Define a change management structure

Define a Change Management Structure

Organizing a change management team is critical to adoption success.

The purpose of the team is to coordinate change that drives behaviour change. This team is responsible for designing new ways of working.

Role	Responsibility
Change Management Lead	A leader who is accountable for the strategies and plans for successful of adoption.
Project Manager	This individual is responsible for making sure change tasks and plans are accounted for in the technical planning and implementation.
Process Lead(s)	A person(s) who is responsible for designing and revising processes. This individual will map the current process to the ERP features.
ERP Super User(s)	An individual who tests the technical functionality of the ERP system. The super user(s) should be a consulting resource for process leads.
People Managers	These individuals look at the impacts of the change and work with the Change Lead to eliminate risk and manage potential resistance.
Trainer	A person who is responsible for facilitating the business end-user training. This individual needs to know the revised business processes.
Instructional Designer	Designs the end user training using the business revised processes using the ERP solution.

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Change Management Lead

A Change Management Lead is a person who is responsible for defining the change management strategy and aligning people, processes, and tools.

A project manager is not a Change Manager. While a project manager may have experience managing change, their role is to manage the project plan, budget, and resources.

Action

Who is designated to act as the Change Management Lead?
What are their responsibilities?
How will the Change Management Lead work with all project members?

If Change Management is not currently a strong capability within your organization or you don’t know who to identify as a Change Management Lead, contact Unit4 for us to help you.

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Stakeholders

A stakeholder is an individual within the organization that the
change impacts.

You should interview several stakeholders because there is not just one stakeholder. All the stakeholders don’t need to be part of the change project. You want to have perspectives on how different groups are thinking about the change and what the needs are of each group.

Your stakeholders should include mid-level leaders, managers, trainers, employees, and process leaders. When employees and Process Leads are consulted, you will uncover needs and issues that could arise during the change(s) implementation, not the implementation. Most of the time, the decision-makers who are brought into the change don’t know the work like the employees do.

Who should you identify as a Stakeholder?

Executives
Department Directors
First-Line Managers
Front-Line employees
HR Leadership
IT Managers
Training Leadership
Process Owners

It is critical to talk to your stakeholders to:

Gain alignment on what is going to happen
Listen to their needs and concerns about the change
Identify potential conflicts that can impact the project
Uncover risks and assumptions

Action

List key groups that the project will significantly impact
List key concerns or points of possible resistance
Conduct a stakeholder analysis to identify dependencies, barriers, and capabilities