Quality management systems — Organizational change management — Processes

This document specifies processes that can be used to govern, manage and implement organizational change management (OCM) for organizations, projects or smaller activities. It comprises generic process descriptions that describe the OCM processes. Supporting diagrams describing the processes are also provided. This document is applicable, but not limited, to change sponsors, change agents, change team members and project managers, particularly those responsible for governing, managing and implementing organizational change.

Systèmes de management de la qualité — Gestion du changement organisationnel — Processus

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Status
Published
Publication Date
30-Aug-2022
Current Stage
6060 - International Standard published
Due Date
22-Feb-2023
Completion Date
31-Aug-2022
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TECHNICAL ISO/TS
SPECIFICATION 10020
First edition
2022-08
Quality management systems —
Organizational change management
— Processes
Systèmes de management de la qualité — Gestion du changement
organisationnel — Processus
Reference number
ISO/TS 10020:2022(E)
© ISO 2022
---------------------- Page: 1 ----------------------
ISO/TS 10020:2022(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2022

All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may

be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on

the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below

or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
© ISO 2022 – All rights reserved
---------------------- Page: 2 ----------------------
ISO/TS 10020:2022(E)
Contents Page

Foreword ..........................................................................................................................................................................................................................................v

Introduction .............................................................................................................................................................................................................................. vi

1 Scope ................................................................................................................................................................................................................................. 1

2 Normative references ..................................................................................................................................................................................... 1

3 Terms and definitions .................................................................................................................................................................................... 1

4 Organizational change management concepts .................................................................................................................... 2

4.1 General ........................................................................................................................................................................................................... 2

4.2 Organizations and interested parties ................................................................................................................................ 2

4.3 Conditions under which organizational change is likely to take place ................................................ 2

4.4 OCM process perspective .............................................................................................................................................................. 3

4.5 Process model.......................................................................................................................................................................................... 3

5 Governance process ........................................................................................................................................... ...............................................5

5.1 General ........................................................................................................................................................................................................... 5

5.2 Process ........................................................................................................................................................................................................... 6

5.3 Purpose ......................................................................................................................................................................................................... 6

5.4 Outcomes ..................................................................................................................................................................................................... 6

5.5 Developing OCM policy and strategy .................................................................................................................................. 6

5.6 Documented information .............................................................................................................................................................. 6

6 Management processes ................................................................................................................................................................................. 7

6.1 General ........................................................................................................................................................................................................... 7

6.2 Change scenario process ............................................................................................................................................................... 7

6.2.1 General ........................................................................................................................................................................................ 7

6.2.2 Purpose ....................................................................................................................................................................................... 7

6.2.3 Outcomes ................................................................................................................................................................................... 7

6.2.4 Activities and tasks .......................................................................................................................................................... 8

6.2.5 Documented information ........................................................................................................................................... 8

6.3 Interested party identification process ........................................................................................................................... 9

6.3.1 General ........................................................................................................................................................................................ 9

6.3.2 Purpose ....................................................................................................................................................................................... 9

6.3.3 Outcomes ................................................................................................................................................................................... 9

6.3.4 Activities and tasks .......................................................................................................................................................... 9

6.3.5 Documented information ........................................................................................................................................... 9

6.4 Intervention definition process ............................................................................................................................................... 9

6.4.1 General ........................................................................................................................................................................................ 9

6.4.2 Purpose .................................................................................................................................................................................... 10

6.4.3 Outcomes ................................................................................................................................................................................ 10

6.4.4 Activities and tasks ....................................................................................................................................................... 10

6.4.5 Documented information ........................................................................................................................................ 10

7 Implementation processes .....................................................................................................................................................................11

7.1 General ........................................................................................................................................................................................................ 11

7.2 Issue identification process ..................................................................................................................................................... 11

7.2.1 General ..................................................................................................................................................................................... 11

7.2.2 Purpose .................................................................................................................................................................................... 11

7.2.3 Outcomes ................................................................................................................................................................................ 11

7.2.4 Activities and tasks ....................................................................................................................................................... 11

7.2.5 Documented information ........................................................................................................................................12

7.3 Affected interested party identification process .................................................................................................12

7.3.1 General .....................................................................................................................................................................................12

7.3.2 Purpose ....................................................................................................................................................................................12

7.3.3 Outcomes ................................................................................................................................................................................ 12

7.3.4 Activities and tasks .......................................................................................................................................................13

7.3.5 Documented information ........................................................................................................................................ 13

iii
© ISO 2022 – All rights reserved
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ISO/TS 10020:2022(E)

7.4 Affected interested party intervention process .................................................................................................... 13

7.4.1 General .....................................................................................................................................................................................13

7.4.2 Purpose ....................................................................................................................................................................................13

7.4.3 Outcomes ................................................................................................................................................................................ 13

7.4.4 Activities and tasks ....................................................................................................................................................... 14

7.4.5 Documented information ........................................................................................................................................ 14

7.5 Change management reporting process ....................................................................................................................... 14

7.5.1 General ..................................................................................................................................................................................... 14

7.5.2 Purpose .................................................................................................................................................................................... 15

7.5.3 Outcomes ................................................................................................................................................................................ 15

7.5.4 Activities and tasks .......................................................................................................................................................15

7.5.5 Documented information ........................................................................................................................................ 15

8 Measuring affected interested party intervention progress on the change matrix ................16

8.1 The change matrix............................................................................................................................................................................ 16

8.2 Rating the change matrix position .................................................................................................................................... 18

8.3 Aggregation of affected interested parties change matrix positions to higher levels ........ 18

8.3.1 General ..................................................................................................................................................................................... 18

8.3.2 Change matrix cell aggregation problem .................................................................................................. 18

8.3.3 Change matrix cell aggregation models ..................................................................................................... 19

Annex A (informative) Process documentation items ...................................................................................................................21

Annex B (informative) Generic sections definition ..........................................................................................................................29

Annex C (informative) Comparison between this document and ISO 9001 ............................................................31

Bibliography .............................................................................................................................................................................................................................41

© ISO 2022 – All rights reserved
---------------------- Page: 4 ----------------------
ISO/TS 10020:2022(E)
Foreword

ISO (the International Organization for Standardization) is a worldwide federation of national standards

bodies (ISO member bodies). The work of preparing International Standards is normally carried out

through ISO technical committees. Each member body interested in a subject for which a technical

committee has been established has the right to be represented on that committee. International

organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.

ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of

electrotechnical standardization.

The procedures used to develop this document and those intended for its further maintenance are

described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the

different types of ISO documents should be noted. This document was drafted in accordance with the

editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).

Attention is drawn to the possibility that some of the elements of this document may be the subject of

patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of

any patent rights identified during the development of the document will be in the Introduction and/or

on the ISO list of patent declarations received (see www.iso.org/patents).

Any trade name used in this document is information given for the convenience of users and does not

constitute an endorsement.

For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and

expressions related to conformity assessment, as well as information about ISO’s adherence to

the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see

www.iso.org/iso/foreword.html.

This document was prepared by Technical Committee ISO/TC 176, Quality management and quality

assurance, Subcommittee SC 3, Supporting technologies.

Any feedback or questions on this document should be directed to the user’s national standards body. A

complete listing of these bodies can be found at www.iso.org/members.html.
© ISO 2022 – All rights reserved
---------------------- Page: 5 ----------------------
ISO/TS 10020:2022(E)
Introduction

The purpose of this document is to describe processes for organizational change management (OCM)

that can be used by organizations when undertaking any form of OCM. It comprises process descriptions

that elaborate the OCM processes.

Since OCM is a key approach to risk-mitigation in organizational development, this document follows

a risk-based approach. Risk-based change management is a best-practice approach to strategizing

and managing organizational change, as it allows changes to be prioritized and focused on the most

important needs and opportunities.

Each process is described using the generic process template provided in ISO/IEC/IEEE 24774:2021,

and covers the purpose, outcomes, activities, tasks and information items of each process.

Documentation items to be produced by the OCM processes are provided in Annexes A and B.

Annex C provides a high-level cross-reference between the clauses of this document and the clauses of

ISO 9001.

This document aims to provide OCM practitioners with the information required to manage and

perform OCM in organizations.
© ISO 2022 – All rights reserved
---------------------- Page: 6 ----------------------
TECHNICAL SPECIFICATION ISO/TS 10020:2022(E)
Quality management systems — Organizational change
management — Processes
1 Scope

This document specifies processes that can be used to govern, manage and implement organizational

change management (OCM) for organizations, projects or smaller activities. It comprises generic

process descriptions that describe the OCM processes. Supporting diagrams describing the processes

are also provided.

This document is applicable, but not limited, to change sponsors, change agents, change team members

and project managers, particularly those responsible for governing, managing and implementing

organizational change.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.

ISO and IEC maintain terminology databases for use in standardization at the following addresses:

— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
aggregation model
combined view of the current state of organizational change

Note 1 to entry: The combined view presents the positions of interested parties (3.3) on the change matrix (3.2).

3.2
change matrix

two-dimensional array showing the relationship between product or service realization stages and

organizational change stages

Note 1 to entry: The product or service realization stages are presented on the x-axis and organizational change

stages on the y-axis.
3.3
interested party
stakeholder

person or organization that can affect, be affected by, or perceive itself to be affected by a decision or

activity

EXAMPLE Customers, owners, people in an organization, providers, bankers, regulators, unions, partners or

society that can include competitors or opposing pressure groups.
[SOURCE: ISO 9000:2015, 3.2.3]
© ISO 2022 – All rights reserved
---------------------- Page: 7 ----------------------
ISO/TS 10020:2022(E)
3.4
intervention
process through which the behaviour of an organization is changed
3.5
organizational change management
OCM

organizational change processes by which organizations implement their organizational change

strategy to adapt to the environment and improve business performance

Note 1 to entry: Organizational change is a process that allows organizations to adapt to the environment and

improve business performance and thus contribute to the implementation of the organizational change strategy.

Note 2 to entry: The important elements that distinguish organizational change are:

a) it focuses on the human and social aspect of the organization in conjunction with the technological and

structural elements;
b) it focuses on the culture of the organization;
c) it encourages collaboration between the organization’s leaders and members.
4 Organizational change management concepts
4.1 General

Any change or transition from one state to another state can result in risks and opportunities to the

organization.

The activities associated with OCM can be implemented with or without the support of a documented

management system. Where a management system is based on an ISO Management System Standard,

there is likely to be an established process for implementing changes in a planned manner. This should

assist in managing risks and opportunities associated with OCM.
4.2 Organizations and interested parties

For understanding the needs and expectations of interested parties, the organization determines the

following, in accordance with its applicable policy and strategy identified in the governance process, as

appropriate:
a) the interested parties that are relevant;
b) the needs and expectations of these interested parties;
c) which of these needs and expectations become obligations.
4.3 Conditions under which organizational change is likely to take place

The following model can be useful for identifying situations in which organizational change is likely to

take place, although other driving forces can also be applicable.
The factors in this conceptual model are as follows:

— D = There is dissatisfaction when there is a situation that people want to change.

— V = People share a reasonably clear vision of a future situation that is both better and achievable.

— F = The action plan to achieve the vision is acceptable and sets out the first steps to be taken.

— R = The combined strength of the three factors above (i.e. D × V × F) is greater than the existing

resistance to change.
© ISO 2022 – All rights reserved
---------------------- Page: 8 ----------------------
ISO/TS 10020:2022(E)

If the first three factors are present and the result of multiplying these three factors exceeds the

[5]

resistance to change, then meaningful organizational change is likely to take place.

Because D, V and F are multiplied, if any value is absent (zero) or low, then the product will be zero or

low and therefore not capable of overcoming the resistance.

The key factors, D, V, F and R are evaluated for impact in the context of each identified interested party,

in the first instance, and secondly in terms of the specific concern (i.e. issue) that is under consideration.

In most situations, the relationship between interested parties and issues is likely to be complex, and

requires a detailed analysis in order to properly identify these relationships.
4.4 OCM process perspective

A management system comprises processes. For example, ISO 9001:2015 describes the expectations of

how processes are to be supported in the context of the quality management.

In this document, ISO/IEC/IEEE 24774 is used to support the description of each OCM process.

Processes are described in terms of:
— process title;
— process purpose;
— process outcomes;
— process activities;
— process tasks;
— process controls and constraints;
— process documented information (expected outputs of the process).
4.5 Process model

This document groups the OCM activities into three process groups, as shown in Figure 1. Each of the

processes within those groups is described in terms of its purpose and desired outcomes, and lists

activities and tasks which need to be performed.
Figure 1 — Multi-layer process model
© ISO 2022 – All rights reserved
---------------------- Page: 9 ----------------------
ISO/TS 10020:2022(E)
The aim of each layer is as follows:
a) Governance process (see Clause 5):

1) the aim of this layer is to describe a process for the creation and maintenance of the OCM

governance framework, including, for example, such documentation items defining the need

for OCM policies, strategies, processes, procedures and other process assets.
b) Management processes (see Clause 6):

1) the aim of this layer is to describe processes that cover the management of organizational

change for an entire change scenario, or change project;
2) this layer comprises the following processes:
i) change scenario process;
ii) interested party identification process;
iii) intervention definition process.
c) Implementation processes (see Clause 7):

1) the aim of this layer is to describe generic processes for performing OCM implementation;

2) the implementation processes include:
i) issue identification process;
ii) affected interested party identification process;
iii) affected interested party identification process;
iv) change management reporting.

The layers of the OCM process model comprise varying numbers of OCM processes, as shown in Figure 2.

Figure 2 — Multi-layer model showing all OCM processes
© ISO 2022 – All rights reserved
---------------------- Page: 10 ----------------------
ISO/TS 10020:2022(E)
5 Governance process
5.1 General
The governance process is used to develop and manage organizational changes.

The governance process typically applies to the OCM activities across the whole organization (i.e. they

are not project based).

An OCM policy and OCM strategy are examples of documented information supporting this process.

The governance process is generic and can be used to develop and manage other non-project specific

documents, such as a programme OCM strategy that applies to a number of related projects.

The OCM policy can be used to describe the purpose, goals and overall scope of OCM within the

organization. It establishes OCM practices and provides a framework for establishing, reviewing and

continually improving the governance process.

The OCM strategy describes how the change management is performed within the organization. It

is generic documented information that provides guidelines for a number of change projects in the

organization and is not specific to any change project.

Figure 3 shows the governance process in a typical situation where it has been applied to create

and maintain both an organization’s OCM policy and OCM strategy. As Figure 3 illustrates, the two

activities continually interact with each other. The OCM strategy needs to align with the OCM policy.

Feedback from this activity is provided back to the OCM policy for possible improvement. Similarly, the

management processes being used on each of the change projects within the organization need to align

with the OCM strategy (and policy), and feedback from the management of these change projects is

used to improve the OCM strategy and policy.
Figure 3 — Example OCM policy/strategy improvement
© ISO 2022 – All rights reserved
---------------------- Page: 11 ----------------------
ISO/TS 10020:2022(E)
5.2 Process

The governance process comprises activities for the creation, review and maintenance of OCM policy

and strategy, and related documentation items.
5.3 Purpose

The purpose of the governance process is to direct the organization in the achievement of its vision,

mission, strategy and goals related to OCM, through assuring the definition of related objectives, policy

and strategy.
5.4 Outcomes
As a result of the successful implementation of the governance process:

— the context of the organization, including the expectations of its relevant interested parties, with

respect to OCM are understood and analysed;

— the scope of OCM system activities are described, taking the context of the organization into

consideration;
— the OCM system policy and objectives are described;
— the OCM system and operational process strategy is determined;

— commitment and leadership in regard to establishing, maintaining and improving this process is

demonstrated.
5.5 Developing OCM policy and strategy

The following activities and tasks should be implemented in accordance with applicable organization

policies and procedures with respect to the governance process, as appropriate.
The development of OCM policy and strategy consists of the following tasks:

— top management demonstrates leadership and commitment by ensuring that the OCM policy

and objectives are established and are compatible with the context and strategic direction of the

organization;
— obligations to support the objectives of the organizational
...

TECHNICAL ISO/TS
SPECIFICATION 10020
First edition
Quality management systems —
Organizational change management
— Processes
Systèmes de management de la qualité — Gestion du changement
organisationnel — Processus
PROOF/ÉPREUVE
Reference number
ISO/TS 10020:2022(E)
© ISO 2022
---------------------- Page: 1 ----------------------
ISO/TS 10020:2022(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2022

All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may

be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on

the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below

or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
PROOF/ÉPREUVE © ISO 2022 – All rights reserved
---------------------- Page: 2 ----------------------
ISO/TS 10020:2022(E)
Contents Page

Foreword ..........................................................................................................................................................................................................................................v

Introduction .............................................................................................................................................................................................................................. vi

1 Scope ................................................................................................................................................................................................................................. 1

2 Normative references ..................................................................................................................................................................................... 1

3 Terms and definitions .................................................................................................................................................................................... 1

4 Organizational change management concepts .................................................................................................................... 2

4.1 General ........................................................................................................................................................................................................... 2

4.2 Organizations and interested parties ................................................................................................................................ 2

4.3 Conditions under which organizational change is likely to take place ................................................ 2

4.4 OCM process perspective .............................................................................................................................................................. 3

4.5 Process model.......................................................................................................................................................................................... 3

5 Governance process ........................................................................................................................................... ...............................................5

5.1 General ........................................................................................................................................................................................................... 5

5.2 Process ........................................................................................................................................................................................................... 6

5.3 Purpose ......................................................................................................................................................................................................... 6

5.4 Outcomes ..................................................................................................................................................................................................... 6

5.5 Developing OCM policy and strategy .................................................................................................................................. 6

5.6 Documented information .............................................................................................................................................................. 6

6 Management processes ................................................................................................................................................................................. 7

6.1 General ........................................................................................................................................................................................................... 7

6.2 Change scenario process ............................................................................................................................................................... 7

6.2.1 General ........................................................................................................................................................................................ 7

6.2.2 Purpose ....................................................................................................................................................................................... 7

6.2.3 Outcomes ................................................................................................................................................................................... 7

6.2.4 Activities and tasks .......................................................................................................................................................... 8

6.2.5 Documented information ........................................................................................................................................... 8

6.3 Interested party identification process ........................................................................................................................... 9

6.3.1 General ........................................................................................................................................................................................ 9

6.3.2 Purpose ....................................................................................................................................................................................... 9

6.3.3 Outcomes ................................................................................................................................................................................... 9

6.3.4 Activities and tasks .......................................................................................................................................................... 9

6.3.5 Documented information ........................................................................................................................................... 9

6.4 Intervention definition process ............................................................................................................................................... 9

6.4.1 General ........................................................................................................................................................................................ 9

6.4.2 Purpose .................................................................................................................................................................................... 10

6.4.3 Outcomes ................................................................................................................................................................................ 10

6.4.4 Activities and tasks ....................................................................................................................................................... 10

6.4.5 Documented information ........................................................................................................................................ 10

7 Implementation processes .....................................................................................................................................................................11

7.1 General ........................................................................................................................................................................................................ 11

7.2 Issue identification process ..................................................................................................................................................... 11

7.2.1 General ..................................................................................................................................................................................... 11

7.2.2 Purpose .................................................................................................................................................................................... 11

7.2.3 Outcomes ................................................................................................................................................................................ 11

7.2.4 Activities and tasks ....................................................................................................................................................... 11

7.2.5 Documented information ........................................................................................................................................12

7.3 Affected interested party identification process .................................................................................................12

7.3.1 General .....................................................................................................................................................................................12

7.3.2 Purpose ....................................................................................................................................................................................12

7.3.3 Outcomes ................................................................................................................................................................................ 12

7.3.4 Activities and tasks .......................................................................................................................................................13

7.3.5 Documented information ........................................................................................................................................ 13

iii
© ISO 2022 – All rights reserved PROOF/ÉPREUVE
---------------------- Page: 3 ----------------------
ISO/TS 10020:2022(E)

7.4 Affected interested party intervention process .................................................................................................... 13

7.4.1 General .....................................................................................................................................................................................13

7.4.2 Purpose ....................................................................................................................................................................................13

7.4.3 Outcomes ................................................................................................................................................................................ 13

7.4.4 Activities and tasks ....................................................................................................................................................... 14

7.4.5 Documented information ........................................................................................................................................ 14

7.5 Change management reporting process ....................................................................................................................... 14

7.5.1 General ..................................................................................................................................................................................... 14

7.5.2 Purpose .................................................................................................................................................................................... 15

7.5.3 Outcomes ................................................................................................................................................................................ 15

7.5.4 Activities and tasks .......................................................................................................................................................15

7.5.5 Documented information ........................................................................................................................................ 15

8 Measuring affected interested party intervention progress on the change matrix ................16

8.1 The change matrix............................................................................................................................................................................ 16

8.2 Rating the change matrix position .................................................................................................................................... 18

8.3 Aggregation of affected interested parties change matrix positions to higher levels ........ 18

8.3.1 General ..................................................................................................................................................................................... 18

8.3.2 Change matrix cell aggregation problem .................................................................................................. 18

8.3.3 Change matrix cell aggregation models ..................................................................................................... 19

Annex A (informative) Process documentation items ...................................................................................................................21

Annex B (informative) Generic sections definition ..........................................................................................................................29

Annex C (informative) Comparison between this document and ISO 9001 ............................................................31

Bibliography .............................................................................................................................................................................................................................41

PROOF/ÉPREUVE © ISO 2022 – All rights reserved
---------------------- Page: 4 ----------------------
ISO/TS 10020:2022(E)
Foreword

ISO (the International Organization for Standardization) is a worldwide federation of national standards

bodies (ISO member bodies). The work of preparing International Standards is normally carried out

through ISO technical committees. Each member body interested in a subject for which a technical

committee has been established has the right to be represented on that committee. International

organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.

ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of

electrotechnical standardization.

The procedures used to develop this document and those intended for its further maintenance are

described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the

different types of ISO documents should be noted. This document was drafted in accordance with the

editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).

Attention is drawn to the possibility that some of the elements of this document may be the subject of

patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of

any patent rights identified during the development of the document will be in the Introduction and/or

on the ISO list of patent declarations received (see www.iso.org/patents).

Any trade name used in this document is information given for the convenience of users and does not

constitute an endorsement.

For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and

expressions related to conformity assessment, as well as information about ISO’s adherence to the

World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/

iso/foreword.html.

This document was prepared by Technical Committee ISO/TC 176, Quality management and quality

assurance, Subcommittee SC 3, Supporting technologies.

Any feedback or questions on this document should be directed to the user’s national standards body. A

complete listing of these bodies can be found at www.iso.org/members.html.
© ISO 2022 – All rights reserved PROOF/ÉPREUVE
---------------------- Page: 5 ----------------------
ISO/TS 10020:2022(E)
Introduction

The purpose of this document is to describe processes for organizational change management (OCM)

that can be used by organizations when undertaking any form of OCM. It comprises process descriptions

that elaborate the OCM processes.

Since OCM is a key approach to risk-mitigation in organizational development, this document follows

a risk-based approach. Risk-based change management is a best-practice approach to strategizing

and managing organizational change, as it allows changes to be prioritized and focused on the most

important needs and opportunities.

Each process is described using the generic process template provided in ISO/IEC/IEEE 24774:2021,

and covers the purpose, outcomes, activities, tasks and information items of each process.

Documentation items to be produced by the OCM processes are provided in Annexes A and B.

Annex C provides a high-level cross-reference between the clauses of this document and the clauses of

ISO 9001.

This document aims to provide OCM practitioners with the information required to manage and

perform OCM in organizations.
PROOF/ÉPREUVE © ISO 2022 – All rights reserved
---------------------- Page: 6 ----------------------
TECHNICAL SPECIFICATION ISO/TS 10020:2022(E)
Quality management systems — Organizational change
management — Processes
1 Scope

This document specifies processes that can be used to govern, manage and implement organizational

change management (OCM) for organizations, projects or smaller activities. It comprises generic

process descriptions that describe the OCM processes. Supporting diagrams describing the processes

are also provided.

This document is applicable, but not limited, to change sponsors, change agents, change team members

and project managers, particularly those responsible for governing, managing and implementing

organizational change.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.

ISO and IEC maintain terminology databases for use in standardization at the following addresses:

— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
aggregation model
combined view of the current state of organizational change

Note 1 to entry: The combined view presents the positions of interested parties (3.3) on the change matrix (3.2).

3.2
change matrix

two-dimensional array showing the relationship between product or service realization stages and

organizational change stages

Note 1 to entry: The product or service realization stages are presented on the x-axis and organizational change

stages on the y-axis.
3.3
interested party
stakeholder

person or organization that can affect, be affected by, or perceive itself to be affected by a decision or

activity

EXAMPLE Customers, owners, people in an organization, providers, bankers, regulators, unions, partners or

society that can include competitors or opposing pressure groups.
[SOURCE: ISO 9000:2015, 3.2.3]
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ISO/TS 10020:2022(E)
3.4
intervention
process through which the behaviour of an organization is changed
3.5
organizational change management
OCM

organizational change processes by which organizations implement their organizational change

strategy to adapt to the environment and improve business performance

Note 1 to entry: Organizational change is a process that allows organizations to adapt to the environment and

improve business performance and thus contribute to the implementation of the organizational change strategy.

Note 2 to entry: The important elements that distinguish organizational change are:

a) it focuses on the human and social aspect of the organization in conjunction with the technological and

structural elements;
b) it focuses on the culture of the organization;
c) it encourages collaboration between the organization’s leaders and members.
4 Organizational change management concepts
4.1 General

Any change or transition from one state to another state can result in risks and opportunities to the

organization.

The activities associated with OCM can be implemented with or without the support of a documented

management system. Where a management system is based on an ISO Management System Standard,

there is likely to be an established process for implementing changes in a planned manner. This should

assist in managing risks and opportunities associated with OCM.
4.2 Organizations and interested parties

For understanding the needs and expectations of interested parties, the organization determines the

following, in accordance with its applicable policy and strategy identified in the governance process, as

appropriate:
a) the interested parties that are relevant;
b) the needs and expectations of these interested parties;
c) which of these needs and expectations become obligations.
4.3 Conditions under which organizational change is likely to take place

The following model can be useful for identifying situations in which organizational change is likely to

take place, although other driving forces can also be applicable.
The factors in this conceptual model are as follows:

— D = There is dissatisfaction when there is a situation that people want to change.

— V = People share a reasonably clear vision of a future situation that is both better and achievable.

— F = The action plan to achieve the vision is acceptable and sets out the first steps to be taken.

— R = The combined strength of the three factors above (i.e. D × V × F) is greater than the existing

resistance to change.
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ISO/TS 10020:2022(E)

If the first three factors are present and the result of multiplying these three factors exceeds the

[5]

resistance to change, then meaningful organizational change is likely to take place.

Because D, V and F are multiplied, if any value is absent (zero) or low, then the product will be zero or

low and therefore not capable of overcoming the resistance.

The key factors, D, V, F and R are evaluated for impact in the context of each identified interested party,

in the first instance, and secondly in terms of the specific concern (i.e. issue) that is under consideration.

In most situations, the relationship between interested parties and issues is likely to be complex, and

requires a detailed analysis in order to properly identify these relationships.
4.4 OCM process perspective

A management system comprises processes. For example, ISO 9001:2015 describes the expectations of

how processes are to be supported in the context of the quality management.

In this document, ISO/IEC/IEEE 24774 is used to support the description of each OCM process.

Processes are described in terms of:
— process title;
— process purpose;
— process outcomes;
— process activities;
— process tasks;
— process controls and constraints;
— process documented information (expected outputs of the process).
4.5 Process model

This document groups the OCM activities into three process groups, as shown in Figure 1. Each of the

processes within those groups is described in terms of its purpose and desired outcomes, and lists

activities and tasks which need to be performed.
Figure 1 — Multi-layer process model
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ISO/TS 10020:2022(E)
The aim of each layer is as follows:
a) Governance process (see Clause 5):

1) the aim of this layer is to describe a process for the creation and maintenance of the OCM

governance framework, including, for example, such documentation items defining the need

for OCM policies, strategies, processes, procedures and other process assets.
b) Management processes (see Clause 6):

1) the aim of this layer is to describe processes that cover the management of organizational

change for an entire change scenario, or change project;
2) this layer comprises the following processes:
i) change scenario process;
ii) interested party identification process;
iii) intervention definition process.
c) Implementation processes (see Clause 7):

1) the aim of this layer is to describe generic processes for performing OCM implementation;

2) the implementation processes include:
i) issue identification process;
ii) affected interested party identification process;
iii) affected interested party identification process;
iv) change management reporting.

The layers of the OCM process model comprise varying numbers of OCM processes, as shown in Figure 2.

Figure 2 — Multi-layer model showing all OCM processes
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ISO/TS 10020:2022(E)
5 Governance process
5.1 General
The governance process is used to develop and manage organizational changes.

The governance process typically applies to the OCM activities across the whole organization (i.e. they

are not project based).

An OCM policy and OCM strategy are examples of documented information supporting this process.

The governance process is generic and can be used to develop and manage other non-project specific

documents, such as a programme OCM strategy that applies to a number of related projects.

The OCM policy can be used to describe the purpose, goals and overall scope of OCM within the

organization. It establishes OCM practices and provides a framework for establishing, reviewing and

continually improving the governance process.

The OCM strategy describes how the change management is performed within the organization. It

is generic documented information that provides guidelines for a number of change projects in the

organization and is not specific to any change project.

Figure 3 shows the governance process in a typical situation where it has been applied to create

and maintain both an organization’s OCM policy and OCM strategy. As Figure 3 illustrates, the two

activities continually interact with each other. The OCM strategy needs to align with the OCM policy.

Feedback from this activity is provided back to the OCM policy for possible improvement. Similarly, the

management processes being used on each of the change projects within the organization need to align

with the OCM strategy (and policy), and feedback from the management of these change projects is

used to improve the OCM strategy and policy.
Figure 3 — Example OCM policy/strategy improvement
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ISO/TS 10020:2022(E)
5.2 Process

The governance process comprises activities for the creation, review and maintenance of OCM policy

and strategy, and related documentation items.
5.3 Purpose

The purpose of the governance process is to direct the organization in the achievement of its vision,

mission, strategy and goals related to OCM, through assuring the definition of related objectives, policy

and strategy.
5.4 Outcomes
As a result of the successful implementation of the governance process:

— the context of the organization, including the expectations of its relevant interested parties, with

respect to OCM are understood and analysed;

— the scope of OCM system activities are described, taking the context of the organization into

consideration;
— the OCM system policy and objectives are described;
— the OCM system and operational process strategy is determined;

— commitment and leadership in regard to establishing, maintaining and improving this process is

demonstrated.
5.5 Developing OCM policy and strategy

The following activities and tasks should be implemented in accordance with applicable organization

policies and procedures with respect to the governance process, as appropriate.
The development of OCM policy and strategy consists of the following tasks:

— top management demonstrates leadership and commitment by ensuring that the OCM policy

and objectives are established and are
...

© ISO 2022 — All rights reserved
ISO/PRF TS 10020:2022(E)
Date: 2022-05-1807-12
ISO TC 176/SC 3/WG 28
Secretariat: NEN
Quality Management Systems management systems —
Organizational Change Management change management —
Processes

Systèmes de gestion de la qualité — Gestion du changement organisationnel — Processus

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ISO/PRF TS 10020:2022(E)
© ISO 2022

All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of

this publication may be reproduced or utilized otherwise in any form or by any means, electronic or

mechanical, including photocopying, or posting on the internet or an intranet, without prior written

permission. Permission can be requested from either ISO at the address below or ISO’s member body in the

country of the requester.
ISO Copyright Office
CP 401 • CH-1214 Vernier, Geneva
Phone: + 41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland.
ii © ISO 2022 — All rights reserved
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ISO/PRF TS 10020:2022(E)
Contents Page

Foreword ........................................................................................................................................................................... v

Introduction .................................................................................................................................................................. vii

1 Scope .................................................................................................................................................................... 1

2 Normative references .................................................................................................................................... 1

3 Terms and definitions .................................................................................................................................... 1

4 Organizational change management concepts ..................................................................................... 2

4.1 General ................................................................................................................................................................ 2

4.2 Organizations and interested parties ...................................................................................................... 3

4.3 Conditions under which organizational change is likely to take place ........................................ 3

4.4 OCM process perspective .............................................................................................................................. 3

4.5 Process model ................................................................................................................................................... 4

5 Governance process ........................................................................................................................................ 6

5.1 General ................................................................................................................................................................ 6

5.2 Process ................................................................................................................................................................. 8

5.3 Purpose ............................................................................................................................................................... 8

5.4 Outcomes ............................................................................................................................................................ 8

5.5 Developing OCM policy and strategy ........................................................................................................ 8

5.6 Documented information ............................................................................................................................. 8

6 Management processes ................................................................................................................................. 9

6.1 General ................................................................................................................................................................ 9

6.2 Change scenario process ............................................................................................................................... 9

6.2.1 General ................................................................................................................................................................ 9

6.2.2 Purpose ............................................................................................................................................................... 9

6.2.3 Outcomes ............................................................................................................................................................ 9

6.2.4 Activities and tasks ...................................................................................................................................... 10

6.2.5 Documented information .......................................................................................................................... 10

6.3 Interested party identification process ................................................................................................ 11

6.3.1 General ............................................................................................................................................................. 11

6.3.2 Purpose ............................................................................................................................................................ 11

6.3.3 Outcomes ......................................................................................................................................................... 11

6.3.4 Activities and tasks ...................................................................................................................................... 11

6.3.5 Documented information .......................................................................................................................... 11

6.4 Intervention definition process .............................................................................................................. 12

6.4.1 General ............................................................................................................................................................. 12

6.4.2 Purpose ............................................................................................................................................................ 12

6.4.3 Outcomes ......................................................................................................................................................... 12

6.4.4 Activities and tasks ...................................................................................................................................... 12

6.4.5 Documented information .......................................................................................................................... 12

7 Implementation processes ........................................................................................................................ 13

7.1 General ............................................................................................................................................................. 13

7.2 Issue identification process ...................................................................................................................... 13

7.2.1 General ............................................................................................................................................................. 13

7.2.2 Purpose ............................................................................................................................................................ 13

7.2.3 Outcomes ......................................................................................................................................................... 13

7.2.4 Activities and tasks ...................................................................................................................................... 14

7.2.5 Documented information .......................................................................................................................... 14

7.3 Affected interested party identification process .............................................................................. 14

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ISO/PRF TS 10020:2022(E)

7.3.1 General ............................................................................................................................................................. 14

7.3.2 Purpose ............................................................................................................................................................ 15

7.3.3 Outcomes ......................................................................................................................................................... 15

7.3.4 Activities and tasks ...................................................................................................................................... 15

7.3.5 Documented information .......................................................................................................................... 15

7.4 Affected interested party intervention process ................................................................................ 16

7.4.1 General ............................................................................................................................................................. 16

7.4.2 Purpose ............................................................................................................................................................ 16

7.4.3 Outcomes ......................................................................................................................................................... 16

7.4.4 Activities and tasks ...................................................................................................................................... 16

7.4.5 Documented information .......................................................................................................................... 17

7.5 Change management reporting process .............................................................................................. 17

7.5.1 General ............................................................................................................................................................. 17

7.5.2 Purpose ............................................................................................................................................................ 17

7.5.3 Outcomes ......................................................................................................................................................... 17

7.5.4 Activities and tasks ...................................................................................................................................... 17

7.5.5 Documented information .......................................................................................................................... 18

8 Measuring affected interested party intervention progress on the change matrix ............. 18

8.1 The change matrix ....................................................................................................................................... 18

8.2 Rating the change matrix position ......................................................................................................... 21

8.3 Aggregation of affected interested parties change matrix positions to higher levels ........ 21

8.3.1 General ............................................................................................................................................................. 21

8.3.2 Change matrix cell aggregation problem ............................................................................................ 22

8.3.3 Change matrix cell aggregation models ............................................................................................... 22

Annex A (informative) Process documentation items ................................................................................. 25

Annex B (informative) Generic sections definition ...................................................................................... 34

Annex C (informative) Comparison between this document and ISO 9001 ......................................... 36

Bibliography ................................................................................................................................................................. 51

iv © ISO 2022 — All rights reserved
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ISO/PRF TS 10020:2022(E)
Foreword

ISO (the International Organization for Standardization) is a worldwide federation of national standards

bodies (ISO member bodies). The work of preparing International Standards is normally carried out

through ISO technical committees. Each member body interested in a subject for which a technical

committee has been established has the right to be represented on that committee. International

organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO

collaborates closely with the International Electrotechnical Commission (IEC) on all matters of

electrotechnical standardization.

International StandardsThe procedures used to develop this document and those intended for its further

maintenance are described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria

needed for the different types of ISO documents should be noted. This document was drafted in

accordance with the editorial rules given inof the ISO/IEC Directives, Part 2 (see

www.iso.org/directives.).

The main task of technical committees is to prepare International Standards. Draft International

Standards adopted by the technical committees are circulated to the member bodies for voting.

Publication as an International Standard requires approval by at least 75 % of the member bodies casting

a vote.

In other circumstances, particularly when there is an urgent market requirement for such documents, a

technical committee may decide to publish other types of normative document:

— an ISO Publicly Available Specification (ISO/PAS) represents an agreement between technical

experts in an ISO working group and is accepted for publication if it is approved by more than 50 %

of the members of the parent committee casting a vote;

— an ISO Technical Specification (ISO/TS) represents an agreement between the members of a

technical committee and is accepted for publication if it is approved by 2/3 of the members of the

committee casting a vote.

An ISO/PAS or ISO/TS is reviewed after three years in order to decide whether it will be confirmed for a

further three years, revised to become an International Standard, or withdrawn. If the ISO/PAS or ISO/TS

is confirmed, it is reviewed again after a further three years, at which time it must either be transformed

into an International Standard or be withdrawn.

Attention is drawn to the possibility that some of the elements of this document may be the subject of

patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any

patent rights identified during the development of the document will be in the Introduction and/or on

the ISO list of patent declarations received (see www.iso.org/patents).

Any trade name used in this document is information given for the convenience of users and does not

constitute an endorsement.

For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and

expressions related to conformity assessment, as well as information about ISO’s adherence to the World

Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see

www.iso.org/iso/foreword.html.

ISO/TS 10020This document was prepared by Technical Committee ISO/TC 176, Quality management

and quality assurance, Subcommittee SC 3, Supporting technologies.
© ISO 2022 — All rights reserved v
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ISO/PRF TS 10020:2022(E)

Any feedback or questions on this document should be directed to the user’s national standards body. A

complete listing of these bodies can be found at www.iso.org/members.html.
vi © ISO 2022 — All rights reserved
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ISO/PRF TS 10020:2022(E)
Introduction

The purpose of this document is to describe processes for organizational change management (OCM) that

can be used by organizations when undertaking any form of OCM. It comprises process descriptions that

elaborate the OCM processes.
Supporting informative diagrams describing the processes are provided.

Since OCM is a key approach to risk-mitigation in organizational development, this document follows a

risk-based approach. Risk-based change management is a best-practice approach to strategizing and

managing organizational change, as it allows changes to be prioritized and focussedfocused on the most

important needs and opportunities.

Each process is described using the generic process template provided in ISO/IEC/IEEE 24774:2021, and

covers the purpose, outcomes, activities, tasks and information items of each process.

Documentation items to be produced by the OCM processes are provided in Annexes A and B.

Annex C provides a high-level cross-reference between the clauses of this document and the clauses of

ISO 9001 Quality management systems —Requirements .

This document aims to provide OCM practitioners with the information required to manage and perform

OCM in organizations.
© ISO 2022 — All rights reserved vii
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TECHNICAL SPECIFICATION ISO/PRF TS 10020:2022(E)
Quality management systems — Organizational change
management — Processes
1 Scope

This document specifies processes that can be used to govern, manage and implement organizational

change management (OCM) for organizations, projects or smaller activities. It comprises generic process

descriptions that describe the OCM processes. Supporting informative diagrams describing the processes

are also provided.

This document is intended forapplicable, but not limited, to change sponsors, change agents, change team

members, and project managers, particularly those responsible for governing, managing and

implementing organizational change.
2 Normative references

The following documents are referred to in the text in such a way that some or all of their content

constitutes requirements of this document. For dated references, only the edition cited applies. For

undated references, the latest edition of the referenced document (including any amendments) applies.

ISO 9000:2015 Quality management systems — Fundamentals and vocabulary
ISO 9001:2015 Quality management systems ─ Requirements

ISO/IEC/IEEE 24774:2021 Systems and software engineering — Life cycle management — Specification

for process description
There are no normative references in this document.
3 Terms and Definitionsdefinitions
For the purposes of this document, the following terms and definitions apply.

ISO and IEC maintain terminologicalterminology databases for use in standardization at the following

addresses:
— ISO Online browsing platform: available at https://www.iso.org/obp
— IEC Electropedia: available at https://www.electropedia.org/
3.1
aggregation model
combined view of the current state of organizational change

NOTENote 1 to entry: The combined view presents the positions of interested parties (3.3) on the change matrix

(3.2).
3.2
change matrix
© ISO 2022 — All rights reserved 1
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ISO/PRF TS 10020:2022(E)

two-dimensional array showing the relationship between product or service realisationrealization stages

and organizational change stages

NOTENote 1 to entry: The product or service realisationrealization stages are presented on the x-axis and

organizational change stages on the y-axis.
3.3
interested party
stakeholder

person or organization that can affect, be affected by, or perceive itself to be affected by a decision or

activity

EXAMPLE Customers, owners, people in an organization, providers, bankers, regulators, unions, partners or

society that can include competitors or opposing pressure groups.
[SOURCE: ISO 9000:2015, 3.2.3]
3.4
intervention
process through which the behaviour of an organization is changed
3.5
organizational change management
OCM

organizational change processes by which organizations implement their organizational change strategy

to adapt to the environment and improve business performance

Note 1 to entry: Organizational change is a process that allows organizations to adapt to the environment and

improve business performance and thus contribute to the implementation of the organizational change strategy.

Note 2 to entry: The important elements that distinguish organizational change are:

a) Focusesit focuses on the human and social aspect of the organization in conjunction with the technological and

structural elements.;
b) Focusesit focuses on the culture of the organization.;

c) Encouragesit encourages collaboration between organizationthe organization’s leaders and members.

3.6
OCM
organizational change management system for managing organizational change
74 Organizational Change Management change management concepts
7.1 Introduction
4.1 General

Any change or transition from one state to another state can result in risks and opportunities to the

organization.

The activities associated with OCM can be implemented with or without the support of a documented

management system. Where a management system is based on an ISO Management System Standard,

there is likely to be an established process for implementing changes in a planned manner. This should

assist in managing risks and opportunities associated with OCM.
2 © ISO 2022 — All rights reserved
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ISO/PRF TS 10020:2022(E)
7.24.2 Organizations and stakeholders (interested parties)

For understanding the needs and expectations of interested parties, the organization determines the

following, in accordance with its applicable policy and strategy identified in the Governancegovernance

process, as appropriate:
a) the interested parties that are relevant;
b) the needs and expectations of these interested parties;
c) which of these needs and expectations become obligations.
7.34.3 Conditions under which organizational change is likely to take place

The following model can be useful for identifying situations in which organizational change is likely to

take place, although other driving forces can also may be applicable.
The factors in this conceptual model are as follows:

— D = There is dissatisfaction when there is a situation that people want to change.

— V = People share a reasonably clear vision of a future situation that is both better and achievable.

— F = The action plan to achieve the vision is acceptable and sets out the first steps to be taken.

— R = The combined strength of the three factors above (i.e. D × V × F) is greater than the existing

resistance to change.

If the followingfirst three factors are present and the result of multiplying thethese three factors exceeds

[25]

the resistance to change, then meaningful organizational change is likely to take place.

The factors in this conceptual model are:

 D = There is dissatisfaction when there is a situation that people want to change.

 V = People share a reasonably clear vision of a future situation that is both better and achievable.

 F = The action plan to achieve the vision is acceptable and sets out the first steps to be taken.

 R = The combined strength of the three factors above (i.e. D x V x F) is greater than the existing

resistance to change.

Because D, V, and F are multiplied, if any value is absent (zero) or low, then the product will be zero or

low and therefore not capable of overcoming the resistance.

The key factors, D, V and, F, and R are evaluated for impact in the context of each identified interested

party, in the first instance, and secondly in terms of the specific concern (i.e. issue,) that is under

consideration.

In most situations, the relationship between interested parties and issues is likely to be complex, and

requires a detailed analysis in order to properly indentifyidentify these relationships.

7.44.4 OCM processProcess perspective

A management system is comprised ofcomprises processes. For example, ISO 9001:2015 describes the

expectations of how processes are to be supported in the context of the quality management.

In this document, ISO/IEC/IEEE 24774 is used to support the description of each OCM process.

© ISO 2022 — All rights reserved 3
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ISO/PRF TS 10020:2022(E)
Processes are described in terms of:
— process title;
— process purpose;
— process outcomes;
— process activities;
— process tasks;
— process controls and constraints;
— process documented information (expected outputs of the process).
7.54.5 Process model

This document groups the OCM activities into three process groups, as shown in Figure 1. Each of the

processes within those groups is described in terms of its purpose and desired outcomes, and lists

activities and tasks which need to be performed.
Figure 1 — Multi-layer process model
The aim of each layer is as follows:
a) Governance process; (see Clause 5):

1) the aim of this layer is to describe a process for the creation and maintenance of the OCM

governance framework, including, for example, such documentation items defining the need for

OCM policies, strategies, processes, procedures, and other process assets.
b) Management processes; (see Clause 6):

1) the aim of this layer is to describe processes that cover the management of organizational change

for an entire change scenario, or change project;
2) This this layer comprises the following processes:
i) Change Scenariochange scenario process;
ii) Interested Party Identificationinterested party identification process;
iii) Intervention Definitionintervention definition process.
4 © ISO 2022 — All rights reserved
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ISO/PRF TS 10020:2022(E)
c) Implementation processes; (see Clause 7):

1) the aim of this layer is to describe generic processes for performing OCM implementation. ;

2) The Implementationthe implementation processes include:
i) Issue Identificationissue identification process;

ii) Affected Interested Party Identificationaffected interested party identification process;

iii) Affected Interested Party Interventionaffected interested party identification process;

iv) Change Management Reporting.change management reporting.
Governance process
Management processes
Implementation processes
Figure The multi-layer process model

The layers of the OCM process model comprise varying numbers of OCM processes, as shown in Figure 2.

© ISO 2022 — All rights reserved 5
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ISO/PRF TS 10020:2022(E)
Figure 2 — The multiMulti-layer model showing all OCM processes
85 Governance process
8.15.1 General
8.2 Introduction

The Governancegovernance process is used to develop and manage organizational changes.

The Governancegovernance process typically applies to the OCM activities across the whole organization

(i.e. they are not project -based).

An OCM Policypolicy and OCM Strategystrategy are examples of documented information supporting this

process.

The Governancegovernance process is generic and can be used to develop and manage other non-project

specific documents, such as a Programmeprogramme OCM Strategystrategy that applies to a number of

related projects.

The OCM Policypolicy can be used to describe the purpose, goals, and overall scope of OCM within the

organization. It establishes OCM practices and provides a framework for establishing, reviewing and

continually improving the Governancegovernance process.

The OCM Strategystrategy describes how the change management is performed within the organization.

It is generic documented information that provides guidelines for a number of change projects in the

organization and is not specific to any change project.

Figure 3 shows the Governancegovernance process in a typical situation where it has been applied to

create and maintain both an organization’s OCM Policypolicy and OCM Strategystrategy. As

Figure 3 illustrates, the two activities continually interact with each other. The OCM Strategystrategy

needs to align with the OCM Policypolicy. Feedback from this activity is provided back to the OCM

Policypolicy for possible improvement. Similarly, the Managementmanagement processes being used on

each of the change projects within the organization need to align with the OCM Strategystrategy (and

Policypolicy), and feedback fro
...

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