Changes to people's roles or responsibilities Job or role change such as a new driver or loading/unloading operator If a process/procedure for new employee introduction already exists and is followed. 3.2. Deciding whether a change needs the Management of Change process It is not always easy to identify when an action actually constitutes a change. Whenever there is doubt, it is advisable to consider that it is a change and follow the MOC-process. The below flow-sheet assists in this decision. Figure 2. The MOC process. 4. The Management of Change process The “Management of Change (MOC)” process can be identified by the following steps: Identify and describe the Change, including a “Proposal and Justification” Sponsorship/authorisation for scope development of the proposed “Change”, including an identification of MOC team Scope development (including Risk assessment and other implications) Review and approval for implementation Implementation and handover Final completion (technical and operations acceptance) These stages are defined in more detail below in terms of what needs to be done and what are the Roles & Responsibilities which differ from phase to phase. 4.1. Identify the Change – Description, Proposal and Justification Responsible Person: Initiator The proposed change should be identified and described by the person who wishes to initiate the change. This should be presented in the form of a basic scope description.
The Initiator should identify the basic scope of the change and a justification for proposing that change. The justification could be related to topics like: (Change in) Regulations Health & Safety & Environmental (HSE) improvements Technical improvements (new installations, machinery) Cost Efficiency Quality Organisational and people change The initiator should provide enough information to allow the responsible authorising person to understand the proposal and the impact of authorising the development of the change e.g. estimated cost/size of the task, whether it will require significant resource/funds. The initiator should also identify if it is a Permanent or Temporary change. Temporary changes should have a review date defined by which the change should be reversed. 4.2. Authorisation for Development (project sponsor) - Identification of MOC team Responsible person: MOC Sponsor This is the commitment and authorisation step to proceed with the more detailed and technical development of the scope. The MOC sponsor should be someone with the authority to approve the development time and resources (note: this person will mostly also be the Final Approver, see section 4.6). The Sponsor should also nominate an overall Project Leader and project team with the required skills and competency to develop the scope of work. The Project Leader should also consider if there are any specific “subject matter experts” required for the team. This may include internal or external resources. Note – It is important that any management of change is subject to at least a second pair of competent eyes. When the Sponsor and the Project Leader is the same person an extra pair of eyes is needed for approval. 4.3. Scope development (including risk assessment and other implications)