660 words, 2.4 minutes read. By Gerard Blokdyk
Management of Change 1 big thing: Interface so that your personnel manages projects with often aggressive and achievable stakeholder deadlines.
The big picture: Safeguard that your strategy is responsible for integrating change management throughout the work to improve business outcomes and the involvement of those leading and receiving the change.
Why it matters: Verify that your organization partners with regional, divisional and corporate leadership on short and long term planning for the community, including supporting and implementation of change management initiatives.
Go deeper: Develop KPIs and metrics as they apply to the measurement of change management effectiveness and/or the progress of change initiatives; develop and manage dashboard reporting or scorecard.
State of play: Make sure the program manager provides management oversight and leadership by helping to ensure that the programs benefits are realized and is responsible for the successful delivery of the technical change and by association the business change.
Under the hood: Secure that your process reviews and analyzes changes in process/procedures; leads or participates in evaluating high-impact processes on (internal) customer experience, revenue management or operational efficiency for quality, ensuring compliance with sound processing practices and company policy; provides technical advice on existing, new or revised procedural changes and process issues; investigates and resolves process and procedural problems; advises management on impacts of new processes and recommends changes.
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What they’re saying: “Assure your design optimizes all elements of CRM including omni channel solutions, customer service management, and change management to drive operational efficiencies to deliver a better customer involvement.“, Manager Gas Control Operations (Columbus, OH or Hammond, IN)
What to watch: Make sure your strategy provides functional and technical support in the execution of business processes, including: interaction with business users, identification and documentation of SOPs, gathering business requirements, functional testing, and change management.
Be smart: Guarantee your staff ensures seamless execution of all digital transformation and change management related activities across the digital transformation organization by applying digital transformation change management methodologies, communication planning, organizational readiness assessment and stakeholder analyses.
Meanwhile: Ensure the Process Technology area aligns to corporate requirements and develops plans and priorities to meet/achieve/exceed the corporate and business objectives.
On the flip side: Certify your workforce is involved in maintaining vulnerability scanning tool compliance and patch management, including ensuring IT staff pushes patches to all systems, maintains compliance with directives, manages changes to the system, and assess the security impact of the changes.
The bottom line: Ensure proper configuration management and change controls are implemented to preserve the integrity of the data and the quality of the reporting packages provided to the end user.
What’s next: Work towards the daily and weekly service management and maintenance of IAM Security controls vulnerability patching, log analysis, application upgrades, organizational change, etc.
ICYMI: Manage and ensure the technical integrity of the system baseline over time, continually updating it as various changes are imposed on the system during the lifecycle from development through deployment and operations and maintenance.
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