Glossary of Change Management Terms
Every industry has its terminology and phrases, when you become involved with change management there may be some new terms to get to know. We have created a comprehensive list of all the terms we feel will be useful to you.
Firstly, let’s start with the types of change management:
Business Change Management
Business change management is a systematic approach for managing the lifecycle of business changes to an organisation. It is the process of assessing, planning, organizing, and implementing changes to an organisation and its operating environment in order to achieve desired outcomes. It involves a coordinated effort between stakeholders and leadership to ensure that changes are properly planned, communicated, and executed efficiently. Business change management involves a range of activities such as the identification of areas for improvement, the establishment of goals and objectives, the development of plans and strategies, the implementation of changes, and the monitoring and evaluation of results. It also requires effective communication and collaboration between stakeholders and leadership to ensure that the change process is successful.
Organisational Change Management
Organisational change management (OCM) is a process that focuses on the people side of change, as opposed to the technical side. It involves planning and implementing changes within an organisation in order to meet its goals and objectives. OCM involves both the process of managing the organisational change and the people that are affected by it. It includes activities such as identifying and assessing the need for change, developing the plan for change, implementing the plan, monitoring and evaluating the outcomes, and ensuring that the objectives of the change are met. OCM requires strong leadership and collaboration between stakeholders across the organisation. It requires understanding the impact of the change on individuals, teams, and the organisation as a whole, as well as engaging employees to accept and embrace the change. OCM also involves developing strategies to manage resistance, support positive feedback, and ensure communication throughout the process. It is an important tool for successful organisational transformation, and can help to ensure that the change is successful and sustainable.
Lean Change Management
Lean Change Management is an approach to organisational change that emphasizes process optimization and the active involvement of people at all levels of the organisation. It focuses on eliminating waste and increasing the efficiency of operations. Lean Change Management seeks to create a culture of continuous improvement by identifying and eliminating non-value-adding activities, streamlining processes, and utilizing technology to automate and reduce manual steps. It seeks to make change efforts more effective by reducing the time, cost, and effort associated with transformation initiatives. It also encourages collaboration among stakeholders and promotes a culture of shared responsibility. It promotes a focus on customer value, increased responsiveness to changing customer needs, and increased agility in meeting changing market conditions. Ultimately, the goal of Lean Change Management is to create an organisation that can quickly and effectively adapt to changing market conditions and customer demands.
Enterprise Change Management
Enterprise Change Management is a process that helps organisations effectively implement and manage changes within their business operations. It involves planning, designing, and implementing changes to improve organisational efficiency, increase customer satisfaction, and achieve other strategic business goals. It involves the use of various tools, techniques, and methodologies to ensure that the changes are handled in an effective and efficient manner. It requires strong leadership and communication to ensure that all stakeholders are aware of the change and are ready to embrace it. It also involves assessing the impact of the proposed change and ensuring that it meets the organisation's objectives. Enterprise Change Management is an essential part of any successful business transformation, and is essential for the success of any organisation.
ITIL Change Management
ITIL Change Management is the process of managing changes to IT services and infrastructure. It involves identifying, planning, scheduling, implementing, and reviewing changes to IT systems to ensure that they remain secure, reliable, and efficient. It also includes monitoring the impact of the changes on the IT environment and responding to any issues that arise. ITIL Change Management is essential to the successful management of IT services, as it helps to ensure that changes are well planned, properly tested, and efficiently implemented. It helps to increase the speed and quality of change implementations, reduce the risk of disruption, and improve the overall quality of the IT services provided.
Next up, the organisations and methodologies used in change management:
PROSCI
PROSCI is a project management training and consulting firm specializing in change management. They use a three-phase model based on best practices to help organisations implement successful change. The model consists of preparation, implementation, and stabilization. Through the use of their research-backed model, they are able to help organisations prepare for, manage, and sustain change. They offer a variety of services such as training, certification, consulting, and resources for individuals and organisations. Their goal is to help organisations increase the success of their change initiatives by helping them become adept at managing change. They help organisations develop the skills and processes necessary to increase their change success rate and to create a culture of change. PROSCI’s vision is to help organisations become change resilient and to create a more productive, innovative, and successful work environment.
See: Prosci.
ADKAR
ADKAR is an acronym for Awareness, Desire, Knowledge, Ability and Reinforcement, which is a model that can be used to help individuals and organisations achieve change. This model is used to identify the key steps and elements required to achieve successful personal and organisational change. Awareness is the first step in the model and consists of understanding the need for change. Desire is the second step and involves creating a desire to make the change. Knowledge is the third step and involves understanding how to make the change. Ability is the fourth step and involves gaining the skills and capabilities required to make the change. Finally, Reinforcement is the fifth and last step and involves taking action to ensure the change is sustained. The ADKAR model is a useful tool for identifying the steps and elements necessary for successful change, both at a personal and organisational level.
CMI
Change Management Institute (CMI) is an international professional organisation devoted to the practice of change management. It provides resources, training, certification, and education to professionals in the field of change management. CMI’s mission is to promote best practices, standards, and theory in the field of change management. CMI works to advance knowledge and practice of change management, develop professionals, and to provide a global platform for collaboration. CMI offers training and certification programs, publications, a library of resources, events, and webinars. CMI provides a network of professionals to assist with the development of change management strategies and processes. CMI also provides consulting services on change management and offers research and thought leadership on the topics of change management. CMI is dedicated to helping organisations and individuals succeed in the ever-changing business landscape.
See: Managers.
PRINCE2
PRINCE2 (Projects IN Controlled Environments) is a process-based method for efficient project management. It is a structured approach to project management that is used extensively in the UK and internationally. It provides a set of principles, processes and techniques to ensure successful delivery of projects. It is based on the concept of dividing a project into manageable and controllable stages which are monitored and controlled throughout its life cycle. PRINCE2 is highly adaptable and can be applied to projects of any size, complexity and duration. It provides a framework for project managers to plan, control and deliver their projects in a structured and organized manner. It is an effective tool for project management and helps to ensure the successful completion of projects. Its principles and guidelines can be used to improve the effectiveness of project management and the quality of project results.
See: Prince2.
Agile DSDM
Agile DSDM (Dynamic System Development Method) is an agile project management framework which provides guidance for working in an agile environment. It was developed in 1994 by a group of independent project managers, developers and consultants. Agile DSDM is based on the Agile Manifesto and is designed to help teams effectively manage projects. It focuses on early delivery, collaboration between teams, continual improvement and customer satisfaction. The framework is designed to be flexible and adaptive, giving teams the freedom to adjust to changing requirements and goals. Agile DSDM also emphasizes the use of frequent communication and collaboration between teams to ensure that projects move forward in a timely manner. Agile DSDM is an ideal method for teams who need to work quickly and adapt to changing environments. It is a great tool for teams looking to create high-quality products in an ever-evolving market.
See: Agile business.
Six Sigma
Six Sigma is a business management strategy developed to improve the quality of processes, products and services by identifying and reducing the number of defects and errors. It is a data-driven approach that uses statistical analysis, data collection, and process mapping techniques to identify and eliminate sources of defects. The goal of Six Sigma is to improve customer satisfaction, reduce costs and increase profits. It is often used in manufacturing, finance, healthcare and other industries. Six Sigma is designed to meet customer expectations and ensure that products and services are meeting quality standards. It is a continuous improvement process that uses problem-solving and data to identify problem areas and improve processes. Six Sigma also emphasizes the use of feedback and metrics to drive improvement initiatives and measure the impact of changes. It is a flexible and adaptable approach that can be applied to almost any industry.
See: Six Sigma.
BEE Methodology©
BEE stands for Build, Excite, Equip. It is our own simplified methodology to guarantee adoption, therefore creating successful organisational or project change. Created by Nicola Graham, Managing Director Simplify Change it details a simple yet effective way to bring people along on the change journey. Helping make transitions easier, with less resistance and more likelihood of success. Nicola’s book on the topic Build, Excite, Equip.: How to simplify change adoption in your projects is now out.
See: How we do business change: The BEE Methodology.
Now for some change management-specific terms:
Change Champion
Change champions are people within an organisation who are responsible for driving change and leading transformation. They are individuals who have the knowledge, skills, and experience to help guide and advise the organisation in its efforts to adapt to a changing environment. Change champions are often seen as a bridge between the organisation and the external stakeholders, such as customers, suppliers, and regulators. They are the ones who make sure that the organisation is taking the right steps at the right time to remain competitive and successful. Change champions must be able to identify the right strategies to implement, develop an understanding of the organisation’s culture and how to best influence it, and lead by example. They must also be able to recognize and manage resistance to change and be able to explain the benefits of the proposed changes to the organisation. Change champions are vital to the success of any organisation’s transformation efforts and should be chosen with care. Find out more here Champions what are they?
Change Influencer
Change influencers are people who have the power to influence others to adopt new ideas and behaviours. They can be authority figures such as leaders and experts, or everyday individuals that have the capacity to shape others’ thinking. Change influencers can help to create a positive culture of change, by leading by example and promoting new ideas and practices. They can also provide inspiration and motivation for others to follow their lead. Change influencers are important in any organisation or business as they can help to create a shift in attitudes, behaviours and mindsets, ultimately leading to improved performance and productivity. Change influencers can also help to create an environment of new possibilities, by encouraging others to think outside of the box and challenge the status quo. Ultimately, change influencers are invaluable in helping organisations to achieve their goals and ambitions.
Change Agent
A change agent is an individual or group of individuals who work to bring about positive change in an organisation or system. They are often tasked with helping to identify areas of improvement and developing strategies to implement those improvements. Change agents often use their knowledge and skills to assist with organisational development, organisational change, and organisational learning. Change agents may work in a variety of roles, including in the areas of training, consulting, coaching, project management, and research. Change agents can also be community activists or members of an organisation's workforce who are focused on bringing about positive change. Change agents often have a passion for their work and a commitment to making a difference. They have a clear understanding of the needs of their organisation and can identify areas where improvement is possible. Change agents are creative problem solvers who can think outside of the box and come up with unique solutions. They also have strong interpersonal skills and are excellent communicators, able to effectively convey their ideas to stakeholders and team members. Change agents are often highly motivated and driven to make a difference and can be a powerful force for positive change.
Social Network Analysis
Social network analysis (SNA) is a method of studying relationships and connections between people, organisations, and other entities. It is a way of understanding how the world is connected and how information, power, and resources are shared. It can be used to analyze how people interact with each other, how they form relationships, and how information flows through a system. SNA can also be used to identify influential people in a network, find clusters or communities, and measure the strength of relationships. By understanding the structure of a network, SNA can provide insights into how to best influence or target people within a network. SNA can help identify key influencers, uncover hidden relationships, and identify patterns of communication. It can also help organisations better understand their customers and improve customer service. SNA is a powerful tool that can help organisations gain insights into their networks, make better decisions, and optimize their operations. Find out more here:
Change Control
Change control is a process used to manage and monitor changes to a system or product. It involves identifying changes, assessing the impact of the changes, authorizing the changes, and tracking the changes to ensure they are implemented correctly. Change control is often used in software development and IT operations to ensure any changes made to the system are properly managed and meet the organisation's requirements. It is also used to ensure changes are properly documented, tested, and approved before they can be implemented. Change control helps reduce the risk of errors, downtime, and other potential problems associated with changes to a system. It also helps to ensure that changes are in line with organisational standards, policies, and procedures. Change control is an important element of any system or product development or maintenance process and helps to ensure changes are made in a controlled and secure manner.
Change Readiness (Organisational Readiness)
Change readiness is the ability of an organisation, team, or individual to recognize, embrace, and effectively respond to change. It is the ability to recognize when a change is necessary, develop a plan and strategy to make the change, and adjust to the new environment. Change readiness is essential to an organisation's success because it prepares employees to respond to changes in the market, technology, or customer demands. Having a change-ready mindset helps employees to be more agile, flexible, and adaptive in their approach to new challenges. Change readiness also requires an organisation to understand the implications of the change and have a plan to ensure that the change is implemented effectively and without disruption. Change readiness is a key component to an organisation’s ability to remain competitive in an ever-changing environment.
Change Curve
The change curve is a model used to describe the stages of transition people go through when dealing with change. It is sometimes called the transition curve or the Kubler-Ross Change Curve. It was developed by Elisabeth Kubler-Ross and describes five distinct stages of transition: shock, denial, anger, exploration, and acceptance. Shock is a feeling of disbelief or numbness that first occurs when faced with a sudden or unexpected change. Denial is a refusal to accept the change and is often accompanied by feelings of confusion and insecurity. Anger is an emotional response to the change and is often expressed as frustration and resentment. Exploration is a period of experimentation and learning, as the individual begins to understand and accept the change. Finally, acceptance is the point at which the individual fully integrates the change into their life and is comfortable with their new reality. The change curve is a useful tool to help individuals and groups manage change effectively and transition through the stages of change successfully.
Fear Curve
The fear curve is a concept developed by behavioral psychologists to explain the relationship between our fear of something and time. It suggests that when we initially experience fear of something, our fear is at its peak. Over time, as we become more familiar with the thing that we are fearful of, our fear begins to diminish. Eventually, the fear will reach a point where it is no longer felt. This is the fear curve, and it is a useful concept to understand when it comes to managing fear and anxiety. It can be beneficial to recognize that our initial fear of something may be intense, but it will not last. With time, and exposure to the thing we are fearful of, our fear will start to decrease. This is the pattern of the fear curve, and it can be beneficial to keep this in mind when trying to manage fear and anxiety. To find out more click here The fear curve.
Resistance to Change
The Resistance to Change is a natural phenomenon that occurs whenever a person or organisation is presented with a new idea or situation, which conflicts with their existing beliefs, values, or habits. It is the result of a person’s psychological and emotional responses to the unfamiliar or unexpected. People who experience resistance to change often have difficulty accepting the idea of change, and may feel overwhelmed, frustrated, and even threatened by it. Resistance to change can be seen as a form of cognitive dissonance, where the existing beliefs, values, and habits are in conflict with the new idea. Resistance to change can also be a result of a lack of perceived control, confusion, or fear of the unknown. Ultimately, the Resistance to Change is a result of our natural instinct to protect and preserve the status quo. It is important to recognize and be aware of the Resistance to Change in order to successfully manage change within an organisation.
Stakeholder Analysis
Stakeholder Analysis is a process used to identify, analyze and assess the importance of key stakeholders in a project. It helps to identify who the stakeholders are, what their interests are, how they are likely to respond to the project, and how their interests can be best managed. It is an important part of the project planning process and helps to ensure that the project is successful. The first step of Stakeholder Analysis is to identify the stakeholders; these could be the project team, customers, suppliers, government, local communities, and any other groups or individuals who are affected by the project. Once identified, the next step is to assess their level of involvement, interests and potential impact on the project. This should include an assessment of their needs, expectations, and potential contributions. The third step is to analyze the stakeholders’ needs and interests by studying their background and history, understanding their goals, and assessing their resources. This helps to determine how the project can best meet their needs and how the project’s outcome will affect them. Finally, the last step is to develop a plan to manage the stakeholders’ interests and expectations.
Impact Analysis
Impact analysis is a process used to evaluate the potential consequences of an action or event. It is used to help organisations make decisions and anticipate any potential risks or opportunities associated with the action or event. Impact analysis involves identifying the stakeholders affected by the decision, understanding the potential impacts of the decision on those stakeholders and the environment, and assessing the likely outcomes of the decision. Impact analysis helps organisations to anticipate and prepare for potential issues that may arise and to identify potential opportunities that may arise as a result of the action or event. By conducting an impact analysis, organisations can make more informed decisions and better manage the potential risks and benefits associated with their actions.
Transition Plan
A transition plan is a document that outlines how a change in business operations or an organisational change will be implemented. It includes a timeline of activities and tasks, as well as a list of resources needed to complete the transition. The transition plan should provide clear direction and communication to all parties involved in the transition, and should be tailored to the needs of the organisation. It should also outline a strategy for addressing any potential risks associated with the transition. The plan should be regularly monitored and updated as needed to ensure successful transition. In addition, the transition plan should include steps for evaluating the success of the transition, and for ensuring that any lessons learned are incorporated into future transition plans.
Cultural Alignment
Cultural Alignment is the process of aligning a company's culture with its core values, mission, and goals. It involves understanding the company's shared values and beliefs and working to ensure that those values are reflected in the culture of the organisation. This process helps to ensure that everyone in the organisation is on the same page and working together towards a common goal. It also allows for a more positive atmosphere and greater team cohesion. It is important for companies to ensure that their culture is in line with their values in order to create a workplace that is both productive and supportive. Cultural Alignment can involve activities such as training sessions, team-building activities, and leadership development. By focusing on cultural alignment, organisations can work to create a healthy and successful work environment.
Leadership
Leadership is the ability to influence and motivate people to achieve a common goal. Leaders provide guidance, direction and motivation to their team. They have strong communication skills, are organized and have the ability to make decisions under pressure. Leaders have a clear vision of where they want to go and how they plan to get there. They know their strengths and weaknesses, and are able to use them to the best advantage of their team. Leaders are also able to delegate tasks and give constructive criticism. They are able to recognize potential in people and develop them to their fullest potential. Leaders are also able to build trust, respect and loyalty among team members. They are able to foster collaboration and cooperation to achieve their goals. In short, leaders are the driving force behind any successful organisation.
Project Management specific terms:
Communication Plan
A Communication Plan outlines how an organisation will communicate with internal stakeholders (employees, management, etc.) as well as external stakeholders (customers, media, suppliers, etc.). It outlines the strategies, channels, and timeline for delivering information. The plan should cover who will be responsible for communication, what type of messages need to be communicated, how the messages will be delivered, and how feedback will be received. A Communication Plan is an essential tool to ensure effective communication and allow organisations to remain organized and efficient. It also helps set expectations and ensure consistency across all stakeholders.
KPI
KPI stands for Key Performance Indicators and it is used to track the progress of an organisation or business towards achieving specific goals and objectives. KPI's are quantifiable measurements that help to measure the performance of a particular activity or process. KPI's are generally used to measure performance over a period of time, as well as to track progress towards a goal. KPI's can also be used to compare various departments or performance levels within an organisation. KPI's are typically used in the areas of finance, operations, production, marketing, customer service, and human resources. KPI's can provide valuable insight into the performance of an organisation, and can be used to drive decisions and improve overall performance.
Tollgates
Tollgates are checkpoints within a business change management process. They act as markers that must be passed before the change can move forward. Tollgates provide an opportunity to assess the progress and risks associated with the change and make any necessary corrections or adjustments. They are especially important for complex changes that involve multiple stakeholders and teams, as they provide a chance for a high-level review of the change and its potential impacts. Tollgates also serve as a form of governance, ensuring that the change is in line with the business’s objectives and that the risks associated with the change are properly managed.
Milestones
Milestones are important markers in the business change management process. They provide a way to track progress and measure success. They are used to identify key points in the process and can help to keep stakeholders informed and engaged. Milestones provide a timeline to help guide the change effort and can help to create a sense of momentum. They are also used to set expectations and keep teams on track. Milestones can help to prioritize tasks and provide a way to measure and evaluate performance. Ultimately, milestones are used to help ensure the successful implementation and adoption of a change initiative.
Project Plan
A project plan is an essential tool for change management in a business context. It allows for the organisation and tracking of all activities related to the change management process. It also serves as a communication tool, ensuring that everyone involved in the change management process is aware of their roles, responsibilities and timeline. The project plan should include milestones, objectives, deliverables, resources and timelines. It should also provide an overview of the change process and its key activities. Additionally, it should set out the approach to managing risks, issues and benefits associated with the project. By planning and implementing the project according to the project plan, organisations can ensure that the change process is efficient and successful.
PMO
PMO stands for Project Management Office and is a key component of a business change management team. It is responsible for the successful planning and execution of business change initiatives. The PMO provides guidance and support to the project team to ensure that project timelines, budgets, and objectives are met. It also provides the necessary tools and resources to ensure that changes are effectively implemented and that any risks associated with the change are minimized. The PMO also works with stakeholders to ensure that the change is aligned with the organisation’s overall goals and objectives. It is essential for any successful business change initiative and can help ensure that the goals are achieved in a timely and cost-effective manner.
RAID Log
RAID log stands for Risks, Actions, Issues and Decisions. It is a key tool used in change management to help capture, track and manage the risks, actions, issues and decisions that arise throughout the change process. The log is an effective way to ensure that all necessary information is documented in an organized manner, providing transparency and accountability. It also assists in identifying potential risks and developing plans to address them. The log is used to assess the progress of the change and can be used to identify areas of improvement. Furthermore, it helps ensure that all stakeholders are informed and aware of the change process and its progress.
Stakeholder
Stakeholders are individuals or organisations that have an interest in the success of a business change management project. They can include the project sponsor, project team, business leaders, employees, customers, suppliers, and any other external parties. Stakeholders have a vested interest in the success of the project and can influence its outcomes. Stakeholder involvement is essential for successful change management, as stakeholders can provide feedback, resources, and support. They can also provide valuable insight into the potential impacts of the change, helping to ensure that the change is beneficial and achievable. Stakeholder engagement is key to project success, as it helps to ensure that all stakeholders are aware of the project and its goals and objectives, and that their needs and concerns are taken into account.
Lastly, the roles that you will find within a change management team:
Change Manager
A Change Manager is responsible for leading, managing and implementing change initiatives within an organisation. They identify, assess and manage risks associated with change, develop strategies to facilitate smooth transition, and ensure successful adoption of new processes. They work collaboratively with stakeholders to plan, design and implement the change, and drive the associated benefits. They also monitor and evaluate the progress of the change, and provide regular feedback to stakeholders. Change Managers are adept at influencing, motivating and inspiring individuals and teams towards the successful adoption of new ideas and practices. They often develop training and communication plans, and provide guidance and support to stakeholders. Ultimately, the Change Manager ensures that the change is implemented efficiently and effectively, resulting in desired outcomes.
Change Analyst
A Change Analyst is a person who works within a business change management team. They are responsible for analyzing the impact of proposed changes on the business, stakeholders and the wider organisation. They evaluate the risk and benefit of change initiatives and recommend courses of action based on their findings. They also identify and monitor the progress of any changes and provide reports to senior management. Change Analysts use data analysis, modelling, and problem-solving skills to identify the root causes of change and recommend solutions. They also provide guidance and support to other team members and stakeholders, helping to ensure successful implementation of changes.
Trainer
The Trainer role in a business change management context is to plan, design and deliver effective training solutions that facilitate the successful adoption of changes within the organisation. This includes educating and supporting employees, leaders and stakeholders on the objectives, processes, and benefits of the change, as well as creating custom training materials and developing appropriate instructional strategies. The Trainer must also determine the learning needs of the target audience, assess training effectiveness, identify areas for improvement, and evaluate the impact of the training on the organisation. The Trainer must possess strong communication and interpersonal skills, as well as knowledge of adult learning principles, project management and change management.
Project sponsor
The Project Sponsor is a key stakeholder in business change management. They provide strategic direction, guidance, and leadership in the planning, implementation, and execution of a project. They ensure the project is aligned with overall business objectives and is properly prioritized. They are responsible for the success of the project and provide the necessary resources and support to ensure project success. They are responsible for making decisions that are in the best interest of the organisation, and they approve and monitor the project budget. They collaborate with other key stakeholders throughout the project life cycle and act as the liaison between the project team and executive leadership. They also participate in project meetings and provide ongoing feedback and advice as needed. The Project Sponsor plays a vital role in the success of any business change management initiative.
Product Manager
Product Management in a business change management context involves the management of the product life cycle from conception to retirement. This includes developing a product strategy, creating a product roadmap, designing product features, and working with stakeholders to ensure successful delivery. It also involves managing the development process, setting release schedules, gathering customer feedback, and analyzing market trends. Product Management is responsible for keeping the product competitive in the marketplace and ensuring customer satisfaction. Product Managers also play a key role in driving business change by assessing potential opportunities and leading the implementation of new strategies.
ScrumMaster
The ScrumMaster is a key role in a business change management context. They are responsible for facilitating the Scrum process and helping the team to implement change initiatives. This includes coaching and supporting the team, helping the team to identify and break down obstacles, and resolving conflicts. The ScrumMaster also monitors the team's progress and ensures that change initiatives are executed in a timely manner. The ScrumMaster is also responsible for inspiring, motivating and leading the team to drive successful outcomes. They also act as a mediator and facilitator between teams, stakeholders, and management. Finally, the ScrumMaster is responsible for ensuring that the team has the resources and tools necessary to achieve success and that the team is able to deliver results on time and within budget.
Change Consultant
A Change Consultant is a professional who assists businesses and organisations with the successful implementation of change. They use their expertise in change management to analyse the current situation and develop strategies for successful change. Change Consultants use their skills in communication, leadership, facilitation, and problem solving to help organisations identify areas of change that need to be addressed and create plans to effectively implement those changes. They provide guidance and support to the organisation throughout the change process and help ensure that the transition is successful. Change Consultants also review and evaluate the progress of the change process and make recommendations for improvement. They are experienced in working with stakeholders to ensure that the change process is successful and accepted by all parties.
Agile Practitioner
The Agile Practitioner is a key role in successful business change management. They are responsible for leading and managing Agile projects and initiatives, applying Agile principles and practices to ensure successful delivery of products and services. They must be able to evaluate and coordinate resources, manage timelines, develop and maintain team morale, and ensure that the end result meets customer requirements. They must also be able to understand and use Agile tools, techniques and processes to ensure the highest levels of customer satisfaction. They must be able to effectively communicate with stakeholders and team members to ensure that the project is successful. Agile Practitioners have the ability to adapt to changing requirements and the ability to identify potential risks and solutions. They are responsible for coaching, mentoring, and guiding teams throughout the project life cycle.
We hope you found this useful and you now feel more confident in using this terminology.
If we’ve missed any terms you feel should be added to this list please get in contact and we’ll update it.