AWS prescriptive-guidance documentation change
Summary
Updated organizational change management documentation with formatting changes, grammatical fixes (apostrophe corrections), added two new bullet points (1.7 Define business metrics and 1.8 Define the budget), removed a section reference to an external guide, and updated a link text from 'OCM Toolkit' to 'Organizational Change Management Toolkit'.
Security assessment
The changes are organizational/project management improvements with no evidence of security vulnerability fixes, security incident response, or security feature additions. Updates focus on team structure, governance, and change management processes without security implications.
Diff
diff --git a/prescriptive-guidance/latest/strategy-ocm/mobilize-team.md b/prescriptive-guidance/latest/strategy-ocm/mobilize-team.md index eb1f3eb70..330e43604 100644 --- a//prescriptive-guidance/latest/strategy-ocm/mobilize-team.md +++ b//prescriptive-guidance/latest/strategy-ocm/mobilize-team.md @@ -5 +5 @@ -[Documentation](/index.html)[AWS Prescriptive Guidance](https://aws.amazon.com/prescriptive-guidance/)[AWS Change Acceleration 6-Point Framework and OCM Toolkit](welcome.html) +[Documentation](/index.html)[AWS Prescriptive Guidance](https://aws.amazon.com/prescriptive-guidance/)[AWS Change Acceleration 6-Point Framework and Organizational Change Management Toolkit](introduction.html) @@ -13 +13 @@ Mobilize Team is designed to build a structure and to identify measures of succe -1.1 Develop change acceleration charter + * 1.1 Develop change acceleration charter @@ -15 +15 @@ Mobilize Team is designed to build a structure and to identify measures of succe -1.2 Analyze value drivers + * 1.2 Analyze value drivers @@ -17 +17 @@ Mobilize Team is designed to build a structure and to identify measures of succe -1.3 Establish governance + * 1.3 Establish governance @@ -19 +19 @@ Mobilize Team is designed to build a structure and to identify measures of succe -1.4 Establish project team structure + * 1.4 Establish project team structure @@ -21 +21 @@ Mobilize Team is designed to build a structure and to identify measures of succe -1.5 Define project goals and objectives + * 1.5 Define project goals and objectives @@ -23 +23,5 @@ Mobilize Team is designed to build a structure and to identify measures of succe -1.6 Establish future state + * 1.6 Establish future state + + * 1.7 Define business metrics + + * 1.8 Define the budget @@ -25 +28,0 @@ Mobilize Team is designed to build a structure and to identify measures of succe -1.7 Define business metrics @@ -27 +29,0 @@ Mobilize Team is designed to build a structure and to identify measures of succe -1.8 Define the budget @@ -29 +30,0 @@ Mobilize Team is designed to build a structure and to identify measures of succe -This section provides a brief overview of Mobilize Team and its subpoints. For a detailed discussion, see the guide [AWS Organizational Change Acceleration (OCA) 6-Point Framework – 1. Mobilize Team](https://docs.aws.amazon.com/prescriptive-guidance/latest/oca-framework-mobilize-team/). @@ -37 +38 @@ _What is it?_ -A formal _Change Acceleration Charter_ document is intended to build leadership alignment and buy-in to the change acceleration scope of work from the onset of the cloud program. This document identifies the cloud program team’s dependencies on other areas, as well as key stakeholders. The change acceleration charter includes: +A formal _Change Acceleration Charter_ document is intended to build leadership alignment and buy-in to the change acceleration scope of work from the onset of the cloud program. This document identifies the cloud program team's dependencies on other areas, as well as key stakeholders. The change acceleration charter includes: @@ -102 +103 @@ _Why is it valuable?_ -A program that establishes a clear structure and governance has a higher probability of success than one that doesn’t establish structure or governance. This is because decisions and ownership around decision-making rights can often be a major factor in delaying cloud programs. Governance establishes decision-making authorities and can provide guidance around _two-way door decisions_ (decisions that can be made quickly with low risk and can be easily reversed), and _one-way door decisions_ (decisions that require more thought and contemplation, because they cannot be easy reversed). +A program that establishes a clear structure and governance has a higher probability of success than one that doesn't establish structure or governance. This is because decisions and ownership around decision-making rights can often be a major factor in delaying cloud programs. Governance establishes decision-making authorities and can provide guidance around _two-way door decisions_ (decisions that can be made quickly with low risk and can be easily reversed), and _one-way door decisions_ (decisions that require more thought and contemplation, because they cannot be easy reversed). @@ -116 +117 @@ _Why is it valuable?_ -As with every other aspect of your program, staffing your change acceleration team with dedicated, accountable, experienced resources helps you invest in a smoother transition to the cloud. Delays and challenges in a company’s cloud adoption journey are often caused by poor decision making, communication issues, or lack of cross-functional leadership alignment. Mitigating risk in these areas while propelling the culture forward can make a significant difference in speed to adoption. +As with every other aspect of your program, staffing your change acceleration team with dedicated, accountable, experienced resources helps you invest in a smoother transition to the cloud. Delays and challenges in a company's cloud adoption journey are often caused by poor decision making, communication issues, or lack of cross-functional leadership alignment. Mitigating risk in these areas while propelling the culture forward can make a significant difference in speed to adoption. @@ -120 +121 @@ _When do you use it?_ -Staff your team with key roles that focus on change acceleration at the beginning of the program. Evaluate staffing levels on an ongoing basis to determine whether they should be scaled up or down in connection with the program’s scope and timeline. Here are some example key roles and responsibilities in the project team: +Staff your team with key roles that focus on change acceleration at the beginning of the program. Evaluate staffing levels on an ongoing basis to determine whether they should be scaled up or down in connection with the program's scope and timeline. Here are some example key roles and responsibilities in the project team: @@ -130 +131 @@ Staff your team with key roles that focus on change acceleration at the beginnin - * Training lead: Designs and develops the training strategy and plan. Works in collaboration with the customer learning and development or training lead to determine how to best advertise training, target users for training courses, handle training logistics, and roll out training within the customer’s environment. + * Training lead: Designs and develops the training strategy and plan. Works in collaboration with the customer learning and development or training lead to determine how to best advertise training, target users for training courses, handle training logistics, and roll out training within the customer's environment. @@ -151 +152 @@ _When do you use it?_ -Use project goals and objectives to motivate, monitor, and measure progress on the cloud adoption journey. First understand which goals have already been established. Then work to establish new goals that are focused and simple. If the goal isn’t easily understood, it’s probably not the right goal. Build metrics and measurement mechanisms to update business leaders on the progress against these goals, and forecast business scenarios based on new implications. Consider the need to meet tactical targets and to manage the business strategically. Consider using **SMART** criteria for goals: +Use project goals and objectives to motivate, monitor, and measure progress on the cloud adoption journey. First understand which goals have already been established. Then work to establish new goals that are focused and simple. If the goal isn't easily understood, it's probably not the right goal. Build metrics and measurement mechanisms to update business leaders on the progress against these goals, and forecast business scenarios based on new implications. Consider the need to meet tactical targets and to manage the business strategically. Consider using **SMART** criteria for goals: @@ -170 +171 @@ _What is it?_ -A cloud migration or transformation future state identifies the vision and potential value that can be realized from the cloud solution. Future state is derived from organizational assessment outputs. It represents a visual alignment of your organization’s culture, structure, people, technology, and process with the new, cloud-centric ways of working. +A cloud migration or transformation future state identifies the vision and potential value that can be realized from the cloud solution. Future state is derived from organizational assessment outputs. It represents a visual alignment of your organization's culture, structure, people, technology, and process with the new, cloud-centric ways of working. @@ -241 +242 @@ _When do you use it?_ -Early in the cloud migration process it is important to confirm and establish change acceleration metrics that the program will track throughout its lifecycle. Measurements that can be used to track metrics include, but aren’t limited to, surveys, email receipts, email link usage, webpage views or clicks, evaluations, proficiency metrics, one-on-one meetings, participation in major program events, change agent feedback, and net promoter scores. +Early in the cloud migration process it is important to confirm and establish change acceleration metrics that the program will track throughout its lifecycle. Measurements that can be used to track metrics include, but aren't limited to, surveys, email receipts, email link usage, webpage views or clicks, evaluations, proficiency metrics, one-on-one meetings, participation in major program events, change agent feedback, and net promoter scores.