768 words, 2.8 minutes read. By Gerard Blokdyk
Management of Change 1 big thing: Make headway so that your group ensures effective management of organizational change efforts.
The big picture: Ensure you are able to analyze and determine best communication and change management approaches and methods in consideration of audience, content, sustainment needs.
Why it matters: Assure your design executes change initiatives and activities utilizing project management disciplines ensuring successful project delivery that is in line with the broader goals and objectives of the program.
Go deeper: Warrant that your company applies a variety of staff analytic techniques to human resources and general management problems to develop training requirements, ensure that recommendations for change and action are workable, and comply with professional standards of excellence.
On the flip side: Warrant that your group creates and fosters an environment of innovation; removes roadblocks and enables strategic risk taking; advocates and drives change management and adoption of behaviors and practices.
What we’re hearing: “Establish that your group is owning change coordination activities, status reporting, roadmap planning, and additional change infrastructure elements that help motivate change consistency.“, Utilities and SHE Support Engineer
Between the lines: Facilitate the technical and end user experience evaluation of key communication, collaboration, and productivity tools along with the subsequent roadmap development, change-management and migration strategies and execution.
Yes, but: Design end-to-end change management plans for medium complexity digital transformation projects and initiatives to drive adoption and implementation of process and technology changes across one or more business areas.
How it works: Communicate, liaise and operationalize organizational change management with various departments in the organization to facilitate implementation of new or improved process changes verbally and/or through written documentation.
Be smart: Oversee that your group promotes, communicates and utilizes your organizations process safety vision to employees and contractors, and stewards activities to achieve your organization goals and initiatives while reducing process risk.
The backdrop: Define and implement measures of change management performance, producing and presenting regular management analysis and reports; leverage metrics to make informed decisions and guide change
Under the hood: Make sure the lead is responsible for all capital project related phases including funding approval, cost forecasting and tracking, schedule oversight, detailed engineering and design, procurement of all engineered equipment and long lead items, scope definition, bid package development, stewardship of field construction activities, coordination of commissioning and start up planning, MOC (management of change) stewardship, and project close out.
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State of play: Make headway so that your personnel is designing, developing, and documenting software to support process improvements, or company policies and procedures, Developing and maintaining integrations with internal and external systems, Work with the functional departments to design, develop, test system changes processes, and provide documentation and training the end users, Provide technical leadership throughout the requirements, design, build and implementation processes, Ensure compliance with key controls related to change management, user administration and logical security.
What to watch: Oversee implementation of multiple key initiatives, working closely with line management responsible for executing change; define the associated change management imperatives and required resources.
The bottom line: Support Single or multiple Operations silos in the areas of General Operational management, risk management, internal risk metric reporting, Incident management, change Delivery and performance of department/internal reviews testing and audits.
What’s next: Guarantee your strategy is identifying and implementing change management techniques to ensure the adoption of the solution and return of investment is achieved; acts as key change advocate.
ICYMI: Liaison so that your process develops strong internal relationships with strategic marketing, operations, supply chain, commercial excellence to act as liaison between (internal) customer facing and internal functions.
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