Department of Transportation
Project Name
Organizational Change
Management Plan
Project ID:
Division, Program Name
Prepared by:
Date:
Template Revision History
REVISION HISTORY
REVISION #
1.0
DATE OF RELEASE
8/2009
OWNER
ETID PMO
SUMMARY OF CHANGES
Initial Release of Caltrans
Organizational Change Management
Plan template
Remove template revision history and insert Organizational Change Management Plan
revision history.
Template Revision Approvals
NAME
ROLE
DATE
Insert Project Approvals here.
Template Instructions:
This template is color coded to differentiate between boilerplate language,
instructions, sample language, and hyperlinks. In consideration of those reviewing
a black and white hard copy of this document, we have also differentiated these
sections of the document using various fonts and styles. The details are described
below. Please remove the template instructions when the document is
finalized.
Standard boilerplate language has been developed for this management plan. This
language is identified in black Arial font and will not be modified without the prior
approval of the Enterprise Technology Investment Division (ETID) Project
Management Office (PMO). If the project has identified a business need to modify
the standard boilerplate language, the request must be communicated to the PMO
for review.
Instructions for using this template are provided in blue Times New Roman font and
describe general information for completing this management plan. All blue text should be
removed from the final version of this plan.
Sample language is identified in red italic Arial font. This language provides
suggestions for completing specific sections. All red text should be replaced with
project-specific information and the font color replaced with black text.
Hyperlinks are annotated in purple underlined Arial text and can be accessed by
following the on-screen instructions. To return to the original document after
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Download” dialog box will open. Click on “Open” to return to this document.
i
Table of Contents
1. INTRODUCTION.............................................................................................................................. 1
1.1
PURPOSE ................................................................................................................................ 1
1.2
ORGANIZATIONAL CHANGE M ANAGEMENT PLANNING ............................................................... 1
1.3
PRINCIPLES OF ORGANIZATIONAL CHANGE M ANAGEMENT ........................................................ 1
1.4
TRANSLATING ORGANIZATIONAL CHANGE M ANAGEMENT PRINCIPLES INTO A STRUCTURED
APPROACH ........................................................................................................................................ 2
1.5
REFERENCES ........................................................................................................................... 2
1.5.1 External References ......................................................................................................... 2
1.5.2
1.6
1.7
Project Centralized Repository Document ........................................................................ 3
GLOSSARY AND ACRONYMS ..................................................................................................... 3
DOCUMENT M AINTENANCE ....................................................................................................... 3
2. ORGANIZATIONAL CHANGE MANAGEMENT PARTICIPANTS ROLES AND
RESPONSIBILITIES .............................................................................................................................. 3
2.1
ORGANIZATIONAL CHANGE M ANAGER ...................................................................................... 3
2.2
LEAD ORGANIZATIONAL CHANGE EVALUATOR .......................................................................... 4
2.3
ORGANIZATIONAL CHANGE M ANAGEMENT TEAM MEMBERS ...................................................... 4
2.4
CHANGE M ANAGEMENT STAKEHOLDER .................................................................................... 5
2.5
PROJECT TRAINING COORDINATOR – ....................................................................................... 5
2.6
DEPARTMENTAL ROLES ........................................................................................................... 5
3. ORGANIZATIONAL CHANGE MANAGEMENT SCOPE ............................................................... 5
3.1
COMMUNICATION/STAKEHOLDER OBJECTIVES .......................................................................... 6
4. ANALYSIS OF JOB/WORKFLOW IMPACT................................................................................... 7
5. MARKETING ORGANIZATIONAL CHANGE ................................................................................. 8
5.1
ENGAGING STAKEHOLDERS IN THE PROGRESS OF THE PROJECT ............................................... 9
5.2
METHODOLOGY AND TOOLS FOR COMMUNICATIONS .................................................................. 9
5.3
BUILDING ACCEPTANCE TO CHANGE ........................................................................................ 9
5.4
MONITORING THE EFFECTIVENESS OF THE CHANGE M ANAGEMENT PROGRAM .......................... 10
6. TRAINING AND KNOWLEDGE TRANSFER ............................................................................... 11
AN EFFECTIVE TRAINING PLAN SHOULD INCLUDE: .............................................................................. 11
6.1 KNOWLEDGE TRANSFER PLAN ................................................................................................ 11
ii
Project Name: (Project Name)
Project Number: (FSR Number)
Criticality Rating: (Low, Medium, High)
Organizational Change Management
Plan
1. INTRODUCTION
1.1 Purpose
The purpose of the Organizational Change Management Plan is to actively design,
develop, and execute a strategy for preparing all employees for business, technical and
cultural changes that occur as the result of project initiatives. Embracing and
magnifying the positive aspects of change help employees align themselves with long
term success in an organization’s newly defined “desired future state.” A well thought
out and responsive Organizational Change Management Plan significantly mitigates
business disruption and facilitates the time it takes to adopt change. Employees are
better prepared for and involved in achieving and sustaining those changes. The
greatest threat to successful organizational change management is the failure to
address stakeholder concerns, provide good communications, and assure adequate
training and staff acquisition planning in preparation of organizational change. Without
this attention to detail, the results can lead to lack of acceptance of business process
changes and poor end user performance.
1.2 Organizational Change Management Planning
Organizational change management planning encompasses all the activities an
organization needs to successfully accept and adopt new business models, strategies
and the new technologies for supporting them. Understanding and effectively
implementing change allows transformation of strategy, business process, technology,
and people into achieving performance and enhancing continual improvement in a
dynamically changing environment. A structured approach to organizational change
management is critical for any project which brings about significant change.
1.3 Principles of Organizational Change Management
A principled approach to communicating and implementing change fosters openness
and trust which ultimately improves the project’s chances of success. Key underlying
organizational change management principles are:
•
Committed project sponsorship – organizational change management objectives
have the support and resources of key decision makers within the organization.
•
Effective project planning – planning is structured and methodical and all plans
are agreed to with regard to organizational change management objectives,
roles, and resources.
•
Measurable objectives – organizational change management objectives are
realistic and measurable and progress toward their achievement is shared with
all major stakeholders.
1
Project Name: (Project Name)
Project Number: (FSR Number)
Criticality Rating: (Low, Medium, High)
Organizational Change Management
Plan
•
Engaged stakeholders – project stakeholders are encouraged to openly
participate in dialogue, with mutual respect, regarding organizational changes
and their impacts.
•
Resources and support – organizational change management implementers and
recipients receive the resources and support throughout the change process.
1.4 Translating Organizational Change Management Principles
into a Structured Approach
There are a number of elements when understood and adopted that can help
communicate and gain acceptance of the need for complete and timely organizational
change. These elements are:
•
Identify changes that will impact the organization and who will be impacted as a
result of a project’s implementation. Explain why they are important and when
they need to happen.
•
Garner support by bringing together Caltrans project and program decision
makers, resource owners and stakeholders who will be impacted by change(s.)
Ensure that changes and their impacts are properly understood by all and that
there is a comprehensive marketing plan to address stakeholder concerns.
•
Put organizational change management goals in specific and defined terms for
achieving desired outcomes.
•
Name individuals to specific activities and tasks, in specific and defined terms,
making them responsible for organizational change management goals and
desired outcomes.
•
Facilitate action by removing obstacles and listening for constructive feedback,
recognizing and rewarding success. Build the structure and staff with the right
skills to affect the change.
•
Identify and mitigate potential risks that accompany organizational change
management.
•
Make the change(s) permanent by institutionalizing them. The change will
eventually become part of the culture.
1.5 References
1.5.1 External References
PMBOK Guide, 3rd Edition, Section 2.3 – Organizational Influences
OCIO CA-PMM, Section 3.2 Organizational Change Management Plan
2
Project Name: (Project Name)
Project Number: (FSR Number)
Criticality Rating: (Low, Medium, High)
Organizational Change Management
Plan
1.5.2 Project Centralized Repository Document
If applicable, indicate the name of the document management tool the project is using. If
the project is not using a specific tool, list any relevant documents that can be used as
references for this document and its corresponding location. A copy of all project
management plans, control agency approval documents, and project status reports must
be saved into the IT Project Management Office (PMO) centralized document repository.
These files are located on the network in the directory N:\PMO_New.
1.6 Glossary and Acronyms
List only glossary and acronyms that are applicable to this document.
FAQs
OCIO
PMBOK
PMO
1.7
Frequently Asked Questions
Office of the Chief Information Officer
Project Management Body of Knowledge
Project Management Office
Document Maintenance
This document will be reviewed quarterly and updated as needed, as the project
proceeds through each phase of the system development life cycle. If the document is
written in an older format, the document should be revised into the latest PMO template format
at the next quarterly review.
This document contains a revision history log. When changes occur, the document’s
revision history log will reflect an updated version number as well as the date, the owner
making the change, and change description will be recorded in the revision history log
of the document.
2. ORGANIZATIONAL CHANGE MANAGEMENT PARTICIPANTS ROLES AND
RESPONSIBILITIES
This section describes the roles and responsibilities of the staff with
regard to the Organizational Change Management Plan.
Note that these are roles, not positions or titles. One person may fulfill more than one role.
There are various staff resources and stakeholders involved in managing project risks. In some
cases, one individual may perform multiple roles in the process.
2.1
Organizational Change Manager - The Technical Lead will
serve as the Organizational Change Manager/Coordinator for the project.
Responsibilities include:
•
Developing/executing the Organizational Change Management Plan.
3
Project Name: (Project Name)
Project Number: (FSR Number)
Criticality Rating: (Low, Medium, High)
•
•
•
•
•
•
2.2
Monitoring the effectiveness of organizational change management activities and
recommending actions to resolve issues.
Coaching/mentoring Caltrans organizational change management staff in
providing timely communication with project stakeholders.
Serving as the single point of contact for organizational change management
activities.
Recording changes according to provisions of the Organizational Change
Management Plan.
Recording decisions on proposed changes.
Ensuring that changes are incorporated into appropriate project documents.
Lead Organizational Change Evaluator – The Project Manager
will serve as the Lead Organizational Change Evaluator for the project.
Responsibilities include:
•
•
•
•
•
•
•
2.3
Organizational Change Management
Plan
Facilitating Caltrans organizational change management activities.
Timely and adequate evaluation of organizational changes in terms of their
impact on programs/projects.
Outlining options and making recommended courses of action and priorities for
changes.
Delivering organizational change management communications and leading
activities involving Caltrans executives and stakeholders.
Tracking and facilitating timely decisions on changes.
Ensuring appropriate levels of review and approval.
Approving key communications.
Organizational Change Management Team Members – Individuals may come
from sources internal or external to the project. Responsibilities of Organizational
Change Management Team Members include:
•
•
•
•
•
•
•
•
•
Identifying changes and their impacts, performing analysis functions such as
planning for and assessing the impacts of change.
Circumscribing and implementing change management activities
Participating in evaluating proposed changes.
Coaching and mentoring Caltrans staff in providing effective organizational
change management.
Monitoring the effectiveness of organizational change management activities and
making recommendations to resolve issues.
Acting as champions of change for their respective functional areas.
Developing and scheduling outreach programs, workshops, systems demos, and
town hall meetings.
Documenting proposed changes, their impacts and resolution.
Developing written communications materials – news letters, Web content, emails, posters, and leaflets.
4
Project Name: (Project Name)
Project Number: (FSR Number)
Criticality Rating: (Low, Medium, High)
2.4
Organizational Change Management
Plan
Change Management Stakeholder – Depending on significance of change,
Change Decision Maker(s) may be the Project Manager, the Program Manager, the
Project Sponsor and/or the Steering Committee, Responsibilities include:
•
•
•
2.5
•
•
•
•
•
•
•
2.6
•
•
•
Evaluating options and recommended courses of action for changes.
Approving or rejecting organizational change actions.
Proposing alternative courses of action for organizational change impacts.
Project Training Coordinator – Responsibilities include:
Participating in Job/Workflow impact analysis, assessing change impacts, and
determining appropriate training solutions.
Developing/implementing the Organizational Change Management Training Plan.
Developing/implementing the project’s Knowledge Transfer Plan.
Overseeing the development of “Lesson Plans” for all identified training and
knowledge transfer needs.
Establishing mechanisms for gathering information on training and knowledge
transfer activities feed back.
Participating in evaluating whether learning is taking place.
Overseeing and assisting in documenting the results of training and knowledge
transfer.
Departmental Roles (Information Technology Governance Board, Program
Managers)
Advise Project Manager of proposed organizational change.
Participate in evaluation of proposed organizational change.
Assist in documenting proposed organizational change.
3. ORGANIZATIONAL CHANGE MANAGEMENT SCOPE
One of the best ways to deal with organizational change is to identify and document its
root causes and resulting impacts. Change from implementing a project can entail
something as small as a field modification on an input screen or involve wide spread
changes to data elements, applications, interfaces and systems. This is where the
cause and impact of change is broken down. Goals and objectives from the project’s
Feasibility Study Report (FSR) provide how change influences the organization at a
high level and is a good place to start. The known drivers of change, the project’s
business, functional, technical requirements, and their impacts become clearer and
more specifically detailed as the project moves from the design phase to the
development phase. The whole of organizational change is accreted until the project’s
design is accepted and all design decisions made. It is only then that the full impact to
the organization is known.
The Organizational Change Manager, (Project Technical Lead) will
identify and document the impacts of change to the organization due to the project’s
implementation as well as work with affected functional organization
5
Project Name: (Project Name)
Project Number: (FSR Number)
Criticality Rating: (Low, Medium, High)
Organizational Change Management
Plan
managers/stakeholders to create and implement an action plan for mitigating those
impacts.
Complete the table below:
–
Stakeholder – the individual or entity impacted
–
Awareness – the level of awareness the stakeholder has regarding the upcoming
changes (High, Medium, Low)
–
Degree of Support – the degree to which the stakeholder is responding to requests for
participation in the project (High, Medium, Low)
–
Influence – the level of influence the stakeholder has in the organization (High,
Medium, Low)
–
Known Concerns – the concerns the stakeholder has regarding the upcoming changes
–
How change is Communicated – the way the stakeholder is contacted regarding
upcoming changes
–
Proposed Actions – the actions that will prepare the stakeholder for upcoming changes
Organizational Change Management Action Plan
Stakeholder
Name
Awareness
(H/M/L)
Degree of
Support
Influence
Known Concerns
(H/M/L)
How Change is
Communicated
Proposed Actions
(H/M/L)
3.1 Communication/Stakeholder Objectives
Change must be understood and managed in such a way that stakeholders can
effectively cope with it. Constant and consistent communications with all organizational
stakeholders helps to ensure that no significant change is overlooked or not responded
to. Proactively understanding how certain stakeholders will be impacted by change and
involving them in proposed outcomes helps reduce resistance to it. The greater the
number of stakeholders who are “on board” with anticipated changes as communication
allies equipped to socialize the benefits of change; the more likely it is that those
changes will be accepted even by those who would otherwise resist them.
6
Project Name: (Project Name)
Project Number: (FSR Number)
Criticality Rating: (Low, Medium, High)
Organizational Change Management
Plan
As organizational stakeholders look to see that their concerns and objectives are being
met, the Organizational Change Manager needs to provide a more detailed stakeholder
communications log. Maintaining a detailed stakeholder communications log enables
the project manager and organizational change manager to document stakeholder
contact, actions and manage stakeholder expectations. Over the course of the project
dates and action items can be referred to for clarification and resolution. The log can be
as simple as an Excel Spreadsheet or can be a variety of issue tracking and
management software for more complex projects. At a minimum the log should:
–
Identify the stakeholder group, the individual or entity impacted.
–
Name the group’s representative.
–
Indicate the representative’s position and contact information.
–
Include the representative’s Division/Department.
–
Show the date communications took place.
–
Indicate how communications are conducted, e-mail, phone, in person.
–
List all known concerns and stakeholder objectives for each stakeholder/group.
–
List corresponding actions taken to address stakeholder concerns and objectives.
–
List relative follow-up actions or notes.
Stakeholder Communications Log
Stakeholder/Group
Name
Representative/
Division/Office
Position and
Contact Info
Date/How
Contacted
Known Concerns
Actions Taken
Follow Up Actions
Notes
Overall project communication objectives are outlined in the
Communication Plan. Project team members and stakeholders will be notified of
changes as appropriate.
4. ANALYSIS OF JOB/WORKFLOW IMPACT
Often organizational change impacts workflows and job compositions at the position
level. A more common example would be the impacts technology imposes such as
when old systems are replaced with newer ones that leverage automation. Job
7
Project Name: (Project Name)
Project Number: (FSR Number)
Criticality Rating: (Low, Medium, High)
Organizational Change Management
Plan
classifications that contained manual work processes are no longer applicable or even
become obsolete, in which case positions and job descriptions have to be reclassified
and/or revised. The Organizational Change Manager must work with the
project team and stakeholders to determine at the lowest level of detail impacts to jobs.
The job/workflow impact analysis is a useful tool in identifying which jobs in the
organization will be impacted and what planning will become necessary to revise
processes, jobs, and re-train staff. Job/workflow impact analysis should:
–
Identify the stakeholder group, the individual or entity impacted.
–
Indicate the person’s name, position and contact information.
–
Identify the new or revised position or workflow task.
–
Show the skill(s) required for successfully completing the task.
–
Indicate if the person possesses the skill necessary to complete the task or if the task
requires new skills that the organization does not currently possess.
–
List the type of training required if re-training or knowledge transfer is an option.
Job/Workflow Impact Analysis Worksheet
Stakeholder/Group
Name
Name of
Employee
Impacted
Position and
Contact Info
New or Revised
Position/Workflow
Task
Skill(s)
Required
Skill(s)
Exists
Follow Up Actions
Notes
5. MARKETING ORGANIZATIONAL CHANGE
A great deal or time, effort and money are invested when major changes to an
organization are attempted. Sometimes it is automatically assumed that the changes
will be accepted by those impacted or that information regarding change would be given
on a “need-to-know” basis. Receptiveness to organizational change is required to keep
pace with evolving technologies, and shifting global economic uncertainties. Marketing
these changes correctly is integral to the project’s organizational change management
plan. Project marketing activities are specifically designed to reach out to stakeholders,
users and groups who are impacted by change to:
8
Project Name: (Project Name)
Project Number: (FSR Number)
Criticality Rating: (Low, Medium, High)
Organizational Change Management
Plan
–
Provide insight into how application components and new business processes will come
together to define the organization’s future state.
–
Explain the benefits of implementing .
–
Indicate how the project will actively disseminate factual information about project
goals, status and organizational-wide impacts of .
–
Show how enthusiasm for promoting “buy in” of will be generated and
achieved.
5.1 Engaging Stakeholders in the Progress of the Project
Steps Include:
•
•
•
•
•
Developing a communication strategy tailored to targeted user and stakeholder
groups.
Creating a unique project identity; project name, logos, themes for
correspondence; essentially project/product branding.
Building a project image as being a catalyst for positive improvements.
Establishing a point of contact for communications and elevating issues and
concerns.
Talking up the changes and their benefits, enlisting sympathetic stakeholder
support.
Methodology and Tools for Communications
5.2
Methods and tools for communications include:
•
•
•
•
•
Developing a project website and providing a list of Frequently Asked Questions
(FAQs)
Using focus groups to move through the organization, explaining project
objectives, resulting changes and impacts to lessen user and stakeholder anxiety
about changes to come.
Providing formal presentations and informal sessions to share information and
manage stakeholder expectations.
Creating and maintaining a project newsletter, bulletin boards, displays, memos
and other low cost ways of communicating change information.
System Walkthroughs that focus on new business processes, applications and
features that reduce or streamline work tasks.
Building Acceptance to Change
5.3
Techniques and tools for building acceptance to change include:
•
•
Enlisting the support of project champions and stakeholders that are most
accepting of the changes to come.
Using the power of the organization through memos, newsletters, e-mails,
individual discussions, presentations to “advertise” the importance and benefits
of upcoming change.
9
Project Name: (Project Name)
Project Number: (FSR Number)
Criticality Rating: (Low, Medium, High)
•
•
•
•
Organizational Change Management
Plan
Offering employees concrete incentives to help ensure their cooperation.
Giving resistance leaders prominent positions or roles in the organizational
change management program.
Using coercion and punishment of people who resist change. Work them twice
as hard for a reward of a 15% pay cut.
Offering employees, users and stakeholders training and adequate knowledge
transfer/skills development.
–
Explain how the will plan for and build acceptance to change.
–
Indicate how the project will actively disseminate factual information about project
goals, status and organizational-wide impacts of .
–
Show how enthusiasm for promoting “buy in” of will be generated and
achieved.
Monitoring the Effectiveness of the Change Management Program
5.4
Periodically, the organizational change manager and the lead organizational change
evaluator monitor the effectiveness of the organizational change management program.
Assessments are conducted to confirm progress toward achieving readiness to
implement the project and to identify specific areas where a more concerted effort is
required to successfully make change occur. There are a number of elements that can
be employed to assess change readiness, including:
•
•
•
•
•
•
Change management readiness surveys used to determine if the purpose of the
project is understood and if stakeholders believe the project is
necessary to achieve improvements as well as whether or not it will be
successful.
Completion of training sessions and employee skill assessment evaluations
Resolution of key differences between “as-is,” and “to-be,” business processes.
Evaluations used to measure stakeholder knowledge and understanding of
project changes and benefits.
Training and training evaluations
User and stakeholder attitudes, commitment to change and skill development.
–
Identify what metrics the will use to monitor the effectiveness of its
organizational change management program. Indicate how the project will actively
disseminate factual information about project goals, status and organizational-wide
impacts of .
–
Indicate how training/training evaluations will be used to confirm progress toward
achieving the effectiveness of the organizational change.
–
Show how assessments will be used to determine when the project is ready to
implement.
10
Project Name: (Project Name)
Project Number: (FSR Number)
Criticality Rating: (Low, Medium, High)
6.
Organizational Change Management
Plan
TRAINING AND KNOWLEDGE TRANSFER
An indispensable tool for Caltrans key managers and change leadership is training. It is
important to note that for any change initiative the objective of training has a two-fold
focus. First, the project must plan for hands-on sessions to educate those who will lead
and assist in integrating organizational change. These sessions should cover how
change will be initiated, communicated, implemented, and managed. The sessions
should also provide insight into what challenges the change management leadership
and team can expect to encounter as the project moves through its full lifecycle. The
second training focus is centered on Caltrans functional organizations that will be
impacted as a result of project objectives. The project change leadership and team will
work with Caltrans management and staff on an individual basis to create and execute
training plans that address and resolve organizational change management impacts.
An effective training plan should include:
•
•
•
•
•
•
A detailed training needs assessment identifying all required changes, the
training needed to meet those requirements, and who will be trained.
A training curriculum and content that is developed based upon the needs
assessment.
Training documentation requirements and the development of training materials.
Training facility requirements, venue, and scheduling.
Assessment of the training’s effectiveness
Post training support and follow-up.
Note, the subject of training is presented in more detail in the Project Training Plan Template.
(Link to the Project Training Plan)
6.1
Knowledge Transfer Plan
Knowledge is an important organizational asset. It is the acquisition of specialized
skills, processes, unique abilities and experiences by staff; developed over time.
Knowledge and knowledge transfer is influenced by an organization’s common culture,
policies, goals and objectives, standards, use of tools, communications, collaborative
efforts, infrastructure, and shared belief systems. Knowledge transfer is the process for
communicating specialized knowledge created, developed or adopted by individuals in
one part of the organization to another part. Successfully accomplishing knowledge
transfer can be complicated by such things as the inability to identify and articulate
intuitive competencies, language barriers, culture, union/management relations,
motivational problems, incentives, areas of expertise or lack of expertise just to name a
few.
A knowledge transfer plan can help organizational change management leadership and
staff effectively transition knowledge elements crucial to business continuity and
success. Complete the Knowledge Transfer Plan for .
11
Project Name: (Project Name)
Project Number: (FSR Number)
Criticality Rating: (Low, Medium, High)
Organizational Change Management
Plan
Project Number 2660-XXX
Knowledge Transfer Plan
Name
Role
(Employee’s Name)
Role Description
(Role Title)
Key Competencies and Required Skills for
the Role
(Enter Role Description)
Existing Skill
Yes
New Required Knowledge, Skill or
Competency
No
Target Date: (Enter Planned Date for Acquiring
Knowledge, Skill or Competency)
Achieved Date: (Enter Actual Date Knowledge,
Skill or Competency was Acquired)
Status
In process
Caltrans Manager Verification
Yes
No
Complete
Knowledge Transfer Method
Training:
Mentorship:
Required Training Courses
Mentor Assigned (Individual’s Name)
(Enter Required Training)
(Describe how mentoring was done to ensure
competency)
Self Study/Documents Review
On-the-Job Sessions
(Enter Documents Reviewed)
(Enter Content of Each Session and Dates Each
Session was Completed)
12
Project Name: (Project Name)
Project Number: (FSR Number)
Criticality Rating: (Low, Medium, High)
Organizational Change Management
Plan
(Enter Date)
Draft
Final
Is This a Formal Contract
Deliverable?
Comments
(Enter Any Comments)
Yes
No
Signatures Below Indicate Approval of the Attached Document
Name (Enter Approver’s Name
Project Role (Designated Role)
Organization (Sponsoring Organization)
Signature: ___________________________
Date: _____________
Name
Functional Project Manager
Functional Project Manager’s Organization (Organization Name)
Signature: ___________________________
Date: _____________
Name
Technical Project Manager
Caltrans IT, Project Management Office (Organization Name)
Signature: ___________________________
Date: _____________
13
Running head: NIKE OUTLINE AND ANNOTATED BIBLIOGRAPHY
Nike Outline and Annotated Bibliography
I. Introduction
II. Organization background in change management
A. Change in management
B. Corporate social responsibility
III. Strategic renewal as a drive for change
A. Managing transformation
B. Organizational alignment
C. Enforcing new behaviors
IV. Organization turnaround
A. Aspects of change
B. Corporate social responsibility
C. Organization management
V. Focus on employees
A. Working conditions
B. Motivation
C. Organizational culture and its role in change management
D. Employee response to change
VI. Triggers of change efforts
A. New leadership
B. Increase in profits
VII.
The role of globalization at Nike
VIII.
Conclusion
1
NIKE OUTLINE AND ANNOTATED BIBLIOGRAPHY
Annotated Bibliography
Aziz, E., & Curlee, W. (2017). How successful organizations implement change: Integrating
organizational change management and project management to deliver strategic value
(1st ed.). Newton Square, PA: Project Management Institute.
Croitor, D. (2017, July 14). Nike’s 11 management maxims via Phil Knight [Video File].
Retrieved from https://www.youtube.com/watch?v=DiRml0uRnrg
Distelhorst, G., Hainmueller, J., & Locke, R. (2016). Does lean improve labor standards?
management and social performance in the Nike supply chain. Management
Science, 63(3), 707-728. doi: 10.1287/mnsc.2015.2369
Shweta, M. (2014). Corporate responsibility for sustainability in post-globalization:
The Nike Inc. lesson. International Journal of Management, IT and Engineering, 4(10),
501-513.
2
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