Transition Planning

last edited by: erin decaprio on Sep 24, 2006 1:49 PM login/register to edit this page

Contents
1 Application
2 Procedures
3 Instructions

A set of techniques to address all aspects of transitioning to a new environment. The key aspects of change that must be addressed are managerial (M), operational (O), social (S), and technical (T).

Technical transition planning is dependent on several factors, including:

  • degree of change required to existing systems
  • amount of new technology required to be added to the portfolio
  • methods of systems development to be used
  • level of skill base available to the enterprise
Social transitioning is achieved by applying various meta-analytical levers to identify actions required. (See Meta-Analytical Levers Analysis, Gap Analysis, DISC Analysis, Organizational Readiness Assessment, and Task/Training Analysis.)

Operational transition planning is perhaps the most complex part of implementing the future. Rolling out new activity work flows, procedures, roles, and responsibilities across an enterprise (or partition thereof) must be planned carefully. The sequence of changes to be made and the roll-out plan should be driven by the expected benefit stream. (See Business Change Analysis and Benefit Estimation).

It is also important to address any managerial aspects in terms of milestones, objectives, goals and/or other considerations. Results of social transition planning activities, with respect to reward and recognition factors, also need to be considered at the managerial level.

In addition, all aspects of cost of implementation and the payback (cost-benefit) will be taken into account before finalizing the total transition plan.

Application

  • To develop a path for reaching the new desired future state from a technological, social, and overall business perspective.

Procedures

  1. Identify all components of change required.
  2. Determine all necessary actions and/or tasks.
  3. Group into projects.
  4. Conduct analysis on costs, benefits, and risks.
  5. Modify actions as required.
  6. Develop project plans (including schedules).
  7. Confirm with stakeholders.
  8. Implement.

Instructions

Through the use of social systems analysis techniques, technology impact analysis techniques, and business change analysis techniques, identify all change components. Using Force Field Analysis and associated techniques, during confirmation and documentation of the reengineered solution, identify additional actions required to implement the desired changes. Depending on implementation strategies, group all of the change activities into a set of transition projects. For each transition project provide:

  • project name
  • project description
  • project tasks and descriptions of deliverables
  • project milestones
If not available, estimate for each project the total benefits to be derived, the total costs, and the payback. Perform a risk assessment, and adjust accordingly (see Risk Analysis). Create a resource plan, identifying resources required for each task, and estimate time frames, using project management templates and guidelines (see Project Management). Derive the schedule, based on the sequence of business change (see Business Change Analysis). Confirm the set of transition projects with stakeholders, and gain commitment to proceed. Implement, and coordinate the overall program.


last edited by: erin decaprio on Sep 24, 2006 1:49 PM login/register to edit this page


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