We’ve seen too many projects attempt to manage change as an agenda item entitled ‘change’ on a weekly operations meeting.
The extensive nature of the change programme requires a dedicated change management structure to be implemented from the beginning of the project. Our change management structure is designed to operationalise the principles above and make change a tangible reality in any organisation.
The final design of the structure and associated roles and responsibilities will vary between organisations. However, at the very least it will be quite separate from the day to day operations structure. And it is certainly not simply a competent Project Management Office (PMO).
It is recommended that an effective change management structure should encompass all elements shown in the typical example below;
A key point highlighted in the diagram is the relationship between the day-to-day operations and the change management environment. It is expected that the same staff will participate in both activities but it is important to keep the processes and management of each separate.
Main elements of the structure
There are 4 unique entities on the change management (LEFT Hand) side of this diagram;
- the Senior Leadership Group / Steering Committee
- the Programme Office
- the Business Improvement Team
- the Action Teams.
The following describes the roles and responsibilities of each of these, although the lists are not intended to be exhaustive.
The Senior Leadership Group / Steering Committee
The SLG or Steering Committee will provide strategic guidance to the project and address project obstacles as they arise. The SLG or Steering Committee is expected to comprise two or three senior managers and the project Sponsor.
The Programme Office
The Programme Office will manage the overall programme plan, budget and resourcing. It will ensure that projects deliver a valuable outcome rather than just completing on time and budget.
The Business Improvement Team
The Business Improvement Team will represent the business functions and have overall responsibility for actually implementing the change in the operation, holding regular progress reviews, inter project coordination and driving the change process forward.
The Action teams
The Action Teams are the primary vehicle for transferring skills from the Consultant to the operations staff. A key responsibility of the Action Teams will be to effect a change in behaviour in the day-to-day operations of the organisation. Exactly which Action Teams to establish will be determined early in a project. The Action Teams will comprise members from both the Consultant and operations staff from the organisation.