Change Management Governance Name of Project/Change: Date Created: By:

Change Management Governance Name of Project/Change: Date Created: By:

CHANGE MANAGEMENT GOVERNANCE ACTIVITY Define your Change Management Governance that will underpin the Prepare, Manage & Embed phases of change. PURPOSE To create the governance, processes and boundaries that will support the successful delivery of the change management workstream. HOW? Following a structured approach that looks at specific governance related domains. WHO? WHEN? Inputs: Get inputs from the Change Manager, People & Culture and the Project Manager. Outputs: The Change Manager is responsible for managing the change governance. The Change Management Governance should be defined at the start of the project and managed throughout all phases of the project and change lifecycle. SUCCESSFUL OUTCOMES Project and Change Team members have a clear understanding of scope, roles and responsibilities helping to eliminate scope creep and lack of ownership. The management of Risks, Issues, Dependencies and Decisions is done in a formal manner. Regular reporting helps ensure visibility of change related delivery in relation to the project. Reduced ambiguity around change governance and processes helps ensure the smooth delivery of change.

TIPS CHANGE VS PROJECT GOVERNANCE TIPS: While Change and Project Governance go hand in hand, never assume the Project Governance will sufficiently address the needs of the change workstream. Change governance does not replace or negate project governance. Each is in place to ensure the smooth management of deliverables. TIMING TIP: DETAIL TIPS: Define your change governance as early as possible when planning for the change. Change management is often an area that is not understood by project and business stakeholders. Building regular reporting into your governance and ways of working helps to ensure there is visibility and understanding of this valuable work. Waiting too long to bed the governance down and socialise this with team members may result in unnecessary issues. Set up a robust reporting cadence, build this into your change plan and report against this delivery. Defining governance may appear to be tedious work but ensuring this detail gets defined will help eliminate many hours of unnecessary rework and risk and issue management down the line.

HOW TO USE THIS TEMPLATE 1 Follow the instructions on each page to capture the necessary information 2 You will need to complete the following sections: Team Structure Roles and Responsibilities Meetings Risk and Issue Management Comms Review and Approval Reporting Approvals and Sign-offs Escalations Process Change Control Process 3 Detailed notes or suggestions in THE HEADERS should be deleted prior to final review, approval and distribution.

GOVERNANCE The establishment of good governance in support of the change is critical to the successful delivery of the change management stream. Change governance must be established in addition to or as an add on to the project governance. Project governance may very often overlook key change related aspects that should be managed. The Change governance should cover 8 key areas as defined below: 1 Team Structure 5 Reporting 2 Roles and Responsibilities 6 Approvals and Sign-offs 3 Meetings 7 Escalations Process 4 Risk and Issue Management 8 Change Control Process

CHANGE TEAM STRUCTURE Illustrate the known or proposed integrated Project and Change Team structure including the lines of reporting for the CM. Note: Best practice is for the CM to have a direct line to the Sponsor and positioned at an equal level to the PM. Project Sponsor x Project Manager Change Manager X x x x x

ROLES AND RESPONSIBILITIES Name Jane Smith Name Name Name Name Name Name Name Name Name Role Change Manager The different project and change stakeholders and their respective high-level roles and responsibilities should be defined as early on as possible in the project. This activity helps to ring fence who is responsible for what and avoid / eliminate role overlap or unrealistic expectations of the CM e.g. CM to carry out process redesign etc. Include People & Culture, Comms and other stakeholders tasked with change related project delivery. Responsibilities Define in detail the responsibilities for Jane.

Detail any existing meetings as well as proposed CM specific meetings / forums. This exercise should ensure that all relevant governance meetings and forums are planned for and implemented to support good governance, decision making and delivery. MEETINGS Meeting Duration Frequency Attendees Purpose Change Champion Update 1.5 hours Bi-weekly Change Champions To provide the Change Champions with an update on the project and brief them on any communications, activities or campaigns that they will need to engage and support with.

RISKS, ISSUES & DEPENDENCIES All change related risks, issues, dependencies and decisions to be formally logged in the Change Raid Log This should be on a weekly basis and a summary of new or open risks, issues, dependencies and decisions must be submitted as part of weekly Change Status Update Report Risks and issues that require escalation will be taken to Steerco and if necessary, the project sponsor

COMMS REVIEW & APPROVAL Comms Type Sponsor Messaging & Comms Internal Messaging & Comms External Messaging & Comms Intranet Content Internet / Social Media Content Change Champion Content & Messaging Governance regarding Comms, Messaging and Engagement Approvals and Sign-offs refers to the process and detail that needs to be followed regarding the review and approval for specific Communication related artefacts. Note: Agreement is required for what communication related artefacts require review and approval and from who, as not all artefacts may require this due diligence. This process also has a material impact on timelines and speed of delivery. Reviewers should have the required knowledge and understanding of the artefact and objectives and be in a position to validate what has been created / proposed. Reviewer Approver Turn around time

REPORTING Reporting can become a time intensive and frustrating deliverable. Understanding up-front what reporting requirements the project and organisation has will help eliminate unnecessary duplicate reports. This will also help with building the reporting cadence into the overall change plan. Change related reporting on delivery against the plan, risks, issues and change related metrics is key for successfully driving awareness of the change stream while managing stakeholders accordingly. Understand what reporting requirements there may be. Detail best practice change delivery reporting as well as Exco dashboarding. Report Audience Format Due date / Frequency Change Status Report Project Sponsor & Manager PowerPoint Weekly (Friday COB)

APPROVALS AND SIGN-OFFS Governance regarding Approvals and Sign-offs refers to the process and detail that needs to be followed regarding the review and approval for specific change management artefacts. Note: Agreement is required for what artefacts require review and approval and from who as not all artefacts may require this due diligence. This process may also have a material impact on timelines and speed of delivery. Reviewers should have the required knowledge and understanding of the artefact and objectives and be in a position to validate what has been created / proposed. Artefact Reviewer/s Final Approval Turn around time Change Management Strategy HR and Project Manager Project Sponsor 3 days

ESCALATION PROCESS The Escalations process should define the agreed process to be followed should there be a need to escalate either change or project stakeholders as a result of poor performance, non-delivery, poor conduct etc Describe the project escalation process e.g. for any change related performance or delivery issues, please contact XXX XXX XXX

CHANGE CONTROL PROCESS The Change Control Process defines the steps that should be followed should any changes need to be made to change stream scope. These refer to deviations to Change Objectives and Activities as defined in the Change Management Strategy as well as material changes to change related roles and responsibilities as defined on Slide 7. Describe the project change control process e.g. for any change management scope related changes, the following process applies: Define the exact scope addition / reduction and motivate why this is necessary Define what the impact of this scope change will be on budget, resources, deliverables and timelines Document any alternative solutions that may have been put forward for consideration and timelines for when the proposed change will come into effect?

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