implement change management policies

8/6/2019 Implement Change Management Policies

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P.R.I.C.E. Interscope Implement Change Management Processes

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Implement Change Management Processes Part 1

Table of contents

1. Change management policies................................................................................................3

2. Change procedures.................................................................................................................3

3. Some reasons for required changes......................................................................................3

4. Change management plan overview......................................................................................4

5. Change management plan......................................................................................................4

5.1 Type of change....................................................................................................................4

5.2 Reason for the change........................................................................................................4

5.3Organisations current status...............................................................................................4

5.4 Organisations future status.................................................................................................4

6. Person responsible for change management plans and procedures .................................4

7. Training Plan............................................................................................. ...............................5

7

.1 Areas for training.................................................................................. ............................. ..5

7.2 Knowledge needed............................................................................... ...............................5

7.3 Who will do the training........................................................................ ...............................5

7.4 How will the training be funded............................................................ ...............................5

7.5 Type of training................................................................................. ..................................5

7.6 Length of training.................................................................................. ...............................5

7.7 Advantages from training............................................................. .......................................5

8. Promoting the change.............................................................................. ...............................5

9. Action Plan....................................................................... ......................... ...............................6

10. Change schedule...................................................................................... ...............................6

11. Training Plan............................................................................................. ...............................7

12. Review and monitoring of all changes ..................................................................................7

13. Change management plan template...................................................... .......................... .8-12

14. Bibliography.......................................................................................................... .................13


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Change Management policies

While planned, authorized changes have obvious benefits to systems and users its the unknown,

poorly executed, or even imperceptible changes that can result in serious negative impact to IT

systems and processes. For example, an unauthorized change to firewall settings can result in

serious vulnerabilities that not only threaten data and disrupt revenue generating services, but that

can also imperil compliance with regulatory requirements. The only way to truly prevent these kinds of

changes is to create a change management plan that has zero tolerance for unauthorized change.

Companies that have a successful change management plan spend less than 5 percent on

unplanned work.

Change Procedures

y Date of submission and date of change

y Owner and custodian contact information

y Nature of the change

y Address the risks associated with the change if it is or is not implemented.

y Authorisation appropriate to the type of Change.

y Indicate the backup plan if the change implementation fails.

y Indicate the availability of resources to implement the change.

y Indication of success or failure.

y Customer notification for scheduled and unscheduled changes

Some reasons for required changes

y User requests

y Recommended or required changes

y Changes in regulations

y Hardware or software upgrades

y Hardware or software failures

y Changes or modifications to the infrastructure

y Environmental changes e.g. electrical or air conditioning changes.

y Maintenance

http://www.tripwire.com/register/?type=wp&id=3301

www.caudit.edu.au/download.php?doc_id=192&site_id=43


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Change management plan overview

Change management is a process that allows companies to effectively implement a change withintheir organization. But, before you begin trying to implement the intended change, you need to createa change management plan. There are many advantages and disadvantages of change management.You need to decide for yourself if you are willing to accept the disadvantages before you moveforward with your plan.

Change management plan

Type of change

y Hardware

y Software

y Network Infrastructure

y Building

Reason for the change

y Systems outdatedy OS system outdated

y No cabling network infrastructure

y Not enough PCs for employees.

Organisations current status

y Outdated Pcs

y Outdated software programs

y Outdated hardware

Organisations future status

y New Pcs

y New hardware and software programsy New cabling infrastructure

y Ergonomically friendly workplace

y New laptops and Printers

y More improved and effective workplace

Person responsible for change management plans and procedures

The person responsible for any changes or procedures is depending what the change is but at mosttimes the CEO of head manager gets the last say in any changes because he is the personresponsible for the whole business.

Training Plan

Areas for training

y New OS systems

y New Pcs

y New Printers

y New hardware and software programs


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Knowledge needed

y How to properly function new operating systems

y How to use new PCs

y How to use the new software programs

Who will do the training?

y IT tutor

y IT teacher

y IT technician

How will the training be funded?

y Business budget

y CEO

Type of training

y Basic software training

y Basic computer training

Length of training

y 3 hours

Advantages from training

y More experience for employees

y Easier to function new operating systems

Promoting the change

You can promote the change so that the employer or the customer can understand why the changehas to be made. There are a number of ways to promote a change e.g. By a report or a niceprofessional power point presentation.

If employees deny excepting the change your self will have to explain why the change is necessaryand why it has to be made.


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Action Plan

Change schedule

Actions Responsible Person Timeframe

IT Activities

Hardware: IT Technician CEO 2 hours

Software: IT Technician CEO 1 hour

Network: IT Technician CEO 2 hours

Project Team Activities Computerising Wysywig CEO 1 day

Training Activities

Software Training CEO 1 hour

New OS training CEO 1 hour

Basic computer functions CEO 1 hour

Name of Task Duration Start Date End Date

Computerising

Wysywig PTY LTD

1 DAY 18/06/09 18/06/09

Activities 8 DAYS 19/06/09 27/06/09


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Training Plan

Review and monitoring of all changes

Reviewing and monitoring all the changes that have occurred at Wysywig is very important to check if

the change has been a success or not and how the change has improved the business.

You can collect evidence or feedback by:

y Collecting feedback from the employees

y Creating a survey

y Reviewing area of change

Session Modules Learning Outcomes Objectives

Length of

Training

session

Facilitator

Basic Software

Training

Easier to use new OS

systems and more familiar

with the product

More computer

knowledge

1 hour IT Tutor

Computer functions More knowledge and

experience with the computer

More computer

Knowledge

1 hour IT Tutor

Basic Hardware

Functions and

knowledge

More experience with the

computer hardware

More computer

Knowledge

1 hour IT tutor


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CHANGE MANAGEMENT PLAN TEMPLATE

AGENCY AND PROJECT DETAILS

AAggeennccyy NNaammee ((FFuullll))::

WWyyssyywwiigg PPTTYY LLTTDD

PPrroojjeecctt NNaammee::

CCoommppuutteerriissiinngg tthhee

wwhhoollee bbuussiinneessss

AGENCY PROJECT CONTACT DETAILS:

Project Manager Full Name: James Watts

Title: CEO

Business Division: Paper Distribution business

Street Address: 112-116 Yelling St Rydafield

Postal Address: 112-116 Yelling St Rydafield State: QLD Postcode:

2544

Email Address:

James_Watts@Wysywig.

com


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Telephone Number: 03 98251456 Fax Number:

03 98952541

PROJECT PHASE:

PPrroojjeecctt EEnnddoorrsseemmeenntt Recommended byPPrroojjeecctt MMaannaaggeerr SSiiggnnaattuurree :: DDaattee

Name: Project Manager 00 / 00 / 00

Document Accepted byPPrroojjeecctt SSppoonnssoorr SSiiggnnaattuurree :: DDaattee

Name: Project Sponsor 00 / 00 / 00

Document Accepted byPPrroojjeecctt CCuussttoommeerr SSiiggnnaattuurree :: DDaattee

Name: Project Customer 00 / 00 / 00

RReevviissiioonn HHiissttoorryy VVeerrssiioonn NNoo DDaattee AAuutthhoorr SSttaattuuss RReevviieewweerrss

(add additional rows if required) 1 00 / 00 / 00 Name Eg: Initial Draft for review Name(s)

2 00 / 00 / 00 Name Eg: Initial Draft for review Name(s)


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KKeeyy SSttaakkeehhoollddeerr

EEnnddoorrsseemmeennttPPoossiittiioonn NNaammee SSiiggnnaattuurree DDaattee

Example: Process or Business

OwnerExecutive Director / Director 00 / 00 / 00

Example: Information Policy and

PlanningDirector / Manager 00 / 00 / 00

Example: Learning &

Development/TrainingDirector / Manager 00 / 00 / 00

Example: CommunicationsProject Communications

Co-ordinator00 / 00 / 00

Example: Organisational

DevelopmentDirector 00 / 00 / 00

CChhaannggee PPrroojjeecctt TTeeaamm NNaammee RRoollee iinn TTeeaamm NNaammee ooff BBuussiinneessss UUnniitt ooff MMeemmbbeerrss

(add additional rows if required) James Watts CEO

John Smith Sales Manager

Dean Mason Senior Accountant


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1. CHANGE IDENTIFICATION

11..11 TTyyppee ooff CChhaannggee ((PPlleeaassee ttiicckk oorr cchheecckk))

Policy Change Process Change Scale of the change - large or small

Speed of change -fast or slow Job roles System change Other: New network Infrastructure

11..22 RReeaassoonn ffoorr tthhee CChhaannggee Describe the reason for the change example: Business benefit

11..33 CChhaannggee SSccooppee ((PPlleeaassee ttiicckk oorr cchheecckk))

Department Work Groups Business Units Division

People Systems Other:

Change of Scope Details:Describe who in the business it includes? How far reaching in the organisation is the change?

Is it the same for each of the business units?

11..44 CCuurrrreenntt SSttaattuuss No cabling network infrastructure

Outdated OS systems

Outdated PCs

Insufficient Pc s

11..55 FFuuttuurree SSttaattuuss New Network Infrastructure

New PCs

New Os systems

More efficient workplace

More reliable workplace

2. CHANGE SPECIFICATIONS

22..11 CChhaannggee TTaacctt iicc Removing all the old equipment and installing all the new equipment

22..22 PPrroocceessss CChhaannggee This change is a new process for the organisation because the whole building will be computerised which will

improve the workplace

New network Infrastructure


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3. CHANGE METHODOLOGY

33..11 SSttaakkeehhoollddeerr AAnnaallyyssiiss What are the specific target groups/audiences that will be impacted by this change?

Who might be able to help us the most? (advocates, early adopters)

Who might present the most resistance?

Who will be the change levers? (drivers)

4.IMPLEMENTATION STRATEGIES

44..11aa AAccttiioonn PPllaann Activity Responsibility Timeframe

Activity to be rolled out Project responsibilities Roll-out timeframe




44..11bb SScchheedduullee DDeettaaiillss Task Duration Start Date End Date Resources

Milestone One

Activities

Milestone Two

Activities

44..22 CCoommmmuunniiccaattiioonn PPllaann Audience Key MessagesDelivery

MethodDate

Length of Session

(if applicable)

Location

Example:

Team Leaders

Senior Managers

00 / 00 / 00

SSeennddeerr Project Manager

Example: Staff 00 / 00 / 00


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Users

SSeennddeerr Supervisor

00 / 00 / 00

44..33 TTrraaiinniinngg PPllaann Identify the current level of skills and knowledge and behaviours of the group that will be impacted on.

What prerequisite knowledge do these groups need?

What are the training strategies?

Identify requirements for a training program.

Who will do the training?

Who will fund the training?

Session Modules Learning Outcomes Objectives

Length of

Training

Session

Target Audience Location Facilitator

44..44 BBuussiinneessss SSyysstteemmss PPllaann Identify the hardware, software, network to be implemented for the change.

44..55 RReessiissttaannccee PPllaann Key areas of resistance Actions to address resistanceResponsible

Person

Identify main cause of

resistance

Provide some ongoing coaching opportunities

for the employee or manager that are resistant

to the change.

Communicate the consequences to staff if not

supporting the change.

Implement some consequences for not

supporting the change.


resistance(see above or refer 4.5 in Workbook)


resistance

(see above or refer 4.5 in Workbook)


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resistance

(see above or refer 4.5 in Workbook)

Bibliography

Wikipedia.com

Tripwire.com

Caudit.edu.au

implement change management policies

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