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    Change Management For Business Analysts-2010-JAN-29

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    Phil vonSaldern
    A nuts 'n bolts guide to change management. Downloaded file includes narrative text (what's the point of powerpoint with the text?).

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    Change Management For Business Analysts-2010-JAN-29

    Uploaded by

    Phil vonSaldern
    278 views23 pages
    A nuts 'n bolts guide to change management. Downloaded file includes narrative text (what's the point of powerpoint with the text?).

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    Change Management for Business Analysts-2010-JAN-29

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    A nuts 'n bolts guide to change management. Downloaded file includes narrative text (what's the point of powerpoint with the text?).

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    278 views23 pages

    Change Management For Business Analysts-2010-JAN-29

    Uploaded by

    Phil vonSaldern
    A nuts 'n bolts guide to change management. Downloaded file includes narrative text (what's the point of powerpoint with the text?).

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 23

    Change Management for

    Business Analysts
    A BA’s practical approach to change management

    January 29, 2010


    Objectives
     Change management and you
     Change management from a business analysis
    perspective

     Aligning to milestones
     Using change management to your advantage

     Establishing a change management plan


     Environment, scope and risk

     Encouraging compliance
     Ownership
    Types of Change

     Developmental Change: Improvement

     Transitional Change: Fix a problem

     Transformational Change: Survival (change or die)


    Change Management and You

    PMI Nine Knowledge Areas IIBA Six Knowledge Areas

    Integration Management
    (Integrated Change Control)
    Enterprise Analysis
    Scope Management
    Requirements Planning & Management
    Time Management
    (Manage Requirements Change)
    Cost Management
    Requirements Elicitation (gathering)
    Quality Management
    Requirements Analysis & Documentation
    Human Resource Management
    Requirements Communication
    Communication Management
    Solution Assessment & Validation
    Risk Management
    Procurement Management
    Cost of Change

    Cost

    Requirements Design Construction Testing

    Time
    Synchronizing Lifecycles

    Project Management Lifecycle


    Initiating Planning Executing and Controlling Closing

    Feasibility Requirements Design Construction Testing Turnover

    Project Development Lifecycle

    Image courtesy of:


    Project Manager’s Spotlight on Change Management: Claudia Baca: Harbor Light Press, 2005
    (Used by permission of John Wiley & Sons, Inc. )
    Change Management

    Change Requested

    Is Change Necessary?

    Is Cost Acceptable?

    Is It Doable?
    The Change Management Plan
     Affected by:
     Scope:

     Size / complexity of project (or product)

     Number of stakeholders

     Duration of project

     Bound to scope

     Addresses:
     Risk

     Minimal: lacks WOW

     Critical: life dependant

     Ownership

     During project and subsequent maintenance


    Simple Change Management Plan
    (for small projects)

    Change Requested
    Change
    Request
    Assess effort Log
    required by change Change
    Request
    Form

    Submit change
    Estimate (ownership)

    Stakeholders
    Change implemented
    approve / reject

    Change rejected
    Team Change Management
    Plan
    (for medium projects and limited teams)

    Change Requested

    Change Change
    Team assess effort Request
    Request
    required by change Log
    Form
    Submit change
    Estimate

    Review by PM

    Change implemented
    Stakeholders
    QA (opt. delivery mgr)
    approve / reject
    Change rejected
    Enterprise Change Management Plan
    (for large projects and diverse teams)

    Change Requested

    Change Change
    Assess effort Request
    Request
    required by change Log
    Form
    Submit change
    Estimate

    Change implemented
    Review by PM

    Stakeholders Change Control Board


    QA (delivery mgr)
    approve / reject

    Change rejected
    Minimal Document Management

    dd-mm-yyyy = 07-09-2007
    mm-dd-yyyy = 09-07-2007
    mm-dd-yy = 09-07-07
    The Change Management Plan
    (The change management plan is documented in the project charter.)

    The basic elements of a change management plan:


     Purpose: high-level description of:
     required level of detail for change requests
     (change request) communication plan
     ownership / governance for change requests
     Identify the change request form to be used
     Identify the change request log to be used
    CM Templates: Change Request Form

    Courtesy of: pwolff@dijest.com


    CM Templates: Change Request Log

    Courtesy of: pwolff@dijest.com


    Checklist:
    Change Management Plan
     Changes are to be reviewed & approved in advance
     Changes are to be coordinated across entire project
     Stakeholders are to be notified of changes
     Change request form is implemented
     Change request log is implemented
     Plan is documented in project charter
    Checklist:
    Change Request Form
     Request Number / Title  Detailed Description
     Requester Name(s)  Recommended Solution(s)
     Assigned to Name(s)  Estimate(s)
     Request Submission Date  Detailed Scope
     Required Date(s)  Risk Assessment
     Priority
     Schedule
     Cost
     Status
     Authorizations table
     Revision History table
    Checklist:
    Change Request Log
     Sequence Number (table row)
     Request Form Number / title
     Requester Name(s)
     Assigned to Name(s)
     Request Submission Date
     Required Date(s)
     Delivered Date(s)
     Priority
     Status
     Closed Date
    Deriving Benefits
     Stability
     Mitigates risk

     Auditable
     Ensures compliance (ITIL & ISO 9001)

     Sustainable
     Repeatable

     Cooperation
     Encourages compliance
    Encouraging Compliance

     Ownership
     Actors know what is theirs and what they are
    accountable for

     Responsibility
     Teams will protect each others areas of ownership.

     Loyalty
     People (except PMs) will not necessarily be loyal to a
    project. (This is an upside of enforcing ownership.)
    Encouraging Compliance

    The Negotiation Toolkit :

    People will only negotiate with someone who they


    believe can help or hurt them.

    Ergo: People will only commit to that which they are


    accountable for.
    Accountability

    Project success is protected because


    all actors are accountable to it
    Contact:
    philip.vonsaldern@cgi.com

    Links:
    CVR/IT Consulting Project Management Resources:
    http://www.cvr-it.com/PM_Templates/TemplateDetails5.html

    References:
     IIBA BABOK V1.6
     Project Manager’s Spotlight on Change Management: Claudia Baca: Harbor Light Press, 2005
     Beyond Change Management: Dean Anderson & Linda Ackerman Anderson: Pfeiffer, 2001
     Business Process Change: Paul Harmon: Morgan Kaufman, 2003
     The Complete Idiot's Guide to Change Management (out of print)
     The Negotiation Toolkit: Roger J. Volkema: American Management Association, 1999

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