EXECUTE MEASUREMENT & BENEFIT REALIZATION PLAN BEST PRACTICES

Transcription

1 EXECUTE MEASUREMENT & BENEFIT REALIZATION PLAN BEST PRACTICES 1. Early communication to the organization the adoption and measurement criteria to confirm relationship between measurement and business case. 2. Create and publish scorecard and measurements backed up by remediation strategy and ensure measurement includes business language and not project language. 3. Dashboards enable decisions; scorecards measure results. 4. Make sure you identify the quantative and qualitative measurements and ensure they tie back to business outcomes. 5. Make sure that you measure along the way interim and end state. 6. Ensure that all SH agree that we are all measuring. EXECUTE SPONSORSHIP PLAN BEST PRACTICES 1. Executing on sponsorship agreement 2. Sponsorship engagement matrix and plan. 3. Coaching sponsors on behavior and motivating them. 4. Identifying the right sponsor and supporting coalition at different levels 5. Regular reinforcement of the role to ensure their success. 6. Regular self-assessment of sponsor. Additional Communicating accountability and responsibility. Executing on sponsorship agreement. Visibility of change plan. Bi-directional communication (listen & speak). Clarity and consistency of key messages (by target audience). Articulate the message for comment. Need sponsorship coaching. Coaching sponsors on behaviors. Coaching the sponsor on the roadmap. Role of the sponsor and coaching. Coaching sponsors. Managing resistance and process to communicate. Sponsorship engagement matrix and plan (SC & FS). Executing assessment results and implement. Metrics. Tie Sponsorship Plan to the strategy. Working with different style of sponsor lead. Tie back the benefits to the business. Bidirectional communication supporting transparency. Motivating the individual. Ability to influence right behavior. Utilization and behavior. Identify right project sponsor and supporting sponsors at different levels. Identify the sponsor and coalition of sponsors. Right person in the role to make decisions. Success Factors. What success looks like vs. delivery. Clarity of success looks like. Sponsorship engagement and supporting roles. One sponsor and multiple stakeholders coalition of support. Regular reinforcement of role to ensure their success. 1

2 Regular self-assessment of sponsor.influencing matrix sponsors. EXECUTE STAKEHOLDER PLAN BEST PRACTICES 1. Map spheres of influence. a. Influence network b. Who can best influence at specific level or org 2. Audience analysis and needs identification (internal & external). a. Nay sayers b. Influencers. Utilize high influencers (flip from resistance). c. Users d. Decision makers 3. Foster appropriate rewards for target group(s) 4. Build in fun to avoid burnout. 5. Build trust. Transparent communication. Honoring commitments. Even if not have all answers so can get back (trust). 6. Identify stakeholders (categorize & prioritize). Identify and engage all stakeholders early and frequenty. 7. Stakeholder network analysis to guide specifics (tasks, action, ). 8. Tie change to stakeholder strategic objectives and company culture. 9. Identify and adapt to stakeholders unique needs (e.g. level shop floor needs, etc.). 10. Engage resisters more. Ask them to join calls, 1:1s, etc. Listen to why resisting. Identify resisters at beginning use them for change catalysts. Reach out and get feedback from resisters to understand underlying issues; also might be prediction of success. 11. e.g. Provide mentors 12. Understanding all stakeholder points of view to customize/target message and activities (matrix by level and readiness). 13. Engage stakeholder groups; talk to them (2-way). 14. Continuous understanding of stakeholder evolution. Understanding your stakeholders. Determine scoring system to rank stakeholders (analysis) e.g. interest, impact,, etc. 15. Measure outcomes and impact. 16. Level of support needed (e.g. champions, active to enable change, consistent groups). Multiple level of stakeholder engagement. 17. Leverage stakeholders to lead C.M. develop process. 18. Culture assess (cross cutting). 19. Start engagement early. a. After direction determined b. Collaborative engagement 20. Canary in the cave neutral 3rd party to find out what is going on; give them non-threatening voice. 21. Don t hide behind bad news give it all, early. 22. Not restricted to a single phase; cross-cutting activity. 23. View slope of work through stakeholder lens and get their concerns to figure out WIFM; make partners. 24. Use change champions (assumes in place). 25. Consider and address performance management issues (e.g. can t vs. won t) early!!! 2

3 EXECUTE LEARNING & DEVELOPMENT PLAN BEST PRACTICES 1. Enabling managers so that they can complete the change. Involve managers in planning/implementing change. 2. Engage sponsors/managers to assess capacity and change saturation. 3. Multi-step curriculum A/B change- tailor to stakeholder needs. 4. Continuous reinforcement of training. Continuous reinforcement. 5. Support different learning opportunities/styles 6. Needs analysis of stakeholders in L&D plan. Additional Manager as coach. Have manager support L&D plan. Include manager/sponsor in developing training material. Multi-mode training. Communicate training objectives. Approach training from variety of mediums. Use a variety of mediums. Map participant learning needs. Involve those experiencing change in change. Understand current state. Accurately document existing processes. Measure training success. Measure benefit/training success (post 90 days?). Postimplementation training survey and metrics. Measuring effectiveness of training. Adoption metrics. Build buzz about training. Learning check-ins. Correct roles/responsibility. Sponsorship involvement. Not one & done. Role-based. Tailor to stakeholder needs.. Ownership of training in long-term. Diagnosing learning culture. GAP analysis. Assess risks in L&D gaps be agile. Tying communication plan to L&D plan. Integrate L&D plan into change plan. Integrate performance support plan into L&D plan. Assessment strategy. Behavioral changes (not just cognitive). Learn and correct as you go be flexible. 3

4 EXECUTE RESOURCE PLAN BEST PRACTICES 1. Resources aligned to priority and leadership is aligned to those priorities. 2. Proactive risk management, by establishing controls with governance 3. Be at the table with the sponsor to have to conversation 4. Sponsor endorses change network. 5. Get the best people and empower them. 6. Ensuring/check on the time/capacity of resources, to prevent project fatigue. Additional Establish priority. Leadership alignment. Calendar/resource for timing and what is happening when. What is scope of work? What drives the business? What are the roles vs. perm roles to execute and sustain the change? Tracking the plan to measure to success now and going forward? Being clear about resource need and expectation. Engaging sponsor on resource needs. Help sponsor understand. Make sure the upfront ask is all-inclusive. Define resource asks up front. What is resource ask, time capacity? Understand activities, so you can understand the resource ask. Understand the available resources. Resource pool. What is the risk if we do not have the resources? Analyze scope of work, to understand resource risk.. Mitigate the risk of project fatigue. Project reporting, measurement to make course correction. Leadership/sponsorship driving it. Functional nominated change leaders. Establish change manager network. Leadership sponsorship buy-in. Measuring if we are being successful; are our resources being successful. Ensuring roles are meeting the planned expected roles/responsibility. Freeing up capacity to be available to support the change. Establish controls to measure thru governance. Is resource allocation for executing change significant enough? Establish up front. Need a dedicated change resource(s). Clear expectations/buy-in from leadership for resources identified as change network. Tradeoff for change activities. Make resources understand the importance of the work. Monthly check-in. Setting success criteria throughout. Plan for project fatigue; how do you refresh resources. Identify key stakeholders (change network) to drive the change. EXECUTE COMMUNICATION PLAN BEST PRACTICES 4

5 1. Key communication messages should be consistent throughout life of project. Use clear language (pertinent to business perspective). 2. Have a trusted voice weave your stories together to provide full transparent view of overall changes that will be impacting target group. 3. Take advantage of your organizations resources (e.g. Marketing, Corporate Communications, etc.) when developing communications utilizing a variety of mediums. This can help you meet your audience at their level, including what is in it for me in the messaging. 4. Empower leadership and change champions to cascade messages utilizing dialogue in bidirectional messaging. Utilize surveys and focus groups, making every touch point meaningful, and building trust. 5. Make message as much stakeholder centric as possible. Be clear with your messengers on what is core and what can be tailored, what they have flexibility to customize. Use know, share, do summary at end of every stakeholder meeting. 6. Involve all layers of the organization in communication plan (e.g. sr. leadership, middle management, immediate boss) builds trust in the messenger. Utilize multiple mediums as it takes at least 5-7 times to get message across. Communicate same concept in different ways, building on the message. 5