What are the goals of the change programme both short and long term How will

What are the goals of the change programme both short

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What are the goals of the change programme – both short- and long-term? How will the success of this programme be measured – and when? Which aspects of the programme are most critical to achieving the goals? Are the sponsor goals for the programme viable? Have the goals been vali- dated by others? Do the key stakeholders buy-in to the goals for the change programme? Do the sponsors have an understanding of the challenge associated with the change? If the project is a part of a larger programme, similar work efforts may occur in value management tasks within the programme and project management methods. It is important that the value plan ties in to these efforts, but is also managed at the project level. CASE STUDY Change architecture in a Middle Eastern oil exploration organisation The company was making plans to build a new refinery with a capacity of 450,000 oil barrels per day in the next five years. At the same time, the organisation leadership introduced a number of strategic initiatives to drive improvement in operations, including projects in safety, reliability, supply chain, and business process reengineering. Given the range and scale of the initiatives, leadership was concerned that the business would struggle to assimilate the scope and depth of change required. The organisation decided to add change management architecture to the overall programme. While change management was not necessarily part of . Downloaded from . University of Birmingham, on 10 May 2019 at 21:29:53, subject to the Cambridge Core terms of use, available at
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Human Capital and Global Business Strategy 220 similar programmes in the past due to cultural considerations, the leader- ship was committed to minimise business disruption and improve organisa- tional performance. The team took the initiative to address some of the key aspects of the change programme: integrating initiatives into a coherent journey that can be easily under- stood, communicated, and assimilated by the whole organisation; designing and implementing a systematic approach to prioritise, align, measure and drive a successful transformation of performance; developing and implementing the overall transformation governance model with a clear accountability framework; defining and implementing a new programme methodology to ensure successful management of change; refining the strategic management system and organisation architecture; designing and implementing a structured communication process; putting in place a corporate transformation office and governance structure to manage and support the transformation; improving organisational commitment to the transformation programme; providing senior management with a clear assessment of strategic pro- gramme progress, interdependencies, and risks; an integrated standardised approach to programme management; fostering project management, change management, and communica- tion skills.
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