The ChangeWright change methodology for projects

The ChangeWright Methodology

      

Figure 1: The High-Level ChangeWright Methodology

  

The ChangeWright methodology is applicable to any change initiative and consists of three phases:

 

• Prepare – The laying of the foundation of the change initiative. Specific areas of focus include:
  
  
  • Develop shared clarity regarding the true scope and nature of the changes that will result from the initiative.
  • Perform effective “front end loading” with regard to senior leadership ownership, sponsorship and roles.
  • Clearly position the initiative with regard to the overall organisational strategy.
  • Assess the cross-impact of other initiatives and the extent to which the organisation can bear the additional “load” that will be imposed by the new initiative.
  • Conduct 1 on 1 leadership interviews to surface expectations and concerns, followed by a leadership workshop to identify action steps to address this.  
    
    
• Execute – The “project” phase of the initiative that will result in implementation and a transition to the “to be”. This phase consists of four main streams:

 

• Manage the process – project management activities related to the change process.  Specific areas of focus include:
  
  
  • A detailed change strategy and plan.
  • A detailed communication strategy and plan.
  • Stakeholder management strategy and plan.
  • Issue surfacing and tracking through to resolution.

 

• Communicate – development, delivery and assessment of communication interventions. Specific areas of focus include:
  
  
  • Execute the communication plan, and continuously revise the plan based on feedback received.
  • Facilitate two-way communication and more “warm” (face-to-face) communication.
  • Enable leaders to communicate effectively.

 

• Manage stakeholders – identify, prioritise, engage and assess stakeholders.  Specific areas of focus include:
  
  
  • Ensure that all key stakeholders have an adequate understanding of the project objectives, timeline and process.
  • Ensure that stakeholders who will be significantly impacted by the initiative or the change resulting from it have a clear understanding of how and when they will be affected.
  • Influence stakeholder attitudes to become more positive (or at least less negative) towards the initiative and/or the change that it will bring about.
  • Establish an effective feedback loop between the stakeholder group and the project team.

 

• Enable the change – develop individual and/or organisational capacity to deal effectively with the change. Specific areas of focus include:
  
  
  • Define the “To-Be” adequately so that the implications for stakeholders and the organisation can be determined.
  • Analyse and validate the anticipated impact of change, process this with stakeholders and ensure that that there is joint action planning with regard to getting ready to deal with the change impact.
  • Deal with resistance to change so that it does not stand in the way of individual, group or organisational capacity building to enable the change.
  • Identify, assign and manage required change enablement actions.
  • Ensure that performance management is aligned with the desired outcomes of the change initiative.

 

• Sustain
  • Complete the transfer of ownership from the project team to the business.
  • Ensure that leaders understand their new roles, and are equipped to perform these roles.
  • Confirm that performance management systems are aligned with the new environment and that there is effective performance management to address non-compliance and poor discipline in terms of the requirements of the new environment.
  • Establish an effective support network.
  • Verify that formal mechanisms are in place to address benefit realisation.
  • Ensure that Key Performance Indicators and Critical Success Factors are well defined and understood by all relevant role players.

 

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