Enterprise Integration Toolkit

In conjunction with developing the business case, establish a consensus in the problem and challenge facing the organization. Use this to create a demand for change and need for the overall initiative/program at the organization leadership level.

Based upon defined problem, challenge, and business case, identify process areas, systems, organization(s), and people that will be impacted

Identify key personnel in leadership positions that are responsible for process areas, systems, organization, and people that will be impacted. Also identify key stakeholders (internal and external to the organization) that will be affected by anticipated changes.

The key individual from the organization that will serve as the sponsor throughout the organization's transformation and the life of the program/project must be identified early. This person will serve a key position (Chair) on the Senior Steering Committee.

Select Steering Committee members from across the organization leadership positions and from key stakeholders (internal and external to the organization)

Secure key individuals to participate in change management activities. Compliment internal resources with change management consultants (to guide internal resources) if the organization does not have comparable experience in organizational and process change. Assure CM team plans appropriate tasks for each phase of the project.

Based upon the extent of change and leadership's ability to lead their respective area through the necessary change, identify training/education, interventions, and additional support needed to effectively deal with and manage change.

Assure that an initial assessment of the organization's willingness, ability, and resistance to change is performed.

Involve leadership in Analysis of Alternatives (AoA) and formulation of Charter.

Determine the communications approach(es) based on the level of change and target audiences. Keep in mind that people learn in a variety of ways, so communications should use multiple methods to reach target audiences (1:1, meetings, email, portal, newsletters)

Construct Initial Communications Plan to guide two-way project communications, ensure buy-in and adoption of change and include as exhibit to Project Charter. Reminder: Communications should reinforce how the initiative supports the strategic mission and vision of DoD. The objectives of the communications effort for the Program are the following: To help individuals prepare for, understand and accept changes in their wor environment, To inform and involve all affected groups whose commitment will be needed, To provide accurate information to keep stakeholders focused, reduce rumors and performance dips, To build realistic expectations regarding program impacts and benefits, To provide timely information, using a multi-media approach, tailored for various audience groups, To sustain interest and energy of team member and business representatives who are involved with the program, Encourage Sponsorship ownership.

Engage senior level management to approve the approach, to signoff initial plan and to sponsor key communications.

Review the business case and define a 'value proposition' statement that will be effective with all levels of the organization. Additional statements may be needed for different target audiences but the overall message should be consistent.

Review business case, requirements and the results of the alternatives analysis to determine what the impact will be on the organization from a people perspective. Document initial determinations of centralization vs. decentralization, new departments/functions and/or eliminated departments/functions. Quantify in head count where possible.

Determine what key items will need to be in place (high level view) for successful introduction of envisioned new capability and how they will be measured.

Conduct an initial assessment of organization as it relates to readiness, conduct gap analysis to key readiness items and develop plan to address.

As a result of doing the initial organization readiness, identify those individuals who are influential in the organization and are not 'on board' with the program. Establish a plan to address both illegitimate and legitimate issues that are raised.

Identify skills needed for implementation team. In conjunction with defining high level requirements, identify level of change in skills required of the work force after implementation.

Review alternatives and define a strategy that will be used to get the project team up to speed (trained). This is a combination of program management and methodology training as well as product training once the solution has been selected.

Define at a high level, the approach that will be used to involve/train the end users to assure adequate knowledge transfer and user acceptance.