Change Management

An enterprise covered multiple locations across three states. Historical information identified that the organization was losing millions, delayed projects were causing budget constraints and overages, and resources were stuck on projects taking them away from production work and other critical functions.

A change management methodology was required to improve the success level of projects and implementation. Change management would address the people side of the implementation allowing for raising and addressing resistance, correct sponsorship, understanding and incorporation of business and human objectives, and developing projects that meet all core requirements. Internal teams needed to be trained in methodology and tools, and the creation of a roll out plan to over 2,000 staff as well as a review process was developed.

Seven internal coaches were certified, pilot projects were selected to showcase methodology and its effectiveness, and trainings were held for leadership, project, and operational teams.