Standards 5.2 - Formulate the Change Management Strategy

Question 1

5.2 Purpose of Formulate the Change Management Strategy

Answer 1

To develop the overarching
approach for how an organization transitions from its current state to its future state.

Question 2

5.2 What is included the CM Strategy? (1)

Answer 2

Details the scale, scope, and complexity of the change
program and defines the requirements and implementation options, challenges, constraints,
opportunities, success criteria,measurements,RACI, and governance for each change management activity needed to achieve successful and sustainable change implementation.

Question 3

5.2 What is included the CM Strategy? (2)

Answer 3

Clarifies what needs to be done,why it needs to be done,who will do it, when it will be done, and the expected outcome.

States the case for change (sometimes referred to as the change case)

Question 4

5.2 Formulate the CM Strategy - Key Areas

Answer 4

-Strength of the Case for Change
-Sponsorship engagement
-Degree that the success of the change depends on behavior changes
-Degree that the success of the change depends on stakeholders learning a new skill
-Degree that the change affects stakeholders, customers, and vendors
-Amount of impact the change has on the organization’s financial performance/health
-Amount of prior experience the organization has with change
-Organizational alignment
-Capacity for change

Question 5

5.2.1 Purpose of Develop the Communication Strategy

Answer 5

To create a strategy that, when
executed, ensures that the organization and its customers are aware of and understand the
organizational rationale for the change

Question 6

5.2.1 Communication Strategy includes

Answer 6

-The defined business rationale or Case for Change
-Stakeholders and sponsors
-Identified audiences, audience segmentation, and audience needs
-Targeted stakeholder messaging
-Identified communication channels and messaging frequency
-Identified feedback channels and loops
-Communication governance and review process

Question 7

5.2.1 Develop the Communication Strategy - Communicate the Business Rationale

Answer 7

Provide the information detail necessary to enable change sponsors and the target audience to understand the key messages, channels, and frequency that the messages will be delivered during the change execution.

Question 8

5.2.1 Develop the Communication Strategy - Guiding Principles for Communication Messages

Answer 8

Provide guiding principles for communication messages. A
message is a simple and clear idea and should summarize the essence of the change

Question 9

5.2.1 Develop the Communication Strategy - Identify Communication Channels and Information Flow

Answer 9

The stakeholder group and sponsors should depict where and how information is shared within
their respective organizations by mapping how communications will work throughout the
organization.

Question 10

5.2.1 Develop the Communication Strategy - Communication Governance and Review Process

Answer 10

Should include the roles,
responsibilities, accountabilities, resources, and timelines for communication content review
and sign-off prior to publication

Question 11

5.2.1 Develop the Communication Strategy - Inputs and Outputs

Answer 11

Inputs
–Change Definition
–Change Impact Assessment
–Current Communication Channels,Tools, and Methods
–Organizational Change Readiness Assessment
–Project Charter and Project Documentation
–Stakeholder Analysis
–Vision Statement

Outputs
–Communication Strategy

Question 12

5.2.2 Purpose of Develop the Sponsorship Strategy

Answer 12

to create a high-level approach for
preparing and leveraging the sponsors to promote, gain support for, and drive adoption of a change.

Should be assigned to
the Change Management Lead and include input from others who have knowledge of and
experience with the sponsors

Question 13

5.2.2 Develop the Sponsorship Strategy - Why Sponsors are Important

Answer 13

Stakeholders want to learn about the change and the reasons for the change from the sponsors
1) The importance stakeholders place on a change effort may be determined by the importance
that sponsors demonstrate
2) Sponsors build support for the change at all levels of the organization
3) Sponsors can support identifying and mitigating risks associated with resistance to the change
3) Sponsors provide the resources and budget, set expectations, and hold organizations and
individuals accountable during the change
4) Sponsors break down barriers and remove obstacles that restrict change implementation
5) Sponsors provide consistent high-level messaging during the change program

Question 14

5.2.2 Develop the Sponsorship Strategy - Develop a High-Level Approach for Gaining Sponsorship Commitment

Answer 14

This high- level approach includes the activities to build a coalition of sponsorship that will drive and support the Sponsorship Strategy

Question 15

5.2.2 Develop the Sponsorship Strategy - Inputs and Outputs

Answer 15

Inputs
-Change Risks
-Organizational Change Readiness Assessment
-Sponsorship Alignment Assessment
-Stakeholder Analysis

Outputs
-Sponsorship Strategy

Question 16

5.2.3 Purpose of Develop the Stakeholder Engagement Strategy

Answer 16

To identify an approach to ensure that individuals or groups impacted by a change and those who can positively affect the overall success of the change are engaged in the change effort

Question 17

5.2.3 Develop the Stakeholder Engagement Strategy - Inputs and Outputs

Answer 17

Inputs
-Current State Analysis
-Change Impact Assessment
-Current Communication Channels,Tools, and Methods
-Communication Strategy
-Sponsorship Strategy
-Stakeholder Analysis

Outputs
-Stakeholder Engagement Strategy

Question 18

5.2.4 Purpose of Develop the Change Impact and Readiness Strategy

Answer 18

To define the approach,
scope, roles, and responsibilities in undertaking detailed impact analysis and readiness planning for implementing the change

Question 19

5.2.4 Develop the Change Impact and Readiness Strategy

Answer 19

The Readiness Strategy focuses on what actions and activities need to be completed in advance of the change being implemented

Question 20

5.2.4 Develop the Change Impact and Readiness Strategy - Inputs and Outputs

Answer 20

Inputs
-Stakeholder Engagement Strategy
-Change Impact Assessment

Outputs
-Change Impact and Readiness Strategy

Question 21

5.2.5 Purpose of Develop the Learning and Development Strategy

Answer 21

To define the knowledge, skills, and competencies required for stakeholders to adopt the change, which informs creation and delivery of learning and development programs and training courses.

Question 22

5.2.5 Develop the Learning and Development Strategy - Demonstrating the Need

Answer 22

The strategy ensures that impacted stakeholders are equipped with the necessary knowledge, skills, and abilities to achieve the future state.

Question 23

5.2.5 Develop the Learning and Development Strategy - Defining a High-Level Approach

Answer 23

Key considerations in defining the learning and development approach may include:
-License costs for training tools
-Commissioning training environments to deliver training of new technical or digital
solutions
-Data used in training material and any data privacy requirements
-An approach to piloting the training in advance of deployment to ensure it is fit for purpose
-Governance for sign-off of training content, particularly if there is a legal or
regulatory requirement
-An approach to transitioning training from the change program to “business as usual”
training, including knowledge transfer and management

Question 24

5.2.5 Develop the Learning and Development Strategy - Determine Evaluation Techniques

Answer 24

Measuring the success of a learning and
development program demonstrates whether the participants learned the skills needed. T

Question 25

5.2.5 Develop the Learning and Development Strategy - Inputs and Outputs

Answer 25

Inputs  Learning Needs Assessment  Stakeholder Analysis Outputs  Learning and Development Strategy

Question 26

5.2.6 Purpose of Develop the Measurement and Benefit Realization Strategy

Answer 26

To define success criteria and measures to monitor whether the change is achieving its expected benefits and to adapt the change effect as needed.

Question 27

5.2.6 Develop the Measurement and Benefit Realization Strategy - Develop the Measurement Strategy

Answer 27

Change objectives and goals should be used to determine what is required to achieve the future state. These targets should be specific and quantifiable for the organization to understand what is expected.

Question 28

5.2.6 Develop the Measurement and Benefit Realization Strategy - Benefit Realization Strategy

Answer 28

Components of the Benefit Realization Strategy are: -Assigning owners for each measure and target -Determining when and how the measurement data will be collected, the reporting frequency, and how information will be shared -Creating an approach to address slippage or slow attainment of measure -Aligning with reward strategies -Establishing timelines for addressing issues related to achieving the targets -Communicating performance targets to the organization

Question 29

5.2.6 Develop the Measurement and Benefit Realization Strategy - Inputs and Outputs

Answer 29

Inputs -Strategic Plan -Case for Change -Change Objectives and Goals -Project Charter -Success Criteria Outputs -Measurement and Benefit Realization Strategy -Revised Performance and Rewards Targets

Question 30

5.2.7 Purpose of Develop the Sustainability Strategy

Answer 30

To describe how the change will become part of the organization’s normal functioning Details the approach to embedding the change in the organization once the program has delivered the change Defines the scope, scale, roles, responsibilities, resource requirements, accountability, and governance structure for the sustainment program

Question 31

5.2.7 Develop the Sustainability Strategy - Should Cover

Answer 31

The Sustainability Strategy should cover: -Communication (ongoing socialization of the -change) -Metrics tracking -Performance management -Rewards and recognition (linking rewards and recognition to behaviors required by the change) -Sustained ownership (ensuring experience and knowledge transfer -Knowledge transfer (consistent and effective process for assessing stakeholder and organizational competencies and the systems, structures, and mechanisms needed to ensure stakeholders develop the skills and motivation to perform as expected in the changed environment) -Continuous process improvement

Question 32

5.2.7 Develop the Sustainability Strategy - Inputs and Outputs

Answer 32

Inputs -Business Case -Change Objectives and Goals -Change Risk Assessment -Project Charter and Documentation -Strategic Plan -Success Criteria and Measures Outputs -Sustainability Strategy