COMPETENCE 11: TRANSITION MANAGEMENT
The ability to manage the integration of the outputs of a change initiative into business-as-usual (BAU), ensuring that outputs enable delivery of the intended value.
Transition management is multi-faceted, its purpose being to facilitate changed capability, bedding in new processes, practices, and tools and techniques. It includes organisational change management and directing benefits realisation management.
Knowledge of what is needed to support the transition.
Establish the logistic requirements and key staff required to support a transition.
- Different transition strategies that support the chosen life cycle.
- Techniques to identify stakeholders and ways to get their buy-in, including how to build and communicate the transition plan.
- Ways to identify and mitigate any potential areas of concern.
Knowledge of the knowledge transfer requirements.
Determine the knowledge transfer requirements for a transition process.
- Ways of assessing the differences in processes and ways of working brought about by a change initiative.
- The change management tools and models that are available.
- The ways to capture knowledge requirements and ensure that they have been planned appropriately.
- The need for strong interpersonal skills, including leadership, emotional intelligence, communication and choice of language.
Knowledge of the different approaches to transition.
Create a transition plan where priorities, potential disruption and output ownership are key considerations.
- Ways to identify which transition activities have the potential to disrupt BAU.
- The dependencies and constraints in place that may impact transition.
- How to capture organisational and business priorities.
- Ways to identify the resources required for transition, including budget, support, coaching and champions.
Knowledge of the ways in which to agree a way forward on the transition process plan.
Negotiate with stakeholders to gain agreement on the transition process plan, including staffing solutions, logistics and knowledge transfer requirements.
- The engagement of stakeholders and ways to create understanding, including the constraints and complexities that have informed the transition plan.
- How to identify the available transition options that address stakeholder needs.
- Ways to ensure understanding of a change initiative requirements from the business.
- How to actively address conflicts between a change initiative and BAU.
Knowledge of the ownership of benefits.
Establish a benefit review process to monitor benefits realisation which meets the requirements of relevant stakeholders.
- The benefits life cycle, including: roles and responsibilities, the indicators of success, the sources of data and ways to measure and monitor achievement.