Organizational Change Management. In the EITS Environment, the EITSI occupies a key position between Service Providers and Customers and is essential for managing changes that happen between and amongst the participants in that environment. As such, the EITSI is essential for the transition of the Government and Customers to utilizing this new operating model and for sustaining and improving DHA and Customer use of the EITS Environment. The Contractor shall establish and manage the practice for Organizational Change Management across the Integrated Services to accomplish plan, implement, and manage the smooth and successful implementation of change with the DHA and Customers. The contractor shall facilitate, establish, and distribute the practice of Organizational Change Management within and across the Integrated Environment and the Integrated Service Providers, providing communication, education, and training. The Contractor shall document its framework and approach to Organizational Change Management, including the industry standard models for organizational change that it will adhere to within the EITS Environment in the SMM. Contractor shall document policies for support and governance of organizational change, as specified by the Government. Contractor shall develop and maintain processes for Organizational Change Management across the Integrated Service Providers and document those in the SMM. The Contractor shall develop an Organizational Change Management Plan, as described in 5.3.5.1, that will show the activities, schedule, and communications for organizational change in the EITS Environment. The Contractor shall provide communication and training for all parts of the EITS Environment (e.g. tools it implements and manages, the processes it establishes and manages, and operational governance it facilitates and manages) in support of organizational change. Contractor shall provide regular outreach across multiple channels to those impacted by organizational change and strive to produce a positive posture and relationship for the planned change within those stakeholders. The Contractor shall conduct regular surveys of those participating in organizational change to gather feedback on the process and outcomes. Contractor shall analyze the survey results and provide recommendations to the Government for adjustments to plans. The Contractor shall provide an analysis on the effectiveness of Organizational Change Management which will include objective and subjective measures of the sho...
Organizational Change Management. (OCM) – OCM is a framework to evaluate an organization’s current operational state, and subsequently manage the effect of new business processes, information systems, or technology changes within an organizational structure or cultural changes within an enterprise.
Organizational Change Management. Implementing the IRM Strategy will be complex for an organization with diverse missions and a geographically dispersed footprint. A change management plan at the enterprise-level is essential, given the changes the IRM Strategic Plan will catalyze across mission programs and the IRM workforce. It will synchronize, integrate, and sequence respective organizational design, business process, and workforce changes to minimize risk and costs. Customer Focus. A Customer Success Management capability enables OCIO and partners to remain focused on what matters, improving end-user experience with IT services to enhance their productivity and contribution to fulfilling the mission. Private sector and government that apply good CX practices have realized notable improvements in services, often lowering costs simultaneously. CSM can provide IRM leaders invaluable data regarding which investments provide the right service solutions for end-users. Understanding the customer experience—really knowing operational field office needs—is essential to data-driven decision-making and resource stewardship. Performance Measures and Metrics. OCIO Bureaus and Offices should monitor plan implementation on a regular and consistent basis. Bureaus and Offices should report and periodically review performance measures (recommended, quarterly and annually) to provide leadership and initiative owners timely data for real-time evaluation and modifications to project costs and resources, risk, and time. Data-driven performance assessment of project execution provides stakeholders visibility and awareness into key drivers affecting implementation, supports the exchange of lesson learned, and enables continuous improvement of existing processes and communications to enhance integration and synchronization of multiple efforts. Dedicated Resources. Plan implementation also requires the allocations of collective resources to solve enterprise problems and improve IT and IRM services for DOI. It is essential that OCIO, in coordination with ACIOs, Bureau and Office leaders, align resources against top business and enterprise priorities to maximize economies of scale and achieve the greatest mission impact for DOI components.
Organizational Change Management. Period of Performance: June 2021 thru February 2023. Purpose and Objective: Manage and facilitate business process changes to optimize the value gained from the System and ensure County satisfaction. The primary goal of this Task is to smooth out the friction Users will experience in adapting to a new system. As part of this work, the Contractor shall facilitate business process mapping (as-is and to-be) and document the to-be business process decisions so as to inform the implementation and training plans. Agency Responsibilities: Contractor shall perform all Services and provide all Deliverables required of this Task. To that end, Agency will: • Identify the OCM audience, including: o Communication to the Oregon Votes Subcommittee o Communication to stakeholders (Counties, State personnel, vendors, third parties, and so on) o Communications to the public • Distribute OCM communications. • Create a notice of, and contact list for, communicating changes resulting from the OCM Gap Analysis. • Develop initial list of processes pulling from previous research and internal knowledge. • Setup a meeting with the Sub-committee to provide background and additional context of this Task and its subtasks and ask the Sub-committee to complete a list in advance of the OCM phase. Deliverable(s) and Acceptance Criteria All Deliverables and Acceptance Criteria are specified in the subtasks below.
Organizational Change Management. The Contractor shall develop an Organizational Change Management (OCM) Plan facilitate organizational change within and across the Integrated Environment and the various Service Providers. The Contractor shall provide and facilitate processes for accomplishing change. The Contractor shall manage the communications for change in the Integrated Services for new services, service transition, service evolution, and service transformation. The Contractor shall provide and establish multiple mechanisms for education, training, and facilitation of change.
Organizational Change Management. The purpose of Organization Change Management (OCM) is to successfully support DMS in the transition from the current business processes and organizational structure, to the future business practices and organizational structure surrounding the new MEMS in a controlled way. The Vendor should be expected to strive to integrate these change efforts with any ongoing CHFS-wide Organizational Change program at the time of the development effort. OCM is directed at maximizing positive response to the new MEMS by effectively managing stakeholder expectations and helping to ensure smooth adoption of the new system. It incorporates effective communication and highlights impacts on affected business processes. At a minimum, the OCM limits disruption of staff and minimizes impact to the Medicaid members. CHFS is looking to move forward along the MITA maturity continuum in its business processes. The Vendor should work with the Commonwealth to achieve MML 3 increases from its current MML 1. The selected Vendor shall submit its Organizational Change Management and Business Transformation Plan for approval by CHFS prior to the commencement of the System Design phase. The Organizational Change Management and Business Transformation Plan shall outline the Change Management activities that the selected Vendor and other stakeholders will conduct at each phase of the MEMS Lifecycle including post-implementation. The Change Management and Business Transformation Plan shall identify all organizations, groups, bodies, and individuals from the private sector that will be required to participate in Change Management activities. The plan will also outline the schedule, expectations, design documents and participants involved in Business Process Design as part of change management and business transformation activities. The Organizational Change Management and Business Transformation Plan shall be considered a living document, after its initial approval by CHFS. The selected Vendor shall account for up to 4,500 existing Commonwealth staff to be trained in the new business processes and operating procedures as well as core and specialized system functions.
Organizational Change Management. We have an integrated approach to ensure our platform is implemented with a true understanding of your day-to-day operations. This reduces staff burden, increases user adoption, and enables mission impact. Outcome Analysis Our platform makes it easy to create, save, and share reporting to evaluate and drive impact. This includes tracking and measuring your program’s impact data throughout the process with intuitive reports and dashboards.
Organizational Change Management. The Contractor will coordinate training and communication; manage the transition of stakeholders and staff to new business processes and operational systems, including policy and procedure changes.
Organizational Change Management. The Quoter shall describe its proposed organizational change management support, including its proposed business processes, the communication mediums and forums for the anticipated changes, and how it plans to align group expectations and communications to targeted stakeholder.
Organizational Change Management. CONSULTANT will assist CITY in aligning its staff and culture with the changes that are needed to take full advantage of the CMMS implementation by developing cross-functional teams.
