1. Standard Change
Management Plan
Training and Communications Strategy
This document will outline the process by which the training strategy
and plan and the communications plan will be developed and provide
an analysis of shared inputs.
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2. Standard Change Management Strategy 2
PURPOSE............................................................................................................................................................... 4
INPUTS ................................................................................................................................................................... 4
OUTPUTS .............................................................................................................................................................. 4
TRAINING ................................................................................................................................................................ 4
COMMUNICATIONS ................................................................................................................................................. 4
CHANGE PROCESS .......................................................................................................................................... 4
OCM OBJECTIVES............................................................................................................................................ 6
OCM STANDARDS ............................................................................................................................................ 6
OCM TACTICAL GUIDELINES .................................................................................................................... 7
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3. Standard Change Management Strategy 3
Revision and Approval Logs
Revision Log
Version Date Author Change Description
1.0 09/02/09 L. Enos Document created for KUDOS Power
Once this document has been approved, all changes other than minor wordsmithing must be approved by the
original approvers.
Approval Log
Approved Date
Version Approved Approver Role Approver
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4. Standard Change Management Strategy 4
Purpose
Critical to the success of any project is the willingness of the affected individuals to change their
attitudes, their mindsets, and their work habits. It is the job of the Project Team to facilitate. The
purpose of this document is to lay out the organizational change management (OCM) strategy to be
deployed during the project. This strategy will incorporate both communications and training. For the
purposes of this document, these are defined as:
• Communication—The imparting of messages or information without specific and measurable
educational goals.
• Training—The imparting of information with specific and measurable educational goals.
This document will outline the process by which the training strategy and plan and the communications
plan will be developed and provide an analysis of shared inputs.
Inputs
In order to make organizational change management as painless as possible for the team, it
necessary for the project management team to consider the following when developing the change
management strategy:
• Change Process
• OCM Objectives
• OCM standards
• Stakeholders who will be impacted by the project.
• Key messages to be delivered.
• Available communication channels
All of these factors are unique to each project and failure to consider any of them will result in less
than optimal project communications.
Outputs
After considering all of the inputs noted above, the project team will decide which of the following will
be created for the project:
Training
• Training strategy outlining what training documents will be created.
• Learning maps will be created for each impacted job role. These will be vetted by both
business and IT team members to ensure accuracy and completeness.
• Training plan providing a matrix of who is being trained to what functionality.
Communications
• A communications plan will be generated showing the communication channels, frequency of
communication, and participants.
Change Process
As more information is communicated to users, they will go through several stages of involvement as
indicated by the graphic below:
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5. Standard Change Management Strategy 5
Degree of Involvement & Ownership Required
Action
Build stake holder involve me nt and ownership
Build stake holder involve me nt and owners hip Participates in facilitating change
by generating awareness, understanding, buy-in,
by generating awareness, understanding, buy-in, Attends training
commit ment, and act ion.
commit ment, and act ion. Changes behaviour or
procedures to support process
changes
Communications activities
typically address earlier stages of Commitment
building “Awareness,” Articulates the change as norms
Articulates his/her personal ownership
“Understanding” and “Buy-in.” of the change
Buy-in
Works tow ard change
Invests time in change
Articulates commitment to
Training and performance
Understanding goals of change support continue to
Awareness
Accepts nature and intent deepen “Commitment”
of change
Encounters change and lead to “Action.”
Realizes change is imminent
Elapsed Schedule
In order the drive the organization through this change process, different communication events will be
strategically executed at various times. Each level of commitment will be indicated by certain
behaviors exhibited by key stakeholders.
Level of Sample Key behaviors
Commitment Communication
Events
Awareness • Kick off meetings • Acknowledges that process and technology
• Newsletters changes associated with the project will
have an unprecedented impact on current
operations
• Realizes that the change is imminent
• Articulates what the project is at a high level
Understanding • Mgmt Briefing • States the benefits of the program
Sessions • Asks questions to clarify concepts
• Department • Has accurate expectations about what the
meetings program and its components will deliver
• Informal
Communications
Buy-In • Specific training • Understand the benefits the project will have
• Coaching for the company.
• Q&A sessions • Demonstrates positive support and
• One-on-One endorsement
Discussions • Willing to test out new processes and
provide feedback
• Articulates commitment to the goals of the
changes
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6. Standard Change Management Strategy 6
Level of Sample Key behaviors
Commitment Communication
Events
Commitment • Performance • Incorporates the new processes/technology
support as the normal way of doing business
• Publicize “Success • Articulates personal ownership of the
Stories” change
• Demonstrates involvement
• Identifies the negative impacts if process
improvement initiatives are not implemented
• Independently and proactively communicates
the benefits of the program
Action • Training sessions • Trains others on the system/processes
led by early • Works to encourage others to use the
adapters system
OCM Objectives
Every project impacts the business differently and part of the change management process is to
identify via stakeholder analysis who will be impacted by the change and how they will be impacted. It
is critical that formal communications and training plans are in place to support the implementation.
The key objectives of our change management strategy must be to inform, involve, and prepare all
audience groups that will be directly or indirectly impacted by the project. To achieve these objectives
the project team will:
• Gain business ownership and support for the project by developing awareness and
understanding of the project by all parties involved either directly or indirectly.
• Inform target audiences of the scope, recommendations, implementation activities, timing, and
implications of the project and its components and how they will help us to achieve our overall
business goals and objectives.
• Prepare the target audiences for project and the corresponding business process changes that
will directly impact them. This is accomplished both by distributing relevant information and
providing both business process and technical training to the appropriate users.
• Distribute accurate information to eliminate inconsistent messages and errors. This will assure
that realistic expectations regarding impact and benefits of the project are developed.
OCM Standards
All training and communications materials for the project will be:
• Tailored to the appropriate audience group(s)
• Clear, simple and concise to eliminate problems in translations
• Utilize charts and other graphics to the extent practicable.
• Developed and presented using the formats, fonts , color schemes and logos defined by the
project standards
• Delivered by local audiences and by local leadership where possible
• Written or delivered using informal wording and techniques that reflect the cultural values of the
Komatsu.
• Provide a feedback mechanism to ensure the communications or training materials have achieved
their desired impact.
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7. Standard Change Management Strategy 7
OCM Tactical Guidelines
At a tactical level, the change management efforts will strive to:
• Promote the project throughout the stakeholder community
• Generate excitement and support for the forthcoming changes
• Monitor employees’ reactions and morale through sustained personal contact
• Minimize the ‘rumor mill’
• Build and maintain confidence of affected personnel
• Provide consistent messages in appearance and style
• Generate and demonstrate leadership support
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