Comment pouvez-vous créer et maintenir un plan de gestion du changement efficace?

Creating and managing change management plan should primarily consider a clear definition of the change objectives, scope and expectations. Then engaging employees, customers and leaders in change management process are critical as well. Besides, building a nucleus team responsible for planning and executing changes by assessing change readiness can add value a great deal to the change process as the people side of business. Communication to address change resistance contributes in nurturing change management plan. As the only constant ongoing thing is change, sustaining change requires continuous monitoring and communication. By adapting to change, organizations can successfully maximize the advantages of change and sustain it.

Change management in IT starts from the Business strategy objectives that needs to be drill down to IT strategy. Change management in IT is not an isolated process; it is integrated with the overall business strategy and requires continuous alignment and adjustment to ensure that IT initiatives effectively support business goals.

Get buy in on your purpose, objectives, outcomes from business leaders or clients; Demonstrate how it's valuable for them to support your strategy- business case Identify and equip change champions to promote the project, identify inalignment and iform on risks of resistance

You may want to consider the “Westerman Digital Compass.” I’ve utilised this framework successfully and think it is excellent. High-Level Description: Frame – Framing the digital challenge. -Build Awareness -Know your starting point. -Craft a vision and align top team. Focus – Focus Investment -Translate your vision into action. -Build your governance. -Fund your transformation. Mobilise – Mobilising the organisation. -Signal you ambitions. -Earn the right to engage. -Set new behaviours and evolve culture. Sustain – Sustaining the digital transition. -Build foundation skills. -Align Incentives and rewards. -Measure monitor and iterate. Reference: Leading Digital: Turning Technology into Business Transformation by George Westerman

More time needs to be invested in the impact analysis process to ensure successful change. Often enough this step is not performed throughly. Understanding dependencies between ci's and the workloads they support is crucial. Most organizations do not use automated discovery software to draw these lines between workloads, infrastructure and platform technologies. With proper ongoing discovery feeding service management impact analysis becomes easier and change less riskier.

Creating and maintaining an effective change management plan is crucial for organizations looking to successfully implement changes. 1. Define the change. 2. Create a Change Management Team, 3. Conduct a Change Impact Assessment, 4. Develop a Communication Plan, 5. Engage Stakeholders, 6. Establish a Timeline, 7. 7. Training and Development, 8. Monitor Progress, 9. Address Resistance, 10. Celebrate Successes, 11. Continuous Improvement, 12. Documentation, 13. Sustain Change, 14. Evaluate and Adapt, 15. Communicate Continuously By following these steps and maintaining a commitment to open communication, flexibility, and adaptability, organizations can create and sustain effective change management plans.

Some key principles for me are: - Building a healthy delivery team, it’s very difficult to deliver and adopt change without the fundamentals in place first, the team will need: To use a common language, I’m on a project that has had many people come and go, internal and contractors - keeping up with the different terms can be challenging. Building trust - allowing people to fail fast without pointing fingers. Regular Lesson learned sessions, it amazes me how many times I’ve been on a project where we have made the same mistake time and time again. Clear roles and responsibilities Clear purpose, benefit case and case for change. Being flexible and never avoiding a difficult conversation.

Identifying stakeholders is a critical step in managing successful change. Stakeholders are individuals, groups, or entities with an interest or stake in the outcome of a change initiative. This area is of significant risk at the beginning of a new initiative. Stakeholder identification helps determine who will be affected by the change, to what extent, and in what ways. This understanding is essential for crafting effective communications and mitigation strategies where there is a lack of buy-in. Stakeholders want to know what's in it for them. Be prepared to answer this question for each group of stakeholders. It's much easier to affect change when stakeholders are "pulling" for it versus trying to "push" it on an organization.

Change management roles and responsibilities are critical for a smooth transition during organizational changes. Here are some key roles and their associated responsibilities: #Change Manager: Develops and executes the plan. #Change Champions: Advocate and support. #Project Team: Implements the change initiative. #Stakeholders and Employees: Embrace and adapt. #Communication Specialists: Handle messaging and address questions. #Training Specialists: Provide training and support. #HR Specialists: Manage HR aspects. #Data Analysts: Analyze change-related data. #Feedback Collectors: Gather employee input. #Quality Assurance Specialists: Ensure implementation quality. #Change Review Board: Oversee the process.

Identifying and engaging with stakeholders is a critical component of successful change management. Stakeholders are individuals or groups who have an interest in or will be impacted by the change. Once identified, it is important to segment stakeholders into groups based on their level of influence and impact on the change. One key stakeholder whose support is critical, and most often not identified well or early during the change management process is the change sponsor or the change champion. While every stakeholder group impacts the outcome of the change, the sponsor's engagement and support are critical in sustaining the change initiative and its eventual successful conclusion.

Reflecting on a specific example, one company I worked with had recently undergone a restructure. Their traditional structure didn't suit their strategy so they launched 5 new groups, each with a specific customer niche to focus on. The average headcount was upwards of 50 people per group and most groups had different skills, technology, needs etc. Launching all 5 groups took around 2 weeks. You could call it a month if you wanted to include booking some meetings. Extensive change procedures tend to be brittle and expensive. Most changes a modern company will make benefit from tools that help people to navigate uncertainty. It'll surprise you how many problems the smart people you hired can solve if you give them the chance.

Eliminate any potential toxicity in your top leadership positions. Fear versus inspiration and respect deescalates true learning.

To establish change management procedures and tools: 1. Define a clear change process. 2. Create a change request system. 3. Develop a change impact assessment method. 4. Set up a change approval board. 5. Implement communication tools. 6. Choose data analytics software. 7. Provide training resources. 8. Establish feedback mechanisms. 9. Develop change documentation procedures. 10. Monitor culture and adapt as needed.

It’s also important to think ahead about how AI might influence process and technologies. Additionally, automation within the tools should allow reporting and distribution and tracking of tasks to occur with efficacy.

Change management tools are the resources and instruments that support change management procedures, such as templates, checklists, software, surveys, feedback mechanisms, training materials, and best practices. One critical change management support that is often managed poorly or sometimes absent is risk assessment and management. A thorough risk assessment is vital to anticipate potential obstacles that could hinder the success of the change. Moreover, once risks are identified appropriate risk mitigation strategies need to be put in place and actively managed. Additionally, residual risk needs to be continuously monitored to ensure that these do not grow and pose a threat to the successful conclusion of the change initiative.

In strategic project and change management, the Stakeholder Analysis is vital. It compiles key people and groups by role, from sponsors to end-users. Assessing their impact, influence, current commitment, and expected commitment is critical. This guides actions to transition commitment levels, with designated responsible parties. It's a dynamic tool for project success.

When developing the training plan it’s important to engage line managers in the first instance, ensuring that learning objectives are clear and relate directly to the way the work will actually be performed. Getting early buy in also drives adoption as mine managers will become natural agents of change.

Training should be tailored to the audience. It may be scaled as more of an orientation to those stakeholders likely to encounter change and more instructional to those responsible for processing the change.

Identifying learning and development (L&D) needs and providing the necessary resources and programs is essential for employees to implement and adapt to the change effectively. Not only are these L&D inputs needed throughout the change process, but adequate provisioning of L&D inputs is a critical support for ensuring post-change sustainment. Exhaustive communication and engagement (C&E) strategies are integral to managing change. It's essential to design a communication plan that is tailored to each stakeholder group. These C&E strategies must also include mechanisms for gathering feedback from stakeholder groups and addressing their unmet needs and concerns.

Monitoring and evaluation of the change management performance and outcomes is a systematic process of collecting and analyzing data to assess the effectiveness and impact of a change initiative. It helps to identify the strengths and weaknesses of the change process and the achievements and challenges of the change outcomes. A key use of monitoring and evaluation is the lessons learned from the change initiative that will support the planning of future change projects and help avoid repeating failures. Monitoring and evaluation need to be done at different stages of the change cycle, such as before, during and after the implementation of the change plan.

Change management performance and outcomes includes more than successful implementation of the change - it also includes documenting the actual hours/cost investment against the budgeted to see how accurate the cost estimate was and to not lose the cost in basic / core scope hours.

I have never seen change management proceed or develop or succeed smoothly... You can never cater for everything, as we all have found out, or how long do you need to plan to achieve an outcome that is pleasing?

Adoption of change management plan is key to successful change. The change needs to agile the environment, otherwise it risks losing its buy in among stakeholders and risks of failing overall.

Plans, systems and processes don't make change, people do and to be successful in any change, you need to take the people on the journey. If they feel brought in, they will join you if not, they will sabotage. I've seen multiple customers fail large implementations because they managed the change, not the people. Find your influencers/champions and get them involved. When change occurs, there is a sense of loss. Example, someone who has been doing the same role for 20 years, using the same system, who is the company 'expert', they see a new system as taking their power of knowledge away from them. They experience grief and go through the same stages, denial, anger, bargaining, depression and sometimes, acceptance.

Peter Drucker said, "Culture eats strategy for breakfast." Drucker believed that a company's culture normally thwarts any attempt to create or enforce a strategy that is incompatible with that company’s culture. Drucker’s statement serves to remind managers and employees about the concept of “Adapt or die”, because without proper organizational change management capable of bridging the importance of culture with the need for strategy its success is going to be held back (eaten for breakfast) if the culture does not support it. Therefore, effective change management plan requires a capable and sustainable platform that integrates the organization’s People, Process and Project through a business capability road-mapping.