Benefit Realization Management Program for the PMO of NVIDIA
Take the role of a consultant, hired by a large organization. Do some research and find a 'candidate company' (for-profit or non-profit) and propose a BRM(Benefit Realization Management) program for the PMO of this organization. You can evaluate that organization using the T15 Model and propose transitional changes. The majority of your effort should be on the background of the organization for whom you are proposing the transition, and the major changes you plan to introduce. The key for this assignment is that you are demonstrating interest in, research of, and focus on the industry and specific organization you have chosen, and that you are describing the why, how, what, when, who, and where of the transition you want to drive for that organization.
There will be a template to edit, it will include the structure for this report, you should try to fit the transition that you are leading as a consultant.
P.S. Attached is the template and an example.
Please take NVIDIA as your candidate company.
Bringing Value Home
ProgramProgram Organization Change Management (OCM) Plan
Program Organization Change Management Plan For < Client's Name>
Publication Version Control
Version
Control No.
Date
Revision Description
Prepared By:
Program Organization Change Management (OCM) Plan_v1
First draft
TABLE OF CONTENTS
TOC \o "1-2" \h \z \u 1.Document Change Control PAGEREF _Toc131606447 \h 3
2.Related Documentation PAGEREF _Toc131606448 \h 3
2.1.Applicable Program-Related Documents PAGEREF _Toc131606449 \h 3
2.2.Applicable Standards, Policies, Guidelines, and Strategic Plans PAGEREF _Toc131606450 \h 3
2.3.Applicable Industry Sources PAGEREF _Toc131606451 \h 3
3.Introduction PAGEREF _Toc131606452 \h 4
4.Vision PAGEREF _Toc131606453 \h 4
4.1.Current ""As Is"" State PAGEREF _Toc131606454 \h 5
4.2.Future "To Be" State PAGEREF _Toc131606455 \h 7
5.Stakeholder Management PAGEREF _Toc131606456 \h 8
6.Organizational Change Team PAGEREF _Toc131606457 \h 10
7.Scope PAGEREF _Toc131606458 \h 12
7.1.Scope Statement PAGEREF _Toc131606459 \h 12
7.2.Phase Activities PAGEREF _Toc131606460 \h 13
8.Readiness Strategy PAGEREF _Toc131606461 \h 17
8.1.Organizational Change Communications Plan PAGEREF _Toc131606462 \h 18
8.2.Training Plan PAGEREF _Toc131606463 \h 20
9.Metrics Collection and Action Plans PAGEREF _Toc131606464 \h 22
10.Budget Considerations PAGEREF _Toc131606465 \h 29
11.Post Implementation Considerations PAGEREF _Toc131606466 \h 29
12.Approvals PAGEREF _Toc131606467 \h 30
13.Appendices PAGEREF _Toc131606468 \h 31
13.1.Program Organization Change Management Plan Change Control Log PAGEREF _Toc131606469 \h 32
13.2.Acronyms PAGEREF _Toc131606470 \h 33
Document Change Control
After this document is accepted by the Program Management Office (PMO), the approved version is the baseline. All baseline version document changes will be based on an approved change control procedure, as outlined in the Program Change and Configuration Management Plan.
A Change Control Process will be implemented to record significant changes within this document. Significant changes are those that will change the course of the Program and have an impact on the Program's documented plans and approach.
The updated Change Control Log will be routed to the signatories for acknowledgement and approval. If all signatories attend an oversight committee forum, Program Organizational Change Management Plan Change Log approvals can occur there, and recorded in the minutes.
Once approved, the changes will be recorded in the Program Organizational Change Management Plan Change Control Log in the Appendix and a summary line will be added to the Publication Version Control table in the front of this plan.
Related Documentation
Related documents include Program-specific documentation, Applicable standards, policies, guidelines, strategic plans, and industry best practices.
Applicable Program-Related Documents
Applicable documents are those documents related to the Program. The specified parts of the applicable documents carry the s...
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