13.4 - Manage change
PCF ID: 11074 | Elements: 38 | Metrics Available: N | Benchmarkable: 0
Definition
Planning, designing, and implementing the change. Ensure improvement in the change process.
Overview
This process group covers manage change within the broader context of Develop and Manage Business Capabilities.
Process Hierarchy
Processes
| ID | Process | PCF ID | Sub-elements | Metrics |
|---|---|---|---|---|
| 13.4.1 | Plan for change | 11134 | 16 | N |
| 13.4.2 | Design the change | 11135 | 9 | N |
| 13.4.3 | Implement change | 11136 | 5 | N |
| 13.4.4 | Sustain improvement | 11137 | 3 | N |
13.4.1 - Plan for change
PCF ID: 11134
Definition: Crafting a plan for implementing change to the organization's multiple frameworks, systems, and functional areas. Chart a schematic plan that gives the organization a foundation to shape its change efforts.
| ID | Activity | PCF ID | Tasks | Metrics |
|---|---|---|---|---|
| 13.4.1.1 | Select process improvement methodology | 11138 | 0 | N |
| 13.4.1.2 | Determine stakeholders | 11140 | 0 | N |
| 13.4.1.3 | Assess readiness for change | 11139 | 0 | N |
| 13.4.1.4 | Identify change champion(s) | 11141 | 0 | N |
| 13.4.1.5 | Form design team | 11142 | 0 | N |
| 13.4.1.6 | Define scope | 11143 | 0 | N |
| 13.4.1.7 | Understand current state | 11144 | 0 | N |
| 13.4.1.8 | Define future state | 11145 | 0 | N |
| 13.4.1.9 | Conduct organizational risk analysis | 11146 | 0 | N |
| 13.4.1.10 | Assess cultural issues | 11147 | 0 | N |
| 13.4.1.11 | Identify impacted groups | 20143 | 0 | N |
| 13.4.1.12 | Determine degree/extent of impact | 20144 | 0 | N |
| 13.4.1.13 | Establish accountability for change management | 11148 | 0 | N |
| 13.4.1.14 | Identify barriers to change | 11149 | 0 | N |
| 13.4.1.15 | Determine change enablers | 11150 | 0 | N |
| 13.4.1.16 | Identify resources and develop measures | 11151 | 0 | N |
13.4.1.1 - Select process improvement methodology
Definition: Assessing and choosing methodologies to identify, analyze, and improve existing processes within an organization to meet new goals and objective. Assess the various methodologies available such as process mapping, statistical process control, and simulation. Choose the most appropriate and effective methodology.
13.4.1.2 - Determine stakeholders
Definition: Identifying and communicating with shareholders affected by the change. Consider internal and external stakeholders that will be affected by the change. Determine the amount of influence the change will have on them. Ensure the involvement of these stakeholders in the change process by effectively communicating with them.
13.4.1.3 - Assess readiness for change
Definition: Determining the level of preparedness of the conditions, attitudes, and resources at all levels in the organization needed for change to happen successfully. Define scope of the proposed change. Select the tools for a change readiness assessment.
13.4.1.4 - Identify change champion(s)
Definition: Identifying people exhibit an extraordinary interest in the adoption, implementation, and success of the change. Engage champions in each division or team. Define the roles and responsibilities for the change champions. Determine criteria for selecting change champions. Provide training sessions to champions. Reward and recognize champions.
13.4.1.5 - Form design team
Definition: Preparing a design team for implementing change throughout the organization.
13.4.1.6 - Define scope
Definition: Defining the extent of the area or subject matter that the change process deals with or to which it is relevant. Establish a set of tools, processes, skills, and principles for managing the people side of change to achieve the required outcomes of the change process.
13.4.1.7 - Understand current state
Definition: Using graphical and statistical tools such as pareto diagrams, process flow diagrams, cause-and-effect diagrams, check sheets, histograms, run charts, and scatter diagrams.
13.4.1.8 - Define future state
Definition: Determining the state or position that the organization wants to be in after the implementation of the change. Gather necessary information about the processes, structures, and cultures. Define resource requirements.
13.4.1.9 - Conduct organizational risk analysis
Definition: Looking beyond the immediate consequences of the threat to a critical asset and placing it in the context of what is important to the organization. Identify the impact of threats to critical assets. Create risk evaluation criteria. Evaluate the impact of threats to critical assets. Incorporate probability into the risk analysis.
13.4.1.10 - Assess cultural issues
Definition: Evaluating the culture within the organization. Adopt a quantitative, multidimensional measurement approach of an organization's culture and the aspirations for it. Diagnose cultural activities, enhance leadership sections. Integrate cultures.
13.4.1.11 - Identify impacted groups
Definition: Recognizing the impact of threats to critical assets. Determine what groups are impacted by this impact.
13.4.1.12 - Determine degree/extent of impact
Definition: Evaluating the impact of threats to critical assets. Determine what assets will be impacted by the change.
13.4.1.13 - Establish accountability for change management
Definition: Identifying and assigning the people accountable for effective change management. Hold managers accountable for ensuring change happens systematically and rigorously. Ensure that certain behaviors are rewarded or reprimanded accordingly.
13.4.1.14 - Identify barriers to change
Definition: Recognizing the circumstances or obstacles that keep the organization from progressing. Identify who and what are the resources resisting change. Identify integration failures, threats by competitive forces, and complexity failures.
13.4.1.15 - Determine change enablers
Definition: Identifying the person(s) or thing(s)responsible for making the change possible. Consider factors such as interdependence of efforts, reward to the integrators, sharing of power and responsibility, and employee understanding of why change is essential.
13.4.1.16 - Identify resources and develop measures
Definition: Recognizing the resource requirements, and developing measures for change. Identify the financial, material, human, and informational resources needed to successfully implement the change. Develop programs, campaigns, etc. for establishing the change within the organization.
13.4.2 - Design the change
PCF ID: 11135
Definition: Developing plans for change management, training, communication, and rewards/incentives. Establish metrics for measuring the change adoption. Clarify new roles for employees. Identify budgets.
| ID | Activity | PCF ID | Tasks | Metrics |
|---|---|---|---|---|
| 13.4.2.1 | Assess connection to other initiatives | 11152 | 0 | N |
| 13.4.2.2 | Develop change management plans | 11153 | 0 | N |
| 13.4.2.3 | Develop training plan | 11154 | 0 | N |
| 13.4.2.4 | Develop communication plan | 11155 | 0 | N |
| 13.4.2.5 | Assign change champion(s) | 20145 | 0 | N |
| 13.4.2.6 | Develop rewards/incentives plan | 11156 | 0 | N |
| 13.4.2.7 | Establish change adoption metrics | 11157 | 0 | N |
| 13.4.2.8 | Establish/Clarify new roles | 11158 | 0 | N |
| 13.4.2.9 | Identify budget/roles | 11159 | 0 | N |
13.4.2.1 - Assess connection to other initiatives
Definition: Correlating the change initiative with the other initiatives. Create an alignment between the goals and objectives of the change process and that of the other initiatives.
13.4.2.2 - Develop change management plans
Definition: Creating a detailed structure summary for the purposes of managing the change. Demonstrate the reasons for the change. Define the type and scope of change. Form a change management team. Create a communication plan.
13.4.2.3 - Develop training plan
Definition: Creating a detailed summary of all the actions relevant to teaching a person a particular skill or type of behavior. Determine who will deliver the training. Determine when and where the apprentice or trainee needs to go to receive the structured component of the training.
13.4.2.4 - Develop communication plan
Definition: Developing a plan for imparting or exchanging information relevant the to change. Define goals, objectives, and audience. Gather tools for all communications.
13.4.2.5 - Assign change champion(s)
Definition: Utilizing champions that have been trained to carry out needed changes. Engage champions to communicate roles and responsibilities for the change.
13.4.2.6 - Develop rewards/incentives plan
Definition: Creating and designing the plan for rewarding the employees exhibiting the desired behavior. Specify rewards in recognition of service, effort, or achievement regarding the change, including bonuses, compensation, stock options, profit sharing, vacations, and flexible time.
13.4.2.7 - Establish change adoption metrics
Definition: Establishing a system or standard of measurement for measuring the adoption of the change. Consider activities such as the number of people who have adopted the change, how quickly have they adopted, number of unique adopters, and adopters by teams/divisions.
13.4.2.8 - Establish/Clarify new roles
Definition: Establishing and explaining the new roles to employees. Assign roles and responsibilities to resources.
13.4.2.9 - Identify budget/roles
Definition: Creating a plan of financial outlay for the newly defined roles. Determine the amount of capital the organization is willing to invest in effectuating these new roles, how would the roles be financed, and what would comprise the ROI from these flows. Coordinate personnel responsible for change management and the finance division.
13.4.3 - Implement change
PCF ID: 11136
Definition: Effectuating the change within the desired impact areas of the organization. Ensure adequate commitment from all corners of the organization for the desired change. Create support structures. Refashion all processes deemed necessary. Observe the progress.
| ID | Activity | PCF ID | Tasks | Metrics |
|---|---|---|---|---|
| 13.4.3.1 | Create commitment for improvement/change | 11160 | 0 | N |
| 13.4.3.2 | Reengineer business processes and systems | 11161 | 0 | N |
| 13.4.3.3 | Support transition to new roles or exit strategies for incumbents | 11162 | 0 | N |
| 13.4.3.4 | Monitor change | 11163 | 0 | N |
| 13.4.3.5 | Report on change | 20146 | 0 | N |
13.4.3.1 - Create commitment for improvement/change
Definition: Kindling an organization wide commitment for effectuating the change. Effectively communicate the advantages of the desired change. Personalize the pitch for change.
13.4.3.2 - Reengineer business processes and systems
Definition: Restructuring, redesigning, repurposing, and/or retrofitting existing business processes, activities, and frameworks in order to effectuate the desired change. Review pertinent processes from the ground up by starting with the desired result. (Build on Select a process improvement methodology [11138] to create business processes that perfectly fit with the road map for change.)
13.4.3.3 - Support transition to new roles or exit strategies for incumbents
Definition: Supporting the transition of personnel to new roles and the dismissal of any existing employees, necessitated for the desired change. Create an on-boarding process for seamlessly transitioning personnel to new roles. Offer orientation and training. Address any concerns. Create a structured procedure for the discharge of incumbents from their positions.
13.4.3.4 - Monitor change
Definition: Monitoring activities in the change process in order to assess the performance of individual agents and the process as a whole. Oversee the implementation of activities needed for effectuating the change. Track the pace, impact, enthusiasm, reaction, and feedback over the change process.
13.4.3.5 - Report on change
Definition: Reporting on the outcome of the change. Document changes and the impact those changes had on critical assets. Share findings with those within the target audience: those impacted by the change, change champions, stakeholders, etc.
13.4.4 - Sustain improvement
PCF ID: 11137
Definition: Sustaining the impact of the change process in order to enact continual process improvement. Monitor the performance of re-engineered business processes. Identify best practices and potential issues. Effectuate remedial steps.
| ID | Activity | PCF ID | Tasks | Metrics |
|---|---|---|---|---|
| 13.4.4.1 | Monitor improved process performance | 11164 | 0 | N |
| 13.4.4.2 | Capture and reuse lessons learned from change process | 11165 | 0 | N |
| 13.4.4.3 | Take corrective action as necessary | 11166 | 0 | N |
13.4.4.1 - Monitor improved process performance
Definition: Monitoring the performance of improved business processes. Track the key performance indicators of the upgraded processes in order to gauge its contribution to the desired change. Expedite through the use of business process management software.
13.4.4.2 - Capture and reuse lessons learned from change process
Definition: Documenting and standardizing insights gleaned and the knowledge acquired from studying the change process already implemented. Create case studies/best practices guides from the process of implementing change. Include experienced personnel.
13.4.4.3 - Take corrective action as necessary
Definition: Implement corrective action to adjust the re-engineered processes for maximizing the desired impact. Adjust business processes and systems to implement the desired change.
Change Summary (v7.2.1 vs v6.1.1)
Changes indicated by:
+XXXXX- New element added-XXXXX- Element removedcXXXXX- Element changedNEW- Newly introduced
Complete Element List with Definitions
All 38 elements
| ID | Name | Definition |
|---|---|---|
| 13.4 | Manage change | Planning, designing, and implementing the change. Ensure improvement in the change process. |
| 13.4.1 | Plan for change | Crafting a plan for implementing change to the organization's multiple frameworks, systems, and func... |
| 13.4.1.1 | Select process improvement methodology | Assessing and choosing methodologies to identify, analyze, and improve existing processes within an ... |
| 13.4.1.2 | Determine stakeholders | Identifying and communicating with shareholders affected by the change. Consider internal and extern... |
| 13.4.1.3 | Assess readiness for change | Determining the level of preparedness of the conditions, attitudes, and resources at all levels in t... |
| 13.4.1.4 | Identify change champion(s) | Identifying people exhibit an extraordinary interest in the adoption, implementation, and success of... |
| 13.4.1.5 | Form design team | Preparing a design team for implementing change throughout the organization. |
| 13.4.1.6 | Define scope | Defining the extent of the area or subject matter that the change process deals with or to which it ... |
| 13.4.1.7 | Understand current state | Using graphical and statistical tools such as pareto diagrams, process flow diagrams, cause-and-effe... |
| 13.4.1.8 | Define future state | Determining the state or position that the organization wants to be in after the implementation of t... |
| 13.4.1.9 | Conduct organizational risk analysis | Looking beyond the immediate consequences of the threat to a critical asset and placing it in the co... |
| 13.4.1.10 | Assess cultural issues | Evaluating the culture within the organization. Adopt a quantitative, multidimensional measurement a... |
| 13.4.1.11 | Identify impacted groups | Recognizing the impact of threats to critical assets. Determine what groups are impacted by this imp... |
| 13.4.1.12 | Determine degree/extent of impact | Evaluating the impact of threats to critical assets. Determine what assets will be impacted by the c... |
| 13.4.1.13 | Establish accountability for change mana... | Identifying and assigning the people accountable for effective change management. Hold managers acco... |
| 13.4.1.14 | Identify barriers to change | Recognizing the circumstances or obstacles that keep the organization from progressing. Identify who... |
| 13.4.1.15 | Determine change enablers | Identifying the person(s) or thing(s)responsible for making the change possible. Consider factors su... |
| 13.4.1.16 | Identify resources and develop measures | Recognizing the resource requirements, and developing measures for change. Identify the financial, m... |
| 13.4.2 | Design the change | Developing plans for change management, training, communication, and rewards/incentives. Establish m... |
| 13.4.2.1 | Assess connection to other initiatives | Correlating the change initiative with the other initiatives. Create an alignment between the goals ... |
| 13.4.2.2 | Develop change management plans | Creating a detailed structure summary for the purposes of managing the change. Demonstrate the reaso... |
| 13.4.2.3 | Develop training plan | Creating a detailed summary of all the actions relevant to teaching a person a particular skill or t... |
| 13.4.2.4 | Develop communication plan | Developing a plan for imparting or exchanging information relevant the to change. Define goals, obje... |
| 13.4.2.5 | Assign change champion(s) | Utilizing champions that have been trained to carry out needed changes. Engage champions to communic... |
| 13.4.2.6 | Develop rewards/incentives plan | Creating and designing the plan for rewarding the employees exhibiting the desired behavior. Specify... |
| 13.4.2.7 | Establish change adoption metrics | Establishing a system or standard of measurement for measuring the adoption of the change. Consider ... |
| 13.4.2.8 | Establish/Clarify new roles | Establishing and explaining the new roles to employees. Assign roles and responsibilities to resourc... |
| 13.4.2.9 | Identify budget/roles | Creating a plan of financial outlay for the newly defined roles. Determine the amount of capital the... |
| 13.4.3 | Implement change | Effectuating the change within the desired impact areas of the organization. Ensure adequate commitm... |
| 13.4.3.1 | Create commitment for improvement/change | Kindling an organization wide commitment for effectuating the change. Effectively communicate the ad... |
| 13.4.3.2 | Reengineer business processes and system... | Restructuring, redesigning, repurposing, and/or retrofitting existing business processes, activities... |
| 13.4.3.3 | Support transition to new roles or exit ... | Supporting the transition of personnel to new roles and the dismissal of any existing employees, nec... |
| 13.4.3.4 | Monitor change | Monitoring activities in the change process in order to assess the performance of individual agents ... |
| 13.4.3.5 | Report on change | Reporting on the outcome of the change. Document changes and the impact those changes had on critica... |
| 13.4.4 | Sustain improvement | Sustaining the impact of the change process in order to enact continual process improvement. Monitor... |
| 13.4.4.1 | Monitor improved process performance | Monitoring the performance of improved business processes. Track the key performance indicators of t... |
| 13.4.4.2 | Capture and reuse lessons learned from c... | Documenting and standardizing insights gleaned and the knowledge acquired from studying the change p... |
| 13.4.4.3 | Take corrective action as necessary | Implement corrective action to adjust the re-engineered processes for maximizing the desired impact.... |
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