The highest quality outcomes are enabled by leadership buy-in, clear communication of the value of change, and knowledge of organizational readiness best practices. This is the foundational device to successfully mature PPM ecosystems. There are several formal Organizational Change Management (OCM) models (ex: Prosci, Kotter, ITIL, etc.), and many organizations have in-house teams to support them. But, even if this is a new activity for your group, it is possible to incorporate key components.
To start, we must understand that OCM is a framework for managing the effect of new business processes, new technology, shifting economic landscapes, or changes in organizational structure and culture within an enterprise. Simply put, OCM addresses the people side of change.
Next, we must define a plan that describes the objectives, strategy, and tools needed to support stakeholders in the transition of adopting the product of a project with minimal disruption. When we focus on people as the center of the solution blueprint, everything else falls into place.
While there will be will some technical constraints or process standards that need to be developed, most issues that come up post-deployment are people issues. These include training, lack of use, dismissal of value, and missed requirements.
If we wanted to use an Organizational Readiness approach, we would guide the implementation cycle with a focus on people. This would include a user-centric system configuration and process alignment, that would look like this: