona and Persona Map Primer
A tool that can be used in developing your stakeholder analysis is a persona map. Personas are
user models based on research, typically interviews, and observations. The design team uses
personas to focus design discussions and decisions on real user needs and characteristics by
creating empathy on the team for the users. Persona maps rank user group importance. For
those that are interested in developing their own Persona Maps, please refer to the Appendix
for more information.
13

III.
Change Agent Network
The purpose of a Change Agent Network is to raise the visibility of anticipated changes and
build support ahead of the actual change. A Change Agent Network is a hierarchy of project
sponsors, change advocates, and change agents selected to foster support and ownership of new
services and capabilities along with other changes to the University.
Although the Program will manage a Change Agent Network for Program changes, projects
may utilize a Change Agent Network to create a group of positive supporters that may help
build buy-in of other stakeholders during their specific changes. In general, Change Agent
Networks are best suited for projects with high impact to a large group of end users.
NextGen Program
ChangeManagementTeam
Sponsors
Change
Advocate
Change
Agents
EndUser
TopDown
Comms
Change
Advocate
Change
Agents
EndUser
EndUser
BottomUp
Comms
Change
Agents
EndUser
Lateral
Comms
Figure 9: Structure of a Change Agent Network.
Communicating Using the Change Agent Network

Top down information: Information from sponsors is communicated to all levels.
Bottom up information: Change Agents collect information from Change Advocates and feed
information about the progress of change, challenges and opportunities, expectations, etc. to
end users. In turn, Change Agents report feedback from end users up to Change Advocates to
develop the necessary action plans.
14

Lateral communication: Information sharing occurs among peers in order to leverage leading
practices and identify potential challenges.
Mobilize and Engage Change Network

Define purpose
Determine how
project will use
Change Network.
Identify individuals
Identify and
mobilize a network
of change agents to
act as liaisons
between project
leadership and target
stakeholders.
Educate Change
Network
Educate the change
network both at the
management level
and at the personnel
level, to support
understanding of
issues during
change.
Engage the change
network so that it
takes on an active
role in the change
process: for example,
data collection, role
mapping, etc.
Implement Change
Network
Implement a
network of change
agents to champion
the change.
Continuously
monitor operations of
the change network.
Identify and
implement actions to
improve the
leadership capability
and the effectiveness
of the change
network.
Figure 10: A Change Agent Network helps promote stakeholder buy-in of a project.
Note: A new Change Agent Network does not need to be created for each project. If projects are
closely aligned, a separate Change Agent Network may not be necessary.
Change Agent Recruiting

Change agents may be any individual interested in the outcome/success of the project. They
can be recruited by the project or may volunteer.
Identify key stakeholder groups impacted by the project

Identify potential individuals and recognize interested volunteers
Launch an event/communication to solicit change network agents
Engage the change network agents in project activities that enhance their understanding
Example activities include: assessing the change impact, defining the target state,
designing the business processes, developing testing scenarios, business requirements
gathering, etc.
Change Agent Selection Guidelines

While there is no required number for selecting Change Agents, it is a leading practice that a
20:1 ratio is used for highly impacted groups.
Change Agent Characteristics:
Possess a positive attitude towards change
Personally committed to the project and its objectives
Possess strong knowledge/expertise of the operations of the impacted
unit/department/team(s)
Respected by peers
Able to coach and support people through the changes
15

Ability to listen, empathize, relate to impacted stakeholders

Ability to deal with skeptical, difficult people
Effective communicator, able to communicate the benefits and implications of the
project to superiors, peers and subordinates
Credible and trusted source from both the project and work unit perspective
Change Agent Network Roles and Responsibilities

Role
Responsibilities
Sponsors
Change
Advocates
Change
Agent
End User
16
Make decisions using buy-in solicited from

Change Advocates
Provide visible support and leadership to
communicate the importance of the NextGen
Program and its projects
Excite others and act as a champion for
NextGen
Have ultimate responsibility for the success of
the NextGen within their areas including
soliciting buy-in and commitment for the
initiatives
Communicate and champion the objectives of
NextGen program and projects
Serve as liaison for Sponsors and Change
Agents
Accelerate the buy-in process as Change
Agents by becoming early adopters
Use personal relationships to lend credibility
to messages with peers/team members
Provide on the ground feedback to
Sponsors/Change Advocates about
communication effectiveness, concerns,
expectations, support, etc.
Provide an understanding of milestones and
how they are achieved
Work with Sponsors and Change Advocates to
reduce barriers and constraints. Work
concurrently with the team to minimize
rumor mill impact
Promote NextGen to drive change (publicly
and privately)
Actively assist the initiatives with focus
groups, design and testing and/or other key
activities ramp up (as requested)
React to changes resulting from NextGen
Receive messages from Agents
End Users are the individuals who are
impacted by the changes resulting from the
NextGen program
Suggested Group or
Individual to Fill Role(s)
CIO/ President
Unit IT Steering Committee
Program Sponsors
Project Owners
Deans
Change Team
Program Office
Project Leads
Individuals from highly

impacted groups (e.g., School
of Engineering)
Super Users willing to

engage early in the project
All Impacted Stakeholders

Groups

Change Agent Activities

Change Agents participate in four major types of activities as they support the project in
navigating change:
Activity
Potential Description of Agent Activities
Stakeholder
Management
Communication
Testing/Training
Deployment
Readiness
Understand the new services and capabilities, including benefits and how they
impact stakeholder groups
Be aware of change plans and activities being implemented
Anticipate change acceptance and performance problems ahead of
deployment and communicate them to advocates and sponsors
Be the voice of NextGen at a local level by helping deliver key messages to
impacted staff and end users
Provide in-person communication about the NextGen Program and projects
Participate in existing status meetings to provide NextGen updates
Collect feedback on communications after formal events
Listen to employees and provide their feedback to Change Advocates
Participate in pilot opportunities
Participate in road-shows (e.g., demo sessions) and provide feedback
Participate in training validation sessions
Provide input on course materials
Participate in Train-the-Trainer sessions
Collect feedback on training delivery
Provide any last-minute communications on timing and logistics
Participate in post-training activities
Support the rollout of each project
Help answer employee questions, encouragement and coaching
Act as a sounding board for employees as they get up to speed
Change Agents are asked to perform change management activities throughout project:
Phase
Mobilization
Analyze/Design
Build/Test
Pilot
Pre-Deployment
17
Potential Activities for Agents to Perform
Change Network Kickoff Session & Ongoing meetings
Existing status meetings to provide NextGen Program updates
Change Readiness Assessments
Change Network Meetings
Usability Testing & User Acceptance Testing
Train-the-Trainer / Go-Live Support and Coaching

Post-Deployment
IV.
Change Adoption Assessments
Post Deployment Support
Communication Approach & Plan
The purpose of a communication plan is to provide detail about clear, specific objectives and
activities for communication and support building for various stakeholder groups related to a
program or project. The plan is a living document that will be reviewed and updated as needed.
An effective communication plan conveys the right message from the right sender to the right
audience through the right channels at the right time with the right amount of detail. It also
identifies key individuals who can serve as sponsors and change agents, and highlights specific
development/support activities that need to occur.
A communication plan ensures communication activity is targeted to support change
throughout all the stakeholders, and provides a mechanism for tracking communication
activities. For communications, existing channels should be used where possible.
Communication review follows the communications approval matrix and guidelines set forth
by the program (see appendix for more information on Program Communication Approval
Process).
Program Communications
Communications are defined at both the program and project level(s). A Communications Lead,
working with project communications resources, is responsible for integrating all
communications planned at the project with a broader program rollup.
NextGen Program Communications Strategy & Approach
Define Scope
Group Stakeholders
Create Key Messages
Define Processes/Procedures
Program and Project Communications Roll into an Integrated Plan
Service Provider Capability Projects
Technology Projects
Figure 11: Program Communications Structure.
Benefits of using a communications structure include:

Focus resource effort on outcomes rather than delivery
Integrates and aligns program and project communication efforts
Enables feedback mechanism to inform and adjust communications
18

Assures appropriate campus involvement
Guiding Principles of Communications

Guiding principles are created to define program communications and used to shape
communications written and distributed through projects. Projects are encouraged to adopt
additional principals to meet their needs.
1. Consistently align all communication around a few key messages
2. Tie the key messages to the desired future state - reinforce NextGen
3. Identify stakeholder groupings and develop relevant approaches for each group
4. Communicate at appropriate, regular intervals to each group of stakeholders
5. Use plain language and avoid jargon
6. Use multiple channels for messages to assure good reach
7. Take time to celebrate and publicize successes
8. Be transparent communicating tough messages
9. Keep the audience in mind, highlighting whats in it for me
Sample Communication Vehicles

The NextGen communications program leverages a variety of communication vehicles to reach
stakeholders and reinforce key messages. Projects work with their Communications Lead to
navigate communication options.
Vehicle
Strengths
Face to Face
Town Halls
Presentations
Brown Bags
Staff Meetings
Special Interest
Group
Meetings
Online
Webinars
Video
E-newsletters
Audio blog
Website
Targeted email
Announcements
Banner Ads
Intranet stories
Media
Campus
External
Allows leadership to address large group

Consistent messaging
Clarify information interactively
Can provide time for feedback/Q&A
Develop, build and maintain relationships
Can be recorded and archived
Conveys leadership support
Complex logistics
Time consuming for planners are presenters
Managing participant feedback and input
Ability to publicly present information
Prep time
Effort
High
Can be archived and revisited

Accessible any where any time
Information can be easily shared
Measurable
Able to target to specific audience
Offers a variety of channels to reinforce
message
Efficient, low cost and paperless
Provides relevant and timely updates
Can be ignored
Some online channels involve complex
logistics
Needs feedback mechanism
Dedicated resources for updates and
maintenance
People may feel overwhelmed by too much
email communication
Potential to be unclear or misinterpreted
Low
Reach broad audience

Most effective when coupled with other
communication approaches
Viewed as an outside trusted resource
Transmits information rapidly
Risk of losing control cannot always control

what people write or say
Message sent to a large group of varied
interest
Feedback mechanisms are nonexistent or
slow
Need to monitor
One-way communication
Time consuming to produce
Information does not stay current
Expensive and cumbersome distribution
Time consuming to update content
Medium
Print
Newsletter
Brochure
Assures consistency of message

Controlled content
Tangible and portable
Social Media
Facebook
Promotes sense of cohesiveness
19
Weaknesses

Low to
High
Low to
Medium
Twitter
Yammer
SocialWok
Gets the message out faster and to more people

Enhances brand awareness
Provides the opportunity to build relationships
Cost-Effective
Need quick turnaround to feedback and

suggestions made on line
Security
Spam and negative online comments
Communication Planning for Projects

Project teams work with a communications resource to help define communication needs,
appropriate vehicles, messages and other aspects of communications, including a Project
Communication Approval Matrix and integration with Program.
Define
Target
Audiences
Identify Communication
Events
Determine Communication
Objectives
Analyze
Channel
Options
Determine
Communication
Sender
Determine
Communication
Reviewer and
Approver
Determine
Communication
Timeline
Draft
Communication
Plan
Establish Communication Sponsorship
Figure 12: Expected communication activities.
Communication approvers have not been specifically identified for project communications.
Communication approvers have been identified for the NextGen Program level and are
available for your reference in the Appendix.
When defining and creating communications, it is important to ensure messages are:
Timely the right information at the right time
Targeted the right information to the right audience
Informative telling people what they need to know (keeping the audience in mind,
highlighting whats in it for me)
Multi-channel using the most effective channels for the chosen audience
Enjoyable and Exciting generating a positive brand for the NextGen Program
Inclusive as many people as possible need to feel actively involved
Accurate misinformation leads to frustration, disappointment and credibility loss
Visible communication effort is most effective if visible commitment is obtained and a
balance of top-level and cascaded communications are utilized
Effective - in building ownership and commitment with people who are responsible for,
or have influence over the success of the delivery
Effective - in supporting Change and Deployment activities
Measurable - measured through feedback analysis to improve the effectiveness
20

Guiding Principles of Project Communications

The following guiding principles have been presented to project team to help with messaging as
socialization and communication activities begin to occur with Campus constituents.
Campus Communications via Email
Be Factual
Clear succinct messages
Ideas, roadmaps and proposals are NOT facts
Reinforce
Stay consistent to program and project
messages
Do not stray off topic in conversations (watch
for slippery slopes)
It is OK to say I dont know but do follow
up with an answer after research and
verification
Inform
Be clear on project status and current
approved phase(s)
Inform individuals on the approval process
Be clear that leadership approves strategies
and directions
All implementations will be

approved by leadership
Encourage
Encourage individuals to review materials
readily available online
Friendly
Keep messages positive
Attempt to disarm confrontation when
possible
Campus Communications in Person
Listen
Encourage input and avoid bold
statements
This allows the other person to
be heard and gives you time to
think
Emphasize
Demonstrate that you

understand what the other
person is saying
Summarize the other persons
point of view to acknowledge
you have processed their
message
Ask
Ask questions to:

Gather information
Clarify the situation
Collect all relevant facts
Present
Leverage the BRIEF

approach
Some words in the campus culture carry strong emotion. To avoid emotional responses that can
detract from the discussion, consider using the following word substitutions:
Avoid
Use Instead
Centralize, Standardize
Common, Shared, Consistent
Final (if item has not been approved by leadership)
Evolving, In-Progress, Proposed
Your Approval (,in seeking)
Your Input / Thoughts / Suggestions
You
We
When a strategy, approach, or implementation has
The recommendation is
not been approved dont make bold statements.
It has been proposed
The suggestion has been made
The project will
The project proposes
21

Communication Tools
Below are tools available for project communications.
Communication Calendar
Communication calendar views ensure appropriate awareness of upcoming communication
events across the program. The Communication Lead manages updates to the calendar.
Figure 13: Sample view of the Program Communication Calendar.
Communication Toolkit
***Work in progress with Communications Lead***
22

Communication Plan
A Project Communications Plan is a critical component to gaining understanding, acceptance,
and involvement from the stakeholders for a specific project. The draft communication plan
(CToolsNextGen Program ResourcesProgramChange Management Guidebook) requires
inputs from all steps throughout this process and completed with the communications resource.
Communication Plan Template
Each project should use the following template to capture their communication events.
Figure 14: Sample view of the Communication Plan Template.
Complete all fields in the template for each communication event with the inputs
gathered throughout this process
Review the drafted plan with the primary communication leader
23

V.
Unit Readiness Assessment
The purpose of Unit Readiness is to ensure the identified organization has completed a defined
set of activities which demonstrate the organization is ready for deployment. The primary
objectives of Unit Readiness are to help minimize the level and duration of performance dropoff, and maximize the short-term benefits of the change.
Unit Readiness is an important area that impacts the success of a project. It is used primarily as
a feedback mechanism to achieve five main objectives:
Measure the readiness of the unit or service provider(s) for the change
Monitor the effectiveness of change management activities completed to date
Identify any potential barriers or issues related to the change
Proactively manage risk
Increase service adoption
Conducting a Unit Readiness Assessment

For a Unit Readiness survey, some key areas should be addressed. Below is a sample of
questions to consider, which can be tailored to each project:
Sample Questions
Meeting &
Reporting
Business Process
Review & Design
Security
Communication
Training
Implementation
Stabilization
Has the work plan been reviewed and updated?

Have all required meetings been attended?
Was an inventory created of all current process documentation and impacted
items?
Have new processes been tested?
Have security roles been tested?
Was an email sent to employees (by security role) explaining role and access?
Was there an introduction email sent?
Was there a general email sent to all impacted stakeholders reminding them of the
go-live date?
Were the training needs and requirements assessed by role?
Was training attendance tracked?
Are the implementation plan, calendar, and assignments complete?
Has the progress on assigned implementation tasks been monitored?
Have the stabilization issues been documented and resolved?
Has the responsibility been handed off to the appropriate group?
Future capability and service projects in the Program will further define readiness for shared
service providers and units.
24

Readiness Scorecard
In order to track the progress of your project, a Unit Scorecard (CToolsNextGen Program
ResourcesProgramChange Management Guidebook) should be used, and can be tailored to
individual project needs:
Figure 15: Sample view of Unit Scorecard.
25

VI.
Change Measurement
The purpose of Change Measurement is to collect information about impacted groups to

determine how ready they are to accept and assimilate to forthcoming changes. The Program
intends to launch a readiness pulse check to the larger IT community, including gaining a
baseline understanding of current perception of service quality. Projects may choose to perform
additional evaluations (such as surveys and focus groups, as outlined below) to gather
different, or detailed information that is useful in determining the success of their Change
Management initiatives.
Surveys
The general steps to develop, publish and deliver survey assessments are included below. The
activities below represent an online survey. An example of a Change Measurement Survey can
be found in the Appendix.
Develop survey questions - keep the number of questions manageable
Keep the audience in mind, linking to what theyre actually doing and showing
whats in it for them
Review questions with appropriate stakeholders to obtain approval/sign-off
Create survey-online tools such as Qualtrics (suggested)
Create an email for the leader sending out the survey
Provide the link to the survey and instructions for how to launch, complete, and
submit the survey
Collect and analyze survey results, draw conclusions (identify strengths and
improvement areas) and make recommendations for actions/next steps
Pull results into a presentation format and show graphs to depict results
Summarize the results in a key that is tied to the graph
Review results with leader and any other key stakeholders
Create an email to those who completed the survey to communicate results and
actions/next steps
Make improvements/adjustments to the communication plan based on survey

results, or look for additional training opportunities if the need is determined from the
results
Conduct another survey in a few months to assess if improvements were made

since the survey was last distributed
For a Change Measurement survey, some key areas should be addressed:
Sample Questions
Organization
Training
Communications
26
Do you know how the project will affect your work?

Do you understand the benefits the project will provide?
Was the training you received effective?
Did the training provide a good basis of knowledge?
Do you feel knowledgeable about the project?
Have you received adequate communication about the project?

Surveys
Advantages
Disadvantages
Relatively inexpensive
Commitment to complete survey
Useful in describing the characteristics of a large

population
Accuracy of information provided by participants
Can be administered from any location
Flexibility in the number of questions asked
Inflexibility of changing questions once the survey

is sent
Can be criticized by researchers and experts on
campus
Standardized questions make measurement more

precise
Data to compare over time to show changes
Focus Groups
A focus group is a group of people who are interviewed together to provide opinions about a
particular topic or issue or to generate ideas and agree on ways to achieve objectives. A focus
group relies on group discussion to generate information and ideas rather than direct questions.
Each participant submits ideas for consideration by the others.
Key participants are:
Facilitator - from project team who focuses the group discussion onto required subjects
Recorder - who writes down ideas
Group members provide opinions and insight based on prompted topics
Basic steps to running a focus group:
Articulate desired outcome
Develop approach
Develop criteria and screen participants
Conduct pilot focus group and review
Conduct focus group sessions
Analyze results and develop preliminary hypotheses
Prepare list of findings
Share findings and determine course of action
The roles and responsibilities for the group members should be clearly defined. The scope of the
work and the objectives of the meeting should be clear and well understood by the facilitator. It
is useful to have hypotheses developed prior to meeting, if possible.
Focus Groups
Advantages
Acquire various perspectives on issue
27
Disadvantages
Only qualitative information

Direct, unfiltered feedback
Not statistically valid
Gather information on a wide variety of topics
Only as good as the facilitator and participants
Ability to probe users
Often influenced by a few vocal participants
Stimulate new ideas for further testing
Build consensus
VII. Performance Support

The purpose of training and documentation is to prepare resources and end users to operate in
the future state. Training is conducted both formally and informally, specific to each project.
Performance support should be consulted during the planning phase of a project to help
understand the needs of transitioning people and end user needs. Outlined in this section is
what projects teams should use when thinking about the needs of those transitioning to support
the service. The performance support team will help define end user needs.
Training and documentation will:
Be process driven, role based, relevant and at the appropriate level of detail for each
audience group
Enable the accomplishment of NextGen objectives
Enable shared service provider and unit employees to use new processes and
technologies on the job
Provide users with an understanding of new processes, including detailed process
knowledge
Develop skills and capabilities within NextGen that positively impact ability to reach the
goals of the University
Provide users with the skills and capabilities to use new processes and technologies
Training activities occur for each resource affected by a given project or capability. Specific
needs are determined at the project level. The picture below shows expected learning needs for
a resource transitioning to support a service, and not necessarily a process of training and
supporting end users.
28

Knowledge
Transfer
Onboard
Transitioning staff member

transfers knowledge to
retained staff
Sharing sessions
Creating job-aids
Formal KT Planning
Incoming staff will be

onboarded to receiving
organization
Review policy and
procedures
HR expectations
Introductions to
team and
supervisor
Introductions to
buddy / mentor
Learn
Formal learning will

occur to increase
specific skills or
knowledge required to
perform the job
Review new
process
documentation
Self-study manuals
/ materials to learn
new processes
Job-aids / tutorials
Instructor-led
course
Vendor training
On-theJob
Resources will shadow

others performing
similar job functions to
gain additional skills /
experience performing
new role
Informal shadowing
Formal shadowing
Perform
Staff is expected to be
fully functioning in their
new role after
completing multiple
levels of training
experiences
Check-points with
supervisors
Formal reassessments
Additional training
as necessary
Join
Figure 16: Examples of training activities for resources transitioning due to project deployment.
Training Guiding Principals

After specific training or performance support needs are determined, projects may plan for
training activities. As an overall principle, training should be timely, effective, relevant to the
audience, and as lifelike as possible.
Additional training considerations:
Training accommodates normal business activities, including busy time
Training is delivered on a just-in-time basis (i.e. as close to actual use as possible)
Training incorporates real life examples of actual jobs
Training and performance support materials are developed, delivered, and maintained
within an allotted budget
All materials are easy to access, store, use and re-use (MyLINC,
http://maislinc.umich.edu/, is an option)
Coaches and Trainers are identified early, prepared (either via train the trainer or
other method), and supported for the role
Align training to NextGen goals to achieve broader University objectives
Focus on building critical and primary skills
Apply adult learning theory and leading practices
Tailor training content, exercises, and environment to each project or audience
Establish training and performance support as an on-going learning process-not an
event
Plan for reusability of all materials
29

Training and Documentation for Projects

Training is specific to each project. Below are the suggested guidelines for training. In most
cases, training and documentation are informal, especially those impacted by workforce
transition, and do not require an official training plan. Project teams will work with their
performance support representative during the planning phase to outline additional activities.
Plan Training
Identify individuals who

need training
Determine training
needs
Outline and discuss
training options
Develop Training
Content
Design/Draft Training
Content (where possible
use existing
material/tools)
Review and obtain
approval from SMEs
Finalize content
Coordinate training
logistics (e.g. training
rooms, training PCs, etc.)
Deliver & Evaluate

Training
Deliver training
Conduct evaluations
Determine post-training
learning needs
Figure 17: Training Development Guidelines.
Training Delivery Vehicles*

There are several different ways to deliver training and to provide support for users before and
after training. The different methods are listed below including advantages and disadvantages
of each. Training incorporates the use of several training delivery vehicles for each audience:
Coaching: done informally, one-on-one or one coach-to-few users. It can be delivered at the
point-of-need, and emphasizes interactive discussion and hands-on practice (which could be
done in live system) for specific tasks. It can also be used for work groups where formal training
has not been developed.
Example: Individual sessions with SME
Self paced learning: provide a quick reference for simple tasks and information to minimize
effort in performing tasks on the job.
Examples: Self-study guides, Step-by-step and other documentation, Demonstrations with voice,
Supporting web pages
Instructor led Training: traditional classroom training. ILT may be written by Performance
Support but is often delivered by SMEs.
Examples: Hands-on training, Webcasts & web conferences (live with participants in multiple
locations)
eLearning (web based training): self-paced.
Examples: Online training course, Webcasts & web recordings, Web recordings
Training
Vehicle
Coachin
g
Advantages
Inter
active questions & answers
30
Disadvantages
R
equires more time to deliver
Allo
w for rapid and thorough knowledge transfer

Sup
R
equires the coach to have knowledge and expertise

port building of relationships and trust
ot consistent; messages may change

Ideal
for small audiences
Goo
d for unstable content
Very
personable
Self
paced
learning
Sim
ple, quick and easy to use at point of need
Flexi
ble approach to cover wide range of needs
N
o interaction on questions & answers
M
ay not be appropriate for complex tasks
Re-
usable
M
ore difficult to maintain
Leve
rages knowledge of the experts and reduces the
reliance on their support
Very
user friendly
Instruct
or Led
Training
(ILT)
Inter
active discussions; questions & answers
Cov
ers complex subject matter
H
ighly trainer dependent
C
an be expensive to develop
Suita
ble for unstable content
Can
include assessments and scoring
Can
track completion
Can
include practice situations
eLearnin
g (web
based
training)
Can
be taken at point-of-need, wherever users are located
Mai
ntenance is streamlined; content is updated easily
Decr
eased reliance on trainers
May
be used as requirement for access to systems
Can
include assessments and scoring
Can
track completion
Can
include practice situations
R
equires more robust technical architecture &
infrastructure
R
equires users to have web proficiency
U
sers need to be self-motivated and proactive to do
the course
*Please contact Performance Support for training and documentation needs.
31

VIII. Change Risks and Mitigation Strategy

The purpose of Risk Management is to identify, evaluate, and mitigate risks. Risk management
and issue management are closely related, but distinctly different. A risk is an uncertain
circumstance or event that hinders a project from achieving its objectives. Issues are problems
that currently affect the projects planned execution.
Any risk that the project fails to adequately respond to may result in failure to obtain benefits.
Conversely, approaches that successfully avoid risks and/or mitigate their impact clear the way
for achieving benefits. Remember these relationships when assessing project performance, and
highlight them in the project performance reporting.
Risk management is a systematic approach to identifying, evaluating, and mitigating risks. It is
not about being risk averse. Rather, it is based on taking action to either minimize the impact of
a risk and/or decreasing the likelihood of it occurring. It involves planning and being proactive.
The program has defined an approach to identifying, evaluating, and mitigating risks. For more
information on risk management and its approach, refer to the Project Management Guidebook
(CToolsNextGen Program ResourcesProgramProject Management Guidebook).
Potential Project Change Risks

Project may experience any number of risks throughout their lifecycle, however some common
risks that project leadership should be aware of are:
Appropriate structures and controls must be in place to sustain the change
There is a need to change the perception of some processes/roles
Significant education of key stakeholders is needed to both help with and support the
effort
There are many different people, cultures, and history involved
Need to understand the change required - this is not just fine-tuning an existing process
Not enough support/buy-in achieved prior to formal decision making
Number of people impacted may change implementation strategy (e.g. a small group
may need less change management than a large group)
Business timeline may impact the ability to implement
Projects should look to identify and manage risks as they are noticed using the Risk Log in
CTools (CToolsNextGen Program ResourcesProjectsRisks and Issues Logs).
Risks can be identified by any number of individuals, but should always be raised to project
leadership for appropriate tracking and mitigation using the Risk Management Process steps.
Program leadership
Project Manager
Risk Owner
Risk Creator
32

IX.
Future State Role and Team Design
The purpose of role design is to organize a collection of activities and tasks into clearly defined
roles and jobs that are needed to run a service and to align them with the overall strategic focus
as defined by the project. Once roles and jobs are determined, a team design can be built.
A role is defined by a set of responsibilities or expected results associated with a job. A role
can be a major grouping of tasks and activities that reflect one specific aspect of a persons job.
A person can fulfill several roles for different objectives in different teams of the organization.
Using roles allows flexibility in activity distribution and is the base for teamwork.
A job is defined by activities and the skills required to conduct them. The term job does not
mean the same as position; while a position is always assigned to only one employee, several
employees may have the same job. A job can be made up of multiple roles.
In role design, the tasks that take place during run state of the service are grouped together to
form a logical role. Certain criteria must be met in grouping tasks to ensure the task groupings
form a motivating role. Consider the following criteria:
Are a variety of skills required in the job?

Does this job accomplish a complete piece of identifiable work?
Do others think the job is important?
To what degree does the job give the worker independence, freedom, and discretion in
scheduling and carrying out the task?
To what extent does the worker obtain information about the effectiveness of his/her
work?
As you think through these questions with regard to a role, consider the following:
The more often that different skills are involved in a role, the greater potential there is
for a meaningful role
The more complete the set of tasks in a role, the more meaningful the role
A task that the employee and others perceive as significant is motivating
Greater job autonomy leads to a greater sense of personal responsibility
Feedback is most successful when it comes directly from the work itself
Identify application requirements based on role/job design
Once roles are defined, a team can be organized.
33

Job Design for Projects

Each project is responsible for designing their jobs, roles and team structure to run their service.
Further definition of this process is currently being developed within HR.
1
Define roles
Identify roles
Ensure tasks are
defined and
organized in a
logical way
Conduct impact
analysis
Define jobs
Identify jobs
that need to be
performed
Define required
competencies
Describe
required
activities
Redesign any
impacted jobs
Perform gap
analysis
Compare job
definition roles
to as-is jobs
Identify gaps in
competencies
and
responsibilities
Identify the
impact of the
gaps
Describe jobs
Document detail
information
about jobs
(purpose,
reporting
relationships,
roles and
responsibilities,
expected results,
required
competencies,
performance
metrics and job
requirements)
Determine
impact on the
jobs that need to
work with a new
system
Define teams
Define how jobs
are interrelated
Determine the
right
organizational
structure for the
jobs
Identify impact
on the jobs and
teams that need
to work with the
new system
Figure 18: Job Design for Projects guides projects through job, role and team design.
Potential Activities and Owners for Roles and Team Design
Writing position description and

determining skill requirements
Creating organization design
Performing capacity planning
Manage workforce transition
A= Accountable
R=Responsible
Project
Management
Human
Resources
Project
Owners
S
R
S
A
S
A
R
A
R
S=Support
To assist the process of job/team design, an estimate of needs should be done by the project.
Assess the current workloads for each service to predict and to make sure adequate capacity is
made available to meet the future demands.
When estimating for a new service, consider data from similar services to determine workload
resource needs, including other universities and organizations with similar service line,
standards, and norms or experience.
34

X.
Appendix
Program Communication Objectives

The Guiding Principles help achieve the communication objectives.
Control the Message
1. Broad awareness ensures universal access to a consistent message
2. Repetitive use of a few key messages align communication by distributed stakeholders
within their respective units
Assure Message Relevance
1. Leverage stakeholder feedback mechanism to tune key messages
2. Establish communication input, review, and approval process to assure continuous
alignment to key messages
Create a Change Agent Network
1. Relevant, consistent, and aligned messages enable stakeholder groups to understand
and advocate change
2. Focus on the future creates buy in for reasons for change
3. Short term success creates long term change support
4. Honesty of message drives alignment through difficult periods
NextGen Program Communication Approval and Integration

NextGen Program Approval Matrix
NextGen touches a broad audience and requires a variety of communication tactics and
information sharing approaches.
This table provides a list of impacted stakeholder groups and identifies the program resources
responsible for approval and integration. All communication deliverables are reviewed and
approved by the Program Office Communication Lead.
Sponsors
IT Ex.
Committee
/ Domain
Stewards
Office of
the CIO
Program
Director
Program
Manager
Program
Comm.
Program
HR*
UMHS
Project
Approver
A= Approver
Unit IT
Steering
Committee
Deans/
Directors/
Dept
Heads
Faculty/
Researchers
ITS
External
/Media
General
campus
Campus IT
community
(includes
ITS)
I=Integration
* Communications with work force transition content must have HR approval.
35

Project
Teams
Vendors
Communication Approval Process

NextGen Communication Approval Process
Plan for a 5 7 day communication approval process, dependent on audience, content of message and level of review required
Follows project
approval process
(see Project
Definition
template) after
copy is developed
in consultation
No
Will copy be sent

on behalf of John or
Laura?
Yes
Reviews program
approved copy &
sends for
distribution
No
Notify Program
Approvers and
discuss key
messages
Cancel copy
request and develop
alternate
communication
plans
Yes
No
Determines bundling
option, sends UMHS
notification, and
reviews project
approved copy to
ensure message
alignment
Incorporates edits
& sends to UMHS
if required; if not
send to Project
Com Lead
Is project
approved copy
going to key
stakeholder?*
Yes
Is there
agreement on
request for
copy?
36
Reviews copy &

sends edits to
Program Com
Lead

Change Measurement Survey (Sample)

PART 1: BACKGROUND INFORMATION
Please select the appropriate boxes in the sections below:
1.
What University Group do you belong to?

Academics
2.
Are you a Manager (of people) or a Team Leader?

No
Yes
3.
What area do you most closely align to?

IT Ex. Committee/Domain
Stewards
Unit IT Steering Committee
Deans/Directors/Dept Heads
Admin
ITS
Faculty/Researchers
Campus IT Staff
ITS Staff
General Campus
External/Media
Project Teams
Vendors
PART 2: SURVEY QUESTIONS

Please rate how much you agree with each of the statements below by marking an X in the column that best
represents your view:
Strongly
Agree
Agree
Disagree
Strongly
Disagree
1.
I have heard of the NextGen Program.
[ ]
[ ]
[ ]
[ ]
2.
I know if and when elements of the NextGen Program will be

delivered in my area.
[ ]
[ ]
[ ]
[ ]
3.
I understand how NextGen will affect or not affect the work I

perform.
[ ]
[ ]
[ ]
[ ]
4.
I understand the benefits NextGen will bring to my business

unit.
[ ]
[ ]
[ ]
[ ]
5.
To date, I have received sufficient information about NextGen.
[ ]
[ ]
[ ]
[ ]
6.
I am aware of the person/s from my business who is/are

representing my views to the NextGen Program team.
[ ]
[ ]
[ ]
[ ]
7.
I feel that the NextGen Program team is addressing feedback

from my business unit.
[ ]
[ ]
[ ]
[ ]
8.
I have been advised about the NextGen Program from

management in my area of responsibility.
[ ]
[ ]
[ ]
[ ]
9.
I support the implementation of NextGen.
[ ]
[ ]
[ ]
[ ]
Communications is a key activity within the NextGen Change Management project. Please provide answers to the
following questions so that the NextGen team can better meet your communication needs.
Please select the appropriate boxes in the sections below:
10. What are the ways you have been communicated to about NextGen?
Face-to-Face
Online
Media
Print
11. What is the best way to communicate to you about PROJECT XXX?
Face-to-Face
Media
Online
Print
37
Social Media
Other (please specify)_____________________
Social Media
Other (please specify)_____________________

Persona and Persona Map Primer

4B
38


NextGen Michigan Change Management Guidebook

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NextGen Michigan Program

Change Management Guidebook

Last Updated: May 26, 2011

Confidential and Preliminary. For use within University of Michigan only.

Change Impact Assessment.................................................................................................................................................................................................................................7

Stakeholder Management ..........................................................................................................................................................................................................................10

Change Agent Network .............................................................................................................................................................................................................................14

Communication Approach & Plan ...........................................................................................................................................................................................................18

Unit Readiness Assessment .......................................................................................................................................................................................................................24

Training Guiding Principals ....................................................................................................................................................................................................................................29

Change Risks and Mitigation Strategy ....................................................................................................................................................................................................32

Potential Project Change Risks................................................................................................................................................................................................................................32

Future State Role and Team Design .........................................................................................................................................................................................................33

Confidential and Preliminary. For use within University of Michigan only.

Introduction to the Change Management Guidebook

Change Management and Socialization

Confidential and Preliminary. For use within University of Michigan only.

Change Management Activity Timeline

Build & Test

Change Impact Assessment

Confidential and Preliminary. For use within University of Michigan only.

Change Commitment Curve

Change Commitment Curve

Believe the changes brought about by

Behave in ways that are consistent with the

Demonstrate willingness to embrace the changes

Understand why the project was initiated, the intent of

the changes, as well as where they fit in

Have knowledge of the emerging changes that are brought

Know that they are affected, but not sure how

Lack of any knowledge about NextGen

Confidential and Preliminary. For use within University of Michigan only.

Change Management Roles

Change Impact Analysis

Document changes that occur at

Document people, processes, and

Identify, understand and influence key

Identify, understand and influence

Change Agent Network

Define clear, specific objectives and

Unit Readiness Role

Provide guidelines to ensure a unit has

Roles and Team Design

Collect information about impacted

Collect additional information the

Provide direction and materials to

Prepare resources and end users to

Change Risks &

Identify, evaluate, and mitigate risks at

Identify, evaluate, and mitigate

Confidential and Preliminary. For use within University of Michigan only.

Change Impact Assessment

Conducting a Change Impact Assessment

Confidential and Preliminary. For use within University of Michigan only.

The following activities will be completed during Mobilization Phase

Conduct Detail Review

Develop Summary & HighLevel Recommendations

Create change impact

Provide additional detail

Confidential and Preliminary. For use within University of Michigan only.

Change Impact Assessment Template

Impact name and

Confidential and Preliminary. For use within University of Michigan only.

The purpose of Stakeholder Management is to proactively identify, understand and influence