CCMP flashcards
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32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Change management definition
- A structured approach using knowledge, skills, tools, and techniques to transition an organization from a current state to a defined future state, managing the people side of that transition.
- Current state
- The baseline condition of processes, structures, technology, culture, and performance before a change is initiated. It is documented during assessment to define the gap to close.
- Future state
- The intended end condition describing how work, roles, and performance will operate after the change. It is defined in formulation and used to set objectives and metrics.
- Transition state
- The unstable period between current and future state where old and new practices coexist. Resistance, confusion, and productivity dips are highest here, so support and communication intensify.
- Change sponsor
- The leader who authorizes, funds, and legitimizes the change. The sponsor communicates visibly, allocates resources, removes barriers, and resolves escalations throughout the effort.
- Change agent
- The person or group actively driving the change day to day, coordinating plans, engaging stakeholders, and escalating issues. Often distinct from the sponsor who provides authority.
- Change practitioner
- The professional applying change management methods, tools, and assessments. This role builds plans, measures readiness and adoption, and advises sponsors and agents.
- Change targets
- The individuals and groups whose work, behaviors, or environment are impacted by the change. They must move through awareness, desire, knowledge, and ability for adoption.
- Readiness assessment
- A structured evaluation of whether stakeholders and the organization are prepared to adopt a change, covering awareness, capability, capacity, sponsor support, and identified gaps.
- Stakeholder analysis
- A technique that identifies affected groups and classifies them by influence, interest, and degree of impact, producing tailored engagement and communication approaches for each group.
- Impact assessment
- An analysis of which processes, roles, technologies, and structures the change affects, plus the magnitude of disruption. It informs planning, training, and communication scope.
- Change management plan
- A document defining scope, objectives, stakeholders, communication, training, resistance management, metrics, timeline, and named accountabilities for executing and sustaining the change.
- Communication plan
- A plan specifying audiences, key messages, timing, channels, and senders for change communications. It includes two-way mechanisms so feedback and resistance surface early.
- Resistance management
- The practice of identifying resistance, diagnosing its root causes such as loss of control or competence, and responding with engagement, support, and adjustments rather than suppression.
- Training needs analysis
- A process identifying the knowledge and skills required for future-state roles and the gaps versus current capability. Outputs define training content, audiences, and timing before go-live.
- Readiness gate
- A decision checkpoint using predefined criteria, such as sponsor commitment, training completion, and support readiness, to approve go-live, delay, or require remediation.
- Leading indicators
- Early adoption measures such as awareness levels, participation, training completion, and volume of resistance. They predict whether lagging adoption and benefit outcomes will be achieved.
- Lagging indicators
- Outcome measures collected after implementation, including adoption rate, utilization, performance against objectives, and realized benefits. They confirm whether the change delivered intended value.
- Sustainment and reinforcement
- Post-implementation activities that embed the new way of working, including performance management alignment, recognition, governance ownership, and monitoring to prevent reversion to old practices.
- Benefits realization
- The process of defining expected benefits, assigning owners, and measuring actual outcomes after implementation against the business case to confirm the change delivered value.
- Incremental versus transformational change
- Incremental change improves existing processes within current structures; transformational change alters strategy, structure, or technology fundamentally. Scope determines assessment depth and planning rigor.
- Change governance
- The decision rights, roles, and oversight forums that control a change effort, including approvals, escalation paths, and readiness gates. Clear governance prevents unmanaged scope and stalled decisions.
- Sponsor roadmap
- A time-phased plan of sponsor actions, such as communications, resource commitments, and escalation decisions, aligned to project milestones. It keeps visible leadership active across the lifecycle.
- Awareness and desire
- The first two adoption stages: understanding why the change is needed and personally choosing to support it. Without desire, knowledge and ability training rarely translate into adoption.
- Knowledge and ability
- The later adoption stages: knowing how to change and actually performing in the new environment. They require training, coaching, and access to tools and support.
- Change saturation
- The condition where the volume of concurrent changes exceeds the organization's capacity to absorb them. Symptoms include fatigue, dropped initiatives, and declining adoption.
- Change curve
- A model describing typical emotional responses to change, such as shock, denial, frustration, and eventual acceptance. It guides timing of support and communication during transition.
- Post-implementation review
- A structured evaluation after go-live comparing actual adoption, performance, and benefits against planned objectives, capturing lessons learned to improve future change efforts.
- Communication cadence
- The planned frequency and rhythm of change communications, from announcement through sustainment. Regular, predictable messaging reduces uncertainty and sustains engagement during transition.
- Go-live readiness criteria
- Predefined conditions that must be met before implementation, such as trained users, tested systems, active sponsor support, and a functioning support model. They gate the decision to proceed.
- Change closeout
- The final phase where the transition is formally ended, ownership transfers to operations, reinforcement mechanisms are confirmed, and lessons learned are documented for future changes.
- Adoption metric
- A measure of whether impacted users actually perform the new behaviors or use the new tools as intended, tracked after go-live to confirm the change is taking hold.