change management for business analysts-2010-jan-29

8/14/2019 Change Management for Business Analysts-2010-JAN-29

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January 29, 2010

Change Management forBusiness Analysts

A BAs practical approach to change management


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Objectives

Change management and you

Change management from a business analysisperspective

Aligning to milestones Using change management to your advantage

Establishing a change management plan

Environment, scope and risk

Encouraging compliance

Ownership


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Types of Change

Developmental Change: Improvement

Transitional Change: Fix a problem

Transformational Change: Survival (change or die)


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Change Management and You

Integration Management

(Integrated Change Control)

Scope Management

Time Management

Cost Management

Quality Management

Human Resource Management

Communication Management

Risk Management

Procurement Management

Enterprise AnalysisRequirements Planning & Management

(Manage Requirements Change)

Requirements Elicitation (gathering)

Requirements Analysis & Documentation

Requirements Communication

Solution Assessment & Validation

PMI Nine Knowledge Areas IIBA Six Knowledge Areas


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Cost of Change

Requirements Design Construction Testing

Time

Cost


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Synchronizing Lifecycles

Project Management Lifecycle

Initiating Planning Executing and Controlling Closing

Feasibility Requirements Design

Project Development Lifecycle

Construction Testing Turnover

Image courtesy of:

Project Managers Spotlight on Change Management: Claudia Baca: Harbor Light Press, 2005

(Used by permission of John Wiley & Sons, Inc. )


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Change Management

Change Requested

Is Change Necessary?

Is Cost Acceptable?

Is It Doable?


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The Change Management Plan

Affected by:

Scope:

Size / complexity of project (or product)

Number of stakeholders

Duration of project Bound to scope

Addresses:

Risk

Minimal: lacks WOW

Critical: life dependant

Ownership

During project and subsequent maintenance


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Change

Request

Log

Simple Change Management Plan(for small projects)

Change Requested

Assess effort

required by change

Submit change

Estimate (ownership)

Stakeholders

approve / rejectChange implemented

Change rejected

Change

Request

Form


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Team Change ManagementPlan

(for medium projects and limited teams)

Change Requested

Team assess effort

required by change

Review by PM

Stakeholders

approve / reject

Change implemented

Change rejected

Change

Request

Form

Change

Request

Log

Submit change

Estimate

QA (opt. delivery mgr)


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Enterprise Change Management Plan(for large projects and diverse teams)

Change Requested

Assess effort

required by change

Review by PM

Stakeholders

approve / reject

Change implemented

Change rejected

Change

Request

Form

Change

Request

Log

Submit change

Estimate

QA (delivery mgr)Change Control Board


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Minimal Document Management

dd-mm-yyyy = 07-09-2007

mm-dd-yyyy = 09-07-2007

mm-dd-yy = 09-07-07


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The Change Management Plan

The basic elements of a change management plan:

Purpose: high-level description of:

required level of detail for change requests (change request) communication plan

ownership / governance for change requests

Identify the change request form to be used

Identify the change request log to be used

(The change management plan is documented in the project charter.)


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CM Templates: Change Request Form

Courtesy of: [email protected]


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CM Templates: Change Request Log

Courtesy of: [email protected]


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Checklist:

Change Management Plan

Changes are to be reviewed & approved in advance

Changes are to be coordinated across entire project

Stakeholders are to be notified of changes

Change request form is implemented

Change request log is implemented

Plan is documented in project charter


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Checklist:

Change Request Form

Request Number / Title

Requester Name(s)

Assigned to Name(s)

Request Submission Date

Required Date(s)

Priority

Status

Authorizations table Revision History table

Detailed Description

Recommended Solution(s)

Estimate(s) Detailed Scope

Risk Assessment

Schedule

Cost


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Checklist:

Change Request Log

Sequence Number (table row)

Request Form Number / title

Requester Name(s)

Assigned to Name(s) Request Submission Date

Required Date(s)

Delivered Date(s)

Priority Status

Closed Date


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Deriving Benefits

Stability Mitigates risk

Auditable

Ensures compliance (ITIL & ISO 9001)

Sustainable Repeatable

Cooperation Encourages compliance


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Encouraging Compliance

Ownership

Actors know what is theirs and what they areaccountable for

Responsibility

Teams will protect each others areas of ownership.

Loyalty

People (except PMs) will not necessarily be loyal to aproject. (This is an upside of enforcing ownership.)


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Encouraging Compliance

The Negotiation Toolkit :

People will only negotiate with someone who they

believe can help or hurt them.

Ergo: People will only commit to that which they are

accountable for.


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Accountability

Project success is protected because

all actors are accountable to it


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Contact:[email protected]

References: IIBA BABOK V1.6

Project Managers Spotlight on Change Management: Claudia Baca: Harbor Light Press, 2005

Beyond Change Management: Dean Anderson & Linda Ackerman Anderson: Pfeiffer, 2001

Business Process Change: Paul Harmon: Morgan Kaufman, 2003 The Complete Idiot's Guide to Change Management (out of print)

The Negotiation Toolkit: Roger J. Volkema: American Management Association, 1999

CVR/IT Consulting Project Management Resources:

http://www.cvr-it.com/PM_Templates/TemplateDetails5.html

Links:
mailto:[email protected]://www.cvr-it.com/PM_Templates/TemplateDetails5.htmlhttp://www.cvr-it.com/PM_Templates/TemplateDetails5.htmlmailto:[email protected]

change management for business analysts-2010-jan-29

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