Transcript Understanding How to Plan, Lead, and Sustain Change in

Organizational Change and the Application of
Business Transition Management
What Every Manager Should Know
Tim Rahschulte 2007
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
What is known about organizational
change?
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
What is known about organizational
change?
It’s hard work!!!
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
What is known about organizational
change?
It’s rarely successful!!!
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
What is known about organizational
change?
It’s mandatory!!!
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
What we know about organizational
change
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It’s difficult
It’s rarely successful
Two-thirds of total quality management and
change related projects fail or at best are
less than successful (Little & McKinsey, 1992;
Champy, 1995).
Many organizational change initiatives fail,
only a few succeed, and most produce results
that are less than expected (Kotter, 1996).
Most change efforts fall short of attaining
their desired outcomes (Cameron & Quinn,
1999).
Organizational changes fail to achieve
objectives (Bowman, Singh, Useem, &
Bhadury, 1999; Cameron, 1998; DeMeuse,
Vanderheiden, & Bergmann, 1994; McKinley,
Zhao, & Rust, 2000).
Most efforts to change an organization “do
not work” (Burke, 2002, p. 1).
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
What we know about organizational
change

It’s mandatory
Organizational change is unpredictable due to
pressures from globalization, competition,
technology, and customer demands (Zorn,
Page, & Cheney, 2000).
The necessity to change due to technology,
competition, globalization, and
interconnectedness is obvious (Kline, 2002).
“The early years of the twenty-first century
are proving to be a period of profound
transition for…government” due to fiscal
imbalance, baby-boom generation,
globalization issues, the changing economy,
and changing governance structures (Mihm, p.
31, 2006).
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
The brutal fact is that most change projects fail.
McKinsey (1992) has noted a 66% failure rate. Kotter
(1998) noted an 85% failure rate. Burke (2002) has
noted even more recently that most organizational
change efforts simply “do not work.”
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
It’s difficult, rarely successful, but
mandatory. So,
GET OVER IT!!!
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Change Management and the Application of
Business Transition Management:
What Every Manager Should Know

Description
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
Examines the theoretical and practical aspects of organizational change. Specific focus is on
what is known about organizational change, the dynamics of organizations and change, the
causes of change, and how best to plan, lead, and sustain change. Aspects of organizational
culture and climate as well as the implications of leadership, followership, human resource
development, communication, and means of intervention are too examined.
Objectives

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Understand the dynamics of organization and change
Become familiar with the causes and interdependencies of change
Learn theoretical and practical models, processes, and success factors for organizational
change through the application of business transition management and the integrated project
framework
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Agenda for the session
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Defining terms: Finding common ground
The dynamics of change
Success factors for change
Leading change: Everybody’s role
Change processes, models, and activities
The integrated framework for organizational
change and business transition
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
What is organizational change?
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Defining Terms

Organization(al):
Merriam-Webster (1996) defined organizations
as an association, society, or functional
structure characterized by “conformity
to…standards and requirements” (p. 819).
HOWEVER
It is important to remember that we,
individually and organizationally, “participate
in something larger than ourselves” (Johnson,
1997, p. 13).
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Defining Terms

Organization(al):
Organizations are mere social extensions of
the human biological system – a living system
(von Bertalanffy, 1968).
“Organizations…are governed by the same
laws of change that govern living things”
(Carney, 1999,p. viii).
FURTHER
Further, as supported by the living system
theory, it is generally recognized that
everything is connected to everything else
and that the universe is holonic, or composed
of nested systems (Wilber, 2001).
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Defining Terms

Organization(al):
Living systems that are bound by dynamic
interdependencies of an active environment,
which cause the need for change.
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Defining Terms

Change
To make different or alter, or to make
radically different or transform (MerriamWebster, 1996).
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Defining Terms

Organizational
Change
a transformation of an
interdependent and living
system
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
What are the dynamics of
organizational change?
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
What are the dynamics of
organizational change?
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People
 Individuals
 Groups
 Teams
Skills and abilities
Performance
Task
Technology and Systems
Structure
Purpose
Help Mechanisms
Relationships
Leadership
Work Unit Climate
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Environments
 External
 Internal
Organizational Arrangements
Mission
Strategy
Managing Processes and
Practices
Networks
Communication
Decision-Making
Organizational Structure
Motivation
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Organizational Culture and Work Unit Climate
(internal environment)
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Organizational Culture and Work Unit Climate
(internal environment)
External
Environment
Performance
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Organizational Culture and Work Unit Climate
(internal environment)
Performance
External
Environment
Continuous Diagnosis and Monitoring
(control mechanisms)
THE INFLUENCING FACTORS OF ORGANIZATIONAL CHANGE
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Organizational Culture and Work Unit Climate
(internal environment)
Performance
External
Environment
Continuous Diagnosis and Monitoring
(control mechanisms)
THE INFLUENCING FACTORS OF ORGANIZATIONAL CHANGE
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Organizational Culture and Work Unit Climate
(internal environment)
External
Environment
Organizational
Arrangements
People
Performance
Continuous Diagnosis and Monitoring
(control mechanisms)
THE INFLUENCING FACTORS OF ORGANIZATIONAL CHANGE
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Organizational Culture and Work Unit Climate
(internal environment)
External
Environment
Organizational
Arrangements
People
Performance
Continuous Diagnosis and Monitoring
(control mechanisms)
THE INFLUENCING FACTORS OF ORGANIZATIONAL CHANGE
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
A review of…
Culture and climate
 Organizational arrangements
 People
 Performance
 External environment
 Continuous diagnosis and monitoring

BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
A review of…

Culture and climate
Often used interchangeably.
Culture is “the way things are done” (p. 113)
whereas “climate is part of the culture that is
more directly related to the general behavior
of the individuals in the organization” (p.
117) (Burton & Obel, 1998)
Climate is an “enduring quality of the internal
environment of an organization” (Taguiri &
Litwin, 1968, p. 27) that is comprised of
individual experiences and behaviors and
described in terms of characteristic values
and attitudes.
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
A review of culture and climate
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Culture
Structure,
rituals, stories,
language
Beliefs, values,
assumptions

Climate
trust, conflict, rewards, morale,
change resistance, leader credibility,
and scapegoating
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know

“Management’s ability to achieve
maximum benefits from change depends
in part on how effectively they create and
maintain a climate that minimizes resistant
behavior and encourages acceptance and
support”
 Coesee (1999, p. 205)
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
A review of…

Organizational
arrangements
Purpose
Mission
Vision
Values
Strategy
Structure
Processes
Practices
Communication
Decision-Making
Rewards
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
A review of…
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People
Individuals
Groups
Teams
Organization
Relationships
Help-Mechanisms
Technology
Skills
Abilities
Needs
Values
“people are the driving force in successfully
accomplishing change” (Suran, 2003, p. 31).
“Individual change is at the heart of everything that
is achieved in organizations” (Cameron & Green,
2004, p. 7).
Central to change is never strategy, structure, or
system, but rather its people (Duetschman, 2005).
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
A review of…

Performance
Change “routinely occurs in the context of
failure of some sort” (Weick & Quinn, 1999,
p. 362).
The need for change is determined based on
there being a gap between actual
performance and desired performance (Stone,
2002).
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
A review of…

External environment
Planned change flows systematically from
external pressures and on through to internal
performance (Burke & Litwin, 1987).
External pressures stem from the
organization’s relationship with social,
economic, and political environments. These
external pressures include government
regulation, globalization, competition, and
consumer behavior.
Internal pressures are those downward
pressures originating from within the
organization or upward pressures based on
employee demands.
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
A review of…

Continuous diagnosis
and monitoring
Only when a discrepancy is uncovered or
forecasted to occur and change deemed
necessary, does a planned change effort take
place. Thus, change projects can start by
actively looking for discrepancies between
expected targets and actual performance. To
uncover such discrepancies requires diagnosis.
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
If we understand how change
comes about, why is it so difficult
to plan, lead, and sustain?
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
It’s not the technology
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Studies show that resistance to large scale
change is not driven by technological issues, but
rather organizational and human issues
Resistance issues are associated with lack of
executive support, emphasize on only software
implementation and not personnel
implementation, and non-aligned performance
measures
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Why is there resistance?
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Change Reactions
Confusion
 Criticism
 Fear
 Denial
 Malicious compliance
 Silence
 Sabotage
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RESISTANCE
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Why is there resistance?
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We’ve never done it before
Nobody else has done it before
We’ve tried it before
It won’t work here
Central office [headquarters] will not buy in to it
We don’t have the money - time - people…
It’s too radical for us
It’s not my job
Defense mechanism
Potential loss
Fear of the unknown
Resentment
Protection of personal best interest
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Why is there resistance?

WHAT IS REALLY HAPPENING:
 Lack
of awareness
 Lack of involvement
 Lack of skilled assets in right job
 Bias toward inaction
 Normal resistance --- psychological
implications
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Not everyone will resist
 15%
will accept it
 15% is against it
 70% is on the fence
How will you
support the
15%?
How will
you lead
the 85%?
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Why is there resistance?
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Why is that important?
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know

As organizations work through change
projects it should be expected that
productivity declines before it gets
better.
 This
is known as a productivity dip
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
The productivity dip

Goal is to minimize the dip.
 This
is dependent on creating readiness and
acceptance of the change
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
The Issues
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Evaluating readiness for change
The forces driving change
Reactions to change
Causes of reactions
Personality & attitudes toward change
Techniques to develop support for
organizational change
A systematic plan to manage change
Practice analyzing an organizational change
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
So, how do you deal with these
challenges?
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
So, how do you deal with
resistance?
DON’T FOCUS ON IT!!!!
 FOCUS ON GAINING ACCEPTANCE!!!
 FOCUS ON BUILDING READINESS!!!
 FOCUS ON BUILDING SUCCESSES!!!

BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
What are the success factors for
change?
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Success factors for change
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Establish sense of urgency – but have patience
Form guiding coalition – but don’t get stymied by groupthink
Create (shared) vision – but have it founded in a tactical plan
Empower others to act on the vision – but keep sure of
alignment
Plan and create short term wins – but be sure to define “win”
Consolidate improvements – but only where applicable
Produce more change – but not just for change sake
Institutionalize new approaches – but in concert with
organizational capability
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
MORE FINDINGS THAT FOSTER SUCCESS
Proposition
Effective organizational change is accomplished…
1
… in small step by small incremental step initiatives.
2
… by following an integrated framework with mechanistic
protocols.
3
… through continuous diagnosis of internal/external pressures and
improvements.
4
… with short- and long-term goals, objectives, targets, and overall
performance measures.
5
… by creating involvement among those organizational members
required to change.
6
… by developing a readiness for change among individuals.
7
… by integrating project management and change management
disciplines.
8
… by having a culture of learning.
9
… with open and honest communication through dialogue.
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
How to succeed with change
WHAT NOT TO DO!
Don’t change for change sake
 Don’t withhold information
 Don’t wing-it
 Don’t control it
 Don’t force it
 Don’t do it alone
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BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Success factors of
organizational change

The primary key to successful
organizational change is ????????????
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Success factors of
organizational change

The primary key to successful
organizational change is ????????????
PEOPLE
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Organizational Culture and Work Unit Climate
(internal environment)
External
Environment
Organizational
Arrangements
People
Performance
Continuous Diagnosis and Monitoring
(control mechanisms)
THE INFLUENCING FACTORS OF ORGANIZATIONAL CHANGE
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know

IT’S ALL ABOUT
PEOPLE
“People are the driving force in successfully accomplishing
change” (Suran, 2003, p. 31).
“Individual change is at the heart of everything that is
achieved in organizations” (Cameron & Green, 2004, p. 7).
Central to change is never strategy, structure, or system,
but rather its people (Duetschman 2005).
People are the agents of transformation
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
BUT I DON’T HAVE ANY
AUTHORITY OVER THE
PEOPLE
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Organizational change is
about leading not authority
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Leadership : Management
Leadership is about creating the
processes and circumstances that directly
effect and guide the organization.
 Management is about keeping the
operations of the organization running
smoothly.
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BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Leadership : Management
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Leadership
 Establish direction
 Align people
 Motivate and inspire
 Produce change
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Management
 Planning and budgeting
 Organizing and staffing
 Controlling and problem solving
 Producing order and consistency
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Leadership : Actions
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Leaders
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Build Commitment
Communicate first by listening
Provide incentives
Establish targets
Define decision authority and process
Build skills in people
Generate awareness
Offer tools
Motivate
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Techniques for Developing Support
and Readiness for Change
Education and communication
 Participation and involvement
 Facilitative support
 Emotional support
 Incentives
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BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Education & Communication
Information on the change
 When the change will be introduced
 How the change will be introduced
 Why the change is necessary
 Logic behind the change
 Objectives that the change is expected
to accomplish
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BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Participation & Involvement
Help define need
 Help define objectives
 Help define change
 Help define change process
 Help lead change process
 Participate in trials
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BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Facilitative Support
Time
 Skills training
 Funding
 Consultation
 Technology
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BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Emotional Support
Information on common reactions
 Reasonable goals
 Expectation of and support for anxiety
 Understanding
 Formal programs
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BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Incentives and Rewards
Responsibility
 Challenge
 Growth opportunity
 Visibility
 Intrinsic rewards
 Financial rewards
 Recognition
 Promotion
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BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
The other side of changing
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Manipulation
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Information communicated only to make change look
promising
False promises of support
Incentives that become bribes
Figurehead roles to co-opt resistance
Coercion
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Support change or lose pay
Support change or lose job
Support change or no promotion
Support change or be embarrassed
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
How to succeed with organizational
change?
FOLLOW A BUSINESS TRANSITION
PLAN OF ACTION
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
What is business transition
management for organizational
change?
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Processes, Models, & Activities
Processes
Models
DHS BPM
Project Management Institute
Lewin (1951)
Beckhard & Harris (1988)
Bullock & Batten (1985)
Bridges (1991)
Grimley, Prochaska et al. (1994)
Kotter (1996)
Pre-Initiating Initiating Planning Executing Controlling Closing O&M
Initiating Planning Executing Controlling Closing
Unfreezing Moving Freezing
Present State Transition State End State
Exploration Planning Action Integration
Ending The Neutral Zone New Beginnings
Pre-contemplation Contemplation Action Maintenance
Establish sense of urgency form powerful coalition create a vision empower
others to act on the vision plan for and create short-term wins consolidate
improvements produce more change institutionalize new approaches
Anderson & Ackerman-Anderson (2001) Upstream Midstream Downstream
Carter, Ulrich, & Goldsmith (2005)
Diagnosis Assessment Design Implementation Support Evaluation
LaMarch (2006)
Identify change Preparing Change Plan Change Implementation Sustaining
Leavitt (1965)
Weisbord (1976)
Nadler & Tushman (1977)
Tichy (1983)
Burke & Litwin (1987)
Activities
Kanter (1983)
Cummings & Worley (1993)
Kotter (1996)
People Tasks Technology Structure
Purpose Structure Reward Help-Mechanisms Relationship Leadership
External Environment
Environment (inputs) Organizational Influence (Outputs)
Levers: External Environment Mission Strategy Managing Process Tasks
Networks Communication Decision Making People Emergent Networks
External environment leadership mission & strategy organizational structure
management practices structure systems work unit climate motivation task
requirement individual needs and values individual and organizational
performance
Power Tools: Open and accessible communication, Support, resources (time,
money, equipment)
Motivating change creating vision developing political support managing the
transition sustaining momentum
Establish sense of urgency form powerful coalition create a vision empower
others to act on the vision plan for and create short-term wins consolidate
improvements produce more change institutionalize new approaches
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Processes (summary)
DHS BPM
Pre-Initiating
Initiating
Planning
Executing
Controlling
Closing
O&M
Lewin (1951)
Beckhard & Harris (1988)
Bullock & Batten (1985)
Bridges (1991)
Grimley, Prochaska et al. (1994)
Kotter (1996)
Unfreezing
Moving Freezing
Present State Transition State End State
Exploration
Planning Action
Integration
Ending The Neutral Zone New Beginnings
Pre-contemplation Contemplation Action
Maintenance
Establish sense of urgency
form powerful coalition
create a vision
empower others to act on the vision
plan for and create short-term wins
consolidate improvements
produce more change
institutionalize
Anderson & Ackerman-Anderson (2001)
Upstream
Midstream
Downstream
Carter, Ulrich, & Goldsmith (2005)
Diagnosis
Assessment Design Implementation
Support Evaluation
LaMarch (2006)
Identify change Preparing Change Plan Change Implementation Sustaining
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
An integrated business
transition framework
(brief version)
Pre-Initiate
Initiate
Plan
Execute
Close
O&M
Monitor and control
The Integrated Project Framework builds on an
existing Project Management Framework, and
includes:
•Documented Business Transition methodology
•Business Transition Tools and Templates
•Training curriculum
•Coaching
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
A business transition framework
(detail version)
Current State
High-Level
Performance
Measure
Impact
Assessment
Validation of Initial
Business Case
Need
Need for Change
Pre-Initiate
Environmental
Scan
Future State
High-Level
Initiate
Membership &
Resources
Governance &
Structure
The Business
Case
Transition
Complexity & Risk
Study
Research Best
Practices
Charter &
Scope
Operational
Determinants
Business
Assessment
Checklist
Proposal for
IT CG Priority
Approve
No
Readiness
Assessment
Yes
Checklist
Business
Requirements
Proposal for
IT CG Priority
Strategy
Commit
No
Yes
Current State
Develop Core
Work Plans
Project
Management
Plan
Develop Plans for
Facilitation
Business
Transition
Plan
Gap Analysis
Plan
Future State
Checklist
Integrated Project
Plan
Proposal for
IT CG Priority
Approve
No
Yes
Carry Out Work Plans
Execute &
Control
business transition
project management
Carry Out Facilitation
Complete
Integrated Project
Plan
Go-Live
Readiness
Assessment
Checklist
Proposal for
IT CG Priority
Go-Live
No
Yes
Checklist
Project Evaluation
Document Trends & Lessons
Close
Proposal for
IT CG Priority
Transition Support Plan
Lessons Learned
Close
No
Yes
Performance Measure
Operations &
Maintenance
Pre-Initiate
Changes
Environmental Scan
Coordinate
Changes Across
Projects
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Current State
High-Level
Performance
Measure
Impact
Assessment
Validation of Initial
Business Case
Need
Need for Change
Pre-Initiate
Environmental
Scan
Future State
High-Level
Initiate
Membership &
Resources
Governance &
Structure
The Business
Case
Transition
Complexity & Risk
Study
Research Best
Practices
Charter &
Scope
Operational
Determinants
Business
Assessment
Checklist
Proposal for
IT CG Priority
Approve
No
Readiness
Assessment
Yes
Checklist
Business
Requirements
Proposal for
IT CG Priority
Strategy
Commit
No
Yes
Current State
Develop Core
Work Plans
Project
Management
Plan
Develop Plans for
Facilitation
Business
Transition
Plan
Gap Analysis
Plan
Future State
Checklist
Integrated Project
Plan
Proposal for
IT CG Priority
Approve
No
Yes
Carry Out Work Plans
Execute &
Control
business transition
project management
Carry Out Facilitation
Complete
Integrated Project
Plan
Go-Live
Readiness
Assessment
Checklist
Proposal for
IT CG Priority
Go-Live
No
Yes
Checklist
Project Evaluation
Document Trends & Lessons
Close
Proposal for
IT CG Priority
Transition Support Plan
Lessons Learned
Close
No
Yes
Performance Measure
Operations &
Maintenance
Pre-Initiate
Changes
Environmental Scan
Coordinate
Changes Across
Projects
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Current State
High-Level
Performance
Measure
Impact
Assessment
Validation of Initial
Business Case
Need
Need for Change
Pre-Initiate
Environmental
Scan
Future State
High-Level
Initiate
Membership &
Resources
Governance &
Structure
The Business
Case
Transition
Complexity & Risk
Study
Research Best
Practices
Charter &
Scope
Operational
Determinants
Business
Assessment
Checklist
Proposal for
IT CG Priority
Approve
No
Readiness
Assessment
Yes
Checklist
Business
Requirements
Proposal for
IT CG Priority
Strategy
Commit
No
Yes
Current State
Develop Core
Work Plans
Project
Management
Plan
Develop Plans for
Facilitation
Business
Transition
Plan
Gap Analysis
Plan
Future State
Checklist
Integrated Project
Plan
Proposal for
IT CG Priority
Approve
No
Yes
Carry Out Work Plans
Execute &
Control
business transition
project management
Carry Out Facilitation
Complete
Integrated Project
Plan
Go-Live
Readiness
Assessment
Checklist
Proposal for
IT CG Priority
Go-Live
No
Yes
Checklist
Project Evaluation
Document Trends & Lessons
Close
Proposal for
IT CG Priority
Transition Support Plan
Lessons Learned
Close
No
Yes
Performance Measure
Operations &
Maintenance
Pre-Initiate
Changes
Environmental Scan
Coordinate
Changes Across
Projects
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Critical elements

Pre-Initiate




Initiate





Communicate, communicate, communicate, and educate, and then communicate
Close



Stick to the plans
Control


Document core work plan
Integrate project, change, and facilitation management plans
Execute


Secure membership and governance
Clearly determine and gain acceptance of roles/responsibilities
Clearly and thoroughly document the change project strategy
Plan


Recognize need for change
Determine gap
Clearly and thoroughly document business case
Document and present (widely) trends and lessons
Clearly document and agree upon transition support plan
Operations & Maintenance

Conduct and actively manage performance measures and environmental scans
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Change Management and the Application of
Business Transition Management:
What Every Manager Should Know
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Where do you go from here?
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Business Transition Management
Case Study
Pre-Initiate
Initiate
Plan
Execute
Close
O&M
Monitor and control
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Business Transition Management
Case Study - BHIP
Project:
Behavioral Health Integration Project
Description: Implementation of a new Hospital
Management and financial information
system, which will be incorporated along
with new physical infrastructure
(building/facility) and business process
(re)design.
BPM Support: Providing early project consultation
pertaining to WBS, communication planning,
business transition detail, risk management
support, and mentoring regarding business
transition, integrated framework, and
associated tools and
templates.
BTM
1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Business Transition Management
Case Study - ICM
Project:
Integrated Collections Management
Description: This is a new information system for the
Office of Payment Accuracy and Recovery
that will include case management,
account receivable management, and
payment receipting for the Office of
Financial Services.
BTM Support: Consulting on position description for BTM
review. This resulted in staffing appropriately.
Now BPM office is mentoring BTM and team on
methodologies and integrated framework for
input to BTM plan.
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Business Transition Management
Case Study – OR-KIDS
Project:
Oregon Kids (OR-KIDS)
Description: Implement an improved system and practices
to support efficient, timely delivery of
services for Oregon’s abused, neglected and
dependent children.
BPM Support: What started as a project and material
audit is now about offering project reviews,
analysis, and recommendations for business
transition. Recommendations are relative to
use of tools and templates, additions to the
WBS, communication plans and tactics, and
the overall BTM methodology.
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Business Transition Management
Case Study – MMIS
(preparing for Go-Live & Operationalization)
Project:
Medicaid Management Information System
Description: Integrating MMIS project staff back into the
business unit.
BPM Support: Reviewing plans, expectations, and methods
in place to operationalize MMIS activities as
well as providing BTM recommendations and
consulting services as requested.
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Business Transition Management
Case Study – OFDM EDMS
Project:
Electronic Document Management System for
the Office of Document Management
Description: An electronic solution (non-Medicaid) was
implemented to address an in efficient and
costly set of manual processes. The business
unit has been having a problem adjusting to the
electronic workflow of their business.
BPM Support: Business architect and transition personnel
are working together to analyze the business
processes currently in place with the
automated workflow and system.
Recommendations are forthcoming regarding
next steps and process improvement items.
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Understanding How to Plan, Lead, and Sustain Organizational
Change in Public Sector Businesses
Contact Information For Details About This Curriculum
Tim Rahschulte
503-544-5563
[email protected]
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know
Current State
High-Level
Performance
Measure
Impact
Assessment
Validation of Initial
Business Case
Need
Need for Change
Pre-Initiate
Environmental
Scan
Future State
High-Level
Initiate
Membership &
Resources
Governance &
Structure
The Business
Case
Transition
Complexity & Risk
Study
Research Best
Practices
Charter &
Scope
Operational
Determinants
Business
Assessment
Checklist
Proposal for
IT CG Priority
Approve
No
Readiness
Assessment
Yes
Checklist
Business
Requirements
Proposal for
IT CG Priority
Strategy
Commit
No
Yes
Current State
Develop Core
Work Plans
Project
Management
Plan
Develop Plans for
Facilitation
Business
Transition
Plan
Gap Analysis
Plan
Future State
Checklist
Integrated Project
Plan
Proposal for
IT CG Priority
Approve
No
Yes
Carry Out Work Plans
Execute &
Control
business transition
project management
Carry Out Facilitation
Complete
Integrated Project
Plan
Go-Live
Readiness
Assessment
Checklist
Proposal for
IT CG Priority
Go-Live
No
Yes
Checklist
Project Evaluation
Document Trends & Lessons
Close
Proposal for
IT CG Priority
Transition Support Plan
Lessons Learned
Close
No
Yes
Performance Measure
Operations &
Maintenance
Pre-Initiate
Changes
Environmental Scan
Coordinate
Changes Across
Projects
BTM 1: Change Management and the Application of Business
Transition Management: What Every Manager Should Know