Month 03 Overview: Deep Dive into Change Management and Communication -lceted LCETED INSTITUTE FOR CIVIL ENGINEERS

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May 25, 2024

Month 03 Overview: Deep Dive into Change Management and Communication

Month 03 Overview: Deep Dive into Change Management and Communication

Project Team Integration and Pack Development By Month 03, you should be well-integrated into the Project Team, forming relationships with other Work Stream Leads. As a Change Manager, your role in socializing initiatives will be crucial. You will start to focus on developing and distributing various Information Packs that serve as primary communication links between the project team and the business. These packs will ensure that all stakeholders are aligned and well-informed throughout the project lifecycle.

Key Activities and Deliverables

PCG Signoff of Change & Comms Plan You should begin drafting a comprehensive Change and Communications Plan. This plan will outline how you will engage with employees and the broader business over the next 12 months. Schedule a meeting with the Project Control Group (PCG) and the People & Culture Lead to discuss and agree on the goals and objectives of the comms plan. The PCG will need assurance that critical communication points are identified, messages are clear, and there is no inconsistency that could cause confusion. The meeting will also help to set a detailed communications agenda for the upcoming months.

PCG Endorsement of Agile Initiative Securing PCG endorsement for the agile workplace initiative is crucial. Prepare a presentation pack that details how the project team arrived at this point, including a summary of the future state occupancy and design intents. This pack should also highlight the benefits of an agile workplace, guidelines for its implementation, and the necessary communications and education required. Following endorsement, prepare Leaders Packs to convey this information to the next level of leadership.

PWG Meetings and Reporting As a guide, your reports to the Project Working Group (PWG) should include:

  • Completed works for the period
  • Scheduled works for the next period with deadlines
  • Status against project stream schedules and budgets
  • Top three risks
  • Approvals required

Exciting updates for your first PWG meeting might include:

  • Draft of the agile storyboard
  • Introduction pack for Change Champions
  • PCG Agile pack
  • Newsletter launch
  • SOD (Start of Development) turning event featuring the CEO and special guests
  • High-level change and engagement strategy
  • Strategic Leaders Pack
  • Agile Communication Strategy pack with PCG and People & Culture sign-off
  • Standard Operating Processes for newsletters, Change Champions pack, and Strategic Leaders pack

Pack Development

Information Packs: Purpose and Types Information Packs are critical written documents used to communicate various aspects of the project to different stakeholder groups. Early in the Change Program, you will develop several types of packs, including:

  • Change Management Approach Pack
  • Project Control Group Pack
  • Initial Update Pack
  • General Managers Pack
  • Strategic Leader Pack
  • Information Pack
  • Change Lead Pack
  • Specific Topic Pack

These packs will help stakeholders understand and agree on the project’s goals, objectives, and strategies. They will include critical communication points, project team representation, roadmaps, timelines, infographics, and other engaging content.

Budget Management

Start sourcing cost estimates as soon as possible for various activities, such as:

  • Videos of strategic leaders on agility
  • Site visit banners, catering, and transport
  • Campaign posters and clean-up flags
  • Newsletter production
  • Agile animation video

Report on the budget at each PWG meeting and be prepared to adjust for unexpected expenses.

Understanding the Design and Development Process

Meet with the Project Director to review the Design and Workplace Principles. This discussion should cover:

  • Existing Packs prepared for the PCG
  • Design development framework and timing
  • Workstream overview
  • Technology concepts
  • Business input opportunities
  • Project charter and baseline program

You should also discuss aspirations for requirements gathering, workplace strategy establishment, concept design block plans, and schedules for final concept design and detailed design phases.

Business Unit Requirements Approach

Steps to Form Business User Requirements:

  1. Identify stakeholders to interview or survey (e.g., project team and strategic leaders).
  2. Gather sentiments on the change program from senior leaders.
  3. Agree on the approach for gathering responses (interviews or surveys).
  4. Devise and get approval for questions.
  5. Schedule interviews or survey handovers.

Analyzing and Acting on Business User Requirements:

  • Gather responses from stakeholders.
  • Table answers into a database for analysis.
  • Categorize and identify change items.
  • Share the database with the project team and PCG for discussion.

Utilisation Study

Review the Project Director’s utilization records for insights into team work point usage. This data will help understand team dynamics and inform future space optimization efforts.

Alignment Across Other Projects

Build relationships with other workstreams and business units, ensuring alignment and avoiding budget overlaps. If there are opportunities for synergy, discuss them with the Project Director to maximize value for the Change Program.

Health and Wellness Initiatives

Around Month 3, start exploring health and wellness initiatives. Engage a Wellness Consultant to support new ways of working, ensuring they align with the organization’s financial and wellness outcomes. Define deliverables clearly, such as improving employee health and setting achievable goals.

Criteria for Health and Wellness Consultant:

  • Provide credential details and strategy for overcoming obstacles.
  • Inspire health and wellness belief in the workplace.
  • Encourage employees to take responsibility and make choices.
  • Monitor and measure initiative success.
  • Suggest focus groups for feedback and improvements.

Setting Up the Project Inbox

The project email inbox will be a primary channel for employee inquiries and feedback. Manage this inbox effectively by:

  • Liaising with Internal Comms to set it up.
  • Announcing the ‘GO LIVE’ date to stakeholders.
  • Monitoring and managing incoming mail.
  • Sorting mail into workstreams for reporting.
  • Reporting outstanding issues at fortnightly meetings.
  • Using metrics to gauge project communication success.

Corflute Poster Boards for Floors

Develop professional corflute posters for use at meetings and on floors. These should serve as infographics and glossaries, clearly communicating the change program’s timeline and key messages.

Closure and Next Steps

As Month 03 comes to a close, it’s essential to reflect on the progress made and plan the next steps:

Review and Reflect

  • Evaluate the effectiveness of the initial communications and change management efforts.
  • Gather feedback from stakeholders on the Information Packs and initial engagements.

Plan for Month 04 and Beyond

  • Update and refine the Change and Communications Plan based on feedback and any new developments.
  • Continue to develop and distribute Information Packs, ensuring all stakeholder groups remain informed and engaged.
  • Prepare for the next PCG and PWG meetings with updated reports and any necessary approvals.
  • Schedule additional meetings with key stakeholders to discuss ongoing and upcoming initiatives.

Strengthen Relationships

  • Continue to build and strengthen relationships with Work Stream Leads, PCG members, and other key stakeholders.
  • Foster open communication channels to ensure ongoing collaboration and alignment across all project activities.

Monitor Budget and Adjust Accordingly

  • Keep a close eye on the budget, making adjustments as needed to accommodate unexpected expenses.
  • Provide regular budget updates to the Project Director and PWG to maintain financial transparency.

Focus on Employee Engagement

  • Enhance employee engagement efforts by organizing events, workshops, and information sessions.
  • Ensure the Health and Wellness initiatives are well-communicated and accessible to all employees.
  • Maintain a proactive approach to addressing employee concerns and feedback through the Project Inbox and other communication channels.

By the end of Month 03, you should have a solid foundation in place for the ongoing change management and communication efforts. With clear plans, strong relationships, and effective communication strategies, you are well-positioned to guide the organization through the upcoming phases of the project successfully.

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