“The most difficult thing is the decision to act, the rest is merely tenacity. The fears are paper tigers. You can do anything you decide to do.” — Amelia Earhart 

Here we are, at the creation and execution of the Change Management Plan. We have Identified our Stakeholders and gone through the process to Employ and Engage stakeholders. We have created and executed a Change Readiness Assessment. Done the extensive Change Impact Assessment. NOW… it is time to put it all together and get on with things as it were.

Change Management Plan defines the activities and roles that will manage change during the execution and control stage of the program or initiative. Change in of itself can be measured against the program/project baseline. That baseline is a detailed description of the project’s scope, budget, schedule, and plans to manage quality, risk, issues, and change.

The Change Management Plan will outline how to prepare the (now defined and well placed) key stakeholders (from the excellent Change Readiness Assessment that was masterfully pulled off) to get out and be the Change Leaders that we are now sure they can be! The how’s and why’s are as follows:

  • Leveraging the Change Readiness Assessment Results and Change Impact Assessment Results, create the Stakeholder Change Management Plan(s)
  • Execute the defined plans to move Key Stakeholders through the Change Commitment Curve
  • Teach the skills to Key Stakeholders of taking their constituents through the Change Commitment Curve 

What the hell is the Change Commitment Curve, you ask? 

To highlight a team member’s evolution within an organizational transformation initiative. This is done by the analysis of commitment. A commitment curve was designed that displays the stages through which each person that joins the program or initiative should pass to subsequently become an engaged team member. There are three developmental phases: preparation, acceptance, and commitment. There are also unique stages associated with each of the three phases representing key points in developing commitment according to the organization’s culture and the initiative/program charter.

Change Network Meetings & Coaching (CORE) concepts assist in a program’s successful implementation. To have a more insightful and helpful Change Management process or plan, the following are essential considerations:

  • Identify & Engage Stakeholders
  • Provide Go-Live Support
  • Deliver Key Messages & Bring Forward Questions
  • Help with Learning
  • Review Role Assignments
  • Help Gather Change Readiness Data

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A continually updated and managed Change Management Plan develops and improves alignment among the identified Key Stakeholders regarding their placement within and the support of the program or project. This is accomplished by the Stakeholder Analysis and multiple readiness assessments.

Change and Change Management are one of the critical drivers of the AMIGO platform. Keeping the cadence and optics intact down to the Work Package level will ensure proper communication is realized. Change and approvals are all tied to the Teams, Roles, and Work Packages as well, allowing for timely decisions and cost containment. Precious budgets are met and kept, while stakeholders rejoice.

There are so many things we can discuss within AMIGO that will transform your initiative to gain the much-desired benefits realization level you built into the business case. All you have to do is visit our Face The Challenge Head-On page or DisruptingDX.com and set a time for a FREE 30-Minute Consultation or Live Demo of AMIGO. I promise you will see the exceptional value, stability, and controls we are offering your organization. In this time, it is necessary to take every opportunity to safeguard not only your current resources but your organization’s future. We at Platinum PMO would love the opportunity to assist you with just that! 

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