| Business Transition Management (BTM) |
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| About Business Transition Management |
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Why is it so difficult to lead successful organizational change endeavors? The dynamics of organizational behavior support a plethora of complex excuses to this simple question and indeed literature abounds regarding the need for organizational change, yet organizational struggles persist in successfully planning, leading, and sustaining change. Perhaps this is because there is no ‘how-to’ guide to change. This is a predicament since change is absolutely necessary in government business (now more than ever). Recognizing this challenge, the State of Oregon DHS PCoE Office set out to design a management structure and methodology to address the pressures of organizational change. The result was a Business Transition Management Integrated Framework.
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| Business Transition Management (BTM) is an emerging methodology. The disciplines within this methodology integrate Project Management (PM), organizational change management, and Business Process Architecture (BPA) providing a process framework, protocols, and tools to support the efficient and effective management (specifically the planning, executing/leading, and sustaining) of organizational change projects. Services provided by the BTM team are available to OIS and Business Stakeholders. |
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This model has designed and integrated change facilitation activities and plans (such as communication, resistance management, building organizational readiness, training and development, and performance measurement plans) along with tools and protocols from disciplines like project management, business process engineering, Lean Six Sigma, change management, and The Open Source Architecture Framework. Due to this integration of disciplines, one agency refers to the model as an Integrated Project Framework.
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Pressures to change are not only omnipresent, but also diverse. Advancements in technology, fluctuating economy, global markets, regulatory issues, and the diversity in customers and employees are often cited as the primary pressures to change. Beyond the driving pressures to change, the difficulty of change is usually associated with “organizational arrangements,” “people,” “performance,” “organizational culture and work unit climate,” “external environment,” and “diagnoses.” The link above illustrates the interconnectedness of this aspects of organizational life.
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This link provides the tools and templates available for BTM purposes and a specific guide that outlines when each tool/template should be created, revised, and finalized throughout project life cycles.
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This link outlines the tools and templates available for BTM purposes and a specific guide that outlines when each tool/template should be created, revised, and finalized throughout project life cycles.
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Presentations on Organizational Change.
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These documents are step-by-step instructions intended to aid Business Transition resources through Business Transition activities associated with projects.
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| PCoE Presentations Include: States Of Change: An Inquiry Into The Nature Of Organizational Change. And The Most Pressing Aspect of Project Management Today: Determining READIness for Change. |
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DHS-OIS CIO Presentation on the Vision Framework for Health and Human Services Enterprise. To do this, future DHS Systems require Business Transition Management. |
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| Working together, learn, and enable change now, more than ever, hence the reason for this CoP. |
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For questions or discussion, please contact
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