Organizational Change Management Strategy
<Name of Project>
TABLE OF CONTENTS
I. INTRODUCTION ......................................................................................................................... 6
II. BUSINESS CASE FOR ORGANIZATIONAL CHANGE MANAGEMENT .......................................... 6
1. BENEFITS OF OCM ON THE <NAME OF PROJECT> .................................................................................................. 7
2. CHANGE PRINCIPLES ............................................................................................................................................. 8
III. PROJECT OVERVIEW .............................................................................................................. 9
1. PROJECT DESCRIPTION .......................................................................................................................................... 9
2. PROJECT BENEFITS ................................................................................................................................................ 9
IV. ASSUMPTIONS, CONSTRAINTS, DEPENDENCIES .................................................................... 9
1. ASSUMPTIONS ....................................................................................................................................................... 9
2. CONSTRAINTS........................................................................................................................................................ 9
3. DEPENDENCIES ...................................................................................................................................................... 9
V. ORGANIZATIONAL CHANGE IMPACT & RISK ASSESSMENT ................................................... 10
1. SCOPE AND TYPE OF CHANGE ............................................................................................................................. 10
2. ORGANIZATIONAL READINESS ASSESSMENT....................................................................................................... 10
3. PRIMARY SPONSOR ASSESSMENT ........................................................................................................................ 10
4. RISK ASSESSMENT............................................................................................................................................... 10
5. STAKEHOLDER ANALYSIS ................................................................................................................................... 11
VI. STRATEGIC APPROACH ......................................................................................................... 12
VII. ONGOING READINESS & RISK ASSESSMENT ...................................................................... 13
1. STRATEGIES ........................................................................................................................................................ 13
VIII. RESISTANCE MANAGEMENT & COACHING ........................................................................ 13
1. RESISTANCE MANAGEMENT ................................................................................................................................ 13
2. COACHING ........................................................................................................................................................... 14
IX. COMMUNICATIONS ............................................................................................................... 15
1. COMMUNICATION GOALS & GUIDING PRINCIPLES .............................................................................................. 16
2. COMMUNICATION MEDIA .................................................................................................................................... 17
3. COMMUNICATION PROCESSES ............................................................................................................................. 17
4. COMMUNICATION PLAN ...................................................................................................................................... 19
X. LEARNING & TRAINING .......................................................................................................... 19
XI. IMPLEMENTATION SUPPORT & TRANSITIONING FROM PROJECT TO BUSINESS ............... 20
1. STRATEGIES FOR IMPLEMENTATION SUPPORT ..................................................................................................... 20
2. STRATEGIES FOR TRANSITION TO BUSINESS ........................................................................................................ 21
XII. EVALUATION & REINFORCEMENT ....................................................................................... 22
1. ADOPTION MEASURES AND MANAGEMENT......................................................................................................... 22
2. RECOMMENDED EVALUATION METHODS AND TOOLS ......................................................................................... 22
Page ii of 26
XIII. CHANGE MANAGEMENT TEAM ............................................................................................ 23
XIV. NEXT STEPS ......................................................................................................................... 25
XV. APPENDIX X .......................................................................................................................... 26
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Document Information
Document Name
Document location
Document Owner(s)
For a current version of this document, please contact:
Name:
Title:
Organization:
E-mail:
Direct phone:
Version History
Version #
Date
Description of Major Changes
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Document Sign Offs
Name / Position
Signature
Date
/ Project Manager
/Project Assurance
/Senior User(s)
/Sponsor
Content and/or Document Reviewers
Name / Position
Date(s) Reviewed
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Note to Author:
< You will find italic text like this enclosed in angle brackets throughout this document.
This text is to guide you in the development of your OCM strategy. Replace any items
appearing in <italics> with appropriate content. Text in normal, non-italicized font is
provided as an example of how the OCM strategy may be worded. Use as is, add text,
modify or delete as fits the purpose of your project.
I. INTRODUCTION
The <project name> Organizational Change Management (OCM) Strategy is based on best
practices which support technology-driven change. Organizational change is essential:
 to support adoption of the new solution and
 to achieve benefits generated by the business process transformation including
implementation of the new technology
The <project name> OCM Strategy is a high-level document that outlines the approach to
managing change throughout the project lifecycle and for the transition to a steady state of
operational business. The strategy document is developed with consideration to
environmental and cultural perspectives within the <name of organization> and other
influencing factors that could impact change.
The primary audiences for the OCM Strategy are the <project name> project team and
<name of organization> senior leadership. Once approved, it can be made available for
broader consumption based on the decisions of senior leadership.
The change management plans are the documents that will drive the regular activities of
the change management team and will be developed in accordance with the OCM Strategy.
The essential tasks and activities derived from the change management plans are inserted
into the <project name> project plan and will run in parallel with other project activities for
the period of the project and also into the post-implementation review period.
II. BUSINESS CASE FOR ORGANIZATIONAL CHANGE
MANAGEMENT
<This section’s content is very generic in the current state. You will want to modify it to
make it relevant and specific to the project.>
Organizational Change Management encompasses all activities aimed at helping an
organization successfully accept and adopt new technologies and new ways to serve its
customers. Effective change management enables the transformation of strategy,
processes, technology, and people to enhance performance and ensure continuous
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improvement in an ever-changing environment. A comprehensive and structured approach
to organizational change management is critical to the success of any project that will bring
about significant change.
Effective organizational change management can positively impact achieving project
outcomes, the project staying on schedule and on budget. It helps to ensure that all
personnel affected by the change receive support to help them manage the change.
The overall goals of OCM are to increase the organization’s return on investment by
increasing:
1. Benefits of OCM on the <name of project>
 the speed of adoption related to a change solution,
 the utilization or participation in the new way of doing or being and;
 the aptitude or ability to incorporate the change in to the work environment.
The Organizational Change Management strategy described in this document is based on
the scope and vision of the <name of project> as described in the project’s Project
Initiation Document and is required for developing detailed change management plan
components. The change management plans will provide a structured approach towards
change management on the <name of project> which is required as a major contributing
factor for the successful roll out and adoption of the new solution enabled by the <name of
project>.
The details of the change management plans will be customized and based on the specific
needs of each stakeholder group affected by the project. The plans will also build upon
lessons learned from previous change initiatives with similar stakeholder groups.
It is the intent that this Change Management effort will lessen the “Production Dip” that is
inevitable in any varied and complex project.
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Stakeholder Perceptions
High
Expectations
Better than before
Realization of effort
and complexity
Light at the end of
the tunnel
Change
Implementation
Loss of
Productivity
Unmanaged Change
Managed Change
Diagram 1: Change Life Cycle
Source: Weinzimer, P. (1998), Getting it right – creating customer value for market leadership, John
Wiley & Sons, New York.
2. Change Principles
If there are major changes to the project’s scope at anytime during the project, this
document will require review to determine if the OCM Strategy needs to be modified.
The following are the key principles on which the OCM Strategy has been based:
 The <project name> must follow a structured approach to managing change in
order to ensure that (a) messaging is consistent and confusion or miscommunication
is minimized; (b) users understand what is expected of them in terms of preparing
for the use of the new solution; and (c) change activities are executed in a planned
and consistent manner.
 The Change Management Team is a joint business / project team with ownership of
many change activities delegated to the business.
 Support to users will be delivered through a combination of communications, training
and education, stakeholder engagement, and implementation support.
 In order to be effective, organizational change must be driven through every level of
the business and change must be cascaded down through managerial levels to line
staff.
 <project name> change activities will be discrete and actionable and will run in
parallel with other project activities.
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III. PROJECT OVERVIEW
1. Project Description
<Describe the Project >
2. Project Benefits
<Describe the expected benefits of the project – from the Business Case>
IV. ASSUMPTIONS, CONSTRAINTS, DEPENDENCIES
1. Assumptions
The following lists the current, known assumptions.
i. Adequate resources and funds will be made available for OCM activities.
ii. Integrated approach between Project Management activities and OCM will occur.
iii. Active and visible sponsorship from sponsors and managers, including a willingness
to play a part in the change.
2. Constraints
The Project Change Sponsor and Board should be aware of the following constraints as they
refer to limitations that the project must execute within.
i. Competing priorities for resources, projects and day to day activities.
ii. Timing – potentially constrained by Project Planning.
3. Dependencies
i. Technical time and deliverables associated with the project
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ii. Xx
V. ORGANIZATIONAL CHANGE IMPACT & RISK
ASSESSMENT
<Insert the results from your Change Impact Assessment as noted below>
1. Scope and Type of Change
<Insert the results from the Change Characteristics Assessment>
2. Organizational Readiness Assessment
<Insert results from your organizational readiness assessment>
3. Primary Sponsor Assessment
<Insert the results from the primary sponsor assessment.>
4. Risk Assessment
<Graph the risk on a risk assessment table like the one below. Insert your own table and
describe the risk of people not adopting the change.>
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5. Stakeholder Analysis
Stakeholder analysis involves identifying key stakeholder groups and assessing their level of
influence, how they are impacted by the project, the amount of support that is required of
them and their anticipated reaction to the change. It is also includes assessing the groups’
potential issues, challenges and risks with the change and the potential barriers to adoption
An initial stakeholder analysis was completed. The team completing the stakeholder
analysis included both business and project staff (<note which roles these are>).
The tables below are a summary of the Stakeholder Analysis
<Note: Format the information in the way that is most conducive for reader understanding.
Chart format may be more appropriate than table format.>
Stakeholder
Category
Stakeholder Anticipated Stakeholder’s
Group
Reaction
Level of
Influence
(Resistant,
Neutral,
(Low, Medium,
Supporter)
high)
Stakeholder Group
Impacted
by Change
(Low,
Medium,
High)
Required
Support from
Stakeholder
(Necessary,
Desirable, Not
Necessary)
Potential Issues, Challenges & Risks
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Further to these initial assessments, a sponsor / key influencer model will be developed and
documented in the resistance management coaching plan.
VI. STRATEGIC APPROACH
The change management strategy for <name of project> defines at a high level how much
change management is needed. The change management process is continuous
throughout the life of the project into the post project period. The <project name> Change
Management Team will use the Manitoba eHealth standardized methodology for supporting
stakeholders through the change. The team will:
 set the climate for change by creating awareness of the need for the change and
promoting desire for stakeholders to participate in and support the change
 support stakeholders in gaining knowledge and understanding on how to change
 support stakeholders in improving their abilities to implement the new solution and
reinforce the change by enabling stakeholders to take ownership of the new solution
Awareness
Desire
Knowledge
Ability
Reinforcement
® Prosci
In order to enable the building of these factors that lead to adoption, the strategic approach
includes the following key strategy components:
i. Ongoing Readiness / Risk Assessment
ii. Resistance Management & Coaching
iii. Communications
iv. Learning & Training
v. Implementation Support & Transitioning from Project to Business
vi. Evaluation and Reinforcement
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VII. ONGOING READINESS & RISK ASSESSMENT
Assessing readiness for change does not stop at the initial organizational assessment.
Throughout the project, the stakeholders’ receptivity to the upcoming transformation will be
constantly changing; therefore ongoing assessment to measure current readiness in relation
to what is required for success must occur throughout the project.
1. Strategies
 Receive informal feedback on readiness through the project’s intake and feedback
mechanism (to be developed as part of Resistance Management Coaching Plan)
 Complete formal readiness assessments (approach to be determined) throughout the
project to determine readiness of the different stakeholders groups
 XX
The results of these ongoing assessments will form the basis for Change Management
activities within each of the various Change Management Plans. The plans will be updated
as required.
VIII. RESISTANCE MANAGEMENT & COACHING
1. Resistance Management
Resistance is a natural part of any transformative process. During the <name of project>,
resistance will be managed through both proactive planning and reactive interventions.
Proactive resistance management involves systematically identifying where resistance might
come from and what it might look like. During this process, it is important for people to
bring forward issues and debate and challenge each others’ thinking. At this time, the
change management team will identify critical gaps and possible points of resistance, and
address them before they even emerge.
Reactive resistance management is in response to specific points of resistance. In the
reactive situation, leaders and the change management team must listen to employees and
identify the root cause of the resistance. Specific action steps will be developed,
communicated and implemented. It is important to be persistent and creative in dealing
with individuals who demonstrate continued resistance. The change management team
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understands the necessity of remaining vigilant in managing resistance in the reactive mode
in order to authenticate concerns among the stakeholders and alleviate any
misunderstandings.
Based upon the assessments completed at this time, some points of resistance and risk
have been identified. The following identifies these as well as potential strategies upon
which the detailed change management plans can be developed. Special tactics, for
immediate action, have also been identified.
<Note: Format the information below as works best for what you want to communicate.
You may choose to put it into a table or other format.>
Identified Points of Resistance / Risk
 XX
Strategies
 The <project name> will engage project stakeholders early and often
 XX
Special Tactics
 XX
2. Coaching
Few leaders have the complete set of skills to lead change successfully. The change
management team’s role is to prepare and enable leaders to fulfill their role, especially in
managing resistance. Leaders will need to recognize where they require skill development
and then engage in development activities to enhance their competency in managing
change. The following are potential strategies that the change management team will use to
coach the leaders.
Strategies
 XX
A detailed Resistance Management Coaching plan will be developed to establish the details
regarding proactive and reactive resistance management for the <name of project>. This
plan will also provide an initial assessment of the key sponsors / leaders’ change
management skills and abilities and the related coaching plan to enhance these skills. The
plans will be both flexible and adaptable to the changing needs of the project.
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IX. COMMUNICATIONS
Effective strategic communication is the key to successfully implementing any project.
Communication is the glue that binds internal and external stakeholders to the vision,
mission, goals and activities of the project. Inappropriate or insufficient communications can
result in both increased resistance to change and ineffective adoption of the solution due to
unrealistic expectations of the application’s capabilities, confusion resulting from change in
the work process, fear of the unknown, and unrecognized project benefits.
Communication is two way. It is essential to provide open, honest, timely and high quality
information about the project to all stakeholders. It is equally important to listen to the
stakeholders, actively solicit feedback and then respond constructively. As with the other
change management components, the goal of communication is to facilitate stakeholders to
move along the change management continuum:
Awareness
Desire
Knowledge
Ability
Reinforcement
® Prosci
Communications are most important during the awareness and reinforcement stages
however, are required throughout all stages. Communication during the awareness stage
focuses on building an awareness of the need for the change to come, and the value
proposition for the change (why do we need to do this and what will happen if we don’t).
Once awareness is created, communication is used to create the will to change (desire) and
influences people to try a new ways of doing things. During the desire stage, there may be
significant resistance to the change and thus communication will assist with addressing
stakeholders’ questions regarding the business reasons for the change, “what it is it for me”,
what is in it for the organization, and leadership commitment to the new solution.
During the knowledge stage, communication messages focus on ensuring that stakeholders
are knowledgeable about what the change will look like and how they will be educated
about the change.
The ability and reinforcement stages, build on the awareness, desire, and knowledge
communications that has been established. Communications assist in reinforcing the
changes that result from the implementation so people do not revert back to doing things
the old way.
The following sets out the project’s approach for strategic and effective communications.
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1. Communication Goals & Guiding Principles
Primary goal: <To provide timely, accurate, essential project-related information to all
stakeholders.>
Secondary goal: <To aid the project team, sponsor and key influencers in managing
stakeholder expectations>
Guiding Principles:
 Communication will be consistent and continuous across project period. Stakeholders
have multiple demands on their time which will inhibit their ability to absorb
communications that are issued once only. Research indicates that it is essential to
communicate messages between 4 and 7 times to respective audiences using a variety
of means in order to ensure that messages have been heard and internalized.
Additionally, consistent messages must be developed and used in order to avoid
confusion from within the stakeholder community.
 Communications will address every level of stakeholder, from sponsor to end user.
 General communications will be developed as well as specific communications to support
the specific issues, needs, challenges and opportunities of different stakeholder groups.
 The <name of project> team will collaborate with the role responsible for
communication at the business in order to facilitate message delivery and distribution.
 Communications will use a broad array of media in order to ensure that messages are
available and accessible by all that require them. The communications plan will
incorporate a cascading approach in order to spread information throughout
organizations.
 <Project name > communications will include collaboration with related projects /
related stakeholders to ensure consistent messaging.
 Specific two-way communication/feedback channels for internal and external
stakeholders will be established, the goal being to engage meaningful involvement of
stakeholders and support a collaborative approach to implementation of the <name of
project>.
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2. Communication Media
Information delivery and feedback will be accomplished using a variety of media. There are
some media that will be equally as helpful in facilitating communications with internal and
external stakeholders although there are others that will be unique to specific groups.
Internal Project Participants
List the media options for the Internal Project Team
 SharePoint
 Meetings (regularly scheduled)
 Highlight Reports
External Project Participants
Communications to external stakeholders will vary and depend upon the category
(sponsor/key influencer, leader, resource, end user, beneficiary) and the recommended
strategy (involve actively, enlist as needed, involve regularly, inform as needed):
A mixture of the following tactics should be considered and implemented dependent upon
the above:
 Standing meetings/presentations, written reports, email/memos, ad hoc
meetings/presentations, kick- offs/launches, newsletter, website, face to face meetings
with project teams/supervisors, lunch and learns.
3. Communication Processes
In order to ensure that communications are consistent and that all those involved in the
production and distribution of communications are aware of the strategy, key messages,
and methods to complete these activities, processes have been developed to facilitate
execution.
The essential processes are as follows:
1. Communication development
2. Communication approval
3. Communication distribution
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Communication Development
The communication should be developed in draft format according to the communications
plan taking into consideration:
 Owner
 Audience
 Key messages (benefits, expected roles and behaviour)
 Timing and frequency
 Media – a mixture of media or more than one media for the same communication is
recommended to ensure that all identified audiences have access to the information.
 Feedback mechanism
Communication Approval
The communication should then enter an approval and revision process during which time
the communication receives the authorization for release by the designated approver.
For some communications, formal approval will be required before release to the
stakeholders and will largely vary dependent upon (but not limited to) the project, the type
and sensitivity of communication, roles and responsibilities, level of seniority, funding
authority, government and/or third party involvement.
The typical process for approval (with the understanding that exceptions may apply) is as
follows:
All communications produced for the project must receive edits (in priority order) from the
<(1) Project Working Group and (2) Project Director and Communications Manager.
Exceptions may apply in terms of whose feedback is required to review and confirm
messaging from a factual and accuracy perspective.>
All communications produced for the project must receive approval prior to distribution from
<the Project Director, (2) Project Executive, (3) Communications Manager. Exceptions may
apply and will be addressed on a need to basis.>
Communication Distribution
After the draft is approved it is ready for distribution to the target audience(s).
 Confirm communications media and targets - the owner should establish that the
communications media are available and most appropriate for the target audiences.
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 Complete distribution - as per plan
 Record transaction - the owner is to maintain a record of the communications, when it
was distributed, and to whom in order to complete further follow-up or to recall
communications that have already been distributed
4. Communication Plan
Based on the readiness / risk assessments completed already, a detailed Communications
Plan will be developed. The first part of the plan will identify the communication issues, key
information requirements, challenges, and opportunities for each identified stakeholder
category and group. The second part of the plan will provide primary messaging for all
stakeholders and targeted messaging for specific groups based upon their issues and
required information.
The communication plan will be updated and modified as required throughout the project
based upon change in scope, requirements, readiness and risks. Execution of the
communications activities will be evaluated to determine effectiveness.
X. LEARNING & TRAINING
In order to move through ‘gaining knowledge and understanding’ and on to ‘implementing
the change’, stakeholders must move through a learning process. It is paramount that
employees be fully prepared before they are expected to perform new duties or work within
a new process.
The <name of project> will follow the Manitoba eHealth Project Management Division’s
recommended learning approach as follows:
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The learning approach steps match the five ADKAR elements with each step a prerequisite
for the subsequent step. A full learning / training strategy and subsequent plan will be
developed, implemented and evaluated during the project.
XI. IMPLEMENTATION SUPPORT & TRANSITIONING
FROM PROJECT TO BUSINESS
Change management activities continue to be essential during the implementation and post implementation
phases of the project. The Change Management Team will be fully involved in implementation planning and in
providing support during the implementation period. Participation of the key stakeholders from <name of
business> is crucial during this time. As the project ends, there is a transition period in which the business takes
over change management activities. Ideally there should be a smooth transition between the project and
business operations. The following are recommended strategies for the Implementation and Transition to
Business stages.
1. Strategies for Implementation Support
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 The entire project team will adopt the role of Change Agent
 The Change Management Team will use proactive activities to identify risks that have
the potential to become issues and will develop and apply risk-management techniques.
 Provide ongoing communication from the project team as per the communication plan
and project implementation plan
 A Communication Liaison established for each organizational unit (e.g., department,
agency) to ensure timely and effective dissemination of information concerning the
project, changes it may bring about and how those changes will be managed.
 Super Users from the business who are knowledgeable in all aspects of the new solution
(hardware, software, workflows / processes) and are well respected in their area of
practice / department to provide support for their colleagues in adopting the new
solution. The project team will support the Super Users in their efforts. Super Users to
be used during implementation and for “n” weeks.
 The Change Management Team to support and coach sponsors and key influencers in
their implementation role.
 Work with the rest of the project team and business leadership to resolve people
related issues
2. Strategies for Transition to Business
 <Name of business > will ensure that a person / team is named prior to implementation
who is responsible for adoption and benefits realization of the new solution from the
business’s perspective.
 The business person / team responsible for adoption and benefits realization of the new
solution will work very closely with the project team during implementation and closure
phases of the project ensuring knowledge transfer and to develop a Transition to
Business Plan with the Project Team members.
 A support model for users is piloted and functional before implementation is complete.
Support model to include ongoing support by Super Users
 A post implementation communication plan is developed and validated before project
closure.
 <Name of business> training team members will participate on the project training team
throughout the project ensuring knowledge transfer.
 Etc.
Based upon these strategies both an Implementation and Transition to Business Plan will be
developed.
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XII. EVALUATION & REINFORCEMENT
It is the responsibility of the Change Management Team to evaluate, throughout and at the
end of the project, how successful the change management plan is / was at transitioning
the end users through the change management process from awareness, to desire, to
gaining knowledge and understanding, to having the ability to implement the new solution.
Throughout the project, adoption measures will be monitored regularly and the change
management plans will be adjusted as required to address any adoption issues / resistance
that are identified. The evaluation will assist in updating the Transition to Business and
Reinforcement Sustainment Plan and in planning for future projects.
It is the intention to measure and analyze the evaluative data across the different change
management strategy components and to present the results back to <name of business>
staff and leadership as appropriate. The key factor is that at the end of the project, the
business must have the ability to continue to reinforce the change implemented because
adoption is required for benefits realization.
1. Adoption Measures and Management
Adoption measures will be developed along with other measures for the project as a whole.
Some project indicators that measure specific outcomes will inherently, also measure
adoption. Various measurement and evaluation tools will be used with user groups to
evaluate how well users are/were prepared for the change. The evaluation process will
include the following:
 Determine which change management / stakeholder adoption tactics need to be
measured with respect to their effectiveness
 Design the key indicators which will measure the effectiveness of the change
management / stakeholder adoption tactics
 Design the measurement processes for the key indicators.
 Collect data, analyze results and report on the key indicators
 Use the readiness evaluation report as one of the inputs for the project’s reinforcement
sustainment plan
2. Recommended Evaluation Methods and Tools
List recommended evaluation / measurement tools:
 User readiness assessments
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 Number of issues logged and time to resolution will be tracked with the expectation that
the number of issues will be dropping over time and/or the time to resolution (in days)
will be dropping.
 Documentation of the increase of positive comments, decrease in concerns expressed by
users over time, and readiness of users to support the implementation over time.
 Observations during implementation by unbiased parties
 Post-implementation interviews, focus groups and surveys to gather information
 Post implementation audits on software to collect data for indicator measurements
A User Readiness Evaluation Plan and Adoption Reinforcement Plan including key measures
and tools to be used for data gathering will be developed.
XIII. CHANGE MANAGEMENT TEAM
Because change management is an integral part of any successful project, the <name of
project> requires resources to execute change management activities. Without dedicated
resources, the change management activities will not get done. There are many options for
structuring a change management team however, best practice in change management
suggests having a joint project / business team. The Change Management Team model
selected for this project is a follows:
<Note: You may use any model diagram as you see appropriate. Refer to Prosci’s Change
Management Pilot for various diagrams. With regards to role description, at a minimum, the
role of the Change Manager needs to be described in this section.>
Senior
leaders
Project
team
Change
management
Managers &
supervisors
Employees
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Each ‘gear’ plays a specific role:
<Name of Organization> Senior Leaders
 funds the project and authorizes changes
 participates actively and visibly throughout the project
 authorizes project team access to managers and employees
 builds a coalition of sponsorship and manages resistance
 communicates directly with end users (employees)e
’ <Name of Organization> Middle Managers and Supervisors
 communicates directly with employees
 advocates for employees
 coaches direct reports through changes that impact their daily work
 liaise between project team and employees
 identify, analyze & manage resistance with staff
Project Change Manager & Team
 applies the methodology and processes
 lead the development of the change management strategy and plans
 manages training offerings
 tracks change management progress
 coaches and helps managers and supervisors effectively coach their employees
through the transition
 help execs & senior leaders effectively fulfill ‘sponsor of change’ role
 help project team make the bridge between implementing a solution & realizing
benefits
Employees
 seek out information related to the business reasons for change and the personal
impact of the change
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 provide feedback and reaction to the change and the change management efforts
 take control of their own personal transition
Project Team
 integrates change management components and activities into the charter (PID),
business case, schedule, resources, work breakdown structure, budget, etc.
 provide timely, accurate and succinct information about the change
 engage with change manager / team
The key responsibilities of the change manager, <name of roles who work with change
manager on the CM team>, are outlined in further detail in Appendix “X”.
XIV. NEXT STEPS
As noted in each section, specific plans will be developed which align with the strategy
components discussed in this document. The following customized and actionable change
management plans will be developed and executed through the project:
<Note: May include all or some – delete those that do not apply>
 Resistance Management Coaching Plan
 Communication Plan
 Learning / Training Plan
 Transition to Business Plan
 Reinforcement Sustainment Plan
Readers are encouraged to review each of these documents as they are developed in order
to more fully comprehend how each of the change components will be implemented.
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XV. Appendix X
Position Description
Desirable Characteristics
Position Title – Change Management Team Manager
Position Title – Training Lead
Position Title – Communications Lead
Position Title – Administrative Support
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