standard for change management
TRANSCRIPT
A publication of: The Association of ChangeManagement Professionals® (ACMP®)
Printed with the support of the following companies:
Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard forChange Management© andACMP Change ManagementCode of Ethics
FIRST EDITION
Table of ContentsPART I: STANDARD FOR CHANGE MANAGEMENT© 1
Disclaimer and Notice 2
Foreword 3
Acknowledgements 4
Introduction 5
1 Scope 5
2 Normative References 5
3 Terms & Definitions 63.1 Adoption 63.2 Benefit 63.3 Change 63.4 Change Impact 63.5 Change Management 63.6 Change Risk 63.7 Change Saturation 63.8 Competency 73.9 Engagement 73.10 Governance 73.11 Outcome 73.12 Readiness 73.13 Resistance 73.14 Sponsor 73.15 Stakeholder 73.16 Sustainability 73.17 Vision 7
4 Concepts 84.1 Change is a Process 84.2 Relationship to Strategic Planning 94.3 Types of Organizational Change 94.4 Relationship to Project Management 104.5 Organizational Change and Individual Change 114.6 Change Management Roles and Responsibilities 114.7 Organizational Alignment and Change Management 12
5 Change Management Process 135.1 Evaluate Change Impact and Organizational Readiness 14
5.1.1 DefinetheChange 155.1.2 DetermineWhytheChangeisRequired 15
5.1.3 DevelopaClearVisionfortheFutureState 165.1.4 IdentifyGoals,Objectives,andSuccessCriteria 165.1.5 IdentifySponsorsAccountablefortheChange 165.1.6 IdentifyStakeholdersAffectedbytheChange 175.1.7 AssesstheChangeImpact 175.1.8 AssessAlignmentof theChangewithOrganizationalStrategicObjectives andPerformanceMeasurement 185.1.9 AssessExternalFactorsthatMayAffectOrganizationalChange 195.1.10 AssessOrganizationCulture(s)RelatedtotheChange 195.1.11 AssessOrganizationalCapacityforChange 205.1.12 AssessOrganizationalReadinessforChange 205.1.13 AssessCommunicationNeeds,CommunicationChannels,andAbilityto DeliverKeyMessages 215.1.14 AssessLearningCapabilities 225.1.15 ConductChangeRisksAssessment 22
5.2 Formulate the Change Management Strategy 225.2.1 DeveloptheCommunicationStrategy 255.2.2 DeveloptheSponsorshipStrategy 265.2.3 DeveloptheStakeholderEngagementStrategy 275.2.4 DeveloptheChangeImpactandReadinessStrategy 285.2.5 DeveloptheLearningandDevelopmentStrategy 285.2.6 DeveloptheMeasurementandBenefitRealizationStrategy 305.2.7 DeveloptheSustainabilityStrategy 31
5.3 Develop the Change Management Plan 325.3.1 DevelopaComprehensiveChangeManagementPlan 325.3.2 IntegrateChangeManagementandProjectManagementPlans 395.3.3 ReviewandApprovetheChangeManagementPlaninCollaborationwith ProjectLeadership 405.3.4 DevelopFeedbackMechanismstoMonitorPerformancetoPlan 40
5.4 Execute the Change Management Plan 405.4.1 Execute,Manage,andMonitorImplementationof theChange ManagementPlan 415.4.2 ModifytheChangeManagementPlanasRequired 47
5.5 CompletetheChangeManagementEffort 485.5.1 EvaluatetheOutcomeAgainsttheObjectives 485.5.2 DesignandConductLessonsLearnedEvaluationandProvideResultsto EstablishInternalBestPractices 485.5.3 GainApprovalforCompletion,Transferof Ownership,andRelease of Resources 50
Appendix A: ACMP Statement of Change Management 51
Appendix B: Process Groups Mapped to Subject Groups 545.1 Evaluate Change Impact and Organizational Readiness 555.2 Formulate the Change Management Strategy 565.3 Develop the Change Management Plan 57
5.4 Execute the Change Management Plan 585.5 CompletetheChangeManagementEffort 59 Change Initiative Scope 60 Communication 61 Leadership/Sponsorship Engagement 61 Learning and Development 62 MeasurementandBenefitRealization 62 Resource Management 63 Risk Management 63 Stakeholder Management and Engagement 64 Sustainability 64
PART II: ACMP CHANGE MANAGEMENT CODE OF ETHICS 65
Alignment to ACMP’s Vision 66
I. Purpose of ACMP’s Code of Ethics 66
II. Alignment of ACMP’s Ethics to the Change Management Standard 66
III. Scope of Coverage 67Structure of the Code 67Mandatory Conduct 67
IV. ACMP Ethical Standards 674.1 Duty of Honesty 67
HonestyinCommunications 67HonestyinConductandBehavior 68
4.2 Duty of Responsibility 684.3 Duty of Fairness 694.4 Duty of Respect 704.5 Duty of Advancing the Discipline & Supporting Practitioners 70
V. Adjudication and Appeals Process 71
1Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Part I:
Standard for Change
Management©
2Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Disclaimer and Notice
Theinformationinthispublicationwasconsideredtechnicallysoundbytheconsensusof thosewhoengagedinthedevelopmentandapprovalof thedocumentatthetimeof itscreation.Consensusdoesnotnecessarilysignifyunanimousagreementamongtheparticipantsinthedevelopmentof thisdocument.
TheAssociationof ChangeManagementProfessionals®(ACMP®)StandardforChangeManagement©,hereinreferredtoasACMP’sStandard,wasdevelopedthroughavoluntaryconsensusstandardsdevelopmentprocess.Thisprocessbringstogethervolunteersand/orseeksouttheviewsof personswhohaveaninterestandknowledgeinthetopiccoveredbythispublication.AlthoughACMPadministerstheprocessandestablishesrulestopromotefairnessinthedevelopmentof consensus,itdoesnotwritethedocument,anditdoesnotindependentlytest,evaluate,orverifytheaccuracyorcompletenessof anyinformationcontainedinitsstandardspublications.
ACMPisanonprofitindividual-membershipassociationwithnoregulatoryorlicensingenforcementpoweroveritsmembersoranyoneelse.ACMPhasnoauthoritytomonitororenforcecompliancewiththecontentsof thisdocument,nordoesitundertaketomonitororenforcecompliancewiththesame.ACMPdoesnotlist,certify,test,inspect,monitor,orapproveanypolicies,practices,ororganizationsforcompliancewithitsstandards;itmerelypublishesstandardstobeusedasvoluntaryguidelinesthatthirdpartiesmayormaynotchoosetoadopt,modify,orreject.Anycertificationorotherstatementof compliancewithanyinformationinthisdocumentshallnotbeattributabletoACMPandissolelytheresponsibilityof thecertifierormakerof thestatement.
ACMPdoesnotacceptorundertakeadutyof caretothegeneralpublicregardingtheStandard.ACMPdisclaimsanyandallliabilityforanypersonalinjury,property,financialdamage,orotherdamagesof anynaturewhatsoever,whetherspecial,direct,indirect,consequentialorcompensatory,directlyorindirectlyresultingfromthepublication,useof,applicationof,orrelianceonthisdocument.ACMPdisclaimsandmakesnoguarantyorwarranty,expressedorimplied,astotheaccuracyorcompletenessof anyinformationpublishedhereinanddisclaimsandmakesnowarrantythattheinformationinthisdocumentwillfulfillanyperson’sorentity’sparticularpurposesorneeds.ACMPdoesnotundertaketoguaranteetheperformanceof anyorganizationoritsemployees,products,orservicesbyvirtueof thisstandard.
Inpublishingandmakingthisdocumentavailable,ACMPisnotundertakingtorenderlegal,professional,orotherservicesfororonbehalf of anypersonorentity.Anyoneusingthisdocumentshouldrelyonhisorherownindependentjudgmentor,asappropriate,seektheadviceof acompetentprofessionalindeterminingtheexerciseof reasonablecareinanygivencircumstance.Informationandotherstandardsonthetopiccoveredbythispublicationmaybeavailablefromothersources,whichtheusermaywishtoconsultforadditionalviewsorinformationnotcoveredbythispublication.
3Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
In2014,theStandardforChangeManagement©waspublishedafteratwo-year,rigorousprocessledbyaninternationaltaskforce;thoseoriginalStandardsWorkingGroupmembersarehonoredonACMP’swebsitetoday.Aspartof theirprocess,theStandardsWorkingGroupinvitedallof ACMP’smemberstoreviewandcommentondrafts.Additionally,ACMP’smemberswereinvitedtoforwardthosedraftstoanyonetheyknewtogetevenbroaderreviewsandcomments.TheapproachtodevelopingtheStandardwasremarkablyinclusive.ChangeManagementpractitionersknowthepowerof inclusion.
TheStandardforChangeManagementrepresentsdebateandperspectivesfromaroundtheworld.Thinkaboutthevarietyof perspectivesrepresented:Allindustries,for-profit,non-profit,academic,small-to-extremely-largebusinesses,internalorganizationalroles,andconsultantsalsoexpertisefromadjacentdisciplines,likeProjectManagement,OrganizationalDevelopment,LeadershipDevelopment,Communications,LearningandHumanResources.ThetwoyearsinvestedtocreatetheStandardwerewellworthit.
It’sbecauseof thisapproachthattheStandardhascredibility.Itcouldhavebeencreatedbyasmallgroupof experts,butitwasn’t.Itsstrengthflowsfromthisdiverseinvolvement.
TheStandardalsodoessomethingelse:Ithelpsusdoourwork.Intheearlydaysof ChangeManagement,practitionersandleaderswouldbeheardtosay,“everyonehastheirowndefinitionof ChangeManagement.”Adefinitionof ChangeManagementwasamissingpieceinthefoundationof thedisciplineandthereforeputintoquestionwhetherornotthediscipline,andcertainlytheprofession,couldbeseenaslegitimate.HavingaprofessionalStandard,whichwas
developedinthewaythisonewas,putthatargumenttorest,removingthatbarriertodoingourwork.Atthesametime,werecognizethatthewayweapplytheStandardtodaycontinuestoevolvewiththerealitiesof digitaltransformation,agiledevelopment,harnessingof datascience,personalizationandotherdisruptiveforces.WearecommittedtosupportingchangemanagementpractitionersinapplyingtheStandardinthecontextof theseandothertrends,andourACMPStrategy2020-2022addresses thisdirectly.
IpersonallylovetheStandardandallitrepresents.Icarrymyowndog-earedcopyaroundwithmetosharewhentheopportunitycomes.NolongerdoIhavetoconvinceanyonethatthereisadefinition.TheStandardgivesmeandmyworkcredibility.IamgratefulthatACMPdecidedyearsagotomakethis apriority.
We’vepublishedthisStandardonlinetoinviteyoutouseitandtoshareitscontentanditsstorywithothers.It’sforyou.
Roxanne M. Brown ACMPPresident
Foreword
At the same time, we recognize that the way we apply the Standard today continues to evolve with the realities
of digital transformation, agile development, harnessing of data
science, personalization and other disruptive forces.
4Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Acknowledgements
TheAssociationof ChangeManagementProfessionals®(ACMP®)recognizestheeffortsof manyvolunteersandindividualswhoassistedwiththecreationandrefinementof ACMP’sStandardforChangeManagement©.ACMPvolunteers,fromtheoriginalthoughtleaderswhoworkedwithACMP’sinitialCertificationTaskForcetothecurrentStandardsWorkingGroup(SWG),havecontributed,debated,andrefinedACMP’sStandard.
ACMP Board Liaison: RickRothermelSWG Chair: SumreenAhmadSWG Vice-Chair: D.ScottRossSWG Technical Editor: AustinKirkbrideSWG Associate Technical Editor: DebraNoyes
SWG SUBGROUP LEADERS:Terms and Definitions Group: KarenBarnettEvaluating Change Impact and Organizational Readiness Group: BillMullinsFormulating Change Management Strategy Group: TheresaMoultonDeveloping Change Management Plans Group: AndreaGrossmanExecuting Change Management Plans Group: MarkBoltonComplete the Change Management Effort Group: DebraNoyes
SWG MEMBERS:AprilCallisMarisueFasickDeepGhatakRistoGladdenKarinHazelkorn
CraigMillsErikaMooreDeborahLynnMorrisonJasonPapadopoulosToshaPerkins
TerriRayKirkLuckwaldSievertMargaretThompsonGregVoeller
STANDARDS PROJECT CONSULTANTS:The Communicators, Inc.GeorgiaPatrick,PresidentAnnaRubin,Vice PresidentDr.RoryE.McCorkle,TechnicalProcessLeader
Dr.ManfredStraehle,Technical Process LeaderAlexandraKassidis,Research AssociateJessicaAnderson,Senior Editor
ACMP STANDARDS SUPPORT TEAM:LinnJ.Wheeling,Executive DirectorStephenCinq-Mars,Project Director
5Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Introduction
ACMP’sStandardforChangeManagementdescribestheareasof knowledge,establishednorms,processes,tasks,andskillsnecessaryforchangemanagementpractitionerstobeeffectiveinmanagingchangeintheirindustriesandorganizations.
ACMP’sStandardisdesignedtobenefitbothindividualsandorganizations.Individualsbenefitbecausetheycanbemoreeffectiveindrivinglasting,positivechangesthatproduceimprovedbusinessoutcomesandbecauseACMP’sStandardenablestheircareergrowththroughanobjectiveendorsementof theirchangemanagementskillsandabilities.Organizationsbenefitbecausetheycanimprovetheadoption,effectiveness,andsustainabilityof theirinitiativesandbecauseACMP’sStandardprovidesanobjectiveassessmentof skillsandabilitiestoenablemoreeffectivehiring,training,andconsultinginvestmentsrelatedtochangemanagement.
ACMP’sStandardisareferenceforprofessionalknowledgeandunderstandingof changemanagementandprovidesthebasisfortheCertifiedChangeManagementProfessional™(CCMP®)certification.
Thefollowingpagesdocumentagenerallyacceptedprofessionalapproachtochangemanagementactivitiestoprovideinsight,structure,process,andastandardapproachtoaddressinganddrivingchange.
1 Scope
ACMP’sStandardprovidesguidancefororganizationalchangemanagement.Itcanbeusedbyanytypeof organization,includingpublic,private,orcommunityorganizations,andforanytypeof change,regardlessof complexity,size,duration,geography,orculture.Itisintendedtobescalabletothevaryingrangeof organizationalchangemanagementimplementations.
ThisStandardprovideshigh-leveldescriptionsof terms,concepts,andprocessesthatformgoodpracticeformanagingchangeinorganizations.
2 Normative References
Thefollowingreferenceddocumentsareindispensablefortheapplicationof thisdocument.Fordatedreferences,onlytheeditioncitedapplies.Thelatesteditionof thereferenceddocument(includinganyamendments)appliesforundatedreferences.
�ACMPStatementof ChangeManagement(providedinAppendixAof thisStandard) � ISO21500:2012(E)Guidanceonprojectmanagement
6Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
3 Terms & Definitions
Forthepurposesof thisdocument,thefollowingtermsanddefinitionsapply.Termsanddefinitionsareexpandedinfurtherclauses.
3.1 Adoption
Choosingtoacceptanddemonstrateanewwayof thinkingorbehaving.Adoptionoccurswhenstakeholderbehaviorisconsistentwiththefuturestatebehavior.
3.2 Benefit
Thequantitativeandqualitative,measurableandnon-measurableoutcomesresultingfrom achange.
Benefit RealizationTheachievementof theexpectedoutcomesof achange.
3.3 Change
Thetransitionfromacurrentstatetoafuturestate.Current StateTheconditionatthetimethechangeisinitiated.
Future StateTheconditionatthetimewhenthebenefitshavebeenrealized.
3.4 Change Impact
Howpeople,process,technology,andtheworkplaceareaffectedduringthetransitionfromthecurrentstatetothefuturestate.
3.5 Change Management
Thepracticeof applyingastructuredapproachtothetransitionof anorganizationfromacurrentstatetoafuturestatetoachieveexpectedbenefits.
3.6 Change Risk
Aneventorconditionthat,if itoccurs,mayhaveaneffecton:thechangebenefits.
3.7 Change Saturation
Whentheamountof changeoccurringinanorganizationismorethancanbeeffectivelyhandledbythoseaffectedbythechange.
7Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
3.8 Competency
Theorganizationalorindividualcollectionof knowledge,skills,andabilities.
3.9 Engagement
Stakeholderinvolvementandinfluenceinthechangeprocess.
3.10 Governance
Thedecision-makingprocesses,appliedbyauthorizedindividualsorteams,forapproving/rejecting,monitoring,andadjustingactivitiesof achangemanagementplan.
3.11 Outcome
Aspecific,measurableresultoreffectof anactionorsituation.
3.12 Readiness
Thepreparednessof anorganizationoritspartstoaccept,effectivelyhandle,andintegrateimpendingchange.
3.13 Resistance
Astakeholder’soppositiontoachange.Resistance ManagementTheprocessof addressingstakeholders’oppositiontoachange.
3.14 Sponsor
Theindividualorgroupintheorganizationaccountablefortherealizationof thebenefitsof achange.
SponsorshipTheprocessof aligningstakeholderstosupportandownachange.
3.15 Stakeholder
Anindividualaffectedbyachange.
3.16 Sustainability
Theabilitytomaintainthefuturestate.
3.17 Vision
Thedescriptionof thefuturestate.
8Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
4 Concepts
Forthepurposesof thisdocument,thefollowingconceptsapply.
4.1 Change is a Process
Changeisnotasingleevent,butatransitionalprocesswithmultipleandvariedeventssupportingtheobjectiveof movinganorganizationanditsstakeholdersfromacurrentstatetoafuturestate.
Whilerespondingtoachange,thereisclassicallyadipinperformanceduetoanindividual’snormalreactiontochange.Thedisruptioncanoccuratvarioustimesthroughoutthetransitionalprocessbeforethefuturestateisachieved.Insomecases,especiallywithoutchangemanagement,adoptionof thechangecanfailandoldbehaviorsresume.Stakeholdersmustbegintobehavedifferentlyforthechangetobeadopted.
Thefollowinggraphisanexampleandhasbeenadaptedfromnumerouschangemanagementthoughtleadershipsources.
Figure 1 – The Effect of Change Management on the Transitional Process
Toreducethedisruptiveeffectsinherenttochangeandtoincreasethelikelihoodof achievingthefuturestate,changemanagementcan:
� Increase organizationreadiness,flexibility,andadaptability � Increase stakeholderengagement,morale,andpreparednessforthenewway �Minimize thedepthof anyperformanceandproductivitydeclineduringchange �Accelerate andmaximizeperformanceduringandfollowingthechange � Increase stakeholderutilizationof andproficiencyinthenewway �Minimize thelearningcurveandspeedtoadoptionof thenewway � Increase thelikelihoodof benefitsrealization �Optimize long-termsustainabilityoncethefuturestateisachieved
Time
Perf
orm
ance
CURRENT STATE
TRANSITION STATE
FUTURE STATE
While this diagram depicts a change event, a typical transition is not a one-directional, linear, or smooth process
Effective change management results in higher likelihood of change adoption and benefits
realization
Without change management, there is no guarantee of successful
change adoption or benefits realization
ChangeImplemented
ChangeAdopted
Benefits Realization
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Standard for Change Management©
4.2 Relationship to Strategic Planning
Changeisinitiatedatmanylevels,yetacritical,naturallinkexistsbetweenstrategicplanningprocessesandchangemanagement.Strategicplanningestablishesavision,anditscomponentactivitiesdeterminethefuturestateandongoingorganizationalchangesrequiredtosuccessfullyoperationalizeandsustainit.Changemanagementdrivesindividualandcollectiveadoption,thusensuringachievementof expectedbenefitsandreturnoninvestment.
Thevision,aleadingcomponentof strategicplanning,isanaspirationalandfuture-focusedstatementthattypicallydescribeswhythechangeisneededandwhatthefuturestatewillbelikeandsometimesincludestheriskstotheorganizationif thechangeisnotsuccessful.
Thevisionstatementcreatestheinitialandfoundationallinkbetweenstrategicplanningandchangemanagementbecauseit:
�Providesclarityof directionandfocusfortheorganizationandstakeholders � Identifieshigh-levelresultsandexpectedbenefitstobeachieved �Setsthestageforleaderstoalignstakeholderstoacommonplan �Actsasaguidefordecisionmaking,communications,andengagement
Successfulchangesrequireleaderstoarticulateaconsistent,achievable,inspiring,andeasilyunderstoodvisionthatguidestheorganizationtomeasurableachievementof expectedbenefits.
4.3 Types of Organizational Change
Typesof organizationalchangeandchangedefinitionsarealmostinfinite.Definingachangebythenameof aproject,anewsystemsinitiative,processredesign,acquisition,policy,orprocedureupdateisoftenincomplete.Achangedefinitionmustbebasedonananalysisof anumberof changevariablesthatcandifferfromonechangetothenext,includingtechnologicalcomplexity,numberandtypeof impactedstakeholdergroups,degreeof processchange,amountof structuraladjustment,physicalrelocations,benefitorcompensationimpacts,workforceadjustments,speedof implementation,degreeof jobrolechange,andgeographicdispersion.However,whatmakeseachchangetrulyuniqueisthatitaffectsindividualsandorganizationswithuniquevaluesystems,culturalnorms,histories,experienceswithpastchanges,leadershipstyles,andlevelsof competencyinmanagingchange.
Twocomponentscomprisethebasisof achangedefinitionandriskassessmentthatleadstotheappropriatescalingof changemanagementeffort,time,andresources:ananalysisof changevariablesprovidinginsightonitssizeandcomplexityandanassessmentof theorganizationdeliveringinsightregardingcultureandreadiness.Allchangeswithinanorganization,notonlylargedisruptiveprojectchangeswithapprovedfunding,dedicatedresources,andprojectchartersdrivenbystrategicplanning,canbeassessedonthesetwocomponents.Smallchangeswithminimalimpactsthatdonotflowthroughnormalprojectgovernance processesandeverythinginbetweencanbeassessedonthesecomponentsaswell.
Changemanagementisnotaone-size-fits-allapproachandcanbescaledtofitanyorganizationalchange.
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Standard for Change Management©
4.4 Relationship to Project Management
Projectmanagementandchangemanagementarecomplementaryyetdistinctdisciplinesthatmayoverlapduringchangedelivery,andareofteninterdependentwhendeliveringvaluetotheorganization.Thedegreeof overlapandinterdependencycanvarybetweenorganizations,dependingonfactorssuchasorganizationalstructure,typeof change,methodologiesutilized,competency,andcapabilitymaturity.
Effectiveintegrationof projectmanagementandchangemanagementisrequiredtoensurethatorganizationalobjectivesareachieved.Integrationcanoccuracrossvariousdimensions,including:
�Roles and Responsibilities:Projectmanagementshouldfocusprimarilyontheapplicationof skills,tools,andtechniquestoactivitiesrequiredtodeliverplannedchange(e.g.,newsystems,newprocesses,newresources)inastructuredwaywithintherequiredscope,time,cost,andqualityparameters.Changemanagementshouldfocusprimarilyontheapplicationof skills,tools,andtechniquestoactivitiesrequiredtoimplementandsustainthedeliveredchange,suchasinfluencingindividualbehaviorandorganizationalculture,facilitatingnewwaysof working,trackingandenablingbenefitsrealization,andprovidinginputforfuturechangeinitiatives.Thescopeandfocusof thetwodisciplinesshouldbeclearlydefinedearlyintheplanningprocess.Overlapsandinterdependenciesshouldbeidentifiedanddocumented,includinghowthedisciplineswillworktogether,howinformationwillbeshared,andhowdecisionswillbemade.
�Methodology and Plan:Projectmanagementandchangemanagementmethodologiesdifferinfocus.Projectmanagementmethodologiestypicallyemphasizetheorganizationandmanagementof resourcesandactivitiesrequiredtocompleteprojects(deliverthechange)withinthedefinedscope,budget,timeline,andqualitystandards.Changemanagementmethodologiestypicallyemphasizethepeoplesideof changeandtheactivitiesrequiredtopreparetheorganizationforthedeliveredchange,facilitatethetransitionfromtheoldwayof workingtothefuturestate,andembedthechangeasthenewnorm.Thetwoapproachesshouldbeintegratedtoensurethattherightamountof attentionisgiventoboththetechnical(delivery)andpeople(implementation)sideof change.
Projectshavespecificstartandenddates,butchangemanagementactivitiesfrequentlycontinuelongafterthechangeisdeliveredandtheprojectisclosed.Nevertheless,projectmanagementandchangemanagementplansshouldbeintegratedintoanoverallplanbecauseprojectmilestonesandchangemanagementactivitiesmaytriggeroneanother.
�Tools and Resources:Practitionersuseavarietyof toolstodeliver,implement,control,andmeasurechange.Sometoolsarespecifictoprojectmanagementorchangemanagement,butsome,suchasaStakeholderAnalysis,maybecommontoboth.Wherecommonalitiesexist,toolsshouldbeintegratedtoincreaseefficiencyandcollaborationbetweenthetwodisciplines.Theremayalsobeopportunitiestointegrateorshareresources(e.g.,people,hardware,software,facilities,finances),dependingonthedegreeof overlapandinterdependencybetweenprojectmanagementandchangemanagement.
11Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
�Objectives and Outcomes:Thecommonobjectiveof projectmanagementandchangemanagementistoaddvaluetotheorganization.Eachdisciplineuniquelycontributestotherealizationof benefits.Projectmanagementdeliverstheplannedchange,andchangemanagementensuresthatthedeliveredchangeisimplementedandadoptedtoenabletherealizationof the expectedbenefits.
�RisksBothprojectmanagementandchangemanagementrecognizethatriskscanhaveasignificantimpactontheorganization’sabilitytodeliverandimplementchange.Changemanagementfocusesonriskstotheadoptionof thechange,threatstotherealizationof theexpectedbenefits,andthreatstoingthechange.Changemanagementalsohasaninterestinproject-relatedrisks,suchasthoseaffectingtimeline,scope,budget,andbenefitsrealization.
4.5 Organizational Change and Individual Change
Changeismanagedatboththeorganizationalandindividuallevels.Changemanagementfacilitatesthetransitionof organizationsandtheirstakeholderstosustainthefuturestate.Individualbehaviorchangeisessentialtoachievethisobjectiveandtheorganization’sreturnoninvestment.Itisalsoimportanttoidentifymeasuresof accountabilitytoensurechangeissuccessfulatboththeorganizationalandindividuallevels.
At an organizational level,changemanagementeffortsassessandunderstandanorganization’s:
�Currentculturalattributes,whichmayprovideasolidbasisfororbeanimpedimentto thechange �Prioritizationof changeinitiativesinanefforttomonitorchangefatigueandsaturation,aswellasbuildchangeagility �Sharedvisionandstrategicintentforthechange �Newormodifiedbusinessprocesses,systems,policies,behaviors,rewards,performanceindicators,andproceduresneededtosuccessfullyworkinthefuturestate �Structureandindividualrolesneededtosupportandreinforcethechangeeffort
At an individual level,changemanagementeffortsaddressandmanageanindividual’s: �Uniqueperspectives,biases,motivations,behaviors,mindset,resistance,andreactionstoincreaseacceptanceandcommitmentinamoreproductiveandresilientway �Willingness,ability,knowledge,skills,andtimecapacitynecessarytotransitiontothe futurestate �Sponsorshipandactiveleadershipneedstoensuresuccessfulchangeandcoachanindividualthroughpersonaltransition
4.6 Change Management Roles and Responsibilities
Aparticularchangeeffortmayinvolveindividualsspecificallyselectedtoadvisetheprojectteamonpotentialchangerisks,suchasanadvisorycommittee.Thechangemanagementteammayengageadditionalindividualsorgroups(outsidethechangeteam)tohelpassesschangeeffects;prioritizechangemanagementtasks;providefeedbackonthechangemanagementstrategy,plan,andtactics;andexecuteandsupportthechangeprocessatthestakeholderlevel.
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Standard for Change Management©
Thefollowingrolesaredefinedfordedicatedchangeprofessionals: �Change Management Practitioner: Anindividualresponsibleforcoordinating,applying,andtrackingchangemanagementtoolsoractivities.Thisindividualisnotresponsibleoraccountableforthechangestrategy. �Change Management Team:Agroupof individualswhoworktogetherfacilitatingchangemanagementactivitiestodesign,analyze,develop,andenabletheorganizationtoownandeffectivelydriveadoption,usage,andproficiency.Teammembersensureactivitiesarecompleted,feedbackisgathered,trainingisconducted,andcommunicationsaredeliveredinvariousformats. �Change Management Lead: Theindividualaccountableandresponsibleforthechangestrategywhoassessesthechange,outlinesachangeplan,andimplementschangemanagement.Thisindividualhasdirectday-to-daycontroloverthechangemanagementteam,thechangeprojectschedule,associatedbudgets,andresources.TheChangeManagementLeadistheprimaryliaisontothechangesponsor,projectmanager,leadership,overallprojectteam,andstakeholders.
Changerolesmayhavedifferentnamesassociatedwiththerole,dependingontheorganization.Additionalorconsolidatedrolesmayberequiredbaseduponthecomplexityof thegoalssetforthechange.
Thefollowingrolesarecreatedtosupportstakeholders’results: �Sponsor: Theindividualorgroupintheorganizationaccountablefortherealizationof thebenefitsof achange.Thesponsordefinesandchampionstheoverallchangegoals,scope,anddefinitionof success.Thisindividualorgroupinfluencespeersandotherseniorleaderstogainsupportandprovideleadershiptoachievethestatedvision.Thisrolehasultimatedecision-makingandfundingauthorityandprovidesconstantvisibilitytothechangeeffort. �Change Agents: Functionalorsocialleaders,middlemanagement,andsubjectmatterexpertsfromdifferentareasintheorganizationwhoaretrustedbycolleagues,stakeholders,andexecutivesfortheirinsightintoandunderstandingof theorganization.Theseindividualsmaybeselectedfortheir(informal,non-hierarchical)networkandinfluence(withoutauthority)overotherindividualsorgroups.Theymodeltherequiredbehaviorsintheirareas,providefeedbackonchangeactivities,andactivelyengagewithothersaround changeactivities.
4.7 Organizational Alignment and Change Management
Alignmentisanimportantelementof successfulchangeinitiatives.Leadersmusthaveclarityof purposeandfocustoalignpeople,processes,systems,andstructuresintimesof change.Theymustalsodevelopcontingencyplanstodetectandremediatealignmentissuesthatmayoccurbefore,during,orafterchangeoccurs.Changecapacityandcapabilitycanvarygreatlyfromoneorganizationtoanother,butthelikelihoodof thesuccessfulimplementationandadoptionof changeisincreasedwhentheorganization’sstructure,processes,andpeoplearecontinuallyalignedtoacommonvision.
Organizationalcultureisanotherimportantelementof organizationalalignmentthatcaninfluencechangestrategysuccess;therefore,itisimportantthatleaderscreateanenvironmentwherefollowershavethenecessarytimeandspacetoengageinandbecomecomfortablewiththenewwaysof working.
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Standard for Change Management©
5 Change Management Process
Aprocessisasetof interrelatedactionsandactivitiesperformedtoachieveaspecificproduct,result,oroutcome.Whenproperlyapplied,thechangemanagementprocessincreasesthelikelihoodthatindividualsandorganizationseffectivelytransitiontoafuturestatetoachieve expectedbenefits.
Individualsandstakeholdersneedinformation,leadershipsupport,training,coaching,rewards,reinforcement,andtimetodecidewhethertoengageinchangeandtowhatdegree.
Thetransitionfromthecurrenttoafuturestateisachievedbyapplyingchangemanagementprocessessothatstakeholdersareengagedbefore,during,andafterthechangeprocess.Effectivechangemanagementresultswhentheperceivednegativeimpactsandrisksof thechangeareminimizedandtheoverallexpectedbenefitsareachieved,ideallywithinthebudgetandschedule.
Processgroupsareassociationsof similarorrelatedprocessesthatserveasguidesfortheapplicationof changemanagementknowledge,skills,andabilitiesduringchangemanagementimplementation.Thesegroupsarelinkedinthattheoutputorresultof oneprocessbecomestheinputof anotherprocess.Processeswithineachgroupareiterative,sometimessimultaneous,andmaybeappliedmultipletimesthroughoutthechangemanagementeffort.
Changeinitiativesmayemployvariousapproaches(e.g.,waterfall,agile).Changemanagementprocesses,giventheiriterativeandsometimessimultaneousnature,shouldbeproperlyadaptedforeffectiveness,regardlessof theprojectmanagementmethodologyemployed.
Theprocessof changemanagementdescribedinthisdocumentdrawsonmanyexistingchangemanagementmethodologiesandidentifiesgenerallyacceptedpracticesratherthanreplicatingaparticularmethodology.Practitionersusingaparticularmethodologywillfindcommonalitiesandperhapsadditionalsuggestionsforextendingtheirchangemanagementefforts.
Asanemergingdiscipline,theACMPStandarddoesnotmandateparticularactivitiesorprocesssteps.Consequently,thosefamiliarwiththelanguageof standardswillnotbesurprisedattheabsenceof theword“shall”indescribingtheprocesses.Instead,thelanguagedescribesgenerallyacceptedpractice;therefore,processes,theirsub-processes,andactionsaregenerallyusedbutnotrequired.
Thefollowingprocessgroupsareusedtoorganizeandelaborateontheprocessesperformedbychangemanagementpractitionersduringthechangeinitiative.
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Change Management Process Groups
5.1 Evaluate Change Impact and Organizational Readiness
Theprocessesinthisgrouparedesignedtoassess,evaluate,andanticipateanorganizationanditsstakeholders’readiness,ability,andcapacitytoundergoatransitionfromthecurrentstatetoafuturestate.Theprocessesalsoincludeanassessmentof thechangeandtheimpactthechangewillhaveontheindividualandorganization.History,culture,andvaluesystemsplaykeyrolesintheseevaluations.Theresultsprovidechangepractitionerswithinformationtocalibrateleaderexpectationsandtoscaleandcustomizechangemanagementplans andactivities.
5.2 Formulate the Change Management Strategy
Theprocessesinthisgrouparedesignedtodevelopthehigh-levelapproachforchangemanagementwithsponsors,changeleaders,contentdevelopers,programmanagers,customers,andothersontheproject.Thisapproachincludesgovernance,risks,resources,budget,andreporting.Thechangestrategywillincorporate,integrate,andalignchangemanagementplans,activities,tasks,andmilestonesintotheotheractivitiesandoperationsof anorganizationanditsstakeholdersattheonsetof achange(timingandsequence).Stakeholderengagementisincludedinthisprocessgroup.
5.3 Develop the Change Management Plan
Theprocessesinthisgroupemployspecificchangemanagementmethodologiesandtoolstodevelopdetailedplansforimplementingthechangemanagementstrategy.Theseplansincludecommunications,sponsorship,stakeholderengagement,learninganddevelopment,riskmanagement,andmeasurementandbenefitsrealization.Ongoingintegrationwithprojectmanagementisincludedinthisprocessgroup.
5.4 Execute the Change Management Plan
Theprocessesinthisgroupfocusontheimplementationof work/actionsinthedetailedchangemanagementplans.Theworkinthisareaisrequiredtoachievetheexpectedbenefitsof thechangemanagementimplementation.
5.5 Complete the Change Management Effort
Theprocessesinthisgroupreinforcetheworkinthechangemanagementplans,determinetheeffectivenessof thework,monitorprogress,andtransitionthechangeinitiativetothebusiness.Theseprocessesincludemeasuringresultsandcomparingtotheexpectedbenefitsorbusinessobjectives.Theseprocessesalsoincludethecontinuousimprovementactivitiesthatcomefromthepost-projectanalysisandlessonslearned.
Inthefollowingsectionsof ACMP’sStandard,Input/Outputtablesareincludedinthedescriptionsof thechangemanagementprocesses.Thesetablescommunicatetheprocess,documentation,orinformationrequiredtocompletetheprocessstep,andwhatprocess,documentation,orinformationisanoutcomeof theprocess.Theinputsandoutputslistedinthesetablesarenotmeanttobeexhaustive,butratherindicatecommonlyacceptedinputsandoutputs.Theinputsandoutputsdonothaveaone-to-onerelationshipwitheachother.
5.1 Evaluate Change Impact and Organizational Readiness
Thepurposeof Evaluate Change Impact and Organizational Readiness isto: �Reviewtheoverallchangeandhowitwillimpacttheorganization �Establishwhethertheorganizationisreadyandabletoadopttheproposedchange
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Standard for Change Management©
Thiscomprehensiveevaluationinvolvesaseriesof processes.Eachprocessoutlinesthepurposeof theactivity,mainareasof focus,andkeyinputsandoutputs.Theseprocessesarecloselylinkedtotheorderinwhichtheyaretypicallyperformed.
Thefollowinglistoutlinesthegoalsof theevaluationprocesseswithrespecttochangeeffectsandorganizationalreadiness:
1. Definethechangeandwhyitmustoccur.2. Developandcommunicateaclearvisionof thefuturestate.3. Determinethekeystakeholdersinvolvedandwhowillbeaffectedbythechange.4. Assesstheorganization’sculture,capacity,andreadinessforchange.5. Assesswhetherchangeleadersunderstandandarecommittedtoachangeprogram.6. Assesstherisksandlikelihoodof successtoidentifypotentialactionsthatpromote
progresstowardchange.
Theevaluationof effectsandreadinessforchangeshouldbeginbeforeformulatingchangemanagementstrategiesandplans.Eachprocessoutputshouldbetheproductof wideandproactiveconsultationtoclosethegapbetweenthestrategicintentandformationof strategiesandplansthatwillachievetheexpectedbenefits.
5.1.1 Define the Change
Thepurposeof DefinetheChangeistodiscernandspecifythechangetheorganizationintendstoadopttomeetastrategicobjective.Fundamentalquestionsaroundthechange,thepurpose,whowillbeimpactedandhow,andalignmentof thechangewithorganizationalgoalsandneedsarekeytodefiningthechange.Questionsmayinclude:
�Willthechangebedepartmentalorenterprise-wide? �Willthechangebepeople-,process-,ortechnology-oriented? � Isthechangepartof orinconjunctionwithotherchangeshappeningintheorganization? �Willthechangebeconsideredtransformationalorincremental? �Howwilltheorganizationanditsstructurebeaffectedbythechange?
Aclearlydefinedchangeisneededtodeterminetheapproachnecessarytoimplementthechangesuccessfully.
Inputs Outputs � BusinessCase � Research � Charter � StrategicPlan � SuccessMeasures
� ChangeDefinition � Charter
5.1.2 Determine Why the Change is Required
Thepurposeof Determine Why the Change is Required istoexplainthecurrentopportunity,risksorconsequences,andbenefits.
ThisprocessdevelopstheCaseforChangetosupporttheorganization’svisionandclearlyarticulateitsexpectedbenefitstotheorganization.Itshouldincludeacleardescriptionof the
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Standard for Change Management©
consequencesof notchanging.Itmayidentifyrisksassociatedwithalackof commitmentorresistanceif thechangelacksacompellingreasonandisconsideredunnecessarybystakeholders.Amisunderstoodorincompletechangerationalemaybeoneof thebiggestrisksinsuccessfullygainingstakeholderadoption.
Inputs Outputs � BusinessCase � ChangeDefinition � Charter � StrategicPlan � SuccessMeasures
� BusinessCase � Charter
5.1.3 Develop a Clear Vision for the Future State
Thepurposeof Develop a Clear Vision of the Future State istofacilitatethedevelopmentof theorganization’soperatingstateafterthechangehasbeenadopted.
Thisprocessfocusesondevelopinganddescribingacommondirectionforthefuturestatesothatstakeholderscanenvisionitinoperationandforeseethevalueof thefuturestate.
Inputs Outputs � OrganizationVision,Mission,Values � BusinessCase � ChangeDefinition � StrategicPlan
� VisionStatement
5.1.4 Identify Goals, Objectives, and Success Criteria
Thepurposeof Identify Goals, Objectives, and Success Criteria istoprovidetangible,concrete,measurable,andmanageablegoalsthatrepresentplannedprogresstowardtheadoptionof thefuturestate.
Thisprocessdirectsfocustoactualchangeresultsandanticipatedoutcomesratherthantrackingthechangeprocess.Itshouldestablishkeychangeobjectivesandgoalsthatdefineprogresstowardthechange.Theprocessshouldalsodescribethekeyparametersthatmeasurewhengoalsandobjectivesareattained,whichwillenabletheassociatedsuccesscriteriato beidentified.
Inputs Outputs � BusinessCase � Charter � StrategicPlan � VisionStatement � ChangeDefinition
� ChangeObjectivesandGoals � SuccessCriteriaandMeasures
5.1.5 Identify Sponsors Accountable for the Change
Thepurposeof Identify Sponsors Accountable for the Change istoconnectthechangetoitsownersanddetermineaccountabilityrequirements.
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Standard for Change Management©
Thisprocessidentifiesthesponsorsaccountableforthechangeandassessestheiralignmentwithandcommitmenttothechange.Itmayinvolvecompletingaroleanalysistodifferentiateaccountableindividualsandgroupsfromthosewhoareresponsible.Thoseaccountablearerequiredtobringthechangetocompletion,whereasthoseresponsibleareoperationallyrequiredtodotheday-to-dayworkof drivingthechangetoachieveitsgoalsandobjectives.
Asin5.1.6IdentifyStakeholdersAffectedbytheChange,thisprocessshouldcaptureinformationrelatedtomotivations,abilities,expectations,andconcernsregardingthechange.Thisinformationcanbecapturedthroughavarietyof methods,suchasstructuredinterviewsandgeneraldiscussionstoidentifypotentialconstraints,conflicts,orconcerns.
Inputs Outputs � ChangeDefinition � Charter � StakeholderAnalysis � CurrentOrganizationalChartsandProfiles
� SponsorIdentification � SponsorAssessment
5.1.6 Identify Stakeholders Affected by the Change
Thepurposeof IdentifyStakeholdersAffectedbytheChangeistoidentifystakeholderattributes,suchaslevelof influence,commitment,orrules,anddeterminethesize,scope,andcomplexityof thechange’simpactonkeyindividualsandgroups.
Thisprocessidentifiesthoseaffectedbythechangeandthosewiththeabilitytoinfluencetheoutcome.Theprocessalsoestablishesroleswithinthechangeinitiativeandmayidentifyindividualsorgroupswithmultipleroles.Theprocessshouldgroupstakeholderstofacilitateorganizationalandindividualchangeactivities.
AcomprehensiveStakeholderAnalysisisusedinthedevelopmentof theChangeManagementStrategy.Itisalsousedtopreparestakeholderengagement,communication,andlearningdevelopmentplans.
Thisprocessshouldcaptureinformationregardingmotivations,expectations,concerns,andattitudestowardthechange.Theinformationcanbecapturedthroughavarietyof methods,suchasstructuredinterviews,generaldiscussions,andquestionnaires.
Inputs Outputs � ChangeDefinition � VisionStatement � CurrentOrganizationalChartsandProfiles � Research � Charter
� StakeholderAnalysis
5.1.7 Assess the Change Impact
Thepurposeof Assess the Change Impact istoanalyzehowstakeholderswillbeimpactedbythechangeandthechange’sspecificimpactonpeople,processes,tools,organizationalstructure,roles,andtechnology.
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Standard for Change Management©
Thisprocessinvolvesidentifyingandcategorizingwhoandwhatwillbeaffected,assessingthedegreeof changeoccurringwithintheseareas,anddescribingthechange.
Thisprocessdeterminesthesize,scope,timing,andcomplexityof thechangeeffort.Itisusedtoinformandguidetheformationof thechangestrategyandidentifyactivitiesrequiredtomanageriskandresistancethatmaybeassociatedwiththechange.
Inputs Outputs � ChangeDefinition � VisionStatement � Research � StakeholderAnalysis
� ChangeImpactAssessment
5.1.8 Assess Alignment of the Change with Organizational Strategic Objectives and Performance Measurement
Thepurposeof Assess Alignment of the Change with Organizational Strategic Objectives and Performance Measurement istoanticipatetheimpactof theexpectedbenefitsontheorganization’sstrategicgoalsandobjectives.
Theprocessassesseswherealignmentandmisalignmentof objectives,targets,results,andperformancemeasuresoccurbetweenthefuturestateandthecurrentstate.Thisisachievedbyconductingareviewof strategywiththerelevantentitiesandindividuals,suchasthoseattheExecutiveLevel,StrategicPlanningOffice,ChangeManagementOffice,andProject/ProgramManagementOffice.Strategicplanninginstrumentssuchasbalancedscorecards,strategicplans,androadmapsshouldbeevaluatedandcontrastedagainstthechangebeingproposed.
Changemanagementpractitionersareresponsiblefordrivingappropriateactionstoovercomeobstaclesandavoidorminimizeadverseeffects.Theprocessidentifiespotentialchangeobstaclesandconflicts,aswellasopportunitiestomanageoraddressthem.
Theprocesswillproduceoneof fourresults: �Confirmthatchangeandstrategyareinalignment �Adaptstrategyif changeisdeemednecessarybutisinsufficientlyalignedwith currentstrategy �Postponechangeuntilitismorealignedtoorganizationstrategy �Cancelchange
Theresultimpactstheoutputsproducedormodified.
Inputs Ouputs � StrategicPlan � CurrentVisionStatement � FutureStateVisionStatement � CaseforChange � RiskPlan
� OrganizationalAlignmentAssessment �ModificationstoOrganizationalandEnterprisePerformanceTargets(GoalsandObjectives)
�ModificationstoStrategicPlan �Modificationof BusinessCase �Modificationof VisionStatement
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Standard for Change Management©
5.1.9 Assess External Factors that May Affect Organizational Change
Thepurposeof AssessExternalFactorsthatMayAffectOrganizationalChangeistoidentifythecustomer,market,social,legal,economic,political,technological,andotherfactorsoutsidetheorganizationthatmayinfluencestakeholderadoptionof thefuturestate.
Thisprocessisusedtodetermineexternalfactorsthatwillenableorconstrainthechangeeffortandidentifyhowthoseforceswillinfluencethechangeapproach.Thisisaniterativeprocessbecausetheexternalenvironmentcanintroducenewrisksoropportunitiesthatcanaffectthechangeoutcomes.
Thisprocessisusedtoguideandinformthedevelopmentof theChangeManagementStrategy.
Inputs Outputs � BusinessCase � VisionStatement � StrategicPlan
� ExternalEnvironmentImpactAssessment
5.1.10 Assess Organization Culture(s) Related to the Change
Thepurposeof Assess Organization Culture(s) Related to the Change istodeterminetheculturalelementswithintheorganizationthatmayhelporhinderthechangedirectionandachievementof expectedbenefits.Organizationalcultureisdefinedasthesharedvaluesof andbehaviorsuniquelycommontoanorganization.Organizationalcultureisintegralindetermininghowtasksarecompleted,thewaypeopleinteractwithoneanother,thelanguagetheyusewhencommunicating,andtheattitudes,goals,values,andleadershipbehaviorsthatareexhibited.
Thisprocessdeterminesif theorganization’scurrentculture,structure,processes,andperformancemanagementsystemwillsupportthechange.If so,thentheprocesswillinvestigatehowthecurrentculturecanbemanagedthroughthechange.If thecurrentculturewillnotsupportthechange,thentheprocessidentifiestheaspectsof thecurrentculturerequiringchangeinordertorealizethefuturestate.
Indicatorsthataculturalchangemaybenecessarytosupportandsustainthechangeinclude: �Currentculturedoesnotallowstakeholderstoworkinwaysthatsupportthefuturestate �Currentculturedoesnotsupporttheplannedorganizationalprocessorbehaviorchange �Currentvaluesareinconflictwithwhatwillbeexpectedof thestakeholdersandleaders
Theprocessfocusesonthetangibleculturalelementsthatregularlyoccurinanorganizationandtheintangibleelements,whichareunwrittenorunspokenbeliefsandbehaviorsthatmaynotbeovert.Theprocessidentifieswhereculturalconsistenciesorcompatibilitiesexist.
TheCultureAssessmentisusedtoguideandinformthedevelopmentof theChangeManagementStrategy.TheCultureAssessmentfindingscanbeusedtoanticipateandavoidroadblocks.
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Standard for Change Management©
Inputs Outputs � CoreValuesandBehaviors � CurrentCommunicationChannels,Tools,andMethods � OpinionSurveysandFeedbackAssessments � VisionStatement
� CultureAssessment
5.1.11 Assess Organizational Capacity for Change
Thepurposeof Assess Organizational Capacity for Change istodeterminetheabilityof thevariousstakeholdersimpactedbythechangetoadoptthechangeandmovetowardthe futurestate.
Thecapacityof anorganizationtoadoptnewchangesisdependentonavarietyof internalandexternalfactors,includingtheorganization’s:
�Operationalabilitytoabsorbchange �Volumeof concurrentchanges(currentlyoccurringandplanned) �Abilitytoabsorbadditionalchange �Historicalexperiencewithchange,includingchangesperceivedaspositiveandnegative �Changematurity,whichistheextenttowhichtheorganizationuseschangeorprojectmanagementmethodologies,techniques,andtools �Economic,environmental,andpoliticalstability(externalandinternal)
Therearemanymethodsandtoolsavailabletohelpthechangemanagementpractitionermeasurethesefactors,including:
�Performaculturalassessment �Reviewchangeandprojectmanagementmaturityaudits �Auditlessonslearnedandchange,project,andportfolioreportstogaugeanorganization’scurrentandplannedchangesandpastrecordof adoptingchangesof similarmagnitude �Reviewindependentreportsonexternalandinternalfactors,includingeconomy,environment,andpoliticalconditions
Therequiredbehaviorchanges,skillsets,competencies,andpotentialbarrierstochangemaybeidentified,forexample,bycollaboratingwithleadership,linemanagers,humanresources,andemployees.Thesestepsshouldbeconsideredthepre-requisitesforsuccessfulchangebecausetheywilloutlinetheminimumcapacitytheorganizationneedstoachievetheproposedchange.
Inputs Outputs � CompetencyAssessment � CultureAssessment � Organization’sHistoricalExperiencewithChange � StakeholderAssessment � ExternalEnvironmentImpactAssessment � ChangeImpactAssessment � Inventoryof Change-RelatedResources
� OrganizationalChangeCapacityAssessment
5.1.12 Assess Organizational Readiness for Change
Thepurposeof Assess Organizational Readiness for Change istodeterminetheorganization’spreparednessforchangeactivities.
21Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Thisprocessassessesthepreparednessof theconditions,attitudes,andresourcesneededforachangetohappensuccessfully.Thisprocessshouldincludeorganizationalreadinesselements,suchasmarketfactors,capacity,andsaturation,whichaddresskeycharacteristicsandattributesof theorganizationandtheproposedchange.
Thisprocessshouldalsofocusonassessingtheorganization’slevelof comprehension,perceptions,andexpectationsof thechange.Itshouldidentifygapsexistingbetweenthechangeleaders’ownskills,expectations,andattitudes,andthecollectiveviewof theorganization.Itshouldalsoassesstheorganizationalprocesschangesanddeterminethelevelof understandingandpreparationof theorganizationalunitsforthetransition.
Thisprocessisusedtodevelopactionplansif majorweaknessesintheorganization’sreadinessareidentified.
Inputs Outputs � ChangeObjectivesandGoals � CultureAssessment � OrganizationalChangeCapacityAssessment � OrganizationalAlignmentAssessment � SponsorshipAlignmentAssessment � VisionStatement � RiskAssessment
� OrganizationalChangeReadinessAssessment
5.1.13 Assess Communication Needs, Communication Channels, and Ability to Deliver Key Messages
Thepurposeof Assess Communication Needs, Communication Channels, and Ability to Deliver Key Messages istodeterminethecommunicationeffortrequiredtosupportthetransitiontothefuturestate.
Thisprocessisusedtodefinethecommunicationneedsof allstakeholdersandfocusonthespecificcommunicationneedsof individualsorgroupsof stakeholders.
TheCommunicationNeedsAssessmentisusedtodeveloptheCommunicationStrategyandtoprepareresourceandbudgetestimates.Itisalsousedtoidentifyrisksthatmaydirectlyaffectcommunicationeffectivenessandprogresstowardchange.
Inputs Outputs
� ChangeObjectivesandGoals � CultureAssessment � OrganizationalChangeCapacityAssessment � SponsorshipAlignmentAssessment � StakeholderAnalysis � CurrentCommunicationChannels,Tools,andMethods � VisionStatement � RiskAssessment
� CommunicationNeedsAssessment
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Standard for Change Management©
5.1.14 Assess Learning Capabilities
Thepurposeof Assess Learning Capabilities istodeterminethescale,magnitude,andcomplexityof thelearninganddevelopmentneededtoensurethatthefuturestateissuccessfullyachieved.
TheLearningNeedsAssessmentdetermineswhatstakeholdersneedtododifferentlyandwhatwilldemonstratetheneedfornewcompetencies,capabilities,knowledge,skills,techniques,andbehaviorsrequiredtosuccessfullyperformandsustaininthefuturestateoperations.Itfocusesonthefuturetechnical,social,andbehavioralskillsandabilitiesrequired.Theprocessshoulddeterminethelearningstrategiesandapproachesandtheneedforlearningequipment,educators,andlogistics.Itshouldalsoidentifykeyconstraintsorbarriersthatmayaffectthelearningprogram’ssuccess.
TheLearningNeedsAssessmentisusedtodeveloptheLearningandDevelopmentStrategy.Itisalsousedtoprepareresourceandbudgetestimatesandperformancemetrics.
Inputs Outputs � StakeholderAnalysis � ChangeImpactAssessment � CommunicationNeedsAssessment � CultureAssessment � OrganizationalChangeCapacity � Assessment � OrganizationalAlignmentAssessment
� LearningNeedsAssessment
5.1.15 Conduct Change Risks Assessment
Thepurposeof Conduct Change Risks Assessment istodetermineandanticipatetheidentifiableriskstotheproposedchange.Thesemayberiskscommonlyassociatedwithchange,suchasresistanceof thestakeholdersorlackof visiblesponsorshipfromtheleadershipof theorganization,butotherpossiblerisksthatmayaffectthechangeshouldbeconsidered.Forexample,theriskassessmentmightshowasignificantrisktosuccessfulimplementationof thechangeunlesscertainstakeholders’roleschange.
Theassessmentshouldincludealevelof measuringtheimpactof theidentifiedrisksonthechange(e.g.,whetheraprojectwouldbecompletelyhaltedshouldariskbecomeareality).
Inputs Outputs � StakeholderAnalysis � ChangeImpactAssessment � CultureAssessment � OrganizationalChangeCapacityAssessment
� ChangeRisksAssessment � RiskRegister
5.2 Formulate the Change Management Strategy
Thepurposeof Formulate the Change Management Strategy istodeveloptheoverarchingapproachforhowanorganizationtransitionsfromitscurrentstatetoitsfuturestate.The
23Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
ChangeManagementStrategyistypicallydesignedtorealizeasetof goalstoachievespecificorganizationaloutcomes.
TheChangeManagementStrategydetailsthescale,scope,andcomplexityof thechangeprogramanddefinestherequirementsandimplementationoptions,challenges,constraints,opportunities,successcriteria,measurements,RACI,andgovernanceforeachchangemanagementactivityneededtoachievesuccessfulandsustainablechangeimplementation.Itclarifieswhatneedstobedone,whyitneedstobedone,whowilldoit,whenitwillbedone,andtheexpectedoutcome.Itmayalsoincluderesourceandothercostrequirementsforthechangeprogram,suchastoolsortechnologysolutionsusedbythechangeteam,marketing/communicationmaterials,orevents.
TheChangeManagementStrategyclearlystatestheCaseforChange(sometimesreferredtoasthechangecase)andhighlightsprogram-specificapproachestodevelopanddeliverallin-scopechangemanagementworkstreams,whichmayinclude:
�Sponsoraccountabilitiesandactivities �Leadershipalignment �Stakeholderengagement �Communication �Organizationandprocessdesign �Cultureandbehaviorchange � Impactassessmentandmanagement �Readinessplanning �Learninganddevelopment �Performancemanagement �Riskmanagement �Benefitrealizationandsustainabilitymanagement
Theapproachwillbeinformedbythechangediagnostics,assessments,andengagementcompletedin5.1 Evaluate Change Impact and Organizational Readiness.Thediagnosticsandassessmentsprovidedataforthechangestrategytobetailoredtotheorganizationortospecificareasof theorganizationandarecognizantof thelevelof impactof change,challengestoimplementingthechange,communicationbarriersandopportunities,criticalsuccessfactors,andengagementrequirements.
Eachorganizationwillhaveuniqueconstraintsandopportunitiesthatthechangestrategymustaddress.Keyareastobeaddressedinthechangestrategytominimizerisktoimplementingthestrategyandtomaximizeeffectivenessincludethefollowing:
�Strength of the Case for Change: If theCaseforChangeisstrong,wellsupported,andconsistentlycommunicated,thenthelevelof riskwillbelowerbecausethoseaffectedwillunderstandtheneedtomakeandcommittotherequiredchanges.If thestrengthof thecaseisweak,resultinginpoorcommunicationplanning,lowvisibility,orminimalsponsorshipsupport,thenrisklevelsmaybehigherbecausethoseaffectedbythechangewillnot“buyin”oraccepttheneedtochange.Inadequatechangeplanningmayresultinpooradoptionof thechange,insufficientallocationof resourcesnecessarytodrivethechange,andlackof credibilityfortheproject.
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Standard for Change Management©
�Sponsorship engagement:Clearandvisibleengagementandsupportfromthesponsorhasadirectimpactonthesuccessof thechange.If thesponsordoesnotprovidesupport,lacksactiveengagementinthechangeeffortandactivities,losesinterestinthechangeefforts,orisdistractedduringthechangeefforts,thenthereshouldbeinterventionandriskmanagementstrategiesinplacetoaddresstheissue. �Degree that the success of the change depends on behavior changes:Risklevelswillbehigherif changesuccessdependsonbehaviorchangesthanif thechangedoesnotrequirebehaviorchanges,becausebehaviorchangesarehardertomakecomparedtolearninganewsystemorprocess.Inadequateassessmentof thebehaviorchangeneededmayresultinlackof skillandcapabilitytodothingsdifferentlyandmisalignmentwithchangegoals. �Degree that the success of the change depends on stakeholders learning a new skill: Theriskassessmentshouldindicatethedegreetowhichachangedependsonthestakeholderslearninganewskill.If stakeholdersarecapableof andhavehadexperiencewithlearninginthepast,thentheriskassessmentshouldbelower. �Degreethatthechangeaffectsstakeholders,customers,andvendors:Thelevelof changerequiredbystakeholders,customers,andvendorscanaffectthelevelof risk.Ahighlevelof changerepresentsahighdegreeof risk.Changesuccessisatagreaterriskwhencustomersandvendorsareaffectedbythechange. �Amountofimpactthechangehasontheorganization’sfinancialperformance/health: Greaterfinancialdependenceonchangesuccessincreasestheriskof changesuccessandwilllikelyshortenthetimeavailabletoadoptthechange.Therefore,resultswilllikelyneedtobeachievedquickly. �Amount of prior experience the organization has with change:If theorganizationhaspastsuccesswithchangeandgenerallyshowslittleresistancetochange,thentheriskshouldbelower.If theorganizationhaspastfailureswithchange,thentheriskwillbehigher. �Organizational alignment:Misalignmentof theorganization’sperformancemanagementpractices,culture,organizationalstructure,andorganizationaldesignwiththeoverallChangeManagementStrategymayresultinalackof readinessforthechange,poororslowadoptionof thechange,orstakeholdersrevertingtooldways. �Capacity for change: Theoverallabilitytomakethechange,suchasworkloadorotherchangeinitiatives,basedonenvironmentalortimingfactors.
TheChangeManagementStrategymustbevalidatedandapprovedbythechangeprogramsponsorandappropriateprogramteamandorganizationalleadership.Itmayalsorequireapprovalfromorganizationalleaders,partners,andsubjectmatterexpertswhohaveprovidedinputtothestrategy.Incomplextransformationprograms,theremaybeawideaudienceforthechangestrategy,includingemployee/colleagueworkingcouncilsorthird-partysuppliers.Thestrategyreviewandapprovalprocessshouldbeclearlydefinedinthechangeprogramgovernancedocuments.
QuestionstoconsiderandrespondtowhendevelopingtheChangeManagementStrategy mayinclude:
� Isthechangeincrementalortransformational?Willtheimplementationbephasedin or‘bigbang’? �Willthetransitionbelinearandsequential,orwillitrequireamulti-faceted,non-linear,non-sequentialapproach?
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Standard for Change Management©
�Howpreparedistheorganizationforthechange?Whataretheknownandanticipatedareasof resistance,andwhatmechanismswillbeusedtoovercomethem? �Whatoperationaladjustmentswillberequiredtofacilitateadoptionof thechangewithminimaldisruption? �Whatmechanismswillbeusedtoensuretheworkforcehasoracquirestheskillsandcompetenciesrequired? �Willtechnologycomponentsberequiredtofacilitatethetransition?If so,howwillthey beincorporated? �Howwillworkforceadjustmentlogisticsbemanaged? �Whatmechanismswillbeusedtoensurethenecessarybehaviorsandattitudeshavebeenadopted?Howwillprogressbemonitored?
5.2.1 Develop the Communication Strategy
Thepurposeof Develop the Communication Strategy istocreateastrategythat,whenexecuted,ensuresthattheorganizationanditscustomersareawareof andunderstandtheorganizationalrationaleforthechange.Itensuresthatstakeholdersarealignedregardingtheprogram’sexpectedvalueandbenefitstotheorganization,initiation,progress,challenges,achievements,completion,andrealizedbenefits.TheCommunicationStrategyincludes:
�ThedefinedbusinessrationaleorCaseforChange �Stakeholdersandsponsors � Identifiedaudiences,audiencesegmentation,andaudienceneeds �Targetedstakeholdermessaging � Identifiedcommunicationchannelsandmessagingfrequency � Identifiedfeedbackchannelsandloops �Communicationgovernanceandreviewprocess
Communicate the Business RationaleTheCommunicationStrategyshouldincludethebusinessrationaleforwhat,why,who,how,andwhenchangesaretakingplace.Itshouldprovidetheinformationdetailnecessarytoenablechangesponsorsandthetargetaudiencetounderstandthekeymessages,channels,andfrequencythatthemessageswillbedeliveredduringthechangeexecution.Successfulcommunicationof theCaseforChangeoccurswhenbusinessrationalecommunicationsaresufficientenoughthateachtypeandlevelof stakeholdercanclearlyarticulatewhatischanging,howthechangebenefitsoraffectstheorganization,andhowthechangeaffectshimorherindividually(oftenreferredtoas“What’sInItforMe”).If peopleseeprogresstheycanrelateto,thentheyaremorelikelytocontinuethechangeeffortandhelptoreachthefuturestateandsustainthechange.
Guiding Principles for Communication MessagesTheCommunicationStrategyshouldprovideguidingprinciplesforcommunicationmessages.Amessageisasimpleandclearideaandshouldsummarizetheessenceof thechange.Effectivemessagingmeanscommunicatingtherightmessagethroughtherightchannels.Messagesshouldberelevantandappropriatetotheaudience,andthereshouldbecontinuityacrossthemessages.Usingstorytellingtechniquesthatincludeinterestingnarratives,humanintereststories,andarrestingimagerywillassistincommunicatingthemessagetothetargetaudience.
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Standard for Change Management©
Identify Communication Channels and Information FlowThestakeholdergroupandsponsorsshoulddepictwhereandhowinformationissharedwithintheirrespectiveorganizationsbymappinghowcommunicationswillworkthroughouttheorganization.Channelsforbothformalandinformalcommunicationshouldbenoted,andopportunitiesshouldbeidentifiedtoinclude,leverage,andreinforcemessagingcontent.
ConsiderationsindevelopinganeffectiveCommunicationStrategyinclude: �Tailoringthecommunicationactivitiestotheneeds �Usingmessagefeedback �Usingpush/pull/interactivecommunications �Determiningthebestcommunicationstrategies(vertical/horizontal,verbal/non-verbal,informal/formal,oral/written,official/unofficial,internal/external)
Communication Governance and Review ProcessThecommunicationprocesseswithinorganizationscanhavecomplexstructures,withreviewandvalidationrequiredbyanumberof groups(e.g.,internalandexternalenterprisecommunicationandlegal,risk,andcomplianceteams),particularlywherecommunicationsaffectcustomersorthirdparties.TheCommunicationStrategyshouldincludetheroles,responsibilities,accountabilities,resources,andtimelinesforcommunicationcontentreviewandsign-offpriortopublication.
Inputs Outputs � ChangeDefinition � ChangeImpactAssessment � CurrentCommunicationChannels,Tools,andMethods � OrganizationalChangeReadinessAssessment � ProjectCharterandProjectDocumentation � StakeholderAnalysis � VisionStatement
� CommunicationStrategy
5.2.2 Develop the Sponsorship Strategy
Thepurposeof Develop the Sponsorship Strategy istocreateahigh-levelapproachforpreparingandleveragingthesponsorstopromote,gainsupportfor,anddriveadoptionof achange.ResponsibilityfordevelopingtheSponsorshipStrategyshouldbeassignedtotheChangeManagementLeadandincludeinputfromotherswhohaveknowledgeof andexperiencewiththesponsors.
Describe Why Sponsors Are ImportantTheSponsorshipStrategyshouldoutlinewhysponsorsarecriticaltothesuccessof achangeeffort.Sponsorsarecriticaltochangesuccessbecause:
Stakeholderswanttolearnaboutthechangeandthereasonsforthechangefromthesponsors �Theimportancestakeholdersplaceonachangeeffortmaybedeterminedbytheimportancethatsponsorsdemonstrate �Sponsorsbuildsupportforthechangeatalllevelsof theorganization �Sponsorscansupportidentifyingandmitigatingrisksassociatedwithresistancetothechange
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Standard for Change Management©
�Sponsorsprovidetheresourcesandbudget,setexpectations,andholdorganizationsandindividualsaccountableduringthechange �Sponsorsbreakdownbarriersandremoveobstaclesthatrestrictchangeimplementation �Sponsorsprovideconsistenthigh-levelmessagingduringthechangeprogram
Develop a High-Level Approach for Gaining Sponsorship CommitmentSponsorshipgapsthatmustbeaddressedforsuccessfuladoptionof thechangeshouldbeidentified,andahigh-levelapproachforaddressingthegapsshouldbedevelopedasearlyaspossible.Thishigh-levelapproachincludestheactivitiestobuildacoalitionof sponsorshipthatwilldriveandsupporttheSponsorshipStrategy.
Riskstoconsiderincludealackof sponsorcommitmentandsupportforthechange,sponsorshipcompetencygaps,andpastsponsorshipchallenges.
Inputs Outputs � ChangeRisks � OrganizationalChangeReadinessAssessment � SponsorshipAlignmentAssessment � StakeholderAnalysis
� SponsorshipStrategy
5.2.3 Develop the Stakeholder Engagement Strategy
Thepurposeof Develop the Stakeholder Engagement Strategy istoidentifyanapproachtoensurethatindividualsorgroupsimpactedbyachangeandthosewhocanpositivelyaffecttheoverallsuccessof thechangeareengagedinthechangeeffort.Thecoreof stakeholdermanagementandengagementincludestakingtheappropriatestepstoidentifystakeholders,conductingaStakeholderAnalysis,identifyingtherequiredengagementof thevariousstakeholders,andidentifyingtheactivitiesneededtoachievetherequiredengagement.
Changestakeholderscanbenumerousandrangefrominternalstakeholderslikeemployeeswhosejobsareimpactedbythechangestoexternalstakeholderslikecustomersorclientswhomightseeorexperiencesomethingdifferentlybecauseof thechanges.AStakeholderEngagementStrategymaynotbeappropriateforallchangemanagementefforts,butinmorecomplex,large-scalechangeefforts,developinganoveralldirectionandapproachforstakeholderengagementhelpstoalignandintegratestakeholderengagementplans,activities,requirements,andmetrics.
Stakeholderengagementrequirestheattentionandinvolvementof thepeoplewhowillbeimpactedbythechangesorwhocaninfluencethesuccessof thechangesandfocusesonwhatthestakeholdersandstakeholdergroupsneedtoknowaboutthechangeandwhattheyneedtodo.Goodstakeholderengagementattractsandholdstheattentionof stakeholderstothedegreeneededforchangesuccess.Thedegreeandtypeof stakeholderinvolvementrequiredvariesbasedonvariablessuchastime,resourceavailability,negotiableelementswithinthefuturestate,ChangeManagementStrategy(directiveversuscollaborative),andstakeholderrole.Dependingonthechange,aStakeholderEngagementStrategycouldincludetheidentificationof keystakeholders,prioritizationof stakeholders,referencestoaStakeholderAnalysis,requiredstakeholdercommitments,andmethodsforandappropriatenessof solicitingstakeholderinput.
28Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Inputs Outputs � CurrentStateAnalysis � ChangeImpactAssessment � CurrentCommunicationChannels,Tools,andMethods � CommunicationStrategy � SponsorshipStrategy � StakeholderAnalysis
� StakeholderEngagementStrategy
5.2.4 Develop the Change Impact and Readiness Strategy
Thepurposeof Develop the Change Impact and Readiness Strategy istodefinetheapproach,scope,roles,andresponsibilitiesinundertakingdetailedimpactanalysisandreadinessplanningforimplementingthechange.Understandingthespecificimpactsonpeople,processes,tools,organizationalstructure,jobroles,andtechnologywillinformallareasof thechangestrategyandiscriticalfordevelopingtheTrainingStrategyandReadinessStrategy.
TheReadinessStrategyfocusesonwhatactionsandactivitiesneedtobecompletedinadvanceof thechangebeingimplemented.Itincludesthereadinesscriteriaforimplementation,thegovernancestructure,andaccountabilityforreadinessactivitiesthatwilldetermineif theorganizationisreadytoacceptthechange.Readinessmanagementisacriticalactivitythatsupportsprojectsmeetingkeypre-implementationmilestonesandensuresasmoothtransitiontonewwaysof working.
Inputs Outputs � StakeholderEngagementStrategy � ChangeImpactAssessment
� ChangeImpactandReadinessStrategy
5.2.5 Develop the Learning and Development Strategy
Thepurposeof Develop the Learning and Development Strategy istodefinetheknowledge,skills,andcompetenciesrequiredforstakeholderstoadoptthechange,whichinformscreationanddeliveryof learninganddevelopmentprogramsandtrainingcourses.ThekeycomponentsthattheLearningandDevelopmentStrategyidentifiesaretheskillsandcompetenciesneededtoperforminthechangedenvironment,thoseneedingtrainingtoclosethecompetencygap,thecontenttobedelivered,themethodof delivery,andmethodstodeterminetheeffectivenessof thetraining.
Demonstrating the NeedTheLearningandDevelopmentStrategyshoulddocumentwhatstakeholdersmustbeabletododifferentlybecauseof thechangeandhowtheyneedtobeabletoworktobesuccessfulinthefuturestate.Thestrategyensuresthatimpactedstakeholdersareequippedwiththenecessaryknowledge,skills,andabilitiestoachievethefuturestate.
Defining a High-Level ApproachTheLearningandDevelopmentStrategyshoulddefineahigh-levelapproachthatensuresunderstandingof theintendedworkeffort.
29Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Explainingdifferentlearninganddevelopmentmethodsandtools:Thelearninganddevelopmentmethodisdependentuponthetypeof changeandcultureof theorganization.Itshouldidentifythemosteffectivelearninganddevelopmentmethodsandtoolswhendefiningthehigh-levelapproach.Keylearninganddevelopmentmethodsmayinclude:
� Instructor-led(face-to-faceandvirtual) �Computer-based �Webcasts/Podcasts �Roleplays �Simulations �On-the-job �Gamification
Identifying possible resources: Someorganizationshaveinternallearninganddevelopmentdepartmentsthatcanbeleveragedtoconductthelearninganddevelopment.Otherorganizationswillrelyonexternalconsultingexpertiseoroutsourcingtoconducttheseactivities.Thehigh-levelapproachshouldoutlinetheresourcingplantoconductthelearningand developmentactivities.
Estimating a timeline: Thehigh-levelplanshouldincludeanestimatedtimelineforthelearninganddevelopmentthatalignswiththeprojectschedule.Learninganddevelopmentshouldbecloseenoughtotheactualchangethatstakeholderswillrememberwhattheylearnedandbeabletotransferthenewskillstotheirjobs.
Identifying proposed deliverables: TheexpectedlearninganddevelopmentdeliverablesandsupportingmaterialsneedtobedefinedintheLearningandDevelopmentStrategy.Thiswillestablishtheworkeffortexpectedtocompletelearninganddevelopment.Deliverablesmayincludealearninganddevelopmentplan,curriculum,materials(e.g.,usermanual,quickreferenceguide),andanevaluation.
Keyconsiderationsindefiningthelearninganddevelopmentapproachmayinclude: �Licensecostsfortrainingtools �Commissioningtrainingenvironmentstodelivertrainingof newtechnicalordigitalsolutions �Datausedintrainingmaterialandanydataprivacyrequirements �Anapproachtopilotingthetraininginadvanceof deploymenttoensureitisfitforpurpose �Governanceforsign-offof trainingcontent,particularlyif thereisalegalor regulatoryrequirement �Anapproachtotransitioningtrainingfromthechangeprogramto“businessasusual”training,includingknowledgetransferandmanagement
Determine Evaluation TechniquesThereareawidevarietyof approachesandtechniquestoevaluatelearningactivities.TheLearningandDevelopmentStrategyshouldexplaintheimportanceof evaluatinglearninganddevelopmentandhowitshouldbeapproached.Measuringthesuccessof alearninganddevelopmentprogramdemonstrateswhethertheparticipantslearnedtheskillsneeded.Thelearningobjectivesshouldbeusedtodefinetrainingcontentandmeasureadoptionaftertraining.Identifyingtheobjectivesof thelearninganddevelopmentprogrampriortothedeliveryalsoenablesthechangepractitionertoevaluateadoptionsuccessaftertrainingcompletion.
30Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Inputs Outputs � LearningNeedsAssessment � StakeholderAnalysis
� LearningandDevelopmentStrategy
5.2.6 Develop the Measurement and Benefit Realization Strategy
Thepurposeof DeveloptheMeasurementandBenefitRealizationStrategyistodefinesuccesscriteriaandmeasurestomonitorwhetherthechangeisachievingitsexpectedbenefitsandtoadaptthechangeeffectasneeded.
Itisimportanttobeginmeasuringasearlyaspossibleinthelifecycleof theeffort.Thisprovidestimelyinformationtogaugetheeffectivenessof thechangestrategy,keepthechangeimplementationontrack,allowforcoursecorrection,andensurethatorganizationalbenefitsdefinedintheprojectcharterarerealized.
Develop the Measurement Strategy: Thechangeobjectivesandgoalsshouldbeusedtodeterminewhatisrequiredtoachievethefuturestate.Thesetargetsshouldbespecificandquantifiablefortheorganizationtounderstandwhatisexpected.
Anotheraspectof theMeasurementStrategyistoassesstheeffectivenessof thestrategyusedtodrivethechangeeffortitself.Commonareasof focusincludecommunicationandlearningtoallowforrefinementasneeded.Techniquescanincludestakeholdersurveysandfeedbackfromlinemanagers,changeagents,andfocusgroups.
BenefitRealizationStrategy: Mechanismsmustbeinstalledtomonitortheachievementof theperformancetargets.Thesemechanismsincludedevelopingtheprocess,datacollection,andreportingrequirementsforeachmeasure.
Thecomponentsof theBenefitRealizationStrategyare: �Assigningownersforeachmeasureandtarget �Determiningwhenandhowthemeasurementdatawillbecollected,thereportingfrequency,andhowinformationwillbeshared �Creatinganapproachtoaddressslippageorslowattainmentof measure �Aligningwithrewardstrategies �Establishingtimelinesforaddressingissuesrelatedtoachievingthetargets �Communicatingperformancetargetstotheorganization
Inputs Outputs � StrategicPlan � CaseforChange � ChangeObjectivesandGoals � ProjectCharter � SuccessCriteria
�MeasurementandBenefitRealizationStrategy � RevisedPerformanceandRewardsTargets
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Standard for Change Management©
5.2.7 Develop the Sustainability Strategy
Thepurposeof Develop the Sustainability Strategyistodescribehowthechangewillbecomepartof theorganization’snormalfunctioning.Itshoulddefinethehigh-levelapproachforembeddingorinstitutionalizingthechangetoachievetheexpectedbenefitsandincludeallstreamsof changemanagementactivity,suchascommunicationandengagement,metricstracking,performancemanagement,rewardandrecognition,learninganddevelopment,sustainingownership,andcontinuousimprovement.
TheSustainabilityStrategydetailstheapproachtoembeddingthechangeintheorganizationoncetheprogramhasdeliveredthechange.Itdefinesthesustainabilityevaluationcriteria,includingperformancemetrics,culturalindicators,desiredemployee/customerbehaviors,keyperformanceindicators,scorecards,transactionalvolumes,exceptionrates,customersatisfactionscores,andemployeetemperaturechecks.Itmayalsoincludesustainmentactivitiesforchangesupportfunctions.
TheSustainabilityStrategydefinesthescope,scale,roles,responsibilities,resourcerequirements,accountability,andgovernancestructureforthesustainmentprogram.Itprovidesaclearroadmapformaintainingtheformalorinformalnetworksorcommunitiesof practicethathavesupportedthechangeinitiativeandoutlinesalong-termplanforongoingknowledgemanagement.KeyinputstotheSustainabilityStrategyarethelessonslearnedfromeachphaseof thechangeprogram.
TheSustainabilityStrategyshouldcover: �Communication(ongoingsocializationof thechange) �Metricstracking �Performancemanagement �Rewardsandrecognition(linkingrewardsandrecognitiontobehaviorsrequiredby thechange) �Sustainedownership(ensuringexperienceandknowledgetransfer �Knowledgetransfer(consistentandeffectiveprocessforassessingstakeholderandorganizationalcompetenciesandthesystems,structures,andmechanismsneededtoensurestakeholdersdeveloptheskillsandmotivationtoperformasexpectedinthechangedenvironment) �Continuousprocessimprovement
Inputs Outputs � BusinessCase � ChangeObjectivesandGoals � ChangeRiskAssessment � ProjectCharterandDocumentation � StrategicPlan � SuccessCriteriaandMeasures
� SustainabilityStrategy
32Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
5.3 Develop the Change Management Plan
Thepurposeof Develop the Change Management Plan istodocumenttheactions,timelines,andresourcesneededtodeliverthechange.TheChangeManagementStrategyprovidesthe“why”andthe“what,”andtheChangeManagementPlanprovidesthe“how.”TheChangeManagementPlanisaseriesof componentplansthatdefinethescopeof thechangeeffortandhowitwillbeundertaken,controlled,andmonitored.
TheChangeManagementPlanshouldreflecttheoverallcomplexityof thechangeeffort andconsider:
�Objectives/goalsandintendedoutcomesof thechangeeffortdefinedin5.1 Evaluate Change Impact and Organizational Readiness �Stepstoaddressthechangeandbywhom �Howtofacilitatethechangeeffort �Howthechangemanagementeffortwillbeimplemented,transitioned,andsustained �Dependenciesof thechangeplanactivities �Assumptions,issues,andrisks
WhendevelopingtheChangeManagementPlan,questionstoconsiderandrespondto mayinclude:
�Whatmechanismswillbeusedtoensuretheworkforcehasoracquirestherequiredskills andcompetencies? �Willtechnologycomponentsberequiredtofacilitatethetransition?If so,howwillthey beincorporated? �Howwillworkforceadjustmentlogisticsbemanaged? �Whatmechanismswillbeusedtoensurethenecessarybehaviorsandattitudeshavebeenadopted?Howwillprogressbemonitored?
5.3.1 Develop a Comprehensive Change Management Plan
TheChange Management Plan shouldincluderequiredactionsandbaselinemeasuresastheypertaintoachangeeffort’sscope,expectedbenefits,rolerequirements,resources,activityschedule,risk,andmeasurement.Thelevelof detailof theChangeManagementPlanshouldreflectthecomplexityandriskof thechangeeffort.
Keycomponentsof theChangeManagementPlaninclude:
�Resource Plan: Defineswhatresources(e.g.,people,capabilityorskillsets,location,equipment)willbenecessarytoaccomplishthetasks. �Sponsorship Plan: Identifiesthechangesponsorsanddefinesacourseof actiontodevelopandstrengthenthecompetenciesrequiredtoeffectivelylead/sponsorachangeinitiative. �Stakeholder Engagement Plan: Identifiesactionstoengagegroupsandindividualsaffectedbythechangeandthenmitigatetheirresistancetoandenlisttheirsupport,adoption,andownershipof thechange. �Communication Plan: Definesinternalandexternalaudiences,information,andfeedbackrequirementsof thoseleadingandaffectedbythechange,andspecificcommunicationactivitiesandevents.
33Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
� Impact Assessment and Readiness Plan:Identifiestheactions,roles,andresponsibilitiesfordetailedimpactanalysisfollowingthehigh-levelimpactanalysisundertakenintheassessmentphasedescribedin5.1 Evaluate Change Impact and Organizational Readiness.Itdetailshowandwhenimpactswillbecapturedduringthedesign,build,andimplementphaseof theproject,includingimpactcategorizationandmappingandownershipof impactmitigationandmanagement.TheReadinessPlanidentifiestheorganization/customerreadinesscriteriaandreadinessmanagementapproach. �Learning and Development Plan:Identifiesneedsandknowledgegapsof thoseaffectedbythechangeandprovidesacourseof actiontoprepareenduserswiththeskillsandknowledgenecessarytonavigatethechange. �MeasurementandBenefitRealizationPlan:Definesprocessesandactionstomonitorandtrackprogressontheproject’skeyperformanceindicatorsasdefinedintheprojectcharterandidentifieswhenmitigationstrategiesneedtobeimplementedif thechangeeffortfallsshortof itsgoals. �Sustainability Plan:Providesanapproachtomaintainingthenewprocessesandachievingaday-to-daymethodof doingbusinessoncethechangehasbecomeawayof workingandbusinessasusual.
TheChangeManagementPlanwillbesharedandreviewedwithkeystakeholdersandshouldbecontinuallymonitoredandupdatedasneeded.
Thefollowingsectionsprovidethespecificdetailsof thecomponentplans.
5.3.1.1 Resource PlanTheResource Plan definesthehuman,physical,andfinancialresourcesneededtoimplementtheexpectedbenefitsof thechangeeffort.Itidentifieshowtoacquireresourcesandatimelineforresourceutilization.Thefollowingsectionsdescribethekeycomponentsof the ResourcePlan.
Human Resources
TheResourcePlandefinesthetypeof laborneededtosupportthechangemanagementeffort.Definingrolesandresponsibilitiesforeachtypeof laborensuresthatindividualswithcertainskillsandcapabilitiesareintherightrolesandperformingtherequisitetasks.Theseindividualsrangefromtheexecutivesupport/sponsordrivingthechangeeffortandindividualsresponsibleforleadingthechangeefforttothoseprovidingsupportandparticipatingonthechangemanagementteam.
Toensurethatthecorrectresourcesfillkeyrolesinthechangeeffort,skillsandcapabilitiesmustbedefined,alongwiththenumberof peoplerequiredforeachrole.Onepersonmayhavemultiplerolesdependingonthescopeof change,sizeof theorganization,geography,andotherfactors.Thenextstepistoperformagapanalysistodetermineif theskillsrequiredexistintheorganizationandcanbefilledbyastakeholder,orif third-partyserviceproviders(e.g.,consultants)willberequired.Thefinalstepistocreateastaffingplanthatassignsrolesandindividualstospecificchangemanagementtasks.
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Standard for Change Management©
Physical Resources
TheResourcePlandeterminesthephysicalresourcesneededtosupportthechangeeffort.Internalresourcesorexternalvendorscanprovidephysicalresourcessuchassystemshardware,software,andothertechnicalinfrastructure,aswellasfacilities,workspace,furniture,orotherphysicalneedsforaccomplishingtheinitiativegoals.
Financial Resources
TheResourcePlanensuresthecostsof allresourcessupportingthechangeeffortareappropriatelybudgetedforandapprovedintheoverall projectplan.
ThecostsassociatedwiththeResourcePlanwilladheretoadefinedreviewandapprovalprocess.Theresourcesidentifiedintheplanwillbebudgetedandstaffedaspartof theoverallprojectplan.
Inputs Outputs � ChangeManagementResources,Roles,andResponsibilitiesStrategy � CommunicationStrategy � LearningandDevelopmentStrategy � ChangeResourcesInventory � ProcurementGuidelinesandPolicies
� ResourcePlan
5.3.1.2 Sponsorship PlanTheSponsorship Plan shoulddefinehowtoidentify,develop,andstrengthenthecompetenciesrequiredtolead/sponsorachangeinitiative.Thisplanbuildsawareness,establishesunderstanding,anddefinesleader/sponsorcoreresponsibilitiesinachangemanagementactivity.If asponsorisresistanttoanyof theresponsibilities,thentheseissuesmustbeaddressedintheearlystages.
Keycomponentsof aSponsorshipPlaninclude: �Definitionof specificresponsibilitiesforleaders/sponsors �Agreementbyleaders/sponsorsregardingtheirresponsibilities,includinghowtheywillworkwithothersengagedinthechangeactivity �Learninganddevelopmentplanfortheleaders/sponsors
Inputs Outputs � SponsorshipStrategy � SponsorshipAlignmentAssessment � StakeholderAnalysis � SponsorAssessment
� SponsorshipPlan
5.3.1.3 Stakeholder Engagement PlanTheStakeholder Engagement Plan outlinestheactivitiesandmetricsthatwillbeestablishedtoensurestakeholdersandstakeholdergroupscanmakethechangesrequiredorcompletethestepsthatwillhelpmakechangesuccessfulinanorganization.
35Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Stakeholderengagementactivitiesaredesignedtoaddresstheoutcomesof aStakeholderAnalysis.TheStakeholderAnalysisidentifiesgapsbetweenthecurrentstateof astakeholderorstakeholdergroupandthefuturestate.Inorderforsuccessfulorganizationalchangetooccur,thegapsthatexistbetweencurrentandfuturestatesneedtobeeliminated.AgoodStakeholderAnalysisidentifiesthekeycomponentsof thosegaps,andthestakeholderengagementplanprovidestherelevantactivitiestoaddresscomponentsandclosethegaps.
Anumberof tacticscanbeemployedinaStakeholderEngagementPlan.Themostcommonactivitiesincludeformal,two-way,andinformalcommunication;learning,development,training,anddiscoveryactivities;andrewards,recognition,reinforcement,andconsequences.Successfulstakeholderengagementplansincludeclearmetricstoensurethattheplanismeetingtheintendedoutcomes.Anumberof factorsshouldbeconsideredwhendesigningstakeholderengagementactivities,includingorganizationalculture,otherchangeinitiativesaffectingstakeholders,activitiesthatwillgetandkeepastakeholder’sattention,stakeholderneeds,andthespecificengagementrequiredforsuccessfulchangetooccurinastakeholderorgroup.
Aswithmanyof thecomponentsof awell-managedchange,StakeholderAnalysisandStakeholderEngagementPlansareiterative.StakeholderEngagementPlansareupdatedasneededandadjustedbasedonmetricsmeasuringtheeffectivenessof theactivities.
StakeholderEngagementPlansalsoincludeactivitiesdesignedtodrivethebehaviorof stakeholdersthatcanaffecttheoverallsuccessof thechange.Thesetypesof activitiescanincludetools,templates,andkeymessagesthatenablestakeholderstocustomizeandpersonalizetheirbehaviorandmessagingtotheemployeesthattheyaretryingtoimpact.Theseactivitiesandtheirtimingaredrivenbyfactorssuchastheprojectplan,projecttiming,positionorpotentialimpactof thestakeholderorstakeholdergroup,andthestatusof theoverallchangeatanygivenmoment.Stakeholderengagementplanactivitiesshouldalignwithsponsorshipplans.Aclearerandmostholisticmessagecanbereceivedwhenchangesponsorsandinfluentialstakeholdersdeliverconsistentmessages.
Inputs Outputs � StakeholderAnalysis � StakeholderEngagementStrategy � CommunicationStrategy � SponsorshipStrategy � ChangeRisks
� StakeholderEngagementPlan
5.3.1.4 Communication PlanTheCommunication Plan definestheinternalandexternalaudiences,information,andfeedbackrequirementsof thoseleadingandaffectedbythechange,aswellasthespecificcommunicationactivitiesandevents.
StrategiccommunicationactivitiesmayincludemessagingthataddressestheCaseforChange,howthechangealignswiththeorganizationalstrategy,whythechangeisoccurring,intendedoutcomes,benefitsof thechange,andtherisksorconsequencesof afailedeffort.Moretacticalcommunicationscouldincludestatusreportsand“howto”guidesfortechnologychanges.TheCommunicationPlanshouldincludeallactionsneededtobuildawarenessof thechangeandclearlyoutlinewhatisexpectedfrompeopleaffectedbythechange.
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Standard for Change Management©
TheCommunicationPlanincludeskeycomponentssuchas:
�Target Audience(s):Segmentsthestakeholderaudiencesaccordingtodemographics,outcomes,andtherolesstakeholdergroupsmayhaveinachangeeffort.Thereareoftenmultiplestakeholdergroupswithdifferentcommunicationneeds,andcommunicationsshouldbedevelopedaccordingly.Theaudiencesshouldencompassstakeholdersdirectlyimpactedbythechange,alongwiththosenotimpactedbutwhoshouldbeawareof thechange. �Outcomes: Defineswhattheaudienceshouldknow,think,anddobecauseof communicationactions.Somecommunicationsmaybeforinformationalpurposesonly,whereasothersmayberequiredtodrivedesirablebehaviors. �Sender: Identifiesfromwhomthecommunicationwillcome.Strategiccommunicationsshouldcomefromorganizationalleadershiporotherkeyleaderstoensuremaximumimpact.TheChangeSponsortypicallycommunicatesregardingtopicsthatdefinethechange,andthesponsorshoulddemonstratesupport.Otherleadersorthechangeteammaycommunicatedirectlytostakeholdergroupsfortacticalcommunications. �Key Messages: Describesthewordsandvisualsthatwilldriveachievementof theintendedcommunicationgoalforeachuniquestakeholdergroup. �Communications Channels: Identifiesthespecificwaysthatinformationisdistributedtoandreceivedbackfromstakeholderaudiences.Channelsshouldbeselectedbasedontheirpotentialeffectivenessinreachingeachtargetaudience.Formaximumeffectiveness,channelselectionshouldfactorinthepurposeof communication,audiencedemographics,content,messaging,andinteractionorfeedbackrequirements.Examplesof communicationchannelsincludeemail,socialmedia,townhalls,webinars,meetings,intranets,collaborationsites,video,newsletters,posters,anddigitalsignage.Mostchangeactivitiesrequirethatmultiplechannelsbeusedforeffectivecommunication.AneffectiveCommunicationPlanshouldallowfortwo-wayconversationsthatprovideopportunitiesforconversationanddialogue. �Frequency: Specifiesthenumberof timeskeymessageswillbecommunicatedinselectedchannels.Mostchangeactivitiesrequirearelativelyhighfrequencyof messagesbeingcommunicatedtostakeholderaudiences �Timing:Definesthescheduleforcommunicationactivities.Thisensuresthetimelinessof communicationsandpreventscommunicationoverlapfrommultiplestakeholders.Reviewingnon-projectcommunicationsagainstthechangecommunicationplancan avoidsaturation. �Costs and Resources:Identifiestheresourcesandassociatedcostsneededtoproduceanddistributethecommunications.Thesecostsshouldbeintegratedintotheoverall projectbudget. �Reviewers and Approvers:Identifiestheindividualswhoneedtoreviewandapprove theplan. �Monitoring and Feedback:MonitoringandadjustingtheCommunicationPlanensurescontinuedeffectivenesstoachievetheexpectedbenefitsof thechangeeffort.Clearlydefinedfeedbackmechanisms(e.g.,surveys,focusgroups,helpdesktickets)assesstheeffectivenessof theplan.Communicationsmayneedmodificationtoaddressculturalnormsof a diverseworkforce.
37Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Inputs Outputs � CommunicationStrategy � CurrentCommunicationChannels,Tools,andMethods � KeyMessages � LearningandDevelopmentStrategy � ProjectCharterandDocumentation � ProjectScheduleandPlan � SponsorshipStrategy � StakeholderAnalysis � StakeholderEngagementStrategy � TransitionStrategy
� CommunicationPlan
5.3.1.5 Learning and Development PlanTheLearning and Development Planidentifiesknowledgegapsandtrainingneedsof thoseaffectedbythechangeandthenprovidesacourseof actiontodevelopenduserssotheywillbepreparedwithnewknowledgeandskillstoadoptthechangesuccessfully.
Keycomponentsof theLearningandDevelopmentPlaninclude: �Learninggroups �Learningcurriculum �Skillsinventoryandgapanalysisforeachlearninggroup �Ongoinglearningtools(e.g.,jobaids,quicktips,FrequentlyAskedQuestions, refresherguides) �Learningdeliveryplan �Learningevaluationandoptimizationplan
Learninganddevelopmentdesignanddeliveryshouldbecontinuallyassessedandadjustedasneededtoensurecontinuedeffectivenesstoachievetheexpectedbenefitsof thechangeeffort.Theplanshouldidentifyadditionaltrainingandotherlearningresourcesasnewphasesorprocessesareintroduced.
Inputs Outputs � LearningandDevelopmentStrategy � StakeholderAnalysis � LearningNeedsAssessment
� LearningandDevelopmentPlan
5.3.1.6 Measurement and Benefit Realization PlanTheMeasurementandBenefitRealizationPlandefinesprocessesandactionstomonitorandtrackprogressof theproject’skeyperformanceindicatorsandexpectedbenefits,asstatedintheProjectCharterandStrategyPlan.TheMeasurementandBenefitRealizationPlanprovidesameansof identifyingwhenmitigationstrategiesneedtobeimplementedif theeffortisfallingshortof itsgoals.
TheMeasurementandBenefitRealizationPlanshouldincludecurrentbaselineperformanceonkeyobjectivesandgoalsandtrackhowthosekeyindicators/objectivesareaffectedthroughoutthechangeeffort.Itshouldspecifymeasurementactivitiesthatprovidevalidandreliabledatafortrackingactivityandeffectsonperformance.
38Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Keycomponentsof aMeasurementandBenefitRealizationPlaninclude: �Ascheduleof measurementactivities,includingtype,frequency,howconducted,and bywhom �Areporttemplateforreportingmeasurementresultsatdefinedintervalstodefinedgroupsandindividualswhoownthemetricsandareresponsiblefortakingactiontoensuretargetsareachieved
Inputs Outputs �MeasurementandBenefitRealizationStrategy � ChangeDefinition � ChangeObjectivesandGoals � VisionStatement
�MeasurementandBenefitRealizationPlan
5.3.1.7 Sustainability PlanASustainability Planshouldbedevelopedtodefinethemechanismsthatwillbeusedtoanchorandembedthechangeonceitisimplementedandisdeterminedtobeeffective.
TheSustainabilityPlanshouldminimallyincludethefollowingcomponents: �Communication: Mechanismsforpersuasivecommunicationandongoingsocializationof thechange,ritesof parting(sayinggoodbyetotheoldwaysof doingthings),andritesof enhancement(acknowledgmentof quickwinsandcontinuedadoption) �Metrics Tracking: Consistentandeffectiveprocessforongoingmeasurementandresultsreportingtotrackprogressandensuresustainedresults �Performance Management: Consistentprocessforobservingandobjectivelymeasuringdesiredbehaviorsandattitudes,includingperformanceappraisalprocess,promoting,demotingandtransferring,andtraininganddevelopment �Rewards and Recognition: Programof intrinsicandextrinsicincentivestoreinforcedesiredbehaviorsandattitudes �Sustaining Ownership: Consistentprocessforensuringsustainedownershipof thechangethroughtheongoingtransferof experienceandknowledge �Continuous Improvement: Mechanismsforrespondingtochangingrequirementsandimplementingimprovementsbasedonfeedback,observations,andmetrics
QuestionstoconsiderandrespondtowhendevelopingtheSustainabilityPlanmayinclude: �Howshouldorganizationalachievementsreinforcingthechangebecommemorated? �Whatbehaviorsshouldbeobservedandmeasuredonaregularbasis? �Whatresultsshouldbeobservedandmeasuredonaregularbasis? �Whatmetricsshouldbeusedformeasuringbehaviorsandresults? �Whatmechanismsshouldbeusedforreportingresults? �Whatcriteriashouldbeusedtoallocaterewardsandpromotion? �Whatmechanismsshouldbeusedfortraining,coaching,and rolemodeling? �Whatprocessesandproceduresshouldbeputinplacetoensuresustainedownershipof thechange? �Whatcontinuousimprovementmechanismswilladdresslowadoptionratesandensurethechangebecomespartof theorganization’s normalfunctioning?
39Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
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Inputs Outputs � StatusReport/BenefitsGapAnalysis � ResourcePlan
� SustainabilityPlan
5.3.2 Integrate Change Management and Project Management Plans
TherelationshipbetweenChangeManagementandProjectManagementishighlydependentonthenatureof thechangeprogram,asdefinedin 4.4 Relationship to Project Management.
ItisrecommendedthattherelationshipbetweenProjectManagementandChangeManagementbedefinedearlyintheproject,whenthegovernancestructureisestablished.CommonstructuresincludeProjectManagementandChangeManagementprofessionalsfunctioningaspeersandaligningtheiractivitiesorpositioningChangeManagementasapartof theProjectTeamwithitsownworkstream.
IntegratingtheProjectManagementandChangeManagementPlanscanensurestakeholdersintheorganizationaligneffortstofacilitateadoptionof thechange.Integrationmayoccuralongthefollowingdimensions:
�Roles and Responsibilities: Definetherelationshipof thechangemanagementteamtotheoverallprojectteamandclarifytheresponsibilitiesof each.Acollaborativepartnershipshouldbeestablishedtomaximizeasuccessfuloutcomeof theoveralleffort. �Methodology and Plan: Followastructuredmethodologythatalignswiththeoverallprojectmanagementmethodology.ChangeManagementeffortsshouldbeginintheprojectinitiationphase. �Tools and Resources: Seekopportunitiestoleveragecommontoolsacrossbothdisciplinesforaholisticapproach.Thecommunicationplan,riskassessment/mitigationplans,andresourceplansarecommontoolstoleverageacrossChangeManagementandProjectManagement. �Objectives and Outcomes: Establishandintegratechangemanagementobjectivesregardingadoptionandusageintooverallprojectplanobjectives. �Risks:Addressrisksthatarespecificallyrelatedtostakeholders(e.g.,resistancerisks).Responsibilityfortrackingandmitigatingrisks,especiallystakeholder-relatedrisks,shouldbedeterminedearlyin theproject.
TheChangeManagementLeadwillmonitortheChangeManagementPlantoensurealignmentwiththeprojectandcommunicateupdatestotheappropriateteammembers.
Inputs Outputs � ChangeManagementPlan � ProjectCharterandProjectDocumentation � ProjectScheduleandPlan
� ChangeManagementPlan(updated) � ProjectPlan(updated)
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Standard for Change Management©
5.3.3 Review and Approve the Change Management Plan in Collaboration with Project Leadership
Theobjectiveof Review and Approve the Change Plan in Collaboration with Project Leadership istoensurethatprojectleadershipisawareof andalignedwithmilestonesintheChangeManagementPlan.
Reviewandapprovalof theChangeManagementPlanisnecessarytoensurethatitisincorporatedintotheProjectPlanandthattheactivitiesandmilestonesarecoordinatedwithprojectactivities.
Collaborationwithprojectleadershipisessentialtoavoidduplicationof effort,alignworkplans,andincreasestakeholderawareness.
Inputs Outputs � ChangeManagementPlan � ProjectPlan
� ChangeManagementPlan(approved)
5.3.4 Develop Feedback Mechanisms to Monitor Performance to Plan
MonitoringperformanceandadherencetodeliverablesgeneratedfromtheChangeManagementPlanenablesadjustmentsof theplaninresponsetoperformance.ChangestotheoverallProjectPlan,aswellasunexpectedoutcomesandchangesinscope,willinfluencetheChangeManagementPlan.
Feedbackwillcomefrommanysources.Informalsourcesof feedbackmayincludeconversations,emailresponses,andinformation-sharingforums.Feedbackmechanismscollectformalfeedbackandenabletheteamtodevelopresponsesandmonitortheeffectivenessof theChangeManagementPlan.
Feedbackshouldbecollectedfrequentlyandbescheduledforappropriateintervalsforthepurposeof datacomparisons.Collectedinformationshouldbesharedwiththeprojectleadershipteamandincorporatedintotheplanningof futurechangemanagementactivities.
Inputs Outputs � CommunicationPlan � LearningandDevelopmentPlan �MeasurementandBenefitRealizationPlan � ProjectScheduleandPlan � StakeholderEngagementPlan
� CommunicationPlan(updated) � LearningandDevelopmentPlan(updated) �MeasurementandBenefitRealizationPlan(updated)
� StakeholderEngagementPlan(updated)
5.4 Execute the Change Management Plan
Thepurposeof Execute the Change Management Planistoaddresstheimplementationprocessesforperformingthechangeactivitiesbymonitoring,measuring,andcontrollingdeliveryagainstbaselineplans.
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Standard for Change Management©
TheChangeManagementPlandefineshowinternalcontrolswillbeapplied.Itinvolvesmanagingpeople(stakeholdersandsponsors)andotherresourceswhiledevelopingemployeecompetenciesthroughlearning,development,andknowledgetransfer.
ExecutingtheChangeManagementPlaninvolvesalignmentof strategicobjectives,riskidentification,andmitigationandmodificationof theplanasneeded.
5.4.1 Execute, Manage, and Monitor Implementation of the Change Management Plan
Execute, Manage, and Monitor Implementation of the Change Management Plan requiresthatallresources,strategies,timelines,communications,andlearningscombinetocarryouttheintendedpurposeof theChangeManagementPlan.Itappliestheprocessesidentifiedthroughassessmentsandanalysestotheneedsof completingtasksandactivitiesof theChangeManagementPlan.
5.4.1.1 Execute Resource PlanExecutingthecoordinationof finances,people,information,andphysicalresourcesisnecessarytoensuredeliveryof theResourcePlan.
Financial Resources Management
Duringexecution,theplannedbudgetforthechangewillbecontrolledsothataccountablespendingtomeetthedeliverablescantakeplace.Itmaybenecessarytoreviewtheplannedbudgetinthelightof additionalinformationasexecutionbegins.Thismayrequireanincrease,decrease,orreallocationof thebudgetbetweenspendingcategories,executedthroughacontrolledrequestprocessandapprovedbyappropriatestakeholders.
Thespendingprocessshouldbedocumentedandunderstoodbyallinvolved,especiallythoseprovidingcontroloverthespending.Controlswillincludetypeandamountof spending.
Regularreportsof spendingagainstbudgetshouldbepreparedforseniorstakeholdersto ensuretransparency.
Human Resources Management
Humanresourcesmanagementisastrategicfunctionforidentifyingthemosteffectiveuseof people.Expectedbenefitscanbedelayed,diminished,orneverrealizedif theproperhumanresourcesarenotavailablewhentheyneedtodeliverandembedthechange.
Resourceavailabilityconflictsmayoccurduetocompetingpriorities,coincidingtasks,orunavoidablecircumstances.Theseconflictsmayrequirereschedulingactivitiesandcouldresultinchangesinresourcerequirementsforcurrentorsubsequentactivities.Proceduresshouldbeestablishedtoidentifysuchshortages,facilitateresourcereallocation,andreducethelikelihoodandconsequenceof resourceavailabilityconflicts.
Specificroledefinitionsshouldbedefined,alongwiththeirrequiredskillsets,experiencelevels,andengagementdurations.Theengagementprocessesfordifferenttypesof resources(e.g.,permanentemployees,contractors,consultants)needtobefullydefined,understood,anddocumentedtoenableexecutionof thehumanresourcesplan.
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Standard for Change Management©
Humanresourcesshouldberecruited,selected,andorientedtotheprojectandintegratedwiththechangeteaminordertobuildchangecapabilityandsupporttheresourcesplan.
Information Resources Management
Informationresourcesmanagementinvolvesasystematicprocessforcreating,storing,sharing,anddisseminatingdatarecords,documents,andreportsrelatedtotheChange Managementeffort.
Processesshouldbeestablishedforauthorizingwhichstakeholdergroupscancreate,review,update,ordeletecertaintypesof records,documents,andreports.Itisexpectedandacceptablethatconfidentialandothertypesof records,documents,andreportswouldnotbeaccessibletostakeholdersimpactedbyachange.Informationrepositories(e.g.,electronicfilesharingsystem,collaborativewebsite,physicaldocuments)canprovideappropriatesecurityaccessforspecificstakeholdergroups.
OrganizationresourcesthatmayprovideassistanceincludetheInformationTechnology/Services(IT/IS)functionandtheLegal/RecordsRetentionfunction.
Physical Resources Management
Physicalresourcesmanagementinvolvesensuringtheavailabilityof suitablefacilities,equipment,andsupplies.Theprimaryfunctionsincludeidentifyingwhatisrequiredandensuringthatsuppliersprovideequipmentandmaterialsneededtodeliverthechange.Italsoinvolvesmanagingthepurchasingrelationship,whichincludesnegotiatingwithsupplierstoreachagreementsthatprovidevalueandmeetorganizationalrequirements,keepingaccuraterecordsof materials,andtakingappropriateactionintheeventof problemswiththematerials.
Processesshouldbeestablishedtomonitorphysicalresourcesandtheirperformance.Theseprocesseswillensurethestandardsof serviceanddeliveryaremaintained,physicalresourcesareusedefficiently,andsuppliersaredeliveringthedesiredactivitiesandoutcomes.
Resourcessuchasbuildings,rooms,technology,andotherphysicalneedsshouldbeacquiredtosupporttheexecutionof theplan.Physicalresourcesmustmeettheneedsspecifiedduringplanningandcoverareassuchasquality,quantity,andduration.Theyshouldbeengagedoracquiredthroughanagreed-upon,documentedcontrolprocesstoensurethatneedsaremetandvalueisobtained.
Inputs Outputs � ChangeManagementPlan � ProjectScheduleandPlan � ResourcePlan
� ChangeManagementPlan � FinancialResourcesUpdate/ImpactReports � HumanResourcesUpdate/ImpactReports � InformationResourcesUpdate/ImpactReports � PhysicalResourcesUpdate/Impact � Reports
5.4.1.2 Execute Communication PlanThesuccessof aChangeManagementProgramrequireseffectiveimplementationof theCommunication Plan.
43Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
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Execute the Established Communication Plan
Theaudienceanditsspecificcharacteristics(e.g.,sizeof theorganization,locationof workers,levelof changeresistance)serveasthebasisforcustomizingthemessaginganddeliverymethods.Themessageshouldbecraftedconsideringthecultureof thestakeholdersandorganizationandbealignedwiththeobjectiveforeachcommunicationevent.Wheneffective,thestakeholdersareabletobuildawareness,establishunderstanding,anddefinecoreresponsibilitiesaroundthedeliveryof messages.
Delivery of Messaging
Messagesaredeliveredthroughthemethoddeemedmosteffectiveforthecommunication.Further,messagesaredeliveredataspecificphaseintheprojecttoensurethatstakeholdersreceivethecorrectmessagesatthecorrecttime.Communicationsubjectmatterexpertsmayprovideguidanceinthedeliveryof thecommunicationsandregularlyassesseffectiveness.
Feedback
ThefeedbackchannelsandmechanismsidentifiedintheCommunicationStrategyshouldbeexecuted,astheyprovidestakeholderswiththeopportunitytoaskquestionsandprovideupdatesonhowtheyareexperiencingthechange.
Inputs Outputs � ProjectPlan � CommunicationPlan � StakeholderEngagementPlan
� CommunicationDelivery
5.4.1.3 Execute Sponsorship PlanSponsorshipismostsuccessfulwhenleadersrecognizethepeoplesideof changeandvisiblyparticipatewithstakeholdersthroughouttheproject.Thechangesponsorbuildsawarenessdirectlywithstakeholdersregardingtheneedforthechange.
Prepare Sponsors
Thechangemanagementteamreviewstheroleof sponsorshipwitheachleaderinvolvedinthechangeinitiativeandprovideschangemanagementcoachingwhereneeded.Coachingshouldaddresstheneedforsponsorstounderstandtheirrole,responsibilities,andexpectationsandincludeidentifiableactionsthatvisiblysupportsuccessfulchange,examplesof goodsponsorshipactivities,andcommonsponsormistakes.Thesponsorshouldalsoreceivepreparedcommunicationsandguidancefordeliveringmessagestostakeholdergroups.
Sustain Sponsor Engagement
TheChangeManagementLeadshouldprovidethesponsorwithregularupdatesonthechangeinitiativestatus.
44Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Inputs Outputs � SponsorshipPlan � CommunicationPlan � StakeholderEngagementPlan
� SponsorActivities � SponsorCompetencyBuildingActivities
5.4.1.4 Execute Stakeholder Engagement PlanEffectivestakeholderengagementiscriticaltoensuresuccessfulexecutionof theChangeManagementPlan.
TheStakeholderEngagementPlanestablishesthetasksthatneedtobeexecutedtoensurethatallstakeholdersunderstandandadoptthechange.Executingtheplanwillsignificantlyreduceuncertainconsequencesandidentifythebenefitsof thechangeforstakeholders.Effectiveplanexecutionwillenablestakeholderstoadoptthechangeswiftlyandwithloweredresistance,whileunderstandingitsbenefitstotheorganizationandindividualstakeholder.
Resistance Management
Addressingandmanagingresistancetoensuresuccessfultransitiontothefuturestateshouldengageanumberof leaderswithintheorganization.Keyaspectsof jobroles,performancemanagement,learningneeds,andorganizationaldevelopmentresourcesshouldbeconsideredandreviewedregularlythroughoutthechangeinitiative.Thesereviewsshouldinvolveregularcommunicationwithleadersandsupportingfunctionsasneededtoensureresistanceis properlymanaged.
Inputs Outputs � StakeholderEngagementPlan � SponsorshipPlan � CommunicationPlan
� StakeholderEngagementActivities � SponsorEngagementActivities � ResistanceManagementActivities
5.4.1.5 Execute Learning and Development Plan
Changeinitiativesrequireactivemanagementof thelearningprocesstoincreasestakeholderskillsanddeveloprequiredcompetenciesthroughappropriatelearningactivities.Learninganddevelopmentmayincludetraininganddevelopmentactivitiesaswellasevaluatingknowledge,skills,andattitudesbeforeandafterthelearningactivities.
Define Learning Objectives
Learningobjectivesshouldbeclearlystated,measurable,realistic,andappropriateforthelevelof thelearner.Theyshouldbeconsistentwiththeobjectivesof theChangeManagementStrategyanddefinewhatthelearnerwillknoworbeabletodobecauseof thelearningactivity.Theyshouldprovideabasistoevaluatelearnerachievement.
Execute Learning and Development Plan
Asstatedin5.3.1.5 Learning and Development Plan,eachlearninggrouphasauniquecurriculumthatwillbeexecuted.Thefirststepinexecutingtheplanistoensurethelearningmaterialssupportingthecurriculumhavebeendeveloped(e.g.,jobaids,usermanuals,quick
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referenceguides).Second,thelogisticsof thelearningactivityforeachgroupmustbecompletedaccordingtothedeliverymethodandtimeline(e.g.,bookingaconferenceroom,settingupanonlinemeeting).Lastly,thecurriculumisdeliveredtothespecifiedgroupaccordingtotheplan.AsstatedintheLearningandDevelopmentStrategy,theremaybeotherresourcessuchasanoutsidevendordeliveringthelearningactivity.
Evaluate Learning Activities
Measuringthesuccessof learninganddevelopmentactivitiesdemonstrateswhethertheparticipantslearnedthenecessaryskills.Theobjectivesdevelopedpriortodeliverywillserveasthebasisfortheevaluation.
Notalllearningactivitieswilldelivertheexpectedbenefits,possiblybecausealessonwasmisunderstood,misapplied,orwasnotapplicabletothesituationoraudience.Learningactivitiesthatdonotproducetheexpectedbenefitsshouldbereevaluatedandthenmodified orremoved.
Learningmeasurementshoulddeterminewhatknowledgewasobtained,theskillsthatweredevelopedorimproved,andthefrequencyandeffectivenesswithwhichthenewknowledgeandskillsareusedonthejob.Itmayalsoidentifyif attitudeshavechanged.Avarietyof methodscanbeusedtoevaluatetheeffectsof learning,includinglearnerreactions,supervisorobservations,andperformanceappraisals.
Theevaluationshouldshowboththetangibleandintangibleindicatorsresultingfromthelearninganddevelopmentactivities.
Tangible Indicators Intangible Indicators � Skillsandknowledge � Jobperformance � Productivity � Responsetime � Salesvolumeandservicelevels � Requestsforhelp
� Effectivecommunication � Qualityof decisionmaking � Conduciveteamwork � Jobsatisfaction � Stressrate
Inputs Outputs � LearningandDevelopmentPlan � ChangeResources,Roles,andResponsibilitiesPlan � SupportingLearningandDevelopment �Materials(e.g.,jobaids)
� LearningandPerformanceEvaluationReports
5.4.1.6 Execute Measurement and Benefit Realization
Accuratemeasurementsprovideanindicationof thelevelof stakeholderadoption,thedegreeof stakeholderpreparedness(knowledgeandability),andthesuccessof thechangeproject.Themeasurementsshouldbecommunicatedtoallsponsorsandprojectleads.Processescanbeadaptedbasedonthemeasurementoutcomestoensurethatgoalsaremet.
46Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Tracking and Measuring Benefits
Thisprocessinvolvestrackingandmeasuringthebenefitsagainsttargetstoensurechangesarealignedwithorganizationalobjectivesandexpectedbenefitsasdescribedinthebusinesscase.Itinvolvesmeasuringagainstthebaselinedataandtarget,chartingprogress,andreviewingtheeffectivenessof thebenefitsmanagement.Italsoincludesinformingstakeholdersof progressinbenefitsrealizationandassessingtheperformanceof thechangedorganizationaloperationsagainstperformancebaselines.
Progress Monitoring
Progressmustbecontinuallymonitoredduringexecutiontotestandassessstakeholderawarenessof change(andthereforesuccessof communications),tounderstandthechangebenefitsanddeterminethewiderchangeimpact.Thismonitoringcanprovideanestimateof thestakeholderengagementwithandsupportof thechange.
Monitoringprogressallowsthechangemanagementteamtoreportresultsandtracktheprogressbyindividualstakeholdersegmentsusingappropriatetechniquesandbymonitoringstaffturnover,absences,tardiness,andotherfactors.
Effectivemonitoringof progressprovidesthenecessaryinformationforthecommitteeof stakeholderrepresentativestomakedecisionstoadjustthecourseof execution.
Communications with Stakeholders
TheChangeManagementLeadshouldreportfrequentlyandhonestlyonthestatusof thechange.Thisindividualshoulddescribeprogressinthepreviousperiod,impedimentscurrentlybeingencountered,andpotentialbarrierstoprogress.Communicationsshoulduse appropriatechannels.
Stakeholder Feedback
Feedbackfromstakeholdersprovidesevidenceof benefitsachievedto-date,thosestilltobeachieved,andanythatarenolongervalid.
Benefits Realization
Achievingadoptionof plannedchangesbyimpactedstakeholdersisthefirststeptowardbenefitsrealization.Adoptionof plannedchanges,orsuccessfullychangingthewayinwhichpeoplethink,act,andbehavetoalignwiththefuturestate,shouldresultinachievingorganizationaloutcomes(e.g.,improvedcustomerexperience,improvedefficiency,increasedskilllevelof employees).Whencombined,theseintendedorganizationaloutcomesshouldleadtorealizationof theintendedbenefitsoutlinedinthebusinesscase(e.g.,increasedsales,costsavings,improvedmarketshare).
Executingtheplanformeasurementandreportingof theprogresstowardchangereadiness,adoption,achievementof organizationaloutcomes,andbenefitrealizationshouldinvolveparticipationfromtheimpactedbusinessunitinordertogaininputandagreementonthe
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Standard for Change Management©
measurementsandresults.Thisinvolvementisalsoimportantinfacilitatingthepotentialtransferof accountabilityformeasurementandreportingrequiredforatimeextendingbeyondthechangepractitioner’sinvolvement.
Inputs Outputs � ChangeManagementPlan �MeasurementandBenefitRealizationPlan
�MeasurementandBenefitRealizationReports � BenefitsRealizationActivities
5.4.1.7 Execute Sustainability PlanChangemustbecontinuallymanagedtoachievesustainedresultsthroughadoptionof thechangeandtheassociatedvalues,principles,andprocesses.Execute Sustainability Plan shouldtriggeractivitiesandmechanismsrequiredtocultivateaculturethatwillsustainthechangeonceithasbeenimplementedanddeterminedtobeeffectiveandtohelpensurethereisnotaretreattothepriorcurrentstatecondition.
Activitiesandmechanismsshouldminimallyincludethefollowingcomponents: �Communication:Mechanismsforpersuasivecommunicationandongoingsocializationof thechange,ritesof parting(sayinggoodbyetotheoldwaysof doingthings),andritesof enhancement(acknowledgmentof quickwinsandcontinuedadoption) �Metrics Tracking:Consistentandeffectiveprocessforsustainingmeasurementandresultsreportingtotrackprogressandensureresults �Performance Management:Consistentprocessforobservingandobjectivelymeasuringsustainedbehaviorsandattitudes,includingtheperformanceappraisalprocess;promoting,demoting,andtransferring;andlearninganddevelopment �Rewards and Recognition:Programof intrinsicandextrinsicincentivestosustainachievedbehaviorsandattitudes �Sustaining Ownership: Consistentprocessforensuringsustainedownershipof thechangethroughtheongoingtransferof experienceandknowledge �Continuous Improvement: Mechanismsforrespondingtochangingrequirementsandimplementingimprovementsbasedonfeedback,observations,andmetrics
Inputs Outputs � SustainabilityPlan �MeasurementBaselines
� CommunicationEvents � BenefitsReviews � BusinessPerformanceReports � EvaluationsandReviews
5.4.2 Modify the Change Management Plan as Required
TheChangeManagementPlanwillgenerallyrequiremodificationthroughoutthechangelifecycleinordertoensurethatoutcomesremaincorrectlyalignedwiththe organization’sneeds.
Changeleadersneedtoreviewobjectivesandmaketheadjustmentsnecessarytomaintainmomentumanddeliverresults.Adjustmentsmayincludeadding,eliminating,orrealigningchangeprogramcomponentstoreinforcethechangeordecreaseoracceleratechangeinresponsetointernalorexternalpressures.Changestodeliverablesshouldbecontrolledthrough
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formalproceduresthatarealignedwiththeorganization’schangecontrolframework.OnceachangetotheChangeManagementPlanorStrategyhasbeenapproved,thenthedecisionshouldbecommunicatedtoallrelevantstakeholders.
Inputs Outputs � ChangeManagementPlan � ProjectScheduleandPlan
� ChangeManagementPlan(updated)
5.5 Complete the Change Management Effort
Thepurposeof CompletetheChangeManagementEffortistodocumenttheactionsandresourcesneededtoclosethechange.Thecloseeffortisthepointatwhichthereisadistincttransitiontomaintenanceorsustainingactivities.
5.5.1 Evaluate the Outcome Against the Objectives
TheChangeManagementeffortshouldincludethefollowingactions,asrequired,toevaluatetheoutcomesagainsttheobjectives:
�Comparetheoutcomesof thechangemanagementeffortagainstthechangeobjectivessetatthebeginningof thechangeeffort �Comparetheoutcomesof thechangemanagementeffortagainstprojectorprogramobjectives(if projectorprogrammanagementisinuse) �Documenttheoutcomeof theappropriatecomparisonsindicatingthatchangeeffortsmetobjectives,failedtomeetobjectives,orexceededobjectives �Reviewoutcomeswithappropriateleaders/stakeholders
Inputs Outputs � ChangeObjectivesandGoals �MeasurementandBenefitRealizationPlan � SustainabilityPlan
� ChangeObjectivesAnalysisOutcomesandNextSteps
5.5.2 Design and Conduct Lessons Learned Evaluation and Provide Results to Establish Internal Best Practices
Thepurposeof conductinglessonslearnedistoevaluatethesuccessoradoptionoutcomesof theChangeManagementProgram,documentwhatwentwell,recordlearnings,andshareimprovementsforfuturechangemanagementprogramswithotherchangemanagementpractitionersororganizations.ThisstepisconductedbytheChangeManagementLeadinconcertwiththeprojectmanager(whenpossible).Thefinallessonslearnedevaluationusesthecollectivefeedbackof theteamandstakeholders/customerstounderstandtheoutcomeof thechangemanagementprogramanddocumentimprovements.Italsoprovidesausefulvalidationof anyoutstandingchangemanagementissuesoractivities.
Undertakinganevaluationof lessonslearnedreinforcesthecommitmentof theteamtocontinuingandsustainingthesuccessof thechange.Italsoenablestwo-wayfeedbackregardinghowthechangehasbeenembeddedandfutureimprovementsforthechangeleads andorganization.
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Theactivitiesof aLessonsLearnedEvaluationareto: �Reviewchangemanagementactivitiesanddocuments � Identifyandrecognizepositiveoutcomesandopportunitiesforimprovement �DevelopaRemediationPlanforchangemanagementactivitiestoaddresskeyissues �Verifyanddocumentactionsforfutureprojects �Documentlessonslearnedinaknowledgemanagementdatabaseorcommondocumentstoragelocationforsharingwithotherchangemanagementpractitioners
Identify Appropriate Group to Conduct Evaluation
Keyindividualsandgroupsaffectedcanbeidentifiedforparticipationusingtheoutputsdelivered.TheChangeManagementLeadconductsanevaluationof lessonslearnedbybringingtogetherteammembers,keystakeholders,theprojectsponsor,leadership,affectedstaff/customers,andotherappropriateparties.
Perform the Lessons Learned Evaluation
Thepurposeof bringingkeyindividualstogetherduringthisprocessisto: �Reviewthechangemanagementobjectives �Revieweachphaseanditskeyobjectives �Reviewtheeffectivenessof eachchangemanagementworkstreamagainstitskeyobjectivesanddefinedoutcomes �Reviewtheeffectivenessof theapproachandwaysof working �Verifythatthechangemanagementgoalsof theinitiativewerereachedandvalidatekeychangeactionsforfutureprojects � Identifygoodoutcomesandpointsforimprovement,includinganypossiblemitigationorimprovementbasedonthecurrentinitiative �Reviewchangemanagementactivitiesanddocumentsforotherbestpracticesor futureimprovements �Determinewhichdesigns,strategies,andlessonslearnedwillcontributetointernalbestpracticesgoingforward �Updatetheknowledgemanagementdatabaseorcommondocumentstoragelocationforsharingthelessonslearnedwithotherchangemanagementpractitioners
TheChangeManagementLeadproducesadocumentthatpresentslessonslearnedinalogicalmanner.Thedocumentshouldprovideguidanceandbestpracticesforfuturechangeinitiatives.
TheLessonsLearnedEvaluationdocumentshouldconsiderquestionssuchas: �Whatarerepeatable,successfulactivities? �Howcanweensurefutureprojectsgoaswellorbetter? �Whatadvicewouldyougivetofutureteams? �Whataresomeindividualsuccesses?
Inputs Outputs � CaseforChange � SuccessCriteriaandMeasures � ChangeManagementPlan
� LessonsLearnedEvaluation � RemediationPlan
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5.5.3 Gain Approval for Completion, Transfer of Ownership, and Release of Resources
Severalactivitiesneedtobecompletedduringthisfinalsteptoformallyclosethechange.
Gain Approval for Completion
Approvalshouldbesoughtfromthestakeholdersteeringcommittee,seniorsponsor,orclientconfirmingthattheclosureconditionshavebeenmet,including:
�Anevaluationof outcomesagainstobjectivesaccordingtotheagreedscopeof thechange �Areportof thelessonslearnedthroughthechange �Adocumentdemonstratingthetransferof thechangeoutcomestotheappropriatestakeholderoperationalowners �Aplantoreleaseanyremainingchangeresources
Transfer Ownership
Theownershipof allchangeoutcomes(processes,technology,organizations,andotheroutcomes)mustbetransferredfromchangeresourcestostakeholderoperationalresources.Thisshouldbeevidencedbywrittenagreementof bothparties.Additionally,transferof futurestrategyplansmustalsooccurif partof theoutcomes.
Release of Resources
Allchangeresourcesshouldbereleasedandmadeavailableforuseinotherchangeefforts.
Inputs Outputs � ChangeObjectivesandGoals �MeasurementandBenefitRealizationPlan � LessonsLearnedReport � FutureStrategyPlan � AgreementonOwnershipTransfer � ResourceReleaseApproval
� FinalSummaryReport � ChangeInitiativeCompletion
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Appendix A: ACMP Statement of Change Management
Introduction
TheAssociationof ChangeManagementProfessionals®(ACMP)isaglobalmembershiporganizationwhosepurposeistoadvancethedisciplineof changemanagement. ACMPprovides:
1. Astructuredenvironmenttofacilitatechangemanagementasaprofessionaldiscipline. 2. Aprofessionalrecognitionandcertificationprogramforchangemanagement practitioners. 3. Opportunitiesforprofessionalgrowth,networking,andlearning. 4. Agloballyrecognizedstandardof generallyacceptedandeffectivechangemanagement norms,practices,andprocesses. 5. Identificationof newtrends,needs,andopportunitiestoadvancethefield.
Inordertofulfillitspurposes,ACMPdevelopsandpromotesacommondefinitionandunderstandingof thedisciplineof changemanagement.Thisincludesacommonlexicon;theknowledge,skills,andabilitiesexpectedof aprofessionalchangemanagementpractitioner;andtheprocessesandpracticesthatapplytomostchangemanagementimplementations.
ThisdocumentprovidestheboundaryconditionsforACMP’sChangeManagementCertificationprogramsandservesasaguidingframeworkforthedevelopmentof achangemanagementstandard.ACMPrecognizeschangemanagementasaprofessionaldisciplineandprovidesstandardsandcertificationtosupportprofessionalsinthisfield.
Change Management Definition
ACMPdefineschangemanagementastheapplicationof knowledge,skills,abilities,methodologies,processes,tools,andtechniquestotransitionanindividualorgroupfromacurrentstatetoafuturestatetoachieveexpectedbenefitsandorganizationalobjectives.Changemanagementprocesses,whenproperlyapplied,ensureindividualswithinanorganizationefficientlyandeffectivelytransitionthroughchangesothattheorganization’sgoalsarerealized.Changemanagementisanintegralpartof theoverallchangeprocessandideallybeginsattheonsetof change.ACMP’sdefinitionassumesthattheorganizationhasagreedupontheneedforchangeandhasidentifiedthenatureof thechange.
Scope and Boundaries
ACMP’schangemanagementstandardwilloverlapwithotherprofessionaldisciplinesthatmayhavetheirownstandardsandcertification.Effectivechangeagentswillneedstrongleadershipskills,interpersonalskills,emotionalintelligence,andexcellentverbalandwrittencommunicationskills.Theywillneedtonavigatecomplexpoliticalenvironments,operatewithinvariousgeographicandorganizationalcultures,workatmultiplelevelswithinanorganization,andengagemanydifferenttypesof personalitiesintheworkplace.
Changemanagementprofessionalsneedabroadsetof knowledgeandskillstoenablethemtobeeffectivechangemanagersandchangeconsultants.However,anyattempttocreateastandardandcertificationprogramthataddressesallof theseknowledgeandskillsareaswould
52Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
beproblematicinscopeandsubjectiveinimplementation.Therefore,ACMPwillcreateanobjectiveandmeasurablestandardfortheapplicationof changemanagementasaprofessionaldisciplinebutwillnotcertifytherelativeeffectivenessof a“person”asachangemanagerorchangeconsultant.Thisdistinctionenablesthecreationof achangemanagementstandardandcertificationprogramwiththefollowingcharacteristics:
1. ACMP’schangemanagementstandardwillhavedefinedboundaries.
2. ACMP’schangemanagementstandardwillnotoverlapwithotherprofessionaldisciplines, whichmayhavetheirownstandardsandcertification.
3. ACMP’schangemanagementstandardwillhaveobjectiveandmeasurableperformance criteria.
Thenetresultof thisdistinctionbetweencertifyingapersonasan“effectivechangemanager”versuscertifyinginthepracticeof changemanagementisthatsomeknowledgeandskillareasof aneffectivechangemanagerwillbeoutof scopeforACMP’scertificationandstandardsprocess,atleastfortheinitialdevelopmentof Level1andLevel2certifications.Forexample,ACMPwillnotdevelopstandardsandcertificationforgeneralleadershipcompetencies,cross-culturalcompetencies,interpersonalskills,orconsultativeskills.ACMPmayexaminethesebroaderknowledgeandskillareasintermsof theirimpactoneffectivechangemanagementatafuturetime.
ACMPalsorecognizesthatchangemanagementisacomplementarydisciplinetootherprofessionaldisciplinesthatworktogethertobringaboutchange.Forexample,changesinorganizationsmayaffectstakeholders’workprocesses,softwareapplications,systems,tools,organizationalstructures,jobdescriptions,worklocations,oroverallworkenvironment.Eachtypeof changerequiresdifferentprofessionaldisciplinestodevelopthetechnicalelementof thechange,includinghardwaredevelopment,softwaredevelopment,organizationalstructuredesign,jobroledesign,strategydevelopment,andprocessandworkflowdesign.
Theprofessionaldisciplinesthatcreatethetechnicalelementsof thechangearenecessaryandcomplementarydisciplinestochangemanagementbutareoutof scopeforACMPstandardsandcertificationwork.Forexample,ACMPwillnotdevelopstandardsandcertificationforareassuchasvisionandstrategydevelopment,newproduct/serviceofferings,processdesignandimprovement,organizationaldesign,jobroledesign,hardware/software/equipmentdevelopment,orsystemtesting.Similarly,thestructuredmanagementof theresources,deliverables,andscheduleforthechangeprocess,oftenreferredtoasprojectmanagement,isacomplementarydisciplinetochangemanagement.ACMPwillnotbedevelopingstandardsandcertificationforprojectmanagement.
ACMPrecognizesthatknowledge,skills,andabilitiesinthetablebelowareuniqueandcriticaltothedisciplineof changemanagementandarethereforewithinthescopeof itsrecognitionandcertificationprograms.
53Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Knowledge and Skill Areas Description and Examples
The process of change
Changedrivers,thechangeprocess,overallcontextforhowchangehappensinorganizations,changeleadershipandprojectgovernance,mechanismsforcreatingthe“content”of thechange,patternsof changesuccessandfailures,emotionalcomponentsof thechangeprocessforindividuals
Change management vocabulary Termsanddefinitions,generalframework,andcontext
Change management methodologies and tools Processesandtoolsforchangemanagement
Relationship and integration of change management with other disciplines
Integrationwithprojectmanagement,integrationwithotherbusinessimprovementmethodologiessuchasSixSigma,Lean
Change management strategy, architecture, and planning
Changemanagementarchitecture,strategydevelopment,changemanagementplanning,impactandriskassessments
Change management team structures
Leadershipalignment,roles/responsibilities,budget,resources,teampreparation,governance,subjectmatterexpertise
Change leader/sponsor development
Changeleader/sponsoreducation,sponsorskillandwillingness,sponsoreffectivenessassessments,sponsorcoalitionanalysis,creatingalignmentamongsponsorsandseniorleaders,changeleadership/sponsorcoaching,reportingandupdatesforsponsors
Organizational and culture assessments
Cultureassessments,changeimpactassessments,changereadinessassessments,changesaturationassessments,organizationandchangehistoryassessments,resistanceassessments,stakeholderreadinessassessments
Stakeholder engagement Stakeholderanalysis,planning,implementation,andsustainabilityasneededtosupportachange
Communications in support of the change process
Communicationstrategy,planning,andcommunicationactivitiesasneededtosupportachange
Training in support of the change process
Trainingstrategy,requirements,planning,andtrainingactivitiesasneededtosupportachange
Leading stakeholders through change
Coachingof stakeholdersthroughchangebysupervisorsandmanagerstoenablesuccessfulindividualtransitions
Stakeholder engagement Feedback,performancemeasurement,andcompliancewithnewjobroles,responsibilities,systems,andprocesses
Resistance management Resistanceidentificationandmanagementtechniquestosupportachange,buildingcommitmentandacceptance,riskmanagement
Organizational change competency
Developingorganizationalcompetenciesandcapacitytochange,continuousimprovementof thechangeprocess,culturalshifts
Change performance measurement Successmeasures,monitoringprogress,sustainingthechange
54Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Appendix B: Process Groups Mapped to Subject Groups
Thefollowingfiguresillustratetheinteractionsof theindividualprocessesinthefiveprocessgroupsidentifiedin5 Change Management Process mappedtothesubjectgroups.Theinteractionsillustratedrepresentonlyonepossibleviewof theprocesses.Thearrowsdonotnecessarilyrepresentasequenceof processes.Thechangemanagementpractitionerdecideswhichprocessesarerequiredandtheirsequence.Anyprocessmayberepeated.
Thefirstfivefiguresmaptheprocesseswithineachprocessgroupbasedupontheirsubjectgroup.Theremainingfiguresmaptheprocesseswithineachsubjectgroupbaseduponthe processgroups.
55Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Start 5.1
5.1.1 Define the
Change
5.1.2 Determine Why the
Change is Required
5.1.3 Develop a Clear Vision of
the Desired Future State
5.1.4 Identify Goals,
Objectives, and Success Criteria
5.1.5 Identify Sponsors
Accountable for the Change
5.1.6 Identify Stakeholders
Affected by the Change
5.1.7 Assess the Change
Impact
5.1.8 Assess Alignment of the Change
with Organizational
Strategic Objectives and Performance Measurement
5.1.9 Assess External
Factors that may Affect
Organization-al Change
5.1.10 Assess Organization Culture(s) as Related to the Change
5.1.11 Assess Organizational
Capacity for Change
5.1.13 Assess Communica-tion Needs,
Communica-tion Channels, and Ability to Deliver Key Messages
5.1.12 Assess Organization-al Readiness for Change
5.1.15 Conduct Change Risks Assessment
5.1.14 Assess Learning
Capabilities
End 5.1
5.1 Evaluate Change Impact
and Organizational
Readiness
ChangeInitiative
Scope
Communication
Learning and Development
Stakeholder Management
and Engagement
Resource Management
Leadership / Sponsorship Engagement
Measurement and Benefit Realization
Risk Management
Sustainability
5.1 Evaluate Change Impact and Organizational Readiness
56Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
5.2 Formulate the Change Management Strategy
5.2.1 Develop the Communication
Strategy
5.2.2 Develop the Sponsorship Strategy
5.2.3 Develop the Stakeholder
Engagement Strategy
5.2.4 Develop the Change Impact and Readiness Strategy
5.2.5 Develop the Learning and
Development Strategy
5.2.6 Develop the Measurement and Benefit
Realization Strategy
5.2.7 Develop the Sustainability Strategy
Start 5.2 End 5.25.2 Formulate
the Change Management
Strategy
ChangeInitiative
Scope
Communication
Learning and Development
Stakeholder Management
and Engagement
Resource Management
Leadership / Sponsorship Engagement
Measurement and Benefit Realization
Risk Management
Sustainability
57Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
5.3 Develop the Change Management Plan
5.3.1.1 Resource Plan
5.3.4 Develop Feedback Mechanisms to Monitor
Performance to Plan
Start 5.3 End 5.35.3 Develop the
Change Management
Plan
Communication
Learning and Development
Stakeholder Management
and Engagement
Resource Management
Leadership / Sponsorship Engagement
Measurement and Benefit Realization
Risk Management
Sustainability
5.3.1 Develop a Comprehensive
Change Management Plan
5.3.1.2 Sponsorship Plan
5.3.1.3 Stakeholder
Engagement Plan
5.3.1.5 Learning and Development
Plan
5.3.1.4 Communication
Plan
5.3.1.6 Measurement and Benefit Realization
Plan
5.3.1.7 Sustainability Plan
5.3.2 Integrate Change Management
and Project Management Plans
5.3.3 Review and Approve the Change Plan in Collaboration
with Project Leadership
ChangeInitiative
Scope
58Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
5.4 Execute the Change Management Plan
5.4 Execute the Change
Management Plan
Communication
Learning and Development
Stakeholder Management
and Engagement
Resource Management
Leadership / Sponsorship Engagement
Measurement and Benefit Realization
Risk Management
Sustainability
ChangeInitiative
Scope
Start 5.4 End 5.4
5.4.1 Execute, Manage, and Monitor Implementation of the Change Management
Plan
5.4.1.1 Execute Resource Plan
5.4.1.2 Execute Communication Plan
5.4.1.3 Execute Sponsorship Plan
5.4.1.4 Execute Stakeholder
Engagement Plan
5.4.1.5 Execute Learning and
Development Plan
5.4.1.6 Execute Measurement and Benefit Realization
5.4.1.7 Execute Sustainability Plan
5.4.2 Modify the Change Management
Plan as Required
59Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
5.5 Complete the Change Management Effort
5.5.1 Evaluate the Outcome Against
the Objectives
Start 5.5 End 5.55.5 Complete the Change
Management E�ort
ChangeInitiative
Scope
Communication
Learning and Development
Stakeholder Management
and Engagement
Resource Management
Leadership / Sponsorship Engagement
Measurement and Benefit Realization
Risk Management
Sustainability
5.5.2 Design and Conduct Lessons Learned Evaluation and
Provide Results to Establish Internal Best Practices
5.5.3 Gain Approval for Completion, Transfer of
Ownership, and Release of Resources
60Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Change Initiative Scope
5.1 Evaluate Change Impact and
Organizational Readiness
5.2 Formulate Change
Management Strategy
5.3 Develop the Change
Management Plan
5.4 Execute the Change
Management Plan
5.5 Complete the Change
Management E ort
Change Initiative Scope
5.1.1 Define the Change
5.1.2 Determine Why the Change is Required
5.1.8 Assess Alignment of the Change with the
Organizational Strategic Objectives and
Performance Measurement
5.1.9 Assess External Factors that may Affect Organizational Change
5.1.10 Assess Organization Culture(s) Related to the
Change
5.1.11 Assess Organizational Capacity for
Change
5.1.12 Assess Organizational Readiness
for Change
5.2.4 Develop the Change Impact and Readiness
Strategy
5.3.1 Develop a Comprehensive Change
Management Plan
5.3.2 Integrate Change Management and Project
Management Plans
5.3.3 Review and Approve the Change Plan in
Collaboration with Project Leadership
5.4.1 Execute, Manage, and Monitor Implementation of the Change Management
Plan
5.4.2 Modify the Change Management Plan as
Required
5.5.2 Design and Conduct Lessons Learned
Evaluation and Provide Results to Establish
Internal Best Practices
61Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Communication
5.1 Evaluate Change Impact and
Organizational Readiness
5.2 Formulate Change
Management Strategy
5.3 Develop the Change
Management Plan
5.4 Execute the Change
Management Plan
5.5 Complete the Change
Management E ort
Communication
5.1.13 Assess Communication Needs,
Communication Channels, and Ability to Deliver Key
Messages
5.2.1 Develop the Communication Strategy
5.4.1.2 Execute the Communication Plan5.3.1.2 Sponsorship Plan
Leadership/Sponsorship Engagement
5.1 Evaluate Change Impact and
Organizational Readiness
5.2 Formulate Change
Management Strategy
5.3 Develop the Change
Management Plan
5.4 Execute the Change
Management Plan
5.5 Complete the Change
Management E ort
Leadership / Sponsorship Engagement
5.1.3 Develop a Clear Vision of the Desired
Future State
5.4.1.3 Execute the Sponsorship Plan
5.3.1.3 Stakeholder Engagement Plan
5.1.5 Identify Sponsors Accountable for the
Change
5.2.2 Develop the Sponsorship Strategy
5.5.3 Gain Approval for Completion, Transfer of
Ownership, and Release of Resources
62Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Learning and Development
5.1 Evaluate Change Impact and
Organizational Readiness
5.2 Formulate Change
Management Strategy
5.3 Develop the Change
Management Plan
5.4 Execute the Change
Management Plan
5.5 Complete the Change
Management E ort
Learning and Development
5.1.14 Assess Learning Capabilities
5.4.1.5 Execute the Learning and Development
Plan
5.3.1.5 Learning and Development Plan
5.2.5 Develop the Learning and Development Strategy
Measurement and Benefit Realization
5.1 Evaluate Change Impact and
Organizational Readiness
5.2 Formulate Change
Management Strategy
5.3 Develop the Change
Management Plan
5.4 Execute the Change
Management Plan
5.5 Complete the Change
Management E ort
Measurement and Benefit Realization
5.1.4 Identify Goals, Objectives, and Success
Criteria
5.4.1.6 Execute the Measurement and Benefit
Realization Plan
5.3.1.6 Measurement and Benefit Realization Plan
5.2.6 Develop the Measurement and Benefit
Realization Strategy
5.5.1 Evaluate the Outcome Against the
Objectives
5.3.4 Develop Feedback Mechanisms to Monitor
Performance to Plan
63Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Resource Management
5.1 EvaluateChange Impact and
Organizational Readiness
5.2 Formulate Change
Management Strategy
5.3 Develop the Change
Management Plan
5.4 Execute the Change
Management Plan
5.5 Complete the Change
Management E ort
Resource Management
5.1.7 Assess the Change Impact
5.4.1.1 Execute the Resource Plan5.3.1.1 Resource Plan
Risk Management
5.1 EvaluateChange Impact and
Organizational Readiness
5.2 Formulate Change
Management Strategy
5.3 Develop the Change
Management Plan
5.4 Execute the Change
Management Plan
5.5 Complete the Change
Management E ort
RiskManagement
5.1.15 Conduct Change Risks Assessment
64Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
Standard for Change Management©
Stakeholder Management and Engagement
5.1 Evaluate Change Impact and
Organizational Readiness
5.2 Formulate Change
Management Strategy
5.3 Develop the Change
Management Plan
5.4 Execute the Change
Management Plan
5.5 Complete the Change
Management E ort
Stakeholder Management and
Engagement
5.1.6 Identify Stakeholders Affected by the Change
5.4.1.4 Execute the Stakeholder Engagement
Plan
5.3.1.4 Communication Plan
5.2.3 Develop the Stakeholder Engagement
Strategy
Sustainability
5.1 Evaluate Change Impact and
Organizational Readiness
5.2 Formulate Change
Management Strategy
5.3 Develop the Change
Management Plan
5.4 Execute the Change
Management Plan
5.5 Complete the Change
Management E ort
Sustainability
5.4.1.7 Execute Sustainability Plan5.3.1.7 Sustainability Plan5.2.7 Develop the
Sustainability Strategy
65Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
ACMP Change Management Code of Ethics
Part II:
ACMP Change Management Code
of Ethics
66Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
ACMP Change Management Code of Ethics
Alignment to ACMP’s Vision
WhentheAssociationof ChangeManagementProfessionals(ACMP)launchedin2011,itrepresentedasignificantmilestoneinthefieldof ChangeManagement.OtherChangeManagementorganizationscanrightlyclaimspecificareasof expertise,suchasdefiningbestpracticessupportedthroughresearch,deliveringknowledgeandskillsthroughtrainingprograms,creatinguniquemethodologieswhichhelpshapestrategyandexecution,andprovidingqualityconsultingservices.ACMPfillsanequallyimportantbutcomplementaryrole,providingpractitionersaprofessionalassociationdevotedtohelpingthemtoadvancethedisciplineandincreasechangeeffectivenessaroundtheworld.
Therearethreerequiredcomponentsinordertobeconsideredaprofession:thedevelopmentof auniquesetof professionalstandards,thecreationandmaintenanceof acertificationprocess,andtheestablishmentof guidelineswhichgoverntheprofessionasawhole.Eachisequallyimportant,andACMPcannotexistsuccessfullywithoutallthree.Tohelpguidetheprofession,ACMPhasadoptedtheChangeManagementProfessionalCodeof Ethics,whicharticulatestheminimumexpectationsforprofessionalconductforChangeManagementpractitioners.Itestablishesguidelinesforresponsiblebehaviorandsetsforthacommonunderstandingforhowtoidentifyandresolveethicaldilemmas.
I. Purpose of ACMP’s Code of Ethics
Thepurposeof thisCodeof Ethicsistoguidetheprofessionalconductof membersof theassociation,holdersandapplicantsof ACMP-sponsoredcertifications,volunteers,ACMPQualifiedTrainingProviders,staff,andcontractedresources.ThisdocumentaddressesspecificprofessionalconductforeveryindividualboundbythisCode.
II. Alignment of ACMP’s Ethics to the Change Management Standard
Theultimategoalof ACMP’sCodeof Ethicsistooutlineandcommunicateminimumprofessionalexpectationstochangepractitioners.ThetenetsdefinedinthisdocumentsupportandcomplementthemorespecificbehaviorsandguidelinesdefinedinACMP’s Standarddocument.
67Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
ACMP Change Management Code of Ethics
III. Scope of Coverage
TheCodeof Ethicsappliestothefollowingindividuals:a. ACMPMembersb. ACMPCertificateHoldersandApplicantsc. ACMPvolunteers,staff,andcontractorsd.ACMPQualifiedEducationProvidersTM(QEPTM)
Structure of the Code
TheACMPCodeof Ethicsisdividedintosectionsthatcontaintenetsof conductoutlinedwithinfivedutiesidentifiedasmostimportanttotheglobalchangemanagementcommunity.Thesedutiesinclude:Honesty,Responsibility,Fairness,Respect,andAdvancingtheDisciplineandSupportingPractitioners.ThisCodeaffirmsthesedutiesasthefoundationforethicalandprofessionalbehaviorforchangemanagementpractitionersgovernedbythisdocument.Descriptionsandexamplescitedthroughoutthisdocumentarenotintendedtobeprescriptive,butareinsteadincludedtoprovidepracticalillustrationsof changemanagementprofessionalism.
Mandatory Conduct
ACMP’sCodeof Ethicsisintendedtopromoteethicalpracticesintheprofession.Changemanagementprofessionalsareresponsibleforaddingvaluetotheorganizationstheyserveandethicallycontributingtothesuccessof thoseorganizations.Changepractitionersacceptpersonalresponsibilityfortheirdecisionsandactions.Eachsectionof theCodeof Ethicsincludesmandatorytenetsthatestablishfirmrequirements,andinsomecases,limitorprohibitspecificbehaviors.Practitionerswhodonotconductthemselvesinaccordancewiththesetenetsmaybesubjecttodisciplinaryprocedures.
IV. ACMP Ethical Standards
4.1 Duty of Honesty
HonestyiscentraltoethicalbehaviorandACMP’svalues.Ourdutyistodemonstratehonestythroughunderstandingthetruthandactinginatruthfulmannerbothinourcommunicationsandinourconduct.
Honesty in Communications
Aspractitionersintheglobalchangemanagementcommunitywedemonstratehonestyincommunications,conduct,andthroughourbehaviorinthreesignificantdimensionsby:
68Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
ACMP Change Management Code of Ethics
Truth �Earnestlyseekingtounderstandthetruth �Knowinglycommunicatingwithintenttoexpresstruth,ensuringthatduediligenceisundertakentoextracttruthateveryopportunity �Expressingtruthinourcommunicationsinawaythatisnotlikelytodeceiveormislead �Providingaccurateinformationinatimelymanner
Sincerity �Actingwithsincerity,communicatinggenuinely,andensuringmeaningfulexpression of intent �Makingcommitmentsandpromises,impliedorexplicit,ingoodfaith �Strivingtocreateanenvironmentinwhichothersfeelsafetotellthetruth
Candor �Establishingrelationshipswithlegitimateexpectationsof frank,forthrightexchangesbasedonmutualtrust �Seekingtoconductallexchangeswithothersrespectfully,emphasizingopennessandfrankdiscussionascriticaltohealthycommunication
Honesty in Conduct and Behavior
Aspractitionersintheglobalchangemanagementcommunity,wedemonstratehonestyinconductandbehaviorby:
�Conductingourselvesalwaysinamannerthatconsistentlydemonstratesourintegrity �Engaginginhonestbehaviorwiththeintentionof preservingtheinterityof self,theclientoremployerwerepresentandallotherstaffmembers �Engaginginbehaviorthatdemonstratesourconsistenttrustworthiness,actingonourcorevaluesindecisionmakingwithassuredexpectationandreliability �Actingconsistentlyregardlessof thesituation,remainingdutifulinrepresentingourpersonalandprofessionalethicsthroughbehaviorandwordassumingfullresponsibilityforourownactions
4.2 Duty of Responsibility
Ethicalresponsibilityisdemonstratedthroughaccountabilitywhilepursuingexcellenceandrespondingtoexpectations.Responsibilityimpliesthatwetakefullownershipforthedecisionswemakeorfailtomake,theactionswetakeorfailtotake,andtheconsequencesthatresult.
Aspractitionersintheglobalchangemanagementcommunitywedemonstratedutyof responsibilityby:
�Makingdecisionsandtakingactionsbasedonthebestinterestsof society,publicsafety,andtheenvironment �Acceptingonlythoseassignmentsthatareconsistentwithourbackground,experience,skills,andqualifications �Competentlyandcompletelyfulfillingthecommitmentsthatweundertake–wedowhatwesaywewilldo �Takingownershipof ourerrorsoromissionsandtheresultingconsequences,ensuringthatcommunicationtotheappropriatebodyoccurs.andthatwemakecorrectionspromptly
69Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
ACMP Change Management Code of Ethics
�Promptlycommunicatingtotheappropriatebodyanyerrorsoromissionsdiscoveredthatarecausedbyothers �Protectingproprietaryorconfidentialinformationthathasbeenentrustedtous �Ensuringthatkeystakeholdersarecompletelyinformedif developmentalorstretchassignmentsbeingconsideredexceedourqualificationsorskillstherebyenablingourclient/employer/co-workerstomakeinformeddecisionsforoursuitabilityforthat particularassignment �Contractingforworkthatourorganizationisqualifiedtoperformandassigningonlyqualifiedindividualstoperformthework �UpholdingthisCodeandholdingeachotheraccountabletoit
4.3 Duty of Fairness
Fairnessinvolvesrepresentingourselvesinmatterswithconsistencybyevincingacommitmenttoimpartiality,objectivity,openness,dueprocess,andproportionality.
Aspractitionersintheglobalchangemanagementcommunitywedemonstratedutyof fairnessby:
�Treatingallpeopleequitablybasedonmeritandability �Dealingwitheachandeverymatterbeforeuswithconsistency �Demonstratingtransparencyinthedecision-makingprocessusingappropriatecriteriawithoutunduefavoritismorimproperprejudice �Conductingourselvesinamannerwhichisfreefromcompetingself-interest,prejudice, andfavoritism �Constantlyreexaminingourimpartialityandobjectivity,takingcorrectiveaction asappropriate �Providingequalaccesstoinformationtothosewhoareauthorizedtohavethatinformation �Makingopportunitiesequallyavailabletoallqualifiedcandidates �Proactivelyandfullydisclosinganyrealorpotentialconflictsof interesttothe appropriatestakeholders �Refrainingfromengaginginthedecision-makingprocessorotherwiseattemptingtoinfluenceoutcomeswhenwerealizethatwehavearealorpotentialconflictof interest,unlessoruntilwehavemadefulldisclosuretotheaffectedstakeholders,wehaveanapprovedmitigationplan,andwehaveobtainedtheconsentof thestakeholderstoproceed
70Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
ACMP Change Management Code of Ethics
4.4 Duty of Respect
Respectishowweacknowledgeandhonortheabsolutedignityof everyperson.Asprofessionalswemustcontinuallyshowahighregardforourselves,otherpeople,reputation,thesafetyof others,andfinancialandotherresourcesentrustedtous.Anenvironmentof respectengenderstrust,confidence,andperformanceexcellencebyfosteringmutualcooperation,whichinturnsupportsanenvironmentwherediverseperspectivesandviewsareencouragedandvalued.
Aspractitionersintheglobalchangemanagementcommunitywedemonstratedutyof respectby:
� Informingourselvesaboutthenormsandcustomsof othersandavoidengaginginbehaviorstheymightconsiderdisrespectful �Listeningtoothers’pointsof view,andseekingtounderstandthem �Approachingdirectlythosepersonswithwhomwehaveaconflictordisagreement �Conductingourselvesinaprofessionalmanner,evenwhenitisnotreciprocated �Treatingotherswithdignityandexpectthesameof ourcolleagues �Actingwithcompassionandsensitivitytothefeelingsandneedsof others �Negotiatingingoodfaith �Refrainingfromusingourexpertiseorpositiontoinfluencethedecisionsoractionsof others �Refusingtoactinanabusivemannertowardothers �Respectingthepropertyrightsof others
4.5 Duty of Advancing the Discipline & Supporting Practitioners
Advancingthedisciplineandsupportingpractitionerstoleadandpracticeethicalchangemanagementisatthecoreof theformationof ACMP.Throughcreatingacommunityof professionalswhoshareanethosof consistentlystrivingtodeliverbestpracticeandaddedvaluefortheirclientsoremployers,weadvancethedisciplineof changemanagementintoarecognizable,respectedprofession.
Aspractitionersintheglobalchangemanagementcommunitywedemonstrateourcollectiveethostoadvancethedisciplineby:
�Committingtoshareourknowledge,experienceandtoolstobuildconsistencyinvalueforclientsoremployerstothefullestextentpossiblewithoutviolatingagreementsof intellectualpropertyrightswiththeclientsorcompanieswhichthepractitionerisassociated �Supportingpractitionersthroughundertakingcuttingedgeresearchandsharing thosefindings �Enablingongoingeducationandaccreditationwithintheframeworkof theStandardsof ACMPfortheprofession �Advocatingfortheprofessionbyengaginginactivitiesthatenhanceitscredibilityandvalueteachingateveryopportunity–ourclients,ourpeers,ouremployersandemployees,andotherpractitionersandtheglobalcommunity
71Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved
ACMP Change Management Code of Ethics
V. Adjudication and Appeals Process
TheACMPBoardof DirectorswillappointanEthicsInquiryTaskForcetoreviewcomplaintsand/orinquiriespursuanttoproceduresapprovedbytheACMPBoardandmadepublic.EthicalinquiriesandorcomplaintswillbesubmittedthroughtheEthicsInquiryform,reviewedandadjudicatedthroughtheEthicsInquiryTaskforce,withfindings/responsescommunicatedtothecomplainantorinquirerandtheACMPBoardof Directors.Violationsof theACMPCodeof EthicsmayresultinsanctionsbyACMP.
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