change-readiness.xlsx

7/26/2019 change-readiness.xlsx

1/9

Change Readiness Assessment (CRA)

What is it?

Why do we need to do it?

What is the process?

A change readiness assessment eamines ho! "ready# the organisation is to ma$e the desiredchange against a number of success factors[1]% When an area is ready to ma$e the change& it holdboth the capability and capacity to mo'e through the transition process and successfully embed tchange into operations%

(y capturing )readiness* for change& !e can identify high impact issues and recurring themes that!ill either help or hinder the change% +his helps to highlight areas that re,uire further preparationand a greater focus of e-ort and change management acti'ity%

+he process identied by the change team is .eible so that it can be tailored to specic pro/ectsand to specic parts of the pro/ect cycle% 0What is the recommended approach for this pro/ect e%We !ill !or$ through the ,uestions as a group& and ma$e an assessment of the pro/ect*s status ineach of these success factors%2 A tra3c light system !ill be used for this& as follo!s4

5 Green Status 5 all $ey ris$s ha'e been identied and there is condence that mitigatingactions !ill be deli'ered%

5 Amber Status 7 either some $ey ris$s appear to ha'e been o'erloo$ed 89 there is a lac$ ofd th t th : i it h th bilit ; it ; d i t d li th iti ti ti


2/9

Change 9eadiness Assessment0Pro/ect +itle2

0Date2

What does this mean >ey ,uestions to consider

+he 'ision for change

Deli'ering the benets

De'eloping leadership

Change 9eadiness Success?actor

Articulating a clear andcompelling 'ision todescribe the change andclarity about !hat it !illmean in practice

@as a clear& compelling and urgent need for change beenarticulated s there clarity about !hat it !ill mean in practice@as the purpose of the ne! strategy and structure beene-ecti'ely communicated to all sta- @a'e all rele'ant areas ofthe organisation been aligned !ith the future 'ision Which areasha'e been aligned and !hich are still to be aligned

dentifying& measuring

and managing thepotential benets from thepro/ect to ensure they aresustained

+o !hat etent ha'e the potential benets been identied and

understood by $ey sta$eholders What are the benets !e !ish topromote s there a common understanding about !hatspecically needs to change and !hat !ill stay the same @asclear o!nership for deli'ering the benets been established

De'eloping leadership to

shape and dri'e thepro/ect

+o !hat etent is the :ni'ersity pro'iding and de'elopingleadership to support the pro/ect Who is the pro/ect "champion#and is that person $no!n and recognised as such across theorganisation s the leadership team committed to ma$ing the

proposed changes Do organisational leaders possess thenecessary s$ills to de'elop and eecute change plans Domanagers understand the impact proposed changes are li$ely toha'e on the people in their teams f not& !hy not


3/9


0Date2

Change strategy and plan

=anaging the pro/ect

De'eloping a suitableapproach and plan to

manage the change

+o !hat etent does an e-ecti'e change plan eist for the pro/ect@o! much in.uence to $ey sta$eholders ha'e in the o'erallsuccess of your pro/ect Which groups;teams;indi'iduals !ithinyour area !ill need to change specic beha'iours and !or$practices Which areas !ill be most a-ected by the proposedchanges Which areas may be particularly resistant to the changeand !hy What !ould be needed to help these groups accept theproposed changes more readily

=anaging and controllingthe pro/ect

+o !hat etent is the scope of the pro/ect understood Whatdegree of clarity is there o'er !ho o!ns the pro/ect and !ho !illdeli'er it @as the Programme;Pro/ect team identied !ho needs

to be in'ol'ed in $ey decisions and formulated a decision5ma$ingstrategy Are you capable of in.uencing the $ey decision ma$ersDo you ha'e su3cient time and other resources to see thechanges through successfully


4/9


0Date2

8rganisational Design

Cultural Alignment

Aligning the pro/ect to the

:ni'ersity*s structure

+o !hat etent do the eisting organisational structures& roles&policies& infrastructure and performance measure support thechange Does anything need to change What other initiati'es are

currently under !ay that !ill need to be considered in preparingfor the proposed changes 0e%g% con.icts o'er resources orob/ecti'es2

Chec$ing that the pro/ectis attuned to the:ni'ersity culture

+o !hat etent does the :ni'ersityBs culture 0'alues& beha'iours&mindsets2 support the change Are there other 'alues andmindsets that !e should be ta$ing into account @as theorganisation eperienced signicant change in the past @o!does this e-ort compare to pre'ious e-orts @o! do proposedchanges t !ith the 'alues and priorities of indi'iduals andgroups


5/9


0Date2

Commitment

=anaging performance

earning and De'elopment

(uilding commitmentacross the :ni'ersity forthe changes associated!ith the pro/ect

+o !hat etent are sta$eholders e-ecti'ely identied& engagedand managed in relation to the change What feedbac$mechanisms ha'e or can be been established to ensure constant

communication during the transition Do you 0and your team2ha'e the personal dri'e and resilience to see changes through

(uilding capabilitythrough managing

people*s performance

+o !hat etent is the :ni'ersity prepared to manage poorperformance& inappropriate beha'iours etc in relation to thechange Are there any performance measures specic to yourarea 0faculty;department;di'isional;team;indi'idual2 that need to

be established to measure the ob/ecti'es of this change orencourage change What eisting structures& processes& policiesand systems for managing performance !ill hinder this e-ort

(uilding capability bypro'iding people !ith thes$ills and $no!ledgeneeded to implement thechange

Are there clear plans in place for e,uipping people !ith thenecessary s$ills& $no!ledge and attitudes to deli'er and sustainthe change 0


6/9


0Date2

Comments >ey actions re,uired9AG status09ed& amber&Green2


7/9


0Date2


8/9


0Date2


9/9


0Date2

Documents

change-readiness.xlsx