1. AGENDA/OBJECTIVES
Learning Objectives:
 Gain a general overview of Change Management objectives and best practices;
 Develop a preliminary understanding of potential change management tools and
frameworks to apply on a consulting project.
Agenda:
 The need for Change Management;
 Generic Overview of Change Management Techniques;
 Change Management Tools and Links;
 Wrap-Up/Questions
1

2. CHANGE MANAGEMENT
“BURNING PLATFORM”
2

3. 3
CHANGE MANAGEMENT – INTRODUCTION
• Defining and instilling new values, attitudes, norms, and behaviors within an organization that support new ways of
doing work and overcome resistance to change;
• Building consensus among customers and stakeholders on specific changes designed to better meet their needs;
• Planning, testing, and implementing all aspects of the transition from one organizational structure or business
process to another.
While change management can be defined in many different ways, the key
elements will always tend to include the following responsibilities…
* From Business Process Re-engineering Glossary
• At its core, change management is about anticipating and preparing for the ripple effects that any significant
change will have across the organization…
Project Team
Change
Sponsoring Organization
Organization at large

4. CHANGE MANAGEMENT – WHY IT’S NEEDED
As organizations
continue to change
with increasing speed
and regularity,
professional change
management becomes
ever more important..
PROJECT FAILURE RATES:
 Only 20 to 30% of all reengineering projects succeed1
 Just 43% of quality-improvement efforts make satisfactory
progress2
 9% of all major software development applications in large
organizations are worth the cost. 31% get cancelled before
completion. 53 percent will result in cost overruns by 189%3
Poorly managed change
management is often
cited as a key driver of
project failure…
References:
(1) Hal Lancaster. "Reengineering Authors Reconsider Reengineering." Interview with Michael Hammer and James Champy. The Wall Street Journal. January 17, 1995.
(2) Linda Moran, Jerry Hogeveen, Jan Latham, and Darlene Russ-Eft. Winning Competitive Advantage. Zenger Miller. 1994.
(3) Jim Johnson. "Chaos: The Dollar Drain of IT Failures." Application Development Trends. January, 1995. 3

5. Change Management is increasingly regarded as a critical success factor,
with numerous executives and project leaders now working to incorporate
proven best practices into their project management methodologies.
HOW BIG IS CHANGE MANAGEMENT?
4

6. CHANGE MANAGEMENT FRAMEWORK
5

7. Initial Scoping/ Planning Drive Change Post-Change Monitoring
Complete
Impact
Assessment
Establish
Governance
Structure
Define
Change
Network
Develop
Change Plan
Develop
Marketing/
Communications
Plan
Execute
Marketing Communications
Strategy
Measure
on-going
progress/
ownership
Facilitate
Management
Forums
Establish
Change
Network
Assess
Compliance
Confirm
Impacts
CHANGE
DELIVERED
Identify
Stakeholder
Requirements
KEY CHANGE MANAGEMENT ACTIVITIES
In order to successfully manage a complex change, there are a number of
key tactics to apply, depending on the project phase and requirements.
Surface/
Address Areas
of Resistance
Execute
Rollout
Execute
Organization
Change
Update Impact
assessment
(as necessary)
Update
Business
Case
6

8. CASE STUDY OVERVIEW
Case Study #1 – eGL LSS Case Studies
Case Study
Background
Throughout 2002-2003, RBCFG elected
to implement a PeopleSoft General
Ledger system – impacting:
- over 40 existing GL’s,
- 246 legal entities,
- 34 implementation sites,
- 55 geographical jurisdictions
- 2800 users
An LSS project that introduced and
implemented technology and
process changes to processing client
transactions – impacting:
- approx. 1000 branches
- approx. 2900 branch users
- approx. 700,000 transactions per
annum
- 4 customer segments

9. INITIAL SCOPING/PLANNING
The first step is to ensure that all key stakeholders are driving
towards the same “ideal state.”
Current State
ORG
PROCESS
TECH
Ideal State
ORG
PROCESS
TECH
Change Project
•Process reduction
•Org/FTE reduction
•New Technology Add
Initial Scoping/ Planning Drive Change Post-Change Monitoring
CHANGE
DELIVERED
Complete
Impact
Assessment
 At this early stage, the picture will be
somewhat unclear, but an attempt should still
be made to at least capture preliminary
thinking.
 A constant distinction needs to be made
between the project work and the end-
state in order to ensure that there is
appropriate focus on where you’re going
rather than just the journey…
Tools /Techniques:

10. IMPACT ASSESSMENT
Complete
Impact
Assessment
As Ideal State and project goals become further defined, a
preliminary impact assessment can be crafted.
Project Related Questions:
 What resources will we need for the project team? What will their commitment need to be?
 What levels of participation will be required from the rest of the sponsoring organization?
 How will we introduce the project, who will deliver messages?
Project Impact Related Questions:
 How broad is this change we’re potentially delivering?
 What associated business processes could be impacted?
 How will staff be impacted? How might the organization structure, reporting relationships etc. be changed?
 What new skills may be required?
 How might the technology infrastructure (applications, data, hardware etc.) be impacted?
 What impact might there be to customers, shareholders, suppliers, competitors etc.?
Initial Scoping/ Planning Drive Change Post-Change Monitoring
CHANGE
DELIVERED
Tools /Techniques:

11. As the result of the initial impact assessment, a high-level “heat-
map” can be created – documenting where in the organization
the potential impacts would be most dramatically felt.
ABC
CP&B US&I Cap
Mkts
GTO Funcs
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
Project
Initiator
Legend:
No Impact
Little/Unknown Impact
Potentially Significant Impact
Impact Heat-Map
CP&B US &
Intl
Cap
Mkts
GTO
Internal Business Processes to be
developed
H M L H
Organizational Structure
to be impacted
H M L H
# FTE’s to be reduced H M L H
New Skills H M L H
Technology Infrastructure H M L H
External Customer Impacts H M L H
Shareholder Impacts H M L H
Supplier Impacts H M L H
Competitor Impacts H M L H
Impact Assessment Tracking
Complete
Impact
Assessment
Initial Scoping/ Planning Drive Change Post-Change Monitoring
CHANGE
DELIVERED
IMPACT ASSESSMENT
Tools /Techniques:

12. Along with the change management implications of your own
project, you’ll need to take into account other projects as well
and pro-actively manage any potential conflicts that could put
your success or timelines at risk.
CP&B US&I Cap
Mkts
GTO Funcs
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
Complete
Impact
Assessment
What other
projects could
be impacting
this group?
When will the other project be
impacting the group?
What will the
risks be to our
project?
How will we
mitigate the
risks?
Mammoth IT
implementation
Type Date High – with
these job
changes, the
training
requirements
may need to be
revised
• Involve
project lead
on our
Advisory
Group
• Exchange
project
plans/project
updates.
Introduction
Training
Implementation
Job Changes
05/06
04/06
07/06
08/06 – 12/06
Regulatory
Compliance
(SOX)
Inter-Dependent Project Identification:
Initial Scoping/ Planning Drive Change Post-Change Monitoring
CHANGE
DELIVERED
Project B
Project A
Inter-Dependent Project Management:
IMPACT ASSESSMENT
Tools /Techniques:

13. Project
Outcome
Change
Implications
Who will be
Impacted
What will the
Likely Impact
Be
Degree of Impact/
Opportunity
(Low-Med-High)
Stakeholder
Engagement
Required
Financial Close
Process
Reduced by 1
day a month
Data made
available one day
earlier than
before
Receivers of the
data – CAD,
Statutory and
Regulatory
Reporting
Could enable
receiving groups
to move up their
calendar by 1 day
Medium Will keep CAD
and reporting
informed, but
leave it up to
them to change
their process.
FTE costs will be
reduced
Financial Ops
teams in all
locations
Could reduce
head-count
requirements
Could free-up
time for other
tasks
High (Removing
one day of close
process will mean a
savings of ~400
manhours)
Will need active
participation
from Finance
Ops managers
to determine
whether
workforce cuts
are possible
Initial Scoping/ Planning Drive Change Post-Change Monitoring
CHANGE
DELIVERED
Impact Assessment /Stakeholder Map
IMPACT ASSESSMENT
From an understanding of the project impacts, the initial
stakeholder requirements can be derived.
Complete
Impact
Assessment
Tools /Techniques:
13

14. STAKEHOLDER REQUIREMENTS
Where do we need to get Information
From?
When do we need the input? How will gather the input?
Central Finance Representatives Prior Global Design Surveys
BU Finance Prior to Global Design Surveys
External Regulators As the regulations become
updated
Through regulatory officers
Who do we need to Get
Approvals from:
When do we need it? How will we get it? Is there likely to be
resistance?
Department Leaders with
Impacted staff
At launch of the project Have X. Executive introduce the concept and
ask?
YES
Human Resources At launch of the project Work with Y executive to ask No
A stakeholder management approach can be developed to
ensure everyone is as engaged as required.
Who do we need to Keep in
the Loop
What will they be
interested in?
How often will we communicate? What channels will we use?
External Relations Anything impacting the
customers
As needed YES
Finance Executives (J. Brown) The success of the LSS
project
Monthly 1:1 meetings with Sponsor
Establish
Stakeholder
Reqts
Stakeholder Management Approach
Initial Scoping/ Planning Drive Change Post-Change Monitoring
CHANGE
DELIVERED
Tools /Techniques:

15. GOVERNANCE STRUCTURE
As stakeholders are identified, an initial governance structure
can be put in place to ensure effective oversight, issue
escalation and decision making.
Decision-Making Bodies:
•Project Management Office
•Business Case Managers
Sponsors/
Champions
Representatives of those
areas from whom you’ll
require something and
may eventually need their
buy-in
Establish
Governance
Structure
Standard Governance Model
Initial Scoping/ Planning Drive Change Post-Change Monitoring
CHANGE
DELIVERED
PROJECT TEAM MEMBERS
• GCS Staff
• Business Area Staff
Team Leads
• Executive Boards
• Steering Committees
Potential Additions if project
size/complexity/contentiousness warrants expansion
Administrative Bodies
•Subject Matter Experts
•Pilot Participants
User Representatives
“Advisory” Groups:
Human Resources
Regulatory Affairs
Interested Parties
 Depending on the size, complexity or contentiousness of the
project, the governance model can be simple or complex:
Tools /Techniques:

16. GOVERNANCE STRUCTURE
Working Groups Examples Advisory Functions Examples
Sponsors Project
Management
Office
Steering
Committee
Impact Advisory
Office
Business
Advisory Board
Interest Groups
Member
requirements
VP Level Project Managers Supporting Project
Executives
Director Level from
key functional
areas
Director level
from key
customer areas
None – open to
anyone
Mandate  Provide
Executive
Oversight
 Report
progress/issues
to Group
Executive
 Day-to-day
management of
budget, workplan,
resources and
schedule.
 Ensure project
is proceeding
according to
sponsor
expectations,
Manage
Finances
 Provide on-going
assessment of
related impacts
to IT, Process,
Audit Functions
 Provide
customer
input
 Bring up
issues/concer
ns from the
field
 Keep informed
Frequency of
Meeting/Time
Commitment
2 hours a month Full-time Weekly Quarterly Updates ½ a month Quarterly
Channels 1-on-1 meetings NA B. Hamilton Facilitated
Sessions
Facilitated
Sessions
Lunch and Learns
Managed
(agendas,
facilitation etc.)
n/A Self-Managed P. Lead A. Facilitator A. Facilitator
Establishing the precise mandates of each of the groups within the
governance structure will help ensure that members understand
their accountability and levels of decision-making authority.
Establish
Governance
Structure
Mandate Definition
Initial Scoping/ Planning Drive Change Post-Change Monitoring
CHANGE
DELIVERED
Tools /Techniques:

17. CHANGE PLAN
Dec Jan Feb Apr May Jun Jul
Process
Redesign
Process Redesign
Process Review and Approval
HEADCOUNT FTE requirements Re-
Assessment
Personnel Transition Plan
Resource Redeployment
TRAINING Training Needs Assessed
Training Materials Developed
Training Delivery
ROLL-OUT
READINESS
Technology Infrastructure
Updated
Passwords / Security in place
As the project work proceeds, key change elements, (training,
employee transitioning, technology changes etc.) need to be
scheduled , planned for and tracked.
Develop
Change Plan
Sample Change Plan
Initial Scoping/ Planning Drive Change Post-Change Monitoring
CHANGE
DELIVERED
Project Plan:
Change Readiness Plan:
Tools /Techniques:

18. CHANGE NETWORK
 Provide project oversight
 Assign resources
 Make Decisions
 Resolve Disputes
Champions:
Impacted Personnel:
Team Leads:
• Can provide input on design or
risks
• Can act as a communication
lead for their area cascading
messages down or up as
needed
• Can become trainer or owner
for new processes, systems
- Those employees who
will in some way feel the
change.
Define
Change
Network
Establishing a change network ensures change agents are in
place, know their role, that messages are appropriately cascaded
down throughout the organization, and end-user input
appropriately collected.
Change Network Diagram
Initial Scoping/ Planning Drive Change Post-Change Monitoring
CHANGE
DELIVERED
GL FUNCTIONS (KWAN)
Financial Operations (BURROWS)
IT IMPLEMENTATION (J. Smith)
CHANGE NETWORK
GL Management Reconciliation Reporting
15 16 8Total
Personnel
Areas:
J. Blow Jane Doe Mr. XRepresented
by:
EGL BPRS
J. Jones M. Smith
6
4
GL FUNCTIONS (KWAN)
Financial Operations (BURROWS)
CHANGE NETWORK
GL Management Reconciliation Reporting
15 16 8Total
Personnel
Areas:
J. Blow Jane Doe Mr. XRepresented
by:
EGL BPRS
J. Jones M. Smith
6
4
“Change
Agents”
can be
found at
all levels
Tools /Techniques:

19. COMMUNICATIONS AND MARKETING PLAN
WHO do we
need to talk to ?
WHAT do we
need to tell
them (key
messages)
WHAT do we
need them to do
with the
information?
HOW will we deliver the messages
Channels (e-
mails, in-
person,
meetings etc.)
Who
Prepares
Who delivers? How
Frequent
?
An effective communications plan needs to start with a
definition of the actions we need people to take, and later
focuses on the tactics to deliver the required messages.
Marketing
& Comms
Plan
Stakeholder Management
AUDIENCE
SEGMENTATION
REQUIREMENTS CHANNELS
All Finance Understand what we’re
doing there…
Mass email sent from Scott
Burrows
Finance Process Owners Be prepared for the
upcoming interviews
Initial Scoping/ Planning Drive Change Post-Change Monitoring
CHANGE
DELIVERED
Tools /Techniques:
19

20. DRIVING CHANGE THROUGHOUT THE PROJECT
Drive Change
Execute
Marketing Communications
Strategy
Measure
on-going
progress/
ownership
Facilitate
Management
Forums
Establish
Change
Network
Surface/
Address Areas
of Resistance
Execute
Organization
Change
Update Impact
assessment
(as necessary) With appropriate planning in place,
success will then rely upon effective
execution and monitoring of the
agreed upon plans.
Initial Scoping/ Planning Drive Change Post-Change Monitoring

21. FACILITATE MANAGEMENT FORUMS
Ensure that all working and executive groups have all the
information they need in the format and frequency they need it
- to enable them to recognize issues, and continue to fulfill their
change agent roles effectively.
Facilitate
Management
Forums
Comments
Scope
Budget
Schedule
Management Forums
Progress
Against Key
Milestones
Decisions to be made?
Key Issues
•Frequency/Timeline
•Who prepares
•Who delivers
•Audience
• Determine what to report on
Initial Scoping/ Planning Drive Change Post-Change Monitoring
• Determine who to report to
• Determine how the reporting will be managed
Tools /Techniques:

22. UPDATE IMPACT ASSESSMENT
As a project progresses, it is important to revise or validate the
initial impact assessment at pre-defined check-points to ensure
that expectations are being properly managed.
Update
Impact
Assessment
May June July Aug Sept
Project
Start
Impact
Update
Check-Point
Impact
Update
Check-Point
ABC
CP&B US&I Cap
Mkts
GTO Funcs
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
Project
Initiates
High – with
these job
changes, the
training
requirements
may need to be
revised
What will the
risks be to our
project?
• Involve
project lead
on our
Advisory
Group
• Exchange
project
plans/project
updates.
How will we
mitigate the
risks?
Regulatory
Compliance
(SOX
DateType
Mammoth IT
implementation
05/06
04/06
07/06
08/06 – 12/06
Introduction
Training
Implementation
Job Changes
When will the other project be
impacting the group?
What other
projects could
be impacting
this group?
High – with
these job
changes, the
training
requirements
may need to be
revised
What will the
risks be to our
project?
• Involve
project lead
on our
Advisory
Group
• Exchange
project
plans/project
updates.
How will we
mitigate the
risks?
Regulatory
Compliance
(SOX
DateType
Mammoth IT
implementation
05/06
04/06
07/06
08/06 – 12/06
Introduction
Training
Implementation
Job Changes
When will the other project be
impacting the group?
What other
projects could
be impacting
this group?
“Heat Map” “Inter-dependent
Project List”
Passwords / Security in place
Technology Infrastructure UpdatedROLL-OUT
READINESS
Training Delivery
Change Plan
Aug
TRAINING
HEADCOUNT
Process Redesign
JunMayDecNo FebJan AprMar Jul
Training Materials Developed
Training Needs Assessed
Resource Redeployment
Personnel Transition Plan
FTE requirements Re-Assessment
Process Review and Approval
Process Redesign
SE
PT
Passwords / Security in place
Technology Infrastructure UpdatedROLL-OUT
READINESS
Training Delivery
Change Plan
Aug
TRAINING
HEADCOUNT
Process Redesign
JunMayDecNo FebJan AprMar Jul
Training Materials Developed
Training Needs Assessed
Resource Redeployment
Personnel Transition Plan
FTE requirements Re-Assessment
Process Review and Approval
Process Redesign
SE
PT
“Change Plan”
Change Network Diagram
GL FUNCTIONS (KWAN)
Financial Operations (BURROWS)
IT IMPLEMENTATION (J. Smith)
CHANGE NETWORK
GL Management Reconciliation Reporting
15 16 8Total
Areas:
J. Blow Jane Doe Mr. XRepresented
by:
EGL BPRS
J. Jones M. Smith
6
4
GL FUNCTIONS (KWAN)
Financial Operations (BURROWS)
IT IMPLEMENTATION (J. Smith)
CHANGE NETWORK
GL Management Reconciliation Reporting
15 16 8Total
Areas:
J. Blow Jane Doe Mr. XRepresented
by:
EGL BPRS
J. Jones M. Smith
6
4
“Change Network
Initial Scoping/ Planning Drive Change Post-Change Monitoring
• Depending on the length of the project, one or more check-points should be
planned for, with interim check-ins if circumstances warrant it.
Tools /Techniques:

23. MEASURE ON-GOING OWNERSHIP/BUY-IN
At key stages within a long implementation, or at points of
sponsor or organizational change, it is critical to re-affirm the
required buy-in is in place.
Measure
On-going
Ownership/
Buy-In
Who do we need
to Get Approvals
from:
When do we
need it?
How will we get it? Is there likely to
be resistance?
Department
Leaders with
Impacted staff
At launch of the
project
Have X. Executive introduce
the concept and ask?
YES
Human
Resources
At launch of
the project
Work with Y executive to
ask
No
Who do we
need to Keep
in the Loop
What will
they be
interested
in?
How often will we
communicate?
What
channels will
we use?
External
Relations
Anything
impacting the
customers
As needed YES
Finance
Executives (J.
Fukakusa
The success
of the LSS
project
Monthly 1:1 meetings
with Sponsor
Project Introduction:
• Objectives
• Budget
• Schedule
• Change Assessment
Current Status:
• Earned Value
• Issues
• Pockets of Resistance
Governance Model Update
• Current Roles
• Validation of the role the new
sponsor needs to/wants to
play
Update Stakeholder Analysis New Sponsor Update Structure
Initial Scoping/ Planning Drive Change Post-Change Monitoring
Tools /Techniques:

24. DEALING WITH AREAS OF RESISTANCE
Although successful change management is focused on
avoiding resistance , there is a likelihood of issues coming up –
leading to a limited number of options open to a project team.
Address
Areas of
Resistance
Confirm
impact of
resistance
Eliminate any
misunderstanding
through clear
communications
• Impacts?
• Readiness?
• Budget?
• Personal
Power?
Clarify the factors driving
the concern
Determine
whether
overcoming
the resistance
is critical to the
success of the
project or just
nice to have.
Use sponsors or
other supporters
to influence
change of heart
• Outline criticality of change to the
organization
• Outline the consequences if change doesn’t
go through
Cancel
project
• Cease operations
• Communicate to all relevant parties that the
project has ceased due to resistance from…etc
• Make change at a later date?
• Sequence the change to mitigate risk?
• Develop/escalate training?
• Add resources from project team?
• Move budget from other areas?
Consider what
options you might
offer to alleviate
the resistance
Negotiate?
Influence?
Use command and
control hierarchy
to order change
to be delivered.
• Leverage sponsors or other senior supporters
to end debate, forcibly remove resistance to
enable the project to move forward.
Order?
Give Up?
Initial Scoping/ Planning Drive Change Post-Change Monitoring
Tools /Techniques:

25. ESTABLISH CHANGE NETWORK
Establish
Change
Network
CHANGE NETWORK
APPROACH:
 Start with identifying, confirming the end-users to be
impacted by the change.
 Segment the users by level of impact, type of change
required etc.
 Define mandate for user representative:
 Communications? (upwards or downwards)
 Training?
 Impact assessment?
 Other?
 Develop selection criteria for change representative
 Select representatives
 Implement network as necessary:
 Train the trainer
 Communication channels
Leveraging a “change network” enables messages,
training and other change support tactics to be effectively
communicated in all directions throughout an
organization.
Initial Scoping/ Planning Drive Change Post-Change Monitoring
15 16 8Total
Areas:
J. Blow Jane Doe Mr. XRepresented
by:
EGL BPRS
J. Jones M. Smith
6
4
Mgmt REC. REP
15 16 8Total
Areas:
J. Blow Jane Doe Mr. XRepresented
by:
EGL BPRS
J. Jones M. Smith
6
4
Tools /Techniques:

26. EXECUTE MARKETING / COMMUNICATIONS STRATEGY
As outlined in the marketing/communications plans, execute
the tactics, confirm whether the messages are being received
and acted upon, and update/amend as necessary.
Execute
Mktg/Comms
Strategy
Maintain a regular communication schedule, with an increasing volume as change deployment becomes more imminent.
Jan Feb Mar Apr May June
Change
Implementation
•Executive Memos
•Newsletters
•Off-Site Mtgs
x x x x x
x x x x x
xx x x
Starting
Point Baseline Jan
Post Communications:
Mar Jun
•Knowledge of upcoming change
•Understanding of new role
•Signed-up for training
L
L
L
H
H
H
M
L
M
M
L
L
Initial Scoping/ Planning Drive Change Post-Change Monitoring
Track communications effectiveness and variance from initial baseline.
COMMUNICATION SCHEDULE:
COMMUNICATION TRACKING:

27. Big Bang: to
EXECUTE ORGANIZATION CHANGE
After all required preparation work has been completed, and
testing has yielded the expected results, the change itself has
to be executed, and the switch from “old” to “new” completed.
Execute
Organization
Change
LAUNCH
New Organization/
Process / Technology
Existing Organization/
Process / Technology
Parallel
Run: to
Sequenced
Change:
Business
Customer
Marketing
Processes
Risk
Initial Scoping/ Planning Drive Change Post-Change Monitoring
Technical
Systems
Access
TESTING
Go/No-Go
Decision
DEPLOYMENT/
WARRANTY
or
or
?Others:
or
Tools /Techniques:

28. CHANGE FOLLOW-UP AND SUPPORT
Assess
Compliance
Confirm
Impacts
Update
Business
Case
(As Necessary)
Effective change management
should also include the post change
monitoring to drive compliance and
constant improvement.
Initial Scoping/ Planning Drive Change Post-Change Monitoring

29. ASSESS COMPLIANCE
Throughout a specified “warranty”period, formal monitoring
should be implemented to ensure that the required changes or
new capabilities are in place, understood and being maintained.
Assess
Compliance
- # of steps removed?
- # of metrics now exceeding the
benchmarks?
- # of outputs increased?
- # of defects eliminated?
Planned Actual
Initial Scoping/ Planning Drive Change Post-Change Monitoring
Maintenance Tracking
Tools /Techniques:

30. EXECUTE ORGANIZATION CHANGE
PREDICTED RESULTS ACTUAL RESULTS
Project
Outcome
Change
Implications
Who will be
Impacted
What will the
Impact Be
Degree of
Impact/
Opportunity
Financial Close
Process Reduced
by 1 day a month
Data made
available one day
earlier than before
Receivers of the
data – CAD,
Statutory and
Regulatory
Reporting
Could enable
receiving groups to
move up their
calendar by 1 day
Medium
FTE costs will be
reduced
Financial Ops
teams in all
locations
Could reduce head-
count requirements
Could free-up time
for other tasks
High (Removing
one day of close
process will mean a
savings of ~400
manhours)
Confirm
Impact
Assessment
Initial Scoping/ Planning Drive Change Post-Change Monitoring
Actual impacts should be assessed to validate business and
help with planning of additional, future projects.
Tools /Techniques:
30

31. EXECUTE ORGANIZATION CHANGE
As more attention is now being paid to the realization of value
as the per the agreed-upon business case, it is increasingly
important to follow-up on the actual amount realized to drive
additional value as planned or adjust the estimate for current or
future projects.
Update
Business
Case
ORIGINAL BUSINESS CASE ACTUAL VARIANCE
RATIONALE
Cost $10,000,000 $15,000,000 Timelines were
extended and
additional testing
was required
Savings
(specific)
Reduction in FTE $250,000 p.a.
$50,000
High level of support
continued to be
required for first two
years due to system
complexity
Facilitation of system
upgrades
$100,000 p.a. $50,000 Capital markets still
on other system
Savings
(estimated
resulting
benefits)
Facilitate integration of
merger targets
$500,000 Est $300,000 Lower than expected
merger activity.
EXPECTED PAYBACK <5 years >8 years
Initial Scoping/ Planning Drive Change Post-Change Monitoring
Tools /Techniques:

32. CHANGE MANAGEMENT
TOOLS / LINKS

33. A “standard” change management
toolkit will have a broad range of
tactics to choose from, and will
constantly evolve with experience.
Stakeholder Goals and Expectations
Impact Assessment
• Business process impacts
• Culture Impacts
• Application and Delivery Impacts
• Human performance impacts
• Physical environment impacts
• Technology Impacts
External Assessment
• Customer Impacts
• Competitor Impacts
• Shareholder Impacts
• Supplier Impacts
• Regulator Impacts
Documented Business Goals and Expectations
Business Value Delivered
Organization Change Delivered
Project Quality Delivered
Risks and Mitigation
Communication and Ownership Approach
Communication Plan:
• Objectives
• Key Messages and Message
Content
• Key Communication Issues
• Critical Success Factors
• Audience Segmentation
• Vehicles Considered
• Timeline and Deliverables
• Development Process
• Approval Process
• Measurement Process
• Staffing Requirements
• Budget
• Local Rollout
Communication
Toolkit/Templates
Change Network Design
• Identification of targets, change
agents, influencers, and sponsors
• Critical relationships between
audiences
• Desired level of commitment
Performance Mgmt Approach
Training Plan
• High-Level Training Needs
Matrix
• Training Delivery Approach
• Curriculum Overview
• Technology Requirements
• Staffing Requirements
• Budget
• Local Rollout Toolkit/Templates
• Training Workplan for
subsequent work effort
Ownership and Commitment
Scorecard
• Approach and structure for
measuring and reporting levels of
awareness, understanding, buy-
in and commitment
Journey Implications
Report
• Critical Success Factors
2 3 4
7 8
9
10 Organization Infrastructure
• High Level Role Impact Analysis
• Local Rollout Toolkit /Templates
• Organization Infrastructure Workplan
for subsequent work effort
11
1
Course of Action
Journey Overview Map
• Key Milestones
• Internal/External Factors
• Business Benefits
• Key Capabilities
• Change Readiness
5 Journey Guidelines
• Enablement
• Leadership
• Measurement
• Navigation
• Ownership
• Quality
6
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LEGEND:
 Items/approaches covered in this tutorial
TOOLBOX/CHECKLIST OF CHANGE TOOLS/TECHNIQUES

34. ADDITIONAL REFERENCES/LINKS
http://www.advisormailout.com/Advisor/Subscribe.aspx?m=70 – New products and commentary from the “Who
moved my cheese” folks.
http://www.isixsigma.com/ce/change_management/ - A wealth of Change Management perspective for the SixSigma
world
http://www.vtpi.org/tdm/tdm114.htm - Touching on some of the basics
http://www.beyondresistance.com/htm/3newsletter.html - Newsletters
http://www.cisco.com/warp/public/126/chmgmt.shtml - Overview of some tools and techniques
Managing the Change Process: A Field Book for Change Agents, Team
Leaders and Reengineering Managers; David K. Carr,Kelvin J. Hard,William J. Trahant
Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change
by Esther Cameron and Mike Green
Managing Change and Transition (Paperback) by Harvard Business School Press
Change Management by Jeffrey M. Hiatt and Timothy J. Creasey (Paperback - Sep 2003)
The Complete Idiot’s Guide to Change Management by MBA, CMC, Jeff Davidson (Paperback - Sep 28, 2001)
LINKS:
BOOKS:

35. QUESTIONS & ANSWERS