Essay Available:
Pages:
17 pages/≈4675 words
Sources:
15
Style:
APA
Subject:
Management
Type:
Thesis Proposal
Language:
English (U.S.)
Document:
MS Word
Date:
Total cost:
$ 82.62
Topic:
Benefit Realization Management Program for the PMO of NVIDIA
Thesis Proposal Instructions:
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.
Thesis Proposal Sample Content Preview:
AD782
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 same weight as if they were stated within the body of this document. The following documents are applicable to the Program.
Program Governance and Quality Management Plan
Program Communications Management Plan
Program Post Implementation Review Plan
Program Risks and Issues Management Plan
Program Resource Management Plan
Program Financial Management Plan
Program Procurement Management Plan
Program Change and Configuration Management Plan
Program Architecture Plan
Program Organizational Change Management Plan
Program Implementation and Transition to Operations Management Plan
Applicable Standards, Policies, Guidelines, and Strategic Plans
Applicable Industry Sources
Gartner, Inc.
Project Management Institute
Introduction
Perspective. Perseverance. Petition. Attitude. Resilience. Teachable.
These and many more positive traits are key elements to successfully changing an organization. Change can be challenging for many reasons. For some, it is the lack of control over what is changing and/or not understanding it (whether it is the technology or the decisions behind the changes), to having fear over a potential loss of a job. But if those affected by change turn the axis of their world and shift focus from the negative to the positive, change can be an effective tool to greater job satisfaction, different opportunities, and new skills. The What's In It For Me?"" or WIIFM must be satisfied for affected employees to be willing to embark on this journey.
Organizational Change Management is a structured approach to shifting individuals, teams, and societies from a current state to a desired future state. OCM incorporates people, process, tools, and a number of disciplines, including, but not limited to:
* Psychology
* Cultural
* Organizational Design
* Training
* Human Resource Management; and
* Communications
At its root, OCM is focused on the ""people component"" of change. Along with Customer Relationship Management, OCM is successful only when the current culture and the behavior of our employees are fully in sync with communicating excellence and added value to customers.
Although there are two types of change, incremental and transformational, a formal Program Organizational Change Management Plan is geared more towards transformational change. Incremental change involves small adjustments made on a continual basis – a process not geared towards ""project"" work. Transformational change, rather, focuses on the more dramatic/radical, large scale revolutionary and reconstructive change requiring planning, executing, closing, and evaluating effectiveness to answer the fundamental questions, ""Did the change occur and did it have the desired affect?""
Vision
We aim to establish a comprehensive BRM program that will help Nvidia maximize its return on investments for all the projects that it engages in, enable effective decision-making, and promote continuous improvement within the company. This vision aligns with NVIDIAs core values, which include innovation, excellence, determination, speed, and agility (NVIDIA, 2023). With NVIDIA being a technological company, innovation is at the forefront of all its practices, and hence, while utilizing innovation, NVIDIA will still hold its competitive edge. The specific aim of the vision is to ensure that NVIDIA effectively manages all its projects while reducing the duplication of effort among the team members. This vision is in line with the T15 change model. It will particularly be beneficial for NVIDIA to help in the change management as it creates a sense of urgency in the change, thereby helping it plan, implement as well as evaluate the changes in a structured way. Some of the T15 model activities include; creating a change coalition, having a vision for change, communicating the vision, and helping others attain the vision, among others.
Current ""As Is"" State
NVIDIA remains to be among the highest leading tech companies in the world. As of 2020, the company ranked 38 under the Fortune 500 companies, while its market cap was at USD 690.74 billion (NVIDIA, 2022). However, there has been an increased innovation in the tech scope, and NVIDIA must only change its strategies to accommodate the new practices and remain competitive. The current state of NVIDIA cooperation calls for a different approach to its project management practices. NVIDIA is characterized by a decentralized project management process whereby each company unit operates independently while having its own goals, budgets, and objectives. For instance, the gaming unit is only responsible for developing GPUs for gaming applications. It does not at any point consider the activities of the other unit, such as the professional visualization or even the data center unit.
This decentralized approach is a disadvantage to NVIDIA because it leads to a lack of communication between the particular business units, which may result in conflict and not working towards the same goal. For instance, NVIDIA faced a controversy in 2018 when it had to shut down the GeForce Partner program. NVIDIAs original plan was to " incent companies manufacturing its graphics cards or assembling PCs with Nvidia hardware to participate in the GPP by giving them free promotion and early access to [its] latest innovations" (Savov, 2018). However, this program was criticized for being anti-competitive and potentially harmful to consumers. This can be attributed to the decentralized approach because there was a lack of clear communication between the business units involved, causing confusion and miscommunication internally and externally.
Additionally, the decentralized approach is associated with a duplication of effort and a lack of standardized project management practices, resulting in inconsistency in managing various projects and assessing the project's performance and benefits realization (Cuillier, 2022). The lack of performance assessments can lead to difficulty in determining whether the projects are headed in the right direction. Further issues that impact the performance of NVIDIA include an increased employee turnover rate which further reduces the chances of retaining top talent. According to Momin (2022), NVIDIA has a high turnover rate as compared to other tech companies, which leads to an increased operational cost as well as loss of talent. A survey revealed that more than 45% of the company's employees planned to leave the organization and join other employment opportunities. The BRM framework can provide NVIDIA with an excellent opportunity to stay ahead of the competition. For instance, BRM can address the problem of the decentralized units by creating a shared vision and goals among the different units and standardization of the PMO practices. This will ultimately lead to a breakdown of the various silos between NVIDIAs business units and encourage collaboration and communication. On the other hand, BRM can also curb the problem related to the increased turnover rate for NVIDIAs employees by implementing strategies that lead to a positive culture, increased employee engagement, and career development activities.
OCM implemented in NVIDIA will result in changes in almost all aspects of business and operational practices for NVIDIA. For instance, the business practices that will be impacted include communication and collaboration. OCM will require that NVIDIA change how the teams communicate with each other or even develop new communication strategies that favor the organization's growth. Other business processes that will be impacted include change management, talent, risk management, and financial management. On the other hand, the operational processes that may be affected include project management, supply chain management, quality control, sales, and marketing. Ideally, most of the processes will be impacted. The supplier processes that will be affected include sales, marketing, manufacturing, research, and development. By default, any change in the primary operations required a change in the supporting processes. Hence the supporting processes to be impacted include the supply chain, human resources, and customer support.
The controlling organization for NVIDIA includes the PMO, which oversees the PMO and is responsible for planning, execution, and monitoring of the various projects across the organization. PMO is also involved in the portfolio and the programs' strategic development and management (Philbin, 2016). Other controlling organizations include the legal department, which is responsible for providing NVIDIA with legal advice as well as the drafting of the various contracts if needed while, at the same time, ensuring that the company is compliant with the relevant laws and regulations and industry standards. Other important controlling organizations include the quality assurance office as well as the compliance office. The quality assurance office is responsible for ensuring that all NVIDIA products comply with the required quality standards. In contrast, the compliance office ensures that all activities comply with the relevant laws. NVIDIA is also subject to various standards. For instance, as a tech company, some of the standards include the ISO standards, such as ISO 9001, which deals with quality control, ISO 14001 for environmental management systems, and ISO 27001 for information security management systems (UO, n.d.). Other standards include industry-specific regulations and PM standards. NVIDIA is also subject to policies, guidelines, and regulations, including the employee code of conduct, data privacy, disaster recovery, and continuity plans.
To perform the current business processes, the knowledge, skills, and abilities required for NVIDIA include project management activities, risk assessment and mitigation, and stakeholder management. The arrangements designed to carry out, control, and monitor the fundamental procedures include project teams, functional departments, and the PMO. The current organizational structure of NVIDIA is primarily functional, with different departments responsible for various aspects of the business. It currently works with a PMO, overseeing project management practices and providing guidance and support to the project teams. NVIDIA has an established organizational structure with many departments divided into groups based on their functions, such as finance, human resources, program development, and service delivery. A director or manager oversees each department's operations and ensures they align with the company's strategic aims and objectives. The current organizational chart is seen in Appendix A (SHRM, 2023)
Future "To Be" State
The OCM program will change NVIDIA from its current state of operation to an improved to be state. The change that we recommend is a switch from decentralized project management to centralized project management. A centralized approach involves decision-making and control centered around a specific location or under a single authority (Sandlewood Engineering and Egonomics, 2022). For instance, NVIDIA can consolidate all its project management to a central PMO whereby all the project managers for all the units report to the centralized PMO, which is responsible for setting the standards. This will ensure that worthwhile projects are delivered to the public and the company maintains its position in the tech space. When all the standards are created from a specific location of the organization, it ensures that all the units utilize the same standard procedures to change management which is very important in ensuring that all the units work together towards a common goal. This also improves the accountability of all the units because it is easier to assign responsibilities and accountability for either a project's success or failure. In order to help the organization navigate the change, I propose using Kotters eight steps, as seen in the picture.
Source; (BAtheories, 2022)
In a centralized approach, decision-making is often concentrated in a single, central entity (Knutson, 2023). All the company's strategic decisions related to the OCM, including planning, implementation, and monitoring, are made In NVIDIAS central location. The benefits map will help us understand the proposed benefits of changing from a decentralized to a centralized approach, as it will allow a greater understanding. One of the benefits of NVIDIA is that it will allow greater coordination and collaboration among all its business processes, as all the units will ultimately work toward the organization's success. Additionally, a centralized approach ensures that the resources are allocated efficiently. Centralization ensures coordination and control of resources around the organization because when project management is centralized, it becomes easier to identify the needs of each unit and allocate the required resources in a way that aligns with the overall business strategic objectives (Sandlewood Engineering and Egonomics, 2022). Additionally, when it comes to the allocation of resources, the process can be done efficiently without the need for extensive consultation or collaboration across all the business units. In order to ensure that there is no misappropriation of funds, centralization also makes it easy to track the resources required. The to-be state of NVIDIA will also have a reduced employee turnover, starting from the employees to the top management. This will help retain the organization's top talent and is particularly important for the progress of NVIDIA. When an organization empowers its employees through either an incentive-driven project or career advancement, it helps them be aware that the organization looks out for them, thereby retaining them. Additionally, when employees understand that there is an opportunity for career growth in an organization and promotions, chances of staying in the same organization increase. These benefits will be measured against NVIDIAs mission through the project's delivery success rate, resource allocation efficiency as well as retention of employees to ensure that top talent is maintained.
Stakeholders of the end processes will still need to buy into the proposed project, which is vital for the project's success. This is because each stakeholder has different interests in the project. The stakeholder resistance will be noted through a reluctance to adopt the proposed organizational changes if they fear job losses or do not clearly understand the benefits of adopting a centralized approach. However, by ensuring they are actively engaged in the project, the organization can increase its chances of achieving its desired outcome. Communication and training are also crucial, as this will help them be at par with the project and how far it will benefit the organization. It will also be beneficial when the stakeholders get the resources needed to enhance their understanding of the project. The MD, for instance, is responsible for the organization's overall success; thereby, he has to be consulted on the project and still has the final say in the organization's choice of project. On the other hand, the employees, as stakeholders, are responsible for ensuring that the OCM program is successful, as its success ultimately depends on the employees' ability to embrace it. This is why employees at NVIDIA are the primary stakeholders. The customers, on the other hand, are also stakeholders as their interest in NVIDIA goes as far as they receive high-quality products when they are treated with respect. The suppliers are also important stakeholders in the program and are only interested in the company if they are paid promptly. Finally, the managers and shareholders are responsible for overseeing the operations of their teams and ensuring that they work towards the desired goals. At the same time, stakeholders are interested in the program's final performance.
When beginning the project with an end in mind, one works with clarity, which is essential in increasing project efficiency. The end goal for NVIDIA is to have successful projects, enabling it to maximize its return on investment in all the projects it engages in. While working backwards from the end goal, some business and operational processes, including the change management process, must be performed. In this case, we aim to change to a centralized approach to project management to ensure that they are managed effectively. We also need to work towards increased communication and collaboration because NVIDIA's 'to-be state' is with increased communication and collaboration. Therefore, we must implement strategies to facilitate this change from the decentralized approach. We also aim to have a reduced turnover rate at the company. Working towards this will need measures that will increase employee satisfaction, such as training and development and career enhancement opportunities. This training and development will also need to cover the adjusted changes in the organization. The change will also affect the supply chain department; therefore, it must comply with the OCM change.
As NVIDIA works towards a change in organizational success, there is a need to update the employees and top management on the knowledge, skills, and abilities needed to perform the future state of the business. First, employees need to understand the knowledge that NVIDIA will adopt for the new processes and procedures that will be implemented. For instance, NVIDIA will be implementing a new project management software. The employees must know how to track progress towards the project and perform with it efficiently. Additionally, employees will require change management skills. Employees are often unsure about the sustenance of the change for organizations in the future, and this can lead them to a fear of change (Rehman et al., 2021). Others fear getting out of their comfort zone, which may undermine their ability to accept the change. This is why change management is crucial to mitigate the risks of change opposing. Communication skills and teamwork is also necessary skill that employees should adopt. This is because the future state of NVIDIA will focus on increased communication and collaboration in various organizational units and as an organization. Managers and top-level executives will require leadership skills to lead the employees toward the required change. Change is a continuous process that takes place in three stages. One is the unfreezing phase, whereby the employees are prepared for change; the second is the change itself, while the last stage is the refreezing, where the proposed change becomes the norm (Zainol et al., 2021). The leaders have a significant role in successfully taking employees through the three stages.
The future organizational chart for NVIDIA is seen in Appendix B
Stakeholder Management
Stakeholders need to be identified, both those who are for the program and those who are against its implementation, by identifying who they are, what is their impact on the program, and whether they benefit the program goals. Therefore, the following table shows the list of key stakeholders related to the OCM.
Key Stakeholders
Awareness Level (High, Medium, Low)
Level of Support
Influence (High, Medium, Low
Contingency Plans
Senior Management
High
High
High
Communicate the benefits of the proposed change to NVIDIA, and make them understand the disadvantage of not adopting it to the company.
Managers
High
High
High
Facilitate training to understand their role in the change and provide training to adapt to the new structure.
Employees
High
High
Medium
Provide them with training and the required support to adapt to the proposed change. And they need to understand that change is necessary.
Customers
Medium
High
Medium
Ensure their concerns are addressed promptly and the proposed changes are communicated to them.
Shareholders
Medium
High
Medium
Provide them with updates and communication regarding the progress of the change.
Suppliers
Medium
Medium
Medium
Manage their expectations and ensure that their concerns are addressed.
Organizational Change Team
Explanation: Since you have no actual individuals to assign here, you can include generic 'positions', as shown below. Edit to your own situation, though…
The Organizational Change Team will be commissioned to assess the organizational change impact on Human Resources, Training, policies, guidelines, and procedures. They will also communicate to stakeholders, including end users, using the WIIFM focus.
Name
Roles
Responsibilities
Change Champion
Communicates the vision for organizational change. Leads by example. Is involved at all times in initiating, managing, and implementing change. Works with people and ensures the right skill sets are in place at the right time. Keeps people focused and directed towards the end goal(s). Accepts feedback willingly.
Program Organizational Change Manager
Manages the organizational change message horizontally across the Component Projects, ensuring all OCM activities are satisfactorily accomplished. From a Program Management Office perspective for organizational change, the main point of contact is attending mandatory governance and oversight meetings as required.
Project Change Agent
Manages the organizational change message vertically within their respective Component Project, ensuring all Project-related OCM activities are satisfactorily accomplished; manages the portion of the Project Schedule containing their activities and reports activity status.
Human Resources
Develops the Communications Strategy for conveying Program-wide organizational change regarding obtaining a new skill set, types of available training, the forums for training, etc.
Business Process Engineer
Redesigns or creates organizational processes and procedures from scratch to support new technology implementations.
IT representative
The IT representative is responsible for providing input on the potential impact of the change on the IT systems and helping develop plans that address the necessary changes.
Finance personnel
The finance personnel is responsible for providing input on the financial impact of the project and the best way to go about the change.
End User Representative
Listens to and asks questions related to organizational change with an open mind. Participates in all levels of training as required, from technology familiarization to testing use-case-driven scenarios. Tests redesigned and/or new organizational processes and procedures and supplies feedback.
Scope
The organization's change management plan aims to move NVIDIA from a decentralized project management approach to a centralized one. We want NVIDIA to succeed in all its projects, which will, by extension, improve its competitive advantage and bring a high return on investment. Centralized project management will bring about coordination in all the projects, increased efficiency, and the removal of redundancies (Cuillier, 2022). The plan will cover all aspects of the organizational change, including communication, training, and stakeholder engagement. The program's change will affect different phases, which include the planning phase, initiation, management planning, execution phase, and the close-out and evaluation phase, where the changes made will be evaluated.
Scope Statement
In-scope activities can be described as activities directly related to the organization's change management plan, while out-scope activities are those not directly involved in the organ...
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 same weight as if they were stated within the body of this document. The following documents are applicable to the Program.
Program Governance and Quality Management Plan
Program Communications Management Plan
Program Post Implementation Review Plan
Program Risks and Issues Management Plan
Program Resource Management Plan
Program Financial Management Plan
Program Procurement Management Plan
Program Change and Configuration Management Plan
Program Architecture Plan
Program Organizational Change Management Plan
Program Implementation and Transition to Operations Management Plan
Applicable Standards, Policies, Guidelines, and Strategic Plans
Applicable Industry Sources
Gartner, Inc.
Project Management Institute
Introduction
Perspective. Perseverance. Petition. Attitude. Resilience. Teachable.
These and many more positive traits are key elements to successfully changing an organization. Change can be challenging for many reasons. For some, it is the lack of control over what is changing and/or not understanding it (whether it is the technology or the decisions behind the changes), to having fear over a potential loss of a job. But if those affected by change turn the axis of their world and shift focus from the negative to the positive, change can be an effective tool to greater job satisfaction, different opportunities, and new skills. The What's In It For Me?"" or WIIFM must be satisfied for affected employees to be willing to embark on this journey.
Organizational Change Management is a structured approach to shifting individuals, teams, and societies from a current state to a desired future state. OCM incorporates people, process, tools, and a number of disciplines, including, but not limited to:
* Psychology
* Cultural
* Organizational Design
* Training
* Human Resource Management; and
* Communications
At its root, OCM is focused on the ""people component"" of change. Along with Customer Relationship Management, OCM is successful only when the current culture and the behavior of our employees are fully in sync with communicating excellence and added value to customers.
Although there are two types of change, incremental and transformational, a formal Program Organizational Change Management Plan is geared more towards transformational change. Incremental change involves small adjustments made on a continual basis – a process not geared towards ""project"" work. Transformational change, rather, focuses on the more dramatic/radical, large scale revolutionary and reconstructive change requiring planning, executing, closing, and evaluating effectiveness to answer the fundamental questions, ""Did the change occur and did it have the desired affect?""
Vision
We aim to establish a comprehensive BRM program that will help Nvidia maximize its return on investments for all the projects that it engages in, enable effective decision-making, and promote continuous improvement within the company. This vision aligns with NVIDIAs core values, which include innovation, excellence, determination, speed, and agility (NVIDIA, 2023). With NVIDIA being a technological company, innovation is at the forefront of all its practices, and hence, while utilizing innovation, NVIDIA will still hold its competitive edge. The specific aim of the vision is to ensure that NVIDIA effectively manages all its projects while reducing the duplication of effort among the team members. This vision is in line with the T15 change model. It will particularly be beneficial for NVIDIA to help in the change management as it creates a sense of urgency in the change, thereby helping it plan, implement as well as evaluate the changes in a structured way. Some of the T15 model activities include; creating a change coalition, having a vision for change, communicating the vision, and helping others attain the vision, among others.
Current ""As Is"" State
NVIDIA remains to be among the highest leading tech companies in the world. As of 2020, the company ranked 38 under the Fortune 500 companies, while its market cap was at USD 690.74 billion (NVIDIA, 2022). However, there has been an increased innovation in the tech scope, and NVIDIA must only change its strategies to accommodate the new practices and remain competitive. The current state of NVIDIA cooperation calls for a different approach to its project management practices. NVIDIA is characterized by a decentralized project management process whereby each company unit operates independently while having its own goals, budgets, and objectives. For instance, the gaming unit is only responsible for developing GPUs for gaming applications. It does not at any point consider the activities of the other unit, such as the professional visualization or even the data center unit.
This decentralized approach is a disadvantage to NVIDIA because it leads to a lack of communication between the particular business units, which may result in conflict and not working towards the same goal. For instance, NVIDIA faced a controversy in 2018 when it had to shut down the GeForce Partner program. NVIDIAs original plan was to " incent companies manufacturing its graphics cards or assembling PCs with Nvidia hardware to participate in the GPP by giving them free promotion and early access to [its] latest innovations" (Savov, 2018). However, this program was criticized for being anti-competitive and potentially harmful to consumers. This can be attributed to the decentralized approach because there was a lack of clear communication between the business units involved, causing confusion and miscommunication internally and externally.
Additionally, the decentralized approach is associated with a duplication of effort and a lack of standardized project management practices, resulting in inconsistency in managing various projects and assessing the project's performance and benefits realization (Cuillier, 2022). The lack of performance assessments can lead to difficulty in determining whether the projects are headed in the right direction. Further issues that impact the performance of NVIDIA include an increased employee turnover rate which further reduces the chances of retaining top talent. According to Momin (2022), NVIDIA has a high turnover rate as compared to other tech companies, which leads to an increased operational cost as well as loss of talent. A survey revealed that more than 45% of the company's employees planned to leave the organization and join other employment opportunities. The BRM framework can provide NVIDIA with an excellent opportunity to stay ahead of the competition. For instance, BRM can address the problem of the decentralized units by creating a shared vision and goals among the different units and standardization of the PMO practices. This will ultimately lead to a breakdown of the various silos between NVIDIAs business units and encourage collaboration and communication. On the other hand, BRM can also curb the problem related to the increased turnover rate for NVIDIAs employees by implementing strategies that lead to a positive culture, increased employee engagement, and career development activities.
OCM implemented in NVIDIA will result in changes in almost all aspects of business and operational practices for NVIDIA. For instance, the business practices that will be impacted include communication and collaboration. OCM will require that NVIDIA change how the teams communicate with each other or even develop new communication strategies that favor the organization's growth. Other business processes that will be impacted include change management, talent, risk management, and financial management. On the other hand, the operational processes that may be affected include project management, supply chain management, quality control, sales, and marketing. Ideally, most of the processes will be impacted. The supplier processes that will be affected include sales, marketing, manufacturing, research, and development. By default, any change in the primary operations required a change in the supporting processes. Hence the supporting processes to be impacted include the supply chain, human resources, and customer support.
The controlling organization for NVIDIA includes the PMO, which oversees the PMO and is responsible for planning, execution, and monitoring of the various projects across the organization. PMO is also involved in the portfolio and the programs' strategic development and management (Philbin, 2016). Other controlling organizations include the legal department, which is responsible for providing NVIDIA with legal advice as well as the drafting of the various contracts if needed while, at the same time, ensuring that the company is compliant with the relevant laws and regulations and industry standards. Other important controlling organizations include the quality assurance office as well as the compliance office. The quality assurance office is responsible for ensuring that all NVIDIA products comply with the required quality standards. In contrast, the compliance office ensures that all activities comply with the relevant laws. NVIDIA is also subject to various standards. For instance, as a tech company, some of the standards include the ISO standards, such as ISO 9001, which deals with quality control, ISO 14001 for environmental management systems, and ISO 27001 for information security management systems (UO, n.d.). Other standards include industry-specific regulations and PM standards. NVIDIA is also subject to policies, guidelines, and regulations, including the employee code of conduct, data privacy, disaster recovery, and continuity plans.
To perform the current business processes, the knowledge, skills, and abilities required for NVIDIA include project management activities, risk assessment and mitigation, and stakeholder management. The arrangements designed to carry out, control, and monitor the fundamental procedures include project teams, functional departments, and the PMO. The current organizational structure of NVIDIA is primarily functional, with different departments responsible for various aspects of the business. It currently works with a PMO, overseeing project management practices and providing guidance and support to the project teams. NVIDIA has an established organizational structure with many departments divided into groups based on their functions, such as finance, human resources, program development, and service delivery. A director or manager oversees each department's operations and ensures they align with the company's strategic aims and objectives. The current organizational chart is seen in Appendix A (SHRM, 2023)
Future "To Be" State
The OCM program will change NVIDIA from its current state of operation to an improved to be state. The change that we recommend is a switch from decentralized project management to centralized project management. A centralized approach involves decision-making and control centered around a specific location or under a single authority (Sandlewood Engineering and Egonomics, 2022). For instance, NVIDIA can consolidate all its project management to a central PMO whereby all the project managers for all the units report to the centralized PMO, which is responsible for setting the standards. This will ensure that worthwhile projects are delivered to the public and the company maintains its position in the tech space. When all the standards are created from a specific location of the organization, it ensures that all the units utilize the same standard procedures to change management which is very important in ensuring that all the units work together towards a common goal. This also improves the accountability of all the units because it is easier to assign responsibilities and accountability for either a project's success or failure. In order to help the organization navigate the change, I propose using Kotters eight steps, as seen in the picture.
Source; (BAtheories, 2022)
In a centralized approach, decision-making is often concentrated in a single, central entity (Knutson, 2023). All the company's strategic decisions related to the OCM, including planning, implementation, and monitoring, are made In NVIDIAS central location. The benefits map will help us understand the proposed benefits of changing from a decentralized to a centralized approach, as it will allow a greater understanding. One of the benefits of NVIDIA is that it will allow greater coordination and collaboration among all its business processes, as all the units will ultimately work toward the organization's success. Additionally, a centralized approach ensures that the resources are allocated efficiently. Centralization ensures coordination and control of resources around the organization because when project management is centralized, it becomes easier to identify the needs of each unit and allocate the required resources in a way that aligns with the overall business strategic objectives (Sandlewood Engineering and Egonomics, 2022). Additionally, when it comes to the allocation of resources, the process can be done efficiently without the need for extensive consultation or collaboration across all the business units. In order to ensure that there is no misappropriation of funds, centralization also makes it easy to track the resources required. The to-be state of NVIDIA will also have a reduced employee turnover, starting from the employees to the top management. This will help retain the organization's top talent and is particularly important for the progress of NVIDIA. When an organization empowers its employees through either an incentive-driven project or career advancement, it helps them be aware that the organization looks out for them, thereby retaining them. Additionally, when employees understand that there is an opportunity for career growth in an organization and promotions, chances of staying in the same organization increase. These benefits will be measured against NVIDIAs mission through the project's delivery success rate, resource allocation efficiency as well as retention of employees to ensure that top talent is maintained.
Stakeholders of the end processes will still need to buy into the proposed project, which is vital for the project's success. This is because each stakeholder has different interests in the project. The stakeholder resistance will be noted through a reluctance to adopt the proposed organizational changes if they fear job losses or do not clearly understand the benefits of adopting a centralized approach. However, by ensuring they are actively engaged in the project, the organization can increase its chances of achieving its desired outcome. Communication and training are also crucial, as this will help them be at par with the project and how far it will benefit the organization. It will also be beneficial when the stakeholders get the resources needed to enhance their understanding of the project. The MD, for instance, is responsible for the organization's overall success; thereby, he has to be consulted on the project and still has the final say in the organization's choice of project. On the other hand, the employees, as stakeholders, are responsible for ensuring that the OCM program is successful, as its success ultimately depends on the employees' ability to embrace it. This is why employees at NVIDIA are the primary stakeholders. The customers, on the other hand, are also stakeholders as their interest in NVIDIA goes as far as they receive high-quality products when they are treated with respect. The suppliers are also important stakeholders in the program and are only interested in the company if they are paid promptly. Finally, the managers and shareholders are responsible for overseeing the operations of their teams and ensuring that they work towards the desired goals. At the same time, stakeholders are interested in the program's final performance.
When beginning the project with an end in mind, one works with clarity, which is essential in increasing project efficiency. The end goal for NVIDIA is to have successful projects, enabling it to maximize its return on investment in all the projects it engages in. While working backwards from the end goal, some business and operational processes, including the change management process, must be performed. In this case, we aim to change to a centralized approach to project management to ensure that they are managed effectively. We also need to work towards increased communication and collaboration because NVIDIA's 'to-be state' is with increased communication and collaboration. Therefore, we must implement strategies to facilitate this change from the decentralized approach. We also aim to have a reduced turnover rate at the company. Working towards this will need measures that will increase employee satisfaction, such as training and development and career enhancement opportunities. This training and development will also need to cover the adjusted changes in the organization. The change will also affect the supply chain department; therefore, it must comply with the OCM change.
As NVIDIA works towards a change in organizational success, there is a need to update the employees and top management on the knowledge, skills, and abilities needed to perform the future state of the business. First, employees need to understand the knowledge that NVIDIA will adopt for the new processes and procedures that will be implemented. For instance, NVIDIA will be implementing a new project management software. The employees must know how to track progress towards the project and perform with it efficiently. Additionally, employees will require change management skills. Employees are often unsure about the sustenance of the change for organizations in the future, and this can lead them to a fear of change (Rehman et al., 2021). Others fear getting out of their comfort zone, which may undermine their ability to accept the change. This is why change management is crucial to mitigate the risks of change opposing. Communication skills and teamwork is also necessary skill that employees should adopt. This is because the future state of NVIDIA will focus on increased communication and collaboration in various organizational units and as an organization. Managers and top-level executives will require leadership skills to lead the employees toward the required change. Change is a continuous process that takes place in three stages. One is the unfreezing phase, whereby the employees are prepared for change; the second is the change itself, while the last stage is the refreezing, where the proposed change becomes the norm (Zainol et al., 2021). The leaders have a significant role in successfully taking employees through the three stages.
The future organizational chart for NVIDIA is seen in Appendix B
Stakeholder Management
Stakeholders need to be identified, both those who are for the program and those who are against its implementation, by identifying who they are, what is their impact on the program, and whether they benefit the program goals. Therefore, the following table shows the list of key stakeholders related to the OCM.
Key Stakeholders
Awareness Level (High, Medium, Low)
Level of Support
Influence (High, Medium, Low
Contingency Plans
Senior Management
High
High
High
Communicate the benefits of the proposed change to NVIDIA, and make them understand the disadvantage of not adopting it to the company.
Managers
High
High
High
Facilitate training to understand their role in the change and provide training to adapt to the new structure.
Employees
High
High
Medium
Provide them with training and the required support to adapt to the proposed change. And they need to understand that change is necessary.
Customers
Medium
High
Medium
Ensure their concerns are addressed promptly and the proposed changes are communicated to them.
Shareholders
Medium
High
Medium
Provide them with updates and communication regarding the progress of the change.
Suppliers
Medium
Medium
Medium
Manage their expectations and ensure that their concerns are addressed.
Organizational Change Team
Explanation: Since you have no actual individuals to assign here, you can include generic 'positions', as shown below. Edit to your own situation, though…
The Organizational Change Team will be commissioned to assess the organizational change impact on Human Resources, Training, policies, guidelines, and procedures. They will also communicate to stakeholders, including end users, using the WIIFM focus.
Name
Roles
Responsibilities
Change Champion
Communicates the vision for organizational change. Leads by example. Is involved at all times in initiating, managing, and implementing change. Works with people and ensures the right skill sets are in place at the right time. Keeps people focused and directed towards the end goal(s). Accepts feedback willingly.
Program Organizational Change Manager
Manages the organizational change message horizontally across the Component Projects, ensuring all OCM activities are satisfactorily accomplished. From a Program Management Office perspective for organizational change, the main point of contact is attending mandatory governance and oversight meetings as required.
Project Change Agent
Manages the organizational change message vertically within their respective Component Project, ensuring all Project-related OCM activities are satisfactorily accomplished; manages the portion of the Project Schedule containing their activities and reports activity status.
Human Resources
Develops the Communications Strategy for conveying Program-wide organizational change regarding obtaining a new skill set, types of available training, the forums for training, etc.
Business Process Engineer
Redesigns or creates organizational processes and procedures from scratch to support new technology implementations.
IT representative
The IT representative is responsible for providing input on the potential impact of the change on the IT systems and helping develop plans that address the necessary changes.
Finance personnel
The finance personnel is responsible for providing input on the financial impact of the project and the best way to go about the change.
End User Representative
Listens to and asks questions related to organizational change with an open mind. Participates in all levels of training as required, from technology familiarization to testing use-case-driven scenarios. Tests redesigned and/or new organizational processes and procedures and supplies feedback.
Scope
The organization's change management plan aims to move NVIDIA from a decentralized project management approach to a centralized one. We want NVIDIA to succeed in all its projects, which will, by extension, improve its competitive advantage and bring a high return on investment. Centralized project management will bring about coordination in all the projects, increased efficiency, and the removal of redundancies (Cuillier, 2022). The plan will cover all aspects of the organizational change, including communication, training, and stakeholder engagement. The program's change will affect different phases, which include the planning phase, initiation, management planning, execution phase, and the close-out and evaluation phase, where the changes made will be evaluated.
Scope Statement
In-scope activities can be described as activities directly related to the organization's change management plan, while out-scope activities are those not directly involved in the organ...
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