NIH Change Management Program Change Management Program Overview March 8,

What Different Disciplines Mean by “Change Management” Process by which a Project Manager, managers changes to the project scope, timeline, and budget. Project Management Change Management IT Change Management Process and governance by which changes to an IT product or system are collected, coordinated, and implemented. Organizational Change Management The proactive and strategic approach to addressing the people side of organizational change to ensure change is adopted, successful, and sustained For Example: NIH is implementing a new travel platform to book all NIH travel. Leadership has just decided the system needs to go live 2 months earlier. The Project Manager now has to analyze how many additional resources are needed and how much it will cost. Post go-live the project team has received several requested changes to the system from users, such as adding a filter for direct flights. Change management will be used to determine what changes are made, when, and how. Travel Planners like the current system and are resistant to using the new one. The project team will need to understand where this resistance comes from, leverage leadership support, effective communication, and training to ensure the system is fully adopted.

What is Organizational Change Management? Change management proactively plans for and addresses both the organizational and people side of change. Integrated with project management, change management recognizes the importance of individual and environmental factors in supporting necessary behavior changes. Current State Future State Change ManagementSustained Outcomes Risk Without Change Management 3

Benefits to Projects Projects that effectively execute change management help employees Understand Why to Change Know What to Change Have the Skills & Knowledge to Change These projects thus reduce resistance to change and are more likely to: Achieve & Sustain Objectives 1 Avoid Re-WorkStay within Budget 1 “Change Management for a Healthy NIH” 1. Prosci’s tutorial titled the “Case for Change Management: Correlating Success and Change Management Effectiveness”, which is based on Prosci’s 2007 and 2009 benchmarking studies.Case for Change Management: Correlating Success and Change Management Effectiveness 4

Integrating Project and Change Management Integrating project management and change management is essential to project success How the customer explained it. How the project leader understood it. How the analyst designed it. How the programmer wrote it. What the customer really wanted. If Not Integrated Project may not achieve the intended outcome New process, system, or policy may not be adopted by users Change management become a last minute effort or does not meaningfully influence other aspects of the project Integrations Depends On Shared accountability for project outcomes, not just: -Hitting the go-live date -Executing change management activities "" 5

NIH Change Management Framework Evaluate & Adapt Planning Stakeholder Analysis Leadership Engagement Workforce Impacts Assessment Communications Training Who is affected by the change? Sustain Implement What is changing? Why? How are they impacted by the change? How do the affected people get information?

The Change Management Program As NIH increasingly has to adapt and implement new programs in response to changing internal and external conditions change management resources and capabilities will be key OSPMO now offers a 4-pronged Change Management Program Streamlined access to expert change management support through existing vehicles, a new multi-vehicle contract for OM and NIH, tools and templates to use in structuring orders (In Development) Collaborative community to help employees develop change management capabilities and to provide project specific advice NIH specific change management resources to make it easier for anyone to integrate change management into their project OSPMO Change Management Staff consult projects providing specific guidance on utilizing the tools and evaluating change strategies OSPMO Change Consultation Contract Resources Community of Practice (CoP) Change Management Guide & Resources 7

Change Management CoP Leverage easy to access change management tools, including:change management tools Change Management Guide – tactical guidance, templates, & examples Communications Toolkit – communication vehicles for NIH’s administrative communities Ask general or project specific change management questions of: CoP Members – on the yammer group and at CoP eventsyammer group OSPMO Change Management Staff – at bi-weekly virtual office hours or individual consultations Develop your change management skills through: Quarterly & Ad-hoc CoP Events – deep dive into key change management concepts Annual Bootcamp (2017)– immersive, hands-on training to quickly develop comprehensive foundation Find inspiration in interesting articles, tips, and new ideas on the: Change Management Website – highlights additional resources, models, and trendsChange Management Website Yammer Group – showcases insights from peers and researchYammer Group 8

Who Should Join? Anyone who’s interested in or participating in organizational change The following individuals are particularly likely to benefit from joining: Project management staff/PMPs Any strategic goal team members or staff currently leading a major project Change management experts Staff who help implement changes (e.g. AO’s) Training/learning staff Communications staff We encourage you to share the CoP and website with anyone you think might be interested 9

How to Get Involved Join the Listserv the OSPMO Change Management StaffOSPMO Change Management Staff You’ll automatically be added to the listserv and receive additional details & Join the Yammer GroupYammer Group Dramatically increases your access to peers and resources See the How to Join Yammer Document for instructions Check out the Change Management WebsiteChange Management Website -Provide us feedback to improve the site design by joining our Ideation challenge! (Feb.8- April 30)Ideation challenge Join us for our first virtual office hours -February 23rd from 10:00-11:00am OSPMO Change Management Staff if you’re interested in getting more involvedOSPMO Change Management Staff 10

Website Demo 11