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**Table of Contents**
=====================

[[_TOC_]]

**Workstream and Role Redesign**
--------------------------------

The objective of this action is to assess and design the roles needed to support a designated work stream in a future state operating model set forth by the cloud migration. This guide outlines organizational alignment activities that focus on identifying and preparing the organization for the transition to redesigned processes and the new system – and potentially change end-user roles, job tasks, workflows, competencies and metrics.

  
Within the context of a Cloud Migration/Transformation effort, organizational impacts can lead to new internal structures (i.e. Center of Excellence or shared services organization), or changes to reporting relationships.  The purpose of this is to provide more of a blueprint of the work that needs to be done. 

### **Who to involve  
**

Migration Project Leader, Migration Change Leader, Workstream leader, SMEs/Champions, Internal Change team liaison and HR.

### **Inputs and Outputs  
**

|   **INPUTS**   |   **OUTPUTS**   |
| --- | --- |
|   *   MRA and Mobilize Outputs      *   Stakeholder Assessment      *   Organizational Assessment      *   Organization Gap Assessment      *   Change Role Impact Assessment      *   SAA – Skills Assessment        |   *   Redesigned Job Roles      *   Job Analysis Report        |

### **Action Steps  
**

During the cloud migration/transformation effort, there will be a need realign the organization with the new business processes. Below is a summary list of Organization Design and Job Design tasks.  These tasks are often completed by the customer organizations HR function. 

1.  Conduct Organization Assessment (Inputs from MRA and Mobilize)
    
2.  Develop Organization Operating Model (Derived from MRA and Mobilize outputs)
    
3.  Develop High-Level Organization Design
    
4.  Develop Detailed Organization Design
    
5.  Conduct Job Analysis
    
6.  Document Job Profiles
    
7.  Develop Organization Transition Approach
    
8.  Assess Organization Design Effectiveness
    

### **Conduct Organization Assessment**

| Key Inputs | Task Description |
| --- | --- |
|   *   Stakeholder Assessment Report      *   Project Management Plan      *   Project Charter      *   Master Plan      *   Work Plan      *   Communications Plan        |   The objective of this task is to conduct a thorough assessment of organizational elements. This assessment is the driving force behind the organization and role redesign. Findings from the organizational assessment will help define direction for drafting an operating model and developing the new organizational design.   |

### **Develop Organization Operating Model  
**

| Key Inputs | Task Description |
| --- | --- |
|   *   MRA Outputs      *   Organization Assessment results        |   The objective of this task is to design an Organization Operating Model that will represent the future state of the organization's groups and how they will interact. The Organization Operating Model helps to communicate how the organization will function and what skills will be needed, and how a client operates as a business.   |

### **Develop High Level Organization Design  
**

| Key Inputs | Task Description |
| --- | --- |
|   *   MRA Outputs      *   Organization Operating Model        |   The objective of this task is to define the high-level and functional-view organization structure alternatives (e.g., the top 2-3 levels of the organization). The High-Level Organization Design is based on the Organization Operating Model and includes details such as the executive management structure and overall functional responsibilities.   |

### **Develop Detailed Level Organization Design  
**

| Key Inputs | Task Description |
| --- | --- |
|   *   MRA Outputs      *   Organization Operating Model      *   High Level Organization Design   |   The objective of this task is to define the low-level and role specific job functions. The Detailed-Level Organization Design is based on the High Level Organization Design, Operating Model and includes details such as the job function responsibilities, tasks and corresponding positions.   |

### **Conduct Job Analysis  
**

| Key Inputs | Task Description |
| --- | --- |
|   *   Change Impact Assessment Report      *   Detailed Organization Design      *   Detailed Level Organization Design        |   The objectives of this task are to analyze the extent to which jobs have changed as a result of a system and/or organization design initiative and to determine organizational mitigation strategies (e.g., organization design, job design, etc.) required to support long-term organizational sustainability.   |

### **Document Job Profiles  
**

| Key Inputs | Task Description |
| --- | --- |
|   *   Job Analysis Report      *   Detailed Level Organization Design        |   The objective of this task is to document, update, and/or revise Job Profiles affected (impacted) by the project. The Job Profiles capture responsibilities, competencies, reporting relationships, career paths, department, and location, after the project is implemented.   |

### **Develop Organization Transition Approach**

| Key Inputs | Task Description |
| --- | --- |
|   *   Change Impact Assessment Report      *   Change Readiness Assessment Report      *   Detailed Organization Design      *   Job Analysis Report        |   The objective of this task is to design a comprehensive plan to transition the organization from its current state to its desired future state.   |

### **General Job Redesign Considerations**

*   **Variety** - Greater variety in a job can improve the interest, challenge and commitment of the role holder to the task. Doing the same repetitive tasks may offer little challenge and can lead to role holders losing interest or becoming and dissatisfied.
    
*   **Responsibility** - Individuals need to feel responsible for the work they are doing, whether individually or as part of a team. Their work should be clearly identified so they can see that they are personally responsible for the outcomes (successes and failures) that occur as a result of their own actions.
    
*   **Autonomy** - This goes hand in hand with responsibility. Autonomy means giving more scope to individuals to regulate and control their own work within the parameters set for the job.
    
*   **Task Identity** - Individuals often receive more satisfaction from doing a 'whole' piece of work. This is more likely to occur when a task or job has a distinct beginning and end which is clearly apparent to the role holder and others who work around them. It is highly desirable that people see the results of the work they have produced, either on their own or as a part of a team.
    
*   **Recognition and Support** - Individuals aspire to have jobs that contribute to self-respect, particularly through acceptance and recognition by fellow workers and their supervisors. Jobs need to encourage sound working relationships between individuals, provide clearly defined areas of responsibility and where possible, support team working.

 **Attachments:**