Premise: Change is a constant, or ‘the only thing that is constant is change’ [Heraclitus].
References: ISO 9001:2015 Clause 6.1.2 Actions Taken to Address Risks and Opportunities
ISO 9001:2015 Clause 6.3 Planning of Changes
| DIRECTION | PROCESS STEPS | KEY CONSIDERATIONS | AUDITABLE OUTPUTS |
| Shared Vision and Strategic Goals (Improvement Journey) | Improvement Opportunity identified: What’s needed and where to next? | Board and Senior Management agreement and buy-in | Strategic Plan Board Meeting Minutes |
| Risk Assessment | Create the “Why change?” benefits (incl. cost benefits) Risk assess the threats/barriers/ negatives/disadvantages | Ensure the benefits are justifiable and the risks can be managed within budget and resource allocationBoard and Senior Management review of cost benefits and risk control measures > endorsement of the change | Cost Benefit AnalysisRisk AssessmentSenior Management Meeting MinutesBoard Meeting Minutes |
| Communication and Consultation | Communication > Engaged and Empowered to tackle the change | Expect resistanceGet them on-side/establish buy-inIdentify people to lead the change process/change agents who are committed and motivated (involve both senior and middle management) – to get traction and provide and maintain momentumSenior Management and all key staff involvement in the process – sphere of influence (incl. all key interested parties) | Senior Management Meeting MinutesProject Change Management Team Meeting MinutesPresentations to key interested parties |
| Planning: Operational level goals and actions to achieve the strategic goals | Develop Action Plan and targets (what are the parameters) to achieve the Goals Departmental goalsPersonal goals Define Outcomes and Outputs sought: What will be the measure of success for each Outcome and each Output?How will we achieve the Outcomes and Outputs (what activities have to be undertaken to achieve the Outcomes and Outputs)? | Tell the story of what success looks like. Words such as growth/improved/ reduced/increased will provide direction (but include performance targets that are measurable)What are the things we can look at to see if we are heading the right way and on target (an action list which is measurable)?How will we monitor how each activity is going?Need to have evidence | Project Change Management Action Plan, including measurable Outcomes, Outputs and associated performance targets – defined and documented |
| Implementation | Implement the Project Change Management Action Plan activities | Roles and responsibilities for tasks allocated/defined and documented | Project Change Management Team Meeting Minutes |
| Evaluation | Action Plan progress and performance monitored. How well are we doing?How do we know how well we are doing?Review of progress – data/statistics to inform/tell us how we are travelling (eg, “number of” or “percentage of”) – related to each activity | Meetings – progress and issue reporting high is high on the AgendaAnchoring points – to keep us on trackProgress monitored by senior and middle management and reported to Board (as applicable)Survey of represented key interested parties to establish performance data | Project Change Management Team Meeting MinutesSurvey results |
| Reflection | What have we achieved in terms of where are we heading?What works?What didn’t work?What have we learnt – what we discovered?What can we improve?What are we doing about it? | Review by both senior and middle management and reported to Board (as applicable) | Project Change Management Team Meeting MinutesSenior Management Meeting MinutesBoard Meeting Minutes (as applicable) |
| Goal Achievement | We made it and we have data/objective evidence to demonstrate that we made it! | Celebrate and Communicate/Share successReport/presentation to Board and DSNConsolidationCulture of continual improvement | Congratulatory email to all staffPublic noticesWebsite updateBoard Meeting Minutes |
