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Unit 12: Management of Change
Challenges of System wide Redesign and Rethinking
These challenges come into sight as the pilot group's work gains immense credibility. This authority
challenges the established internal infrastructure and practices of the organization. Some of the
challenges are:
1. Governance: With the increase in pilot group's capabilities and activities, it starts running into the
priorities and traditional processes of the rest of the organization which leads to conflicts over
power and liberty. This can be avoided if the capabilities are in place for organizational redesign.
2. Diffusion: Organizations must learn to recognize and deal with their odd, almost unnoticed
incapability to transfer knowledge across organizational boundaries. Otherwise, people around
the system will not build upon each other’s successes.
3. Strategy and Purpose: Planning must be done to revitalize and rethink the organization's intended
direction for success, its contribution to its community and its future identity. Steps need to be
taken to improve the processes of conversation that guide people to build and refine their
aspirations and goals for achieving them.
12.1.3 Guidelines for Change Management
The change management process should include the following elements:
1. Change Initiation: A Request For Change (RFC) should be filed and recorded. The request
includes the proposed change, change category, and any other additional and supporting details.
The resources necessary to successfully plan, develop, test, and implement the proposed change
allot a standard, minor, significant, or major change category.
When a need for change has been recognized and the initiator has raised a Request
For Change (RFC), the change is categorized and prioritized based on the initial
information available.
2. Change Review: The change manager reviews the RFC to conclude the impact of the requested
change and accredit priority to the RFC as urgent, high, medium, or low priority. The change
manager makes sure that the RFC is complete and practical. During the course of change review,
existing information on identified risks and their potential impacts from risk management is used
to process the RFC. When there is inadequate information to conclude the potential impact of the
RFC on the exchange service, the risk management process takes place. Findings are documented
as part of the risk list and risk statement.
After the RFC is ready, the authorization process takes place. If the change is
authorized, it continues into the approval process. If authorization is denied, it is
returned to the change initiator for additional information and rework before it is
resubmitted.
3. Change Approval and Scheduling: An acceptably completed RFC with an appropriately identified
category and priority requires approval from the decision maker or the Change Advisory Board
(CAB). The CAB is a group of stakeholders representing different business entities and interests. If
the change is accepted and approved, the CAB sets a first round schedule for implementing the
requested change. All relevant approval or reject discussions and scheduling decisions are entered
into the change management log.
The CAB appoints a team to validate the test plan as part of the change
management process. The team tests all items in a test lab, analyzes, verifies the
results, and prepares a report for the CAB.
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