| Change Measurement |
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- Document specific change metrics for the initiative
- •Develop methods for measuring change, identifying baselines and targets, collecting data and taking corrective action where necessary
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- •Provides key management information about where the change initiative is and isn’t on track, allows early action to be taken to minimise transition risk
- See the value chain linking interventions, transition and realisation of business benefits
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- No quantified data measuring change progress
- Management lack key risk management mechanism
- Corrective action may be too little, too late
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| Business Readiness |
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- Determine whether the organisation is ready to transition to the future state
- Ensure transition arrangements are complete and establish ‘go / no-go’ criteria and checklists
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Business readiness issues are identified and resolved well in advance of transition
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Engages leadership, builds ownership and prepares the organisation for transition
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- Little or no evidence of readiness prior to go-live
- Increased risk and costs associated with disruption to business as usual
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| Benefits Realisation |
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Document benefits measures, owners baselines and targets
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Document, how and when benefits will be realised and who is responsible for monitoring and managing benefits
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Clear definition, ownership and expectation management of anticipated benefits
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Clear mechanism for determining and communicating the success of the change initiative
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- No means of determining whether the change initiative has delivered the required return on investment (financial or non-financial)
- No clear ownership of ongoing benefits
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