Category: Business Transformation
Subject: For your next Project, bring your best business people in from the cold and make sure they are involved through-out the length of your project…. They are the folk who have to use it full-time post project.
Topic: A majority of projects that either partly or completely fail or have sub-optimal outcomes have similar cause and effect situations - in that, the project’s OCM assessments and impacts analysis were either ignored completely or not a continuous process throughout the project.
Projects have a unique start and a unique finish - whereas business needs are continuous. Whilst the project is still in execution mode, one of the most contentious components of the project is the dynamic nature of business. It is critical for business leaders, project sponsors, and the project’s staff to stay on top of OCM and risk assessments, solution integrity, and the OCM impacts on solution continuity, business transition and appropriate user buy-in.
Regardless of the size and complexity of the project, transition is a continuous process and therefore your OCM approach also needs to be continuous; the only constant in business and on a project is change itself.
Diriger has created its own change control loop called ChangeFRAME - a simple to remember formula for each and every registered change.
This 5-step loop is as follows…..
➡️ Familiarise Users of the change and why it is necessary
➡️ Recruit and empower change leaders within your engagement framework
➡️ Agree an approach to treat or manage the impacts of the change
➡️ March forward together; remembering that change impacts may also transition into BAU
➡️ Enable and support the change to ensure you get total user buy-in.
For more information on this and other business transitions, visit our insights at: Insights