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The change management community of practice charter
1 Purpose of Community Charter
The Change Community of Practice (CCoP) community charter documents information required by decision makers to approve and support the activities necessary for a successful launch, cultivation, and sustainability of the Community of Practice. The community charter includes the needs, scope, justification, and resource commitments.
The intended audience of the CCoP community charter is the community sponsor, senior leadership, and the community members.
2 Community Overview
A Community of Practice (CoP) represents a group of professionals, informally bound to one another through exposure to a common class of problems and common pursuit of solutions. Communities of Practice are a way of developing social capital, nurturing new knowledge, stimulating innovation, and sharing knowledge. Communities of practice knit people together with peers and their outputs can include leading practices, guidelines, knowledge repositories, technical problem and solution discussions, working papers, and strategies.
Through a Change Community of Practice (CCoP), change and project management professionals, and persons within the Cayman Islands Government (CIG) who are interested in developing change and project management skills will be engaged in an effort to foster collaboration and build relationships between practitioners and interested persons, encourage sharing of experiences and improvement of the project management practice across the CIG.
3 Justification
A central and critical function of public agencies is to deliver services that meet citizen’s expectations in a timely, efficient, equitable and cost effective manner. The ongoing reform agenda in the Cayman Islands Public Sector aims to improve the performance and efficiency of civil service and, where appropriate, to reduce costs.
Scrutiny for government initiatives extends beyond a government’s internal customers to its citizens. In addition, there are several trends that are contributing to the public sector movement toward a project orientation.
- A significant portion of the government’s work is being outsourced to commercial entities. Civil service employees must transition from functional management responsibilities to project management. Project management is important to ensure that work under a contract is on time, within budget, and to the government’s specifications.
- Government can employ project management techniques to enhance efficiency and demonstrate their own viability. Good government project management means that work cannot necessarily be done better by a commercial entity.
- Project management provides a framework for better and consistent delivery of services.
Effective project management is key to maximizing any organization’s business opportunities and in meeting its challenges. It will enable the government workforce to meet time, cost, and performance constraints, while focusing on its citizens’ satisfaction. With limited resources and high expectations from the public, it is imperative that projects be executed and managed effectively, to enable success.
4 Mission
To provide a collaborative learning network of change and project management professionals to create and share standardized approaches/methodologies based on best-practices.
5 Goals
The goals of the Change Community of Practice are as follows:
- Support change and project managers and persons responsible for delivering projects within CIG in becoming qualified and certified.
- Share knowledge and encourage/foster a culture of organisational learning
- Work toward solutions to issues identified as priorities within the field
- Develop and support change and project management best practices
- Encourage standards adoption
- Improve change delivery across the CIG
- Evaluate the success of the CCoP on an regular basis.
6 High-Level Requirements
The following table presents the requirements that the community’s product, service, or result must meet in order for the community objectives to be satisfied.
7 Community participation
7.1 Individual and Organizational Benefits
Through the sharing, creation and management of knowledge around change and project management issues, the community enables individuals to:
- Continue learning and developing professionally
- Access expertise
- Improve communication with peers
- Increase productivity and quality of work
- Network to keep current in the field
- Develop a sense of professional identity
- Enhance professional reputation.
The community benefits the CIG by
- Reducing learning curves
- Improving knowledge sharing and distribution
- Enhancing coordination, standardization, and synergies across organizational units
- Reducing rework and reinvention
- Enabling innovation.
7.2 Community Norms
- Operate around the following governance principles: openness, transparency, integrity, professionalism, excellence, and innovation
- Be open to all with an interest and who abide by community norms
- Encourage the ongoing education of members and the deepening of expertise among members.
7.3 Ground Rules for being a Member
- Members are willing to share challenges, and lessons learned as well as successes.
- Members strive to create an environment of trust and to foster insightful, non-threatening discussion of ideas and experiences.
- Members distribute leadership responsibilities and collectively share in the management of the community.
- Membership and topics reflect change and project management issues.
- Members advance their personal and professional goals through participation in the community.
- Members are practitioners, contributing to the community through their experiences, skills, and time.
- Members agree to be respectful and use appropriate language in group discussions and to listen and respond to each other with open and constructive minds.
- Members will not be afraid to respectfully challenge one another by asking questions, but refrain from personal attacks — focus on ideas.
- Members will participate to the fullest extent possible — community growth depends on the inclusion of every individual voice.
- Members commit to search for opportunities for consensus or compromise and for creative solutions.
- Members will contribute to an atmosphere of problem solving rather than stating positions.
- Members agree to speak from their own experiences instead of generalizing (“I” instead of “they,” “we,” and “you”).
- Members will attempt to build on each member’s strengths, and help each other improve areas in need of further development.
8 Assumptions, Constraints, and Risks
8.1 Assumptions
The following assumptions were taken into consideration in the development of this community. If any of these assumptions prove to be invalid then the community could face a possible risk.
- There is an interest among CIG change and project management professional in forming informal and formal connections.
- There will be CoP members who take increasing responsibility for stewarding the success of the community.
8.2 Constraints
The following constraints were taken into consideration in the development of this community.
- The availability of members to participate collectively at a single unique time may limit the number of participants.
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This discussion was modified 1 year, 9 months ago by
Cayman Islands.
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This discussion was modified 1 year, 9 months ago by Cayman Islands.
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This discussion was modified 1 year, 9 months ago by Cayman Islands.
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This discussion was modified 1 year, 9 months ago by Cayman Islands.
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This discussion was modified 1 year, 9 months ago by Cayman Islands.
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This discussion was modified 1 year, 9 months ago by Cayman Islands.
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This discussion was modified 1 year, 9 months ago by Cayman Islands.
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