ATTACHMENT 2
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Leading People
Process of Managing Change
Version 1.0
© Charles Sturt University, 2008
Acknowledgement:
Workplace Productivity Program (WPP) grant from DEEWR.
This module and these resources are available on the Organisational Development, Division of Human
Resources website.
© Charles Sturt University, 2008
Learning resource
Process of Managing
Change
Owner
Hedy Bryant
Understanding Culture
Version:
1.0 2008
Summary/Overview of changes
Version1.0-2008
Table of Contents
LEARNING IN THE WORKPLACE
4
PROGRAM OVERVIEW
5
ICONS
5
SESSION PLAN
6
FRAMEWORK FOR DELIVERY OF PROFESSIONAL DEVELOPMENT RESOURCES
7
THE CONTEXT
8
WHAT IS CHANGE?
9
EXERCISE – INTRODUCTIONS
EXERCISE – CHANGE ACCEPTANCE CURVE
9
10
WHY MANAGE CHANGE?
11
EXERCISE – REASONS FOR CHANGE IN THE HIGHER EDUCATION SECTOR
EXERCISE – LEADING AND FACILITATING CHANGE AT CSU
11
12
HOW TO MANAGE CHANGE AT CSU
13
EXERCISE – CSU CHANGE MANAGEMENT FRAMEWORK
14
ATTACHMENTS
16
REFERENCES AND SUGGESTED READINGS
16
Understanding Culture
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INTRODUCTION
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LEARNING IN THE WORKPLACE
To continue to reinforce your learning from this workshop and prior to the follow up session, when you
return to your team use the table below to assist you to reflect on the concepts introduced. Your
reflection may also incorporate other behaviours that you have observed from other leaders within your
workplace as well. You should aim to identify at least 10 different situations.
Effective change
management concept
How have you applied this? Try
to think of a specific work
situation
What attributes of change
management did you display?
What was the outcome?
Describe this in terms of the
characteristics of change
management
As part of your reflection, identify some of your key strengths and opportunities for improvement in the
way you think about change management within the workplace. What steps might you be able to take
to improve your own practice?
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INTRODUCTION
PROGRAM OVERVIEW
Module Content
This module will provide participants with:
- an introduction to their responsibilities for managing change at CSU
- a framework for change management at CSU, and
- a launch for the Business Knowledge Change Management modules and for the CSU Organisational
Change and Renewal Framework (also referred to as Change Management Framework)
Session Objectives
At the end of this session participants will be able to identify:
- the key stages of change
- their generic responsibilities and accountabilities for managing change as leaders and managers at
CSU
- why managing change is important for organisational transformation
- the key dimensions of the CSU Organisational Change and Renewal Framework
Process
Workshop Program (refer to Attachment 1.)
What is change?
Why manage change? The CSU/university context.
Who (should) manage change? The manager as leader & facilitator of change.
When to manage change? What is the impact of the change: people, structure, technology.
How to manage change? A framework for managing change at CSU: the CSU Organisational Change
and Renewal Framework, Project Management Framework and other relevant frameworks
The workshop will be a mixture of facilitated and focussed discussions as a whole group and/or in groups
as well as presentation of key concepts and information.
ICONS
The following icons appear within this learning resource. They highlight important information as well as
activities that can be completed:
These are the outcomes that relate to a section of the resource.
An Individual or group exercise.
A key message or important point
Self-reflection
This is a workplace activity
Process of Managing Change
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INTRODUCTION
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SESSION PLAN
1.00pm
2.15pm
3.00pm
3.15pm
Welcome
Objectives of the Session & Outline
of the Process for the Workshop
The Context: University Strategy:
Frameworks, Tools & Resources:
Leading People, Business
Knowledge, WPP & Change
Management
Introductions What is change & Why
manage change
Q. What is change? Why manage?
change cycles, an overview &
exercise
Who manages change
The manager as a change leader;
CSU responsibilities; introduction
to Module 2: Facilitating & Leading
Change & further reading
Afternoon Tea
Hedy Bryant, Facilitator
Diagrams
Hedy Bryant
(either in small groups or
whole group depending on
numbers)
3.30
Managing change at CSU:
The Organisational Change &
Renewal Framework
The 8 key dimensions: an overview
Project management methodology;
communication plan
Group Exercise: Using the
4.00
framework in the context of current
or planned workplace change
4.45-5.00pm Homework: Workplace Applications: Developing a Change Management Plan,
Evaluation & Close
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INTRODUCTION
FRAMEWORK FOR DELIVERY OF PROFESSIONAL
DEVELOPMENT RESOURCES
For leaders and managers to enhance their business knowledge and increase organisational
effectiveness and readiness for change.
1. FRAMING:
- University
Strategy & core
plans &
frameworks
- Core processes &
University/
Enterprise Model:
yourCSU; WPI;
BPM
- OD Frameworks
Delivery:
2. SKILLING & TOOLS
- Discipline, systems,
delegations
- Project management
tools & templates
- Initiatives & funding
proposals &
mechanisms
- Reports – committees,
Academic Senate etc
- Business and report
writing skills
- Leadership programs &
Leading People Series
- Online learning
resources on OD
website
Resources: books, articles, web links
Workshops
Online learning modules
How will the program be delivered?
Leading People Series of Workshops: Commencing in 2007
- Change Management
- People Management
- Resource Management
- Planning (Strategic Context)
- Business and Report Writing Skills
Online Learning Resources: progressively available from June 2008
- Change Management
- People Management
- Resource Management
- Planning (Strategic Context)
- Business Reporting Language
Leadership Programs and Management Forums
- Frontline Management; Graduate Certificate in University Leadership and Management; Leadership
Development for Women
- Senior Managers Forum; senior Women‘s Network; Middle Managers Forums; Heads of School
Forum; Course Coordinators Forum
For details on dates refer to the Staff Development Calendar:
http://www.csu.edu.au/division/humres/services/sd/
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THE CONTEXT
THE CONTEXT
University strategy
Charles Sturt University (CSU) in its University Strategy 2007-2011, under Institutional Development, has
committed to:
―Creating a culture that is responsive to organisational change and renewal.”
An Organisational Change and Renewal Framework has been developed, along with a number of other
initiatives, some outlined below, to facilitate the creation of this culture.
Workplace Productivity Program (WPP) and the Enterprise Model
University Strategy
Institutional
Development
- Organisational
Work Process
Improvement
(WPI) 2006
Culture (&
Change)
- Service Alignment
- Workforce
Planning
- Sustainability
Workplace Productivity
Program (WPP)
- Enterprise model yourCSU
- Organisational Change &
Organisational
Development Frameworks:
- Leadership &
Management
- Performance
- Continual PD
- Change Management
Organisational culture &
communication
Renewal Framework
- PD resources for leaders &
managers (YOU)
- WPI Stage 2: Business
Process Management (BPM)
Business Knowledge modules & Leading
People Series:
-
Change Management
People Management
Resource Management
Planning
PD delivery & development: OD & WPP
CSU Project Management Framework
Key findings from focus groups: organisational culture and internal communication:
In 2007, the Internal Communication Working Party and the Organisational Culture Program Committee
were convened by Professor Lyn Gorman, Deputy Vice-Chancellor (Administration) and identified a range
of communication areas to be improved. In response to these issues, focus groups and individual
interviews were held with about 85 staff participating from across a number of campuses, including
Ontario. The purpose of these focus groups was to establish issues, concerns, positive aspects and
solutions to organisational culture and internal communication.
Staff said that they want changes and the communication of changes to be better managed. They
welcome change and wish to be part of the consultation. They want a process for change management
and for celebrating small wins. Refer to Attachment 3 for more detailed key themes that emerged from the
focus groups.
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WHAT IS CHANGE
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WHAT IS CHANGE?
Exercise – Introductions
Consider the following question and write down your responses.
What is change? Consider a recent or impending change in your area. How has this change
affected staff?
In the workshop introduce yourself then identify your role as a change leader and your response
to the questions above.
“Change is the process of altering, reshaping or transforming a business to improve the way it works or
interacts with its environment”. (Anand and Nicholson 2004).
Change is constant
- Benjamin Disraeli
Change has always been a constant in our lives. The current pace of change is accelerating with
innovations and advances in technology increasing at an exponential rate. In fact many businesses,
conferences, communiqués, references, change ‗gurus‘ and consultants talk of change as being a
constant that we are all grappling to manage which will just be common place, even ‗expected‘ by the Y
Generation.
Models and Stages of Change
There are a variety of models that outline the stages of change and the variables that are affecting or
need to be considered during change. Attachment 3 of the CSU Organisational Change and Renewal
Framework provides a good overview of:
- The four variables of change: culture, context, knowledge and technology
- The necessary conditions in people for effective change: awareness, capability, inclusion
- The effects of change on people: people in the process of transition and the change acceptance curve
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WHAT IS CHANGE
The two models that follow provide a very graphic picture of how staff and stakeholders may be affected:
Organisational Development Model 2: May 2005
PEOPLE IN THE PROCESS OF TRANSITION
Moving forward
This can work
and be good
Denial
Happiness
Change,
what change?
Fear
At last something‘s
going to change!
How will
this affect
me?
Disillusionment
I‘m off.. This isn‘t
for me
Gradual
Acceptance
?
I can see myself
in the future
Threat
This is bigger
than I thought!
Anxiety
Guilt
Can I cope?
Did I really
do that!
Hostility
Depression
I‘ll make this
work if it kills me!
Who am I ?
© 2000/3 J M Fisher. A free resource from www.businesballs.com
OPTIMISM
THE CHANGE ACCEPTANCE CURVE
ATTITUDE TO THE CHANGE PROCESS
Launchcelebrations
I always knew it
would work
This is taking my
management
time
Hey, this was a
pretty good idea!
Enthusiasm
Where are the
results?
The payoffs begin
to appear
Scepticism
PESSIMISM
Is it worth
all the
hassle?
Why isn’t the current
business being taken
care of?
Sponsors/
Innovators Point of
Despair
TIME FRAME – WEEKS/ MONTHS/ YEARS
© CPA Australia, 2004
Organisational Development Model 1 – May 2005
Exercise – Change Acceptance Curve
Consider a change within which you are currently involved and place yourself on the change
acceptance curve. Discuss and debrief the experience with your work group, peer learning
group and/or mentor.
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WHY MANAGE CHANGE
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WHY MANAGE CHANGE?
What are the reasons for change at CSU?
Exercise – Reasons for Change in the Higher Education sector
Brainstorm individually, in pairs or groups in the workshop or with your work group, peer learning
group and/or mentor, the reasons for change at CSU and in the Higher Education Sector.
Summarise and collate the list. How does it compare with the CSU Organisational Change &
Renewal Framework? What stood out for you in relation to your leadership role at CSU?
The Manager as a leader of change in a University
“University leadership requires leaders capable of producing change, aligning people and motivating them
whilst simultaneously engaging the management function of keeping the organisation on time and within
budget” (Ramsden 1998) Ramsden‟s (1998) emphasis on the leader‟s responsibility for generating
change and commitment to change, largely reflects transformational leadership dimensions”. (as cited by
Pounder 2001).
Transformational leadership and the notion of the learning organisation (Senge 1990) “speak directly” to
the effectiveness of universities of the future that will be (are) faced with issues of managing change in
the areas of “diversity, growth, responsiveness and external accountability”. This leadership is not
confined to senior managers (eg SEC). Leadership in universities is “dispersed leadership”. It is also
undoubtedly transformational in nature involving “helping ordinary people do extraordinary things”,
evaluating individual‟s visions to higher levels, and helping people to embrace change.” (Pounder 2001)
The Responsibilities of a Manager at CSU
The generic responsibilities and accountabilities as managers
(http://www.csu.edu.au/adminman/hum/humanresources.htm):
Fosters a culture of cooperation/collegiality, teamwork, reflective practice, continual improvement
and learning, and responsiveness to change.
Managing change by anticipating and responding to developments within the external and
internal environment that may impact on the University or a Faculty; Division; Section (as
appropriate)
Anand & Nicholson (2004) provide a strong case for the management of change and why change fails.
Basically it ―requires the full range of management skills: „hard‟ skills in planning, project management
and analysis, and „soft‟ skills in persuasion, understanding business cultures and communication”. These
are the “keys to success”.
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WHY MANAGE CHANGE
Exercise – Leading and Facilitating change at CSU
Unit 2 of this series of Change Management Business Knowledge modules for leaders and
managers is ―Leading and Facilitating Change‖. Suggested readings before the next workshop
or unit are:
John Kotter Leading Change and The Heart of Change
Ann Gilley The Manager as Change Leader
CSU Diploma of Frontline Management: BSBFLM510B
Search the CSU Library Catalogue for resources on change and change management.
A number of readings specific to the Higher Education Sector will be provided prior to Unit 2
Leading Through Change

“Without successfully managing a difficult
transition, no leader can be effective for
very long.‖
—William Bridges
Level of Management
Leadership and the Bridges Model
The New Beginning
The Neutral Zone
Ending, Losing,
Letting Go
Time


The higher a leader is in an organisation the more quickly he/she
tends to move through the change process
Others can‘t always see the intended destination and take longer to
make the transition by



letting go of old ways
moving through the neutral zone, and finally
making a new beginning
Bridges, as cited by (Bounds and Hempsall 2007)
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HOW TO MANAGE CHANGE AT CSU
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HOW TO MANAGE CHANGE AT CSU
The CSU Organisational Change and Renewal Framework was developed as part of the University
Strategy to develop an organisational ―culture responsive to change and renewal”. This will increase
CSU‘s capability to manage change proactively and effectively so that as an organisation we can be
effective and sustainable in the rapidly changing Higher Education sector.
There are a number of organisational change management and /or transition frameworks, plans and
resources available. No one way is correct. The CSU framework has been developed as an amalgam of
two frameworks; Kotter (2002) and Synnot (2007). The underlying foundation of the CSU framework are
the eight (8) key dimensions (or ingredients) as they cover all four main variables of impact to be
considered which will ensure buy in from staff and all stakeholders directly affected by change.
Four main variables to be considered in any change at CSU (CSU Frontline Management Program
BSBFLM10B Facilitate and Capitalise on Change and Innovation):
1.People; (Culture is an important component)
2.Tasks; (considered as Processes under the CSU Enterprise Model (WPI))
3.Organisational Structure; and
4.Technology
CSU Organisational Change and Renewal Framework (Attachment 2)
Eight dimensions or ingredients for successfully managing change
Refer to Figure 1 Managing Change @ CSU: The Eight Dimensions for Effective Organisational
Change and renewal.
Dimension 1: Laying the Foundation for New Ways – Leadership & Readiness for Change

Dimension 2: Establishing a Sense of Urgency

Dimension 3: Forming a Change Team and Defining Change Management Interventions

Dimension 4: Creating Strategic Alignment

Dimensions 5: Communicating the Vision for Change

Dimension 6: Maximising Connectedness

Dimension 7: Creating and Celebrating Short Term Wins

Dimension 8: Consolidating Performance Improvements & Institutionalising New Approaches
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Exercise – CSU Change Management Framework
Identifying how to improve change management at CSU using the CSU Change Management
Framework
With your workshop group, work team, peer learning group and/or mentor: Think about a recent
or current change which you have led or been involved with. What were the strengths? What
could have been improved? Which of the 8 dimensions of the framework were used/align with
the strengths? Which dimensions were not considered? Use butchers paper or a whiteboard.
Strengths
Improvables
Where do/what
dimensions of the
framework fit?
Which dimensions
were not
considered?
Whole group debrief:
Considering planned or anticipated changes in your area, what could we do in the future to
improve the management of change and therefore the effectiveness acceptance of the
change/s? How will you use the framework?
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Developing a Change Management Plan
The three main fundamentals in the CSU Change Management Framework should be considered in
developing any Change Management Plan and a Communication Plan. These are well covered by the 8
dimensions:
People and Culture:
1. lay the foundations for new ways through capability: knowledge, skills and leadership
development (Dimension 1)
2. maximise connectedness: identify and remove barriers to change; willingness and readiness
for change (Dimension 6)
3. consolidate performance improvements (Dimension 8)
Plan:
1. use the project management methodology: create an ―Assignment ― or a full scale project
and form a change or transition team (Dimension 3)
2. create strategic alignment or fit within the university strategy: establish goals and objectives
(Dimension 4)
Communicate:
1.
develop a communication plan and communicate the vision (Dimension 5)
2.
create a sense of urgency (Dimension 2)
3.
create and celebrate short and long term wins (Dimension 7)
Homework – Change Management Plan
Consider a change which you are planning in your area. Develop a draft change
management plan (and Communication Plan) using the CSU project management
templates and tools http://www.csu.edu.au/division/psc/PLframework/ and the
CSU Organisational Change and Renewal Framework. Examples are provided in
Attachments 4 & 5 of the CSU Interact Change and Communication Plans.
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REFERENCES AND SUGGESTED READINGS
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ATTACHMENTS
1. CSU Organisational Change and Renewal Framework
2. CSU Interact Communication Plan Template
REFERENCES AND SUGGESTED READINGS
Anand, N. and Nicholson, N. eds. (2004) Change: How to adapt and transform the business. Format
Publishing: Norwich.
Bounds, A. and Hempsall, K. (2007) Managing change strategically. ATEM NSW workshop series, 2007.
CSU Diploma of Frontline Management: BSBFLM510B Facilitate and Capitalise on Change and
Innovation.
Charles Sturt University Strategy 2007-2011
Gilley, A. (2005) The manager as a change leader. Praeger Publishers: Westport, CT.
Kotter, J. P. (1996) Leading change. Boston : Harvard Business School Press.
Kotter, J. P. and Cohen, D.S. (2002) The heart of change : real-life stories of how people change their
organizations. Boston, Mass.: Harvard Business School Press.
Pounder, J.S. (2001) ―New leadership‖ and university organisational effectiveness: exploring the
relationship. Leadership and Organisational Development Journal: 2001; 22, 5/6; ABI/INFORM
Global p281.
Synnot, Bill (2007) Successful organisational transition. A workshop for Charles Sturt University,
September 2007.
Synnot, Bill and Fitzgerald, Rosie (2007) The toolbox for change. Danjugah Pty Ltd: Brisbane
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ATTACHMENT 1
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CSU Organisational Change and Renewal Framework
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ATTACHMENT 2
Communication Plan Template from Interact Communication Plan
Ref
1
Target Audience
Academic staff
- including SubDeans L&T
(CELT and DIT
complete)
Outcomes
Accept the rationale
for changing
Awareness and
acceptance of the
system/tool
Know the date of
releases
Commitment to
system/tool usage
Key Messages
CSU wishes to achieve higher quality and
more flexible delivery of learning and
teaching via CSU Interact
CSU Interact is to provide a richer learning
experience through interactivity
CSU Interact is to empower academics and
students through direct management of the
online environment
Benefits for academics
Relative advantage: the degree to which an
innovation is perceived as better than the
idea it supersedes
• Compatibility: the degree to which an
innovation is perceived as being consistent
with the existing values, past experiences and
needs of potential adopters.
Sakai is an integrated and developing
system to which we can all contribute
Objectives, implementation scope and time
frames, FAQ‘s
Programme updates, key decisions and
milestones
2
Medium (Channel)
OLE public website
Briefings with Deans,
HOSs
Whats New & News
Professional development
School meetings
site ‗about ICT Integration‘
School CSU Interact site
Faculty Representative
group
L&T Committees
Students
Will be addressed in the Student Support Project
Process of Managing Change
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Responsible
Programme Manager
Communications Project
Manager
Programme Sponsor
Programme Manager
Communications Project
Manager
Communications Project
Manager/ Programme
Manager/ Programme
Sponsor
ED
HOSs and EDs; L&T
Committees
Communications Project
Manager, EDs,
academics, general staff
ED
OLE Sponsor
ED
Timing & Frequency
Updated monthly or as required
As required
As required
Formal: October – December
2007
JIT: January – December 2008
As required
As required
As required
As required
As required
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ATTACHMENT 2
3
CELT staff
Accept the rationale
for changing
Awareness and
acceptance of the
system/tool
Know the date of
releases
Ready to be change
agents
To assist in the
development of
champions
CSU wishes to achieve higher quality and
more flexible delivery of learning and
teaching via CSU Interact
CSU Interact is to provide a richer learning
experience through interactivity
FLI Team
Director
Fortnightly
Learning
designs/exemplars
‗Flexlearn Interact site
All
As required
All
As required
CSU Interact is to empower academics and
students through direct management of the
online environment
Sakai is an integrated and developing
system to which we can all contribute
The key role that EDs play as change
agents in schools
site ‗about ICT Integration‘
All
As required
CELT ALL meetings
Director, Managers
As required
Professional development
EDs themselves; Lincoln
Gill and Greg Hardham
Supervisor
June to September 2007
Library staff blog,
information sessions,
divisional meetings; Using
Interact for projects and
working parties.
Disemination of relevant
information to LSAs
Kerryn Amery
As required
Manager, learning
September-December
Attendance at ALDG
Manager, learning,
LSAS
As required
CELT/Manager Learning
As required
IT/Managers Support,
Contact &
Administration
As required
4
Library staff
Informed staff
Inform staff of Interact developments.
5
Student Services
staff
Accept the rationale
for changing
Awareness and
acceptance of the
system/tool
Know the date of
releases
Commitment to
system/tool usage
CSU Interact has the potential to deliver an
enhanced student experience
CSU Interact can facilitate a richer learning
experience through interactivity
CSU Interact can enhance the support of
students through interactivity
Student services is central to the support of
students in the Interact environment
Supervisor communication
Professional development
sessions for LSAs
Professional development
for SSOs and Help Desk
staff
Briefing of Managers
meeting
As required
Manager, learning
As required
Dissemination of relevant
information circulars,
highlighting WN&Ns
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ATTACHMENT 2
6
LMC staff
Accept the rationale
for changing
Awareness and
acceptance of the
system/tool
Know the date of
releases
Commitment to
system/tool usage
CSU wishes to achieve higher quality and
more flexible delivery of learning and teaching
via CSU Interact
CSU Interact can facilitate a richer learning
experience through interactivity
LMC Management and
Interact teams
CSU Interact can empower academics and
support students through interactivity
Sakai is an integrated and developing system
to which we can all contribute
LMC Management and
Interact teams; ICT
Integration site
Director
As required
LMC Management and
Interact teams
7
DIT staff
8
Student Admin
Awareness of the
strategic importance
of the initiative
Information to assist
in the support of the
application
Understanding of key
timeline events
Student Administration
Executive
Publishing links on the
Student Administration
Staff website
CSU is pursuing a goal to once again be
a leader in the delivery of online learning
and teaching
The move to an integrated learning
environment is a fundamental shift
The move to Sakai makes CSU the
member of a global community
Progress and details of CSU Interact. With a
flow on of information to divisional staff
DIT Interact site
Regular meeting of
staff working
on/around Interact
Dissemination of
relevant
documentation (e.g.
PD materials)
Briefing
To actively promote CSU interact to staff
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Executive Director
Learning, Teaching
and Community
Source Liaison
Officer
DIT Managers
DIT Service Desk
Project Team - Student
Administration
Representative
As required
Monthly
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ATTACHMENT 2
10
Human Resources
staf (HR to
complete)
11
Marketing staff
12
Senior Executive
Council
Assist with financial
issues or major
problems
Financial issues or major problems
14
Vice Chancellors
Forum
Aware of key decisions/
milestones
15
Academic Senate
16
ILSC
17
Steering
Committee
Improve awareness of
CSU Interact in
Improve awareness of
CSU Interact in
prospective students
and parties external to
the university
Rule on relevant policy
issues
Rule on relevant policy
issues
Aware of state of
Progress and details of CSU Interact
Hedy Bryant
As required
Online course
brochures
Core publications –
general Prospectus,
Flexible study Guide,
etc
Future printed
publications
PR/Media (via Wes
Ward)
Briefing
All Marketing Staff
As required
Programme Sponsor
As required
Objectives, implementation scope and time
frames, FAQ‘s, key decisions and milestones
Key decisions
OLE public website
Programme Manager
Updated monthly or as required
Memo via email; briefing
Programme Sponsor
As required
Policy issues
Briefing
Programme Sponsor
As required
Policy issues
Briefing
Programme Sponsor
As required
Objectives, implementation scope and time
frames, FAQ‘s, key decisions and milestones
OLE public website
Programme Manager
Updated monthly
CSU Interact provides a richer learning
experience through interactivity
CSU Interact provides advanced
communication technology for students on
campus and DE
Process of Managing Change
Email updates as
communiqués come
from the Program
Manager
An information session
(2 will be conducted)
with all of HR staff by
videoconference and
bridgit
Through OD
involvement in CSU
Interact Learning
Communities
(terminology) and
communicating this
experience and
knowledge gained
through HR Directors
and Managers group:
Committee of Heads of
School; Middle
Managers Forum and
Academic Liaison
Discussion Group
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ATTACHMENT 2
Programme & projects
Appreciate issues, risks,
change requests and
costs
Decision making and
guidance
18
19
20
21
22
Programme Team
Project Team
Other general staff
Other University
staff members
All staff members
Aware of stage and
state of Programme and
projects to facilitate
decision making
Aware of key dates and
decisions
Aware of stage and
state of projects
Aware of key dates and
decisions
Accept the rationale
for changing
Awareness and
acceptance of the
system/tool
Date of releases
Awareness, information, provide guidance,
decision making
Progress meetings - video
conference
Programme Manager
As required
Questions and guidance
Email
As required
Progress, risks, issues, change requests,
costs, future activities
Collaboration, information
Progress report
Sponsor, Project
Manager
Programme Manager
Interact intranet site
Programme Manager
Updated frequently
Communication and actions required to be
performed, Programme updates and decisions
Programme information and queries
Email or audio
As required
Email or audio
Project Manager or
Business Analyst
Team members
Progress, risks, issues, change requests,
costs, future activities
Progress, actions, issues, risks, decisions
Progress report
Programme Manager
Monthly
Progress meeting –
audio/video conference
Programme Manager
As required
Develop new ideas and way forward
Workshop
Programme Manager
As required
Collaboration, information
Interact intranet site
Programme Manager
Updated frequently
Communication and actions required to be
performed, project updates and decisions
Project information and queries
Email or audio
Project Manager or
Business Analyst
Team members
As required
Progress, actions, issues, risks, decisions
Progress meeting - audio
Weekly
Progress, risks, issues, change requests,
costs, future activities
Communication and actions required to be
performed
Develop new ideas and way forward
Progress report
Project Manager or
Business Analyst
Programme Manager
Videoconference
Project Manager
As required
Workshop
Project Manager
As required
Objectives, implementation scope and time
frames, FAQ‘s, key decisions and milestones
Programme updates, key decisions and
milestones
OLE public website
Programme Manager
Updated monthly or a required
Whats New & News
Project Manager/
Programme Manager/
Programme Sponsor
Project Manager and
members
As required
Email or audio
site ‗about ICT Integration‘
Accept the rationale
for changing
Awareness and
acceptance of the
system/tool
Date of releases
Process of Managing Change
Version1.0-2008
Monthly
As required
As required
Monthly
As required