Our change management team worked closely with the project managers who were leading the effort and would assign out things they needed in the project team meetings that consisted of all workstreams. There were a lot of different workstreams and only a couple dedicated change resources, so they were not able to be involved with all the different meetings. The workstreams would complete the requests and return them to change management, but everything was guided by change vs. the workstream itself. This seemed to work well apart from project management asking for items then a month or so later change asking for something similar, but just enough different that the workstream would need to revisit it again. Alignment of PM and CM requests was a big take away from our lessons learned.
For the last 10-15 or so, I have insisted that a Change Management Lead be a part of my program team and typically this resource will lead the “Business Readiness” workstream. Now of course the entire efforts is essentially “Business Readiness” due to the fact that we are attempting to ensure the business as a whole is prepared to operate per the goals and objectives defined, however I typically limit the scope of Readiness to the people side of change. As I define the workstream, Business Readiness typically encompasses;
• Risk analysis with the intent of identifying impacts to people
• Ensuring processes and procedures are defined
• Ensuring job aids and training materials are developed
• Ensuring that training occurs
• Ensuring customer facing tools are updated with FAQs and educational materials
• Ensuring that vendor/partner training occurs (when necessary)
• Ensuring internal and external communications are timely
I have never had individual workstreams handled their own “change management” related functions. As I feel a coordinated effort is best when enterprise wide efforts are undertaken.
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