Programme Governance Model

Copyright © Peter Wheelhouse 2014

 

Business Change Manager - Role Description

1.  Overview.

The Business Change Manager is responsible for ensuring that the outcomes & outputs caused by projects and line activities result in the business operations being changed and benefits secured in a co-ordinated manner across the organisation whilst at the same time maintaining business continuity (i.e. business as usual) within agreed tolerances.

 

The Business Change Manager has responsibility for benefits definition and management throughout the programme.

 

To realise benefits, the programme must be closely integrated with mainstream business activities. It is only when changes become ‘business as usual’ that the benefits will be realised.

 

The Business Change Manager is key to providing the ‘bridge’ between the programme and business operations to ensure that the business change is embedded with the business as usual operations and to further ensure that business continuity is maintained during the change. The Business Change Manager will often have a team of Change Agents with responsibility for specific areas of the business.

2.  Accountabilities.

The Business Change Manager is specifically accountable for the following:

 

  1. Ensuring that the interests of the Sponsoring Group are met by the programme.
  2. Representing the Programme Board’s interests in the final outcome of the programme.
  3. Is the author of record and guardian of the final business case for funding the programme of work.
  4. Owner of the following Governance Baseline Components:
    1. Benefit Management Strategy
    2. Programme Benefit Map
    3. Programme Benefit Profile

3.  Responsibilities.

The Business Change Manager’s specific responsibilities include:

 

  1. Obtaining assurance for the Sponsoring Group that the delivery of new capability is compatible with realisation of the benefits.
  2. Conversion of the ‘chain of impacts’ into benefits, by developing a reception strategy – a level of acceptance within the business – for managers and staff.
  3. Synchronisation of change practices, processes and people within the business-as-usual frameworks.
  4. Managing the disruption to the business caused by change and developing stratagems to reduce resistance.
  5. Building confidence and trust between the project teams and the line.
  6. Working with the Programme Manager to ensure that the work of the programme, including the scoping of each project, covers the necessary aspects required to deliver the products or services that will lead to operational benefits.
  7. Working with the Programme Manager to identify projects that will contribute to realising benefits and achieving outcomes.
  8. Identifying, defining and tracking the benefits and outcomes required of the programme.
  9. Identifying and implementing the maximum improvements in business operations (both extant and newly created) as groups of projects deliver their products or services into operational use.
  10. Managing the realisation of benefits, and ensuring that continued accrual of benefits can be achieved and measured after the programme has been completed.
  11. Establishing and implementing the mechanisms by which benefits can be realised and measured.
  12. Taking the lead on transition management; ensuring that ‘business as usual’ is maintained during the transition and the changes are effectively integrated into the business.
  13. Preparing the affected business areas for the transition to new ways of working; potentially implementing new business processes.
  14. Optimising the timing of the release of project deliverables into business operations.
  15. As the programme progresses, the Business Change Manager is responsible for monitoring outcomes against what was predicted.
  16. Programme design (in consultation with, and through facilitation of, cross functional teams and human resources experts):
    1. Reception strategy (how changes will be perceived and received.
    2. Sequence delivery of products and impacts into the activities in the line.
    3. Evaluate process risk.
  17. Business / Operational Change management:
    1. Sets out, refines and maintains the programme’s blueprint for future operations once the programme has been completed.
    2. Identifies the means through which benefits can be attained and assessing their practicality for the people involved.
    3. Maintains oversight of the transition plans within each project and at programme level, and for ensuring that all aspects of the programme’s impact at this point can be integrated efficiently and effectively.
    4. Prepares and maintains assessments of the risks to the programmes benefits through all phases and eventual completion including the attainment of the maximum benefits.
    5. Ensures line managers become accustomed to programme management disciplines and is active in engaging line managers, (must become familiar with their areas of operation).
    6. Is responsible for the management of the change activities which must ensure that managers and staff in the target business area are informed and involved throughout the life of the programme and are fully prepared to exploit the new operational business environment once it is put in place.
    7. The focus is for inter-project dependencies - particularly those between projects in the infrastructure portfolios, concurrency of change, and management of programme critical path.
    8. Manages the communications within the programme and between projects.
    9. Synchronises programme delivery with business events and cycles and integrates projects with each other and normal business operations.
    10. Manages the positive reception of the products created by the programme in the operations areas affected by the programme driven change.

Programme Organisation