Change Management Framework Gabriella Paoli

October 2009

The Objective of OCM

The ultimate goal of OCM is to ensure that the project achieves its expected benefits

OCM Framework
Change Planning Performance Management Performance Management System R ewards & Recognition Employee Relations Project Vision & Blue Print What are the business benefits ? Change Readiness Assessment Change Impact Analysis Change Risk Management Change Project Schedule

Change Leadership Role Definition Leadership Selection Change Network

& Induction

Workspace Computing Project Training & Development Text Training Plan Training Schedule Training Module and Business Documentation Training Delivery & Support Stakeholder Identification

Support Services Procurement Standard desktop Supply RFT Desktop Lifecycle Management/SOE Printing Services

Text Stakeholder Analysis & Mapping Stakeholder Buy -In Points

Organisational Alignment Communications People Vision Definition Behaviour Change Definition Workforce Transformation Job Design Roles and Responsibilities Governance Organisational Rebuilding

Communication Plan Stakeholder Engagement

Change Management Approach

Change Planning - Vision & Road Map

Clearly states what we are trying to achieve

The project (project team & business) has a clear objective/s which it understands It sets the road map for the project deliverables the change process It explains the need for and benefits of the change Linked to an outcome or benefit which is measurable

Change Planning

Organisational Impact Assessment Identifies the impact of change on Melbourne University

1. 2. 3. 4. Process / Workload Job Design / Responsibility Skills / Knowledge Culture / Behaviour

Business Readiness Assessment is a critical factor in determining the level of change activity required

Change Leadership

Effective leadership is essential to the success of any change programme Each project must develop change leaders throughout Melbourne University, who will champion their project They set the change agenda, gain commitment to the project / change goals and prevent distraction the business (managers, employees and engineers) must lead the change

Change Leadership Change Network

Executive Sponsor owns the initiative Change Leaders drive and promote the initiative Change Agents influence people within departments at each local site or impacted department

Stakeholder Engagement

To successfully engage stakeholders we must understand their needs and impacts Successful communication is:
1. Validated by Business Readiness Assessments 2. Supports the project Road Map 3. With the business, not to the business
Not done via email

Communication Strategy

Communication plans need to be structured and targeted to stakeholders needs

Organisational Alignment

Roles and responsibilities must be aligned with the new environment to ensure that people are working on the right things, the right way

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Training & Development

The ultimate goal of the training activities is to minimise the time to proficiency, the time needed by Melbourne University to adapt the new system and to realise its potential.

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Performance Management

Confirms that peoples objectives are clearly aligned with the strategic direction of the change Ensures that people are incentivised and motivated to achieve those objectives and hence to do so must buy-in to the change journey

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