Change Readiness Assessment (CRA) : What Is It?
Change Readiness Assessment (CRA) : What Is It?
What is it?
A change readiness assessment examines how ready the organisation is to make the desired
change against a number of success factors[1]. When an area is ready to make the change, it hold
both the capability and capacity to move through the transition process and successfully embed th
change into operations.
Why do we need to do it?
By capturing readiness for change, we can identify high impact issues and recurring themes that
will either help or hinder the change. This helps to highlight areas that require further preparation
and a greater focus of effort and change management activity.
What is the process?
The process identified by the change team is flexible so that it can be tailored to specific projects
and to specific parts of the project cycle. (What is the recommended approach for this project? e.g
We will work through the questions as a group, and make an assessment of the projects status in
each of these success factors.) A traffic light system will be used for this, as follows:
- Green Status - all key risks have been identified and there is confidence that mitigating
actions will be delivered.
- Amber Status either some key risks appear to have been overlooked OR there is a lack of
confidence that the University has the capability / capacity / desire to deliver the mitigating actions
- Red Status - some key risks appear to have been overlooked AND there is a lack of
confidence that the University has the capability / capacity / desire to deliver the mitigating actions
Moving forwards, we will need to build in regular reviews of change readiness, as it is likely that an
areas readiness for the change will move either positively or negatively over time and at differen
stages of the project cycle.
(Date)
Identifying, measuring
To what extent have the potential benefits been identified and
and managing the
understood by key stakeholders? What are the benefits we wish to
potential benefits from the promote? Is there a common understanding about what
project to ensure they are specifically needs to change and what will stay the same? Has
sustained
clear ownership for delivering the benefits been established?
Developing leadership
Developing leadership to
shape and drive the
project
(Date)
To what extent does an effective change plan exist for the project?
How much influence to key stakeholders have in the overall
success of your project? Which groups/teams/individuals within
your area will need to change specific behaviours and work
practices? Which areas will be most affected by the proposed
changes? Which areas may be particularly resistant to the change
and why? What would be needed to help these groups accept the
proposed changes more readily?
Developing a suitable
approach and plan to
manage the change
(Date)
Organisational Design
Cultural Alignment
(Date)
Building commitment
across the University for
the changes associated
with the project
Managing performance
Building capability
through managing
peoples performance
Building capability by
providing people with the
skills and knowledge
needed to implement the
change
Are there clear plans in place for equipping people with the
necessary skills, knowledge and attitudes to deliver and sustain
the change? (NB this includes both hands on practical training
[e.g. on a new system] as well as the behavioural/personal
development aspects that may be required).
Commitment
Comments
(Date)
RAG status
(Red, amber,
Green)
(Date)
(Date)
(Date)