When you begin a change process it is important to remember a few critical points. If you were getting ready for vacation, the checklist might include identifying who is going and who is in charge, deciding on a destination, a map, and hotel reservations. Beginning a process improvement project is not very different. Here is my simple checklist with five of the most critical requirements for preparing to embrace a journey of change. My critical five are:
1. An Identified Goal
2. Proper Sponsorship
3. Sufficient Budget
4. A Communication Strategy and Plan
5. A Tactical Plan
The first item on the checklist is an identified goal. The goal is the definition of where you want to go; the destination in the vacation analogy. A goal provides direction and a filter to understand the potential impact of constraints. Examples of a goal can range from something as simple as, “reduce the cost of projects,” or as complex as “attain CMMI Maturity Level 5.” The goal also sets the table for discussing all of the other items on the checklist, such as the required budget. One piece of advice: make sure your goal can be concisely and simply stated. Simplicity increases the chance the goal will be broadly remembered, which reduces the number of times you will need to explain the goal, which will increase the amount of time available for progress.
Proper sponsorship is next on the list. Sponsorship is important because it is provides the basis for the authority needed to propel change. There are many different types and levels of sponsorship. The word “proper” is used in this line item to remind you that there is no one type of sponsorship that fits all events and organizational culture. One example is the “barbarian.” The barbarian is the type that will lead the charge, but typically is less collaborative and more a command-driven personality. Barbarians tend to be viewed as zealots who harness their belief structure to provide single minded energy towards the goal they are focused on. Having a barbarian as a sponsor can infuse change projects with an enormous amount of power. The bookend to the barbarian type of sponsorship is the “bureaucrat”. Sponsorship from a bureaucrat is very different. Instead of leading the charge, bureaucrats tend to organize and control the charge. They may provide guidance, but they rarely get directly involved in the fray. The examples show two different varieties of sponsorship each that will fit in different organizations. In a life or death situation, I would like to have a barbarian for a sponsor. However if I was affecting incremental changes in a command and control organization, the bureaucrat would make more sense. Remember sponsorship is important because sponsorship give you access to power.
Budget is next on the checklist. The term budget can cover a wide range of ground ranging from money to availably of human resources (effort). The budget will answer the question “how much of the organization’s formal resources can you apply?” The budget that ends up being identified to support change is always less than what seems to be needed. Use this constraint as a tool to motivate your team to find innovations on the way to attaining the goal rather and a reason to rein in your goal.
The first plan I recommend building is an organizational change management plan (OCMP). The OCMP is frames how your project is going to transform the future state of the organization. It will integrate the project roles and responsibilities with the requirements for communication, training, oversight, reporting and the strategies to address resistance, and reinforcement activities. The OCMP is a mixture of a high-level map and how-to document that is critical to ensure you are as focused on how you are change the organization as to tasks required to define and implement specific processes.
Finally you will need a tactical plan that lays out the tasks you need to accomplish and the order the tasks need to be done. The focus and breadth of the tactical plan you use will be different depending on the project management technique that you use. For example, if you use a time boxed technique like SCRUM your tactical plan will focus on identifying tasks for the current sprint based on the backlog of items required to reach your goal. Regardless of the planning technique used you must have a tactical plan or risk falling into random activity. Use the technique that conforms to your project’s needs and your organization’s culture. The bottom line is that you will you need to understand the activities and order they occur in to get to your goal.
Change is difficult to accomplish in the best of times, and almost impossible if you fail to start properly. This simple checklist for change readiness was developed and compiled to help you focus on a set of topics that need to be considered when beginning any process improvement project. Are there other areas that should be on the list? Can each topic area be deconstructed into finer levels of granularity? I believe the answer is certainly yes, and I would urge you to augment and deconstruct the list and further to share your results. In any case a checklist that focuses you on getting your sponsorship, goals, budget and plans in order can help you start well.