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Unified Business Change ManagementTM


We define Unified Business Change Management as: The optimisation of change costs and benefit through the integration and co-ordination of all known changes to a business into a single rolling business change plan.

 

In other words, a set of processes for managing the assessment, alignment, integration, co-ordination, closure and benefit review of any and all business changes taking place in an enterprise. 

 

Unified Business Change Management FlowLike for like comparisons of all types and sizes of change can be made by using a common set of architectural business models to determine the true scope of a potential change.  This enables conflicts between changes to be identified and resolved, resulting in a fully integrated and aligned enterprise wide change plan, as represented conceptually by the Wedge Framework.  With a suitable vision for the business in place, complete strategic alignment is possible.  One or more projects can be defined to actually implement the change.

 

Under Unified Business Change Management, change projects are given a boundary, or envelope, in which to operate.  We call this the Change Space. The Change Space is defined in terms of scope (unambiguous, holistic and model based), timings, deliverables (including updated models), resources and change life-cycle stages.  All change projects are fully aware of their context in terms of the wider business they are trying to change and the inter-dependencies with other changes.  Any movement of the boundary is carefully monitored and the impact assessed.  Business change co-ordination and integration then becomes a process of continually balancing the changes within the Wedge Framework as new changes are introduced and on-going change projects shift their Change Space boundaries.

 

Closure of projects is a formal process to ensure delivery, continuity and knowledge capture. Likewise, post-implementation benefits review is formalised and subsequent improvements are fed back in as new potential changes, and so the cycle continues.  

 

The processes required to perform Unified Business Change Management are described in a set of models in exactly the same way as the rest of the business is described and are therefore subject to the same change controls as any other processes.  This means that Unified Business Change Management is a self improving discipline.

 

Compare this to the traditional approaches in which projects, and even programmes, operate in financial and contextual stovepipes, unaware or unconcerned with each other, have no common language and very little alignment, either with each other or with the business vision. Scope is often poorly defined and scope creep is endemic.  Closure and review are seldom performed properly if at all as the budget is used up to handle scope creep and rework.

 

We have developed detailed models of Unified Business Change Management covering processes, data, roles and applications that can be used to kick-start the development of your own permanent change capability.  Samples of work products from this model can be viewed from our Model Library.

 

Please contact us for more details. 

 

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