Iso TS 10020 2022

TECHNICAL ISO/TS
SPECIFICATION 10020
First e d i t io n
2022-08
Quality management systems -

Organizational change management
-Processes
Systemes de management de la qualtte - Gestion du chan9ement
organisationnel - Processus
Reference nu mber
ISO/TS 10020:2022(E}
©!SO 2022
ISO/TS 10020:2022(£)
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ii ©ISO 2022 - All rights reserved

ISO/TS 10020 :2022(E)
Contents Page
Foreword . .. . .. . ... .. .. ..
. . .. """"'"""' -·-· . . -....... . ................. ...-....- ...... __,. .. . ... .. ..
.. .. .. . . . .. . . ... ".v
Introduction.... ............................................................................................................................................ ....................... ............... .................................. vi
1 Scope . .
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.... ... .. . ........ . . .... .. ..... _ . .. . .. . .. .
.. ... _ . .... ........ ... . .... ............. . . ............ ... . ... . . .. ........ .. . 1
...
2 Normative reference .. .. ...... ....... . . . .. . . ..

. . . .. . ....... .. . . . . . . . . . . .... . .... . . .. ... . . .. ..
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.. .. 1
3 Terms and defi n i t i o n s . .. .. . ... . .. . . ... . .. . .

. . . . ..... .. . . . .. . . .. . . .... . .. . . . .... . . .. .. . . ... .... . . ..... ..... .. .. ..
. . .. . .. . .. .. . .. .. ..... .. . .. . . . ... -............ 1
. . ... .. . . ... .. . ... ... . .
4 Orga n iza tional change ma nagement concepts.. . .. .. .. . .... ... ... . .... .. ... .. ..... .. . . .. . ... . . . . . . .. . ... . .. ... .. 2 ...... . ... . .. . . .. . ...... . . . . ... .. . ... .. .. ... .
4.1 General . . .. . . . . . . . . . . . . . .
... .. .... . . . . . .. . . .
.... . . . . . .. . . . . . .
.. .. ... ... . . .. . . 2
.. ... .. . .... ... . . . . .......... ... ... ... ._ . ... ...... .. ........ ... .... ... ..... . .. .......... . . . ........ .. . . ....
4.2 Orga n i zations 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
. . .... . rn . ... . . . . . . . .. . .. .. . ... ... .. . . .. . ... . . ... . . ..... ... . . .. . . . . .. .
Governance p rocess. . ... . . .. . .. . . . . . .. . . .. .. ... . . . . . . . . . .. .. . .. . . . . . . .. .... . . . .. . . . ... .. .. ... . .. 5

... .... . .... . .. .. . .. .. . . ... . . . .. . ...... . . . ... . . . . .... . .. ... .. . .. ........ ... .. .. . .. .... . . .. .... . .. ... .. ... .
5.1 Genera 1 ...... . . ... . . ... ... ..... ...-.......................................................................................................................................................... ............... 5

. .
5.2 Process . .. . . .. .. .. .
...... ... ........ .. . ... . .... . . . .. .
. ... .. . . .
..... ................... .. . -............................................. ... 6
... .. .. . .... .................... . .... ....... ....... ......... ...
5.3 Purpose .......................................... .............................................................................................................................................................. 6

5.4 0 u tcomes .......... ............. ................ ......... ......... . ............ ......... ..................... . ............................... ... .............. ....................... .... 6
5.5 Developing OCM policy and strategy . . .. . .... . . . . . .. . . .. .. . ... . . . . . .. . .. . . . .. .. . . . . . . 6 .. . . .... . .. . .. . . .. .. .. . ... .. . . ... .. ...... ... ... .... . ... ... . ... ..
5.6 Docun1ented i n formation ........................ ............ ................... ................................................................................................. 6

6 M anagemen t processes ...................................................................................................................................................... ........................ 7
6.1 Genera I . ... ....... .. ... . . .. ...... . .... ...... .... ...... ....... .... . ... .. ..... .... . . ..... ..... ... . ... ...... ..... .. . ..... .... ... ... .... .... ..... .... .... .... .. .. . .... . ... ..... .. . . ..... .... ... .. 7
. . .. . . .. .. . .. .
6.2 C ha nge scenario process . . ..... ................... ................................................ ... ...... .................. .... .... 7
........................... ...... ..
6.2.1 General ....... .................. ................................................... .......................................................... .............................. ......... 7

6. 2 . 2 Pu rpose ..... . . .... . ..... ......... .. . .. .... ...... ... ... .... .. . .. .... ... ... . . .... ... . . .... ... ..... .. .... .... ... ........ ... . . ..... .. .. ... ... .. ... ... ... ...... .... .. . .. .... . . ..... 7
. . . . . . . .
6.2.3 Outcomes. . . . . . .. .. .. . . . . .... .. . . . . ... .. . ... . . . . . . .

. . ... .. ..... .. . ......... . . . ... ..... . . ... .... .7
. ..... ... . ...... . . . .... . ...... .. .. ..... . ........ ........... . ....... ....... ..
6.2 .4 Activ ities a n d tasks .. .. ... .. .. . ..... .. ... ... . ... ... . ... . .... .. .. ... .. . ... ... . . .. .. .. .. ..... . ..... . ...... . . . . .. . . . . . ... . . .... .... . 8
.. . . . . . ........ . . . . . .. .. .... . . . . . . . .
6.2.5 Docu mented i n formation ... . .. .. .. . . .. . .. . .. . . . ... .. .. .. .. . . ..... ... . ... . . ... .... ... .. ..... ... ...... . ... . . . ..... ... . . . .. . 8 .. . . . . ... . . . . .. . . ..
6.3 I nterested party identification process ... . -.......................... ..........................,.......... ................. ... 9
. . . . . .... ........
6.3.1 General . . . . . .. ... . .. . . ... .. . ... .. . . .. .... . ... . ... . ... . . .... . . .. ... . .. . . . .. . .. .. ... . . . . . 9
. ... .. . ..... .... . .... ..... . .. .. . .. . ...... . ... .... . .. .. .... .. ... ...... . . . . .. . .. .. .... . .... . . .. .
6. 3. 2 Purpose . .. .... . ................... .............. .... ............. ..... ........... ............. . ............ .............. .... .............. . . .. ................ ...... .... 9
.
6.3.3 Outcomes . . .. . .. .. . . ... .. . . .

.... ....... .. .. ... .. .
... . .............. .... . .... . . . . .. 9
....... ..... ... ........... . . ........... ..... ............. ..... ........... . ....... ........ ....
6.3.4 Activities a nd tasks .. .. ... . . .. ... .. .. . . .. . . .. . .. ... . . ..... . . . . . . .. . .. .... ... . ... ..... . . .. . . .. . .. .. 9
. ... .. .. . .. . .. .. . . . .. . . .. . ........ . ... .... .... .. .. ..... ....... . .. . . .. . . ..
6.3.S Documen ted i n formation .. .. . ... . ... ...... .. .. ..... ....... ... .... .. ..... . .. . ... . . . .. . . . ... ..... .. ... .. ..... . . ..".................. ................ 9
. . . . . .
6.4 I ntervention defi nition process. . . . . . . . . . .. . . . . ... .. .. . .. . . . . .. . . . 9

. .. . . .. . ..... . ....... ...... .. ... ... . ............. .. .. ..... .... ...... . .. ..... .. ... ... ..... . . .... .... ..
6.4.1 Genera l ... .... ... .... . .. .. . ... ... . ... .. ........ .... ... . ... . . . ... ... .. . . ... .... .. . ... . ... . .... . . .. ... .... .... . . .. . .. ... . . . .. . ... . .. . . . . .. .... 9
. . .. . . . . . .. . . .... .. . ... . .. . . . ... .. . .. .. . . . . .
6.4.2 Purpose .. ... . ...... ... . . ..... .. . . ... ... .. ... .. . .. . .... . .. .. ... .. . -.......................................-...................................... ... . 1 0
.. . . . .. .. ... . . . .... . .. . .. ..
6.4.3 Outcon1es . . .......... .... .......................... ................................................................. ................................................. 10

.
6.4.4 Activities a nd tasks .. . . ... .. ... .. .. . ... ... . . . . . . . . ... .. . . . . . . .. .. . . .. .. . . . . .. ... ... . . ... .. .. . . .. ... .. 1 0
. . .. .... .. ... .. . . .. . . . . . . . ... . .. . ... . .. . . . ... . ... . . . ... . ... . ... . .. . .
6.4.S Docu mented i n formation ... ...... . ... .... . ... . ..... ... ... ... ..... . . . .... ...... ..... ... ....... .... .... .. . ..... ...... ... .. ... ... .... .. . .. . . .. 1 0 . . . . . . . . ....
7 Implementation processes ... .... ... . . . . . .... .. .. .. .. .. ....... .... ...... .. .. .. ..... . . .. .. ... .. .. . .. .. . .... . .... ... . .. . ... . . . .... . .. . . .. ... ... .. . 1 1
.. . . . . . . .. . . .. .
7. 1 General . . ... ... . . .. . .,.................................-.......................................................................................... .................. ................. 1 1

. ... .... ....... . . .
7. 2 Issue identification process .. . . . . . . . .... .. . . .. .. .. . . .... ... .. . . . . .. ... .

. ........ ... .. . .... .... .... . 11 . . ...... ....... . ... .. .... . .............. . ....... . ..... .. ...... ......... .
7.2.1 Genera 1...... ... . . . .. .... .. .. . . . ..... ... .... ... .. ..... .. .. .. .. .. .... .. . ... . . ...... . . ... .. ... . .. ... . .. .... . . .. ... .. ... .... . .. . .. .. .. . .. .. ...... ... 11
.. . . . ... .. . . . . . .. . ... .. . . . ..
7. 2. 2 Purpose . .. . . . . . . . . .. .. . ... .. .. .... ... . ... . ... . . .... . ... . . . .. ,.................................... 11

........ ................. _ .. . . . . . . . ... . . . . .. . .. .. . ..... ... .. . .. . . .. . . . . .. .. . . .
7. 2.3 Outcomes . .. . . ..-........................................................... ... .................. . 11

.. . ........ .............. ..... .......... ... ,_ .... .
7. 2.4 Activ ities and tasks .. . .. .. ........ .. ... .. .. .. ... . ... . .. . ... ... . . . ...... . .. . ... ..... . .. . . .. .. . .... .. . .. .. . . . . . ...... ..... ... ... .. . 1 1
. . . . . .. . . . ... .
7. 2.S Docu mented informa i o n ............... .... ........... ........ .................. ........................................................................... 1 2
7.3 A ffected interested party identification process ................................................................. .................. . 1 2 ..
7.3.1 General . .... ..... . ....... ...... .. . .. ..... . ... . .... . .. . .. . .. ... ... . ...... .. .. ........... . . . . ... ... ... . .. . ..... ... . . ... ..... . ... . ... . .... .... . .. . .. ...... .-... ........ 12
. .. . . . . . . .
7.3. 2 Pu rpose ....... ................... ................................ ...... .............................................................. ................................ .............1 2

7.3.3 Outcomes .. . . ... .. .. .. . ... . . .... ..
..... .. .. .... . . . .... . . . . . . . . . ..-............. ......-....... . 1 2
.. . . ...... . . ... .. .. . . . .. . .. ...... ... ...... . ...... . . . . ... ...... ......
7.3.4 Act iv itie.s and tasks . . ..... .......... . .. ... .. . ..... ... .. ..... . ... ..... ... .... ..... .. .. ....... . . ... .... .. .. . . ... .. . . .. .... .... ...... ..... ..... .... ... . 13
. .. . .... . .. ..
7.3.5 Docu mented i n formation ... . .. . . .. .. . . .. . .. .. . . .. . ... ... .. . ... .. ..... .. .. . . . . .. . . ..... . . . . ... . . . .. 13 . . .. . . .. .. ... . . . . . .. ... .... . .. . . .. ... . . .. ... . .. ... .. . . . .
© ISO 2022 - A l l rights reserved iii

ISO/TS 10020:2022(£)
7.4 A ffected i nterested party intervention process . . . . . .. .. . . . ... . . .. .. ..... . . . .. . . . . .. .. . . 13 ..... . . ... . ... . . . .. .... . .. . ... . .. . . . ... ..... .. .. . ... . .
7.4.1 General ....................................................................... ..... ......................................................................................................1 3

7.4.2 Purpose ............................................................................ ............................................................................................... ...... 1 3
7.4.3 Outcon1es................. . .. .... ........................ ........ ................... ............... .............................. ............... ................... .. 13
.. ..
7.4.4 Activities a nd tasks . .. .. . . . . . . .. 14

.... .................................. ......... . ....... . ........ ...................... ....... ........... ... .. .. . ..........................
7.4.5 Docu mented i n formation . . . . . . .. . .... . . . . . . . . . . . . . . . . .. . . . .... . 14 .. ..... .. ... .. . .... . .... . ... . ... .... .... . . ....... ...... ...... ... . .... ... ... ..... ... .. ... . .. . .. . ..
7.5 Cha nge 1nan agement reporting process . .............. ... ... ... .......... ..... .. .......... .... ... ...... .... ......... .. ... ....... .. 14
. . . .. . . . ... .. . . ..
7.5. 1 General .... . . . . .... .. . . .. .... ... . . . . .... . . ... ... . . .... .. ... .. .. . .. ... .. . . . .. .. .. .. . .. .. .. ... .. . 14
. .. . . ..... .. . .... ..... . . .. . ... . . . . . .. .... . .. . . . . .. .. .... . .. .. . . ... . . .. .. . . .. . ...... . . . .....
7.5 . 2 Purpose . .. .. . ..... ... . . . . .. .. ... .. .... . . . ...

. .. . . .... .. .. . . . ... .... . . . . . . .. . . . . .. .. ...... . ...... . .. . . .. . . . ... .. 1 5
... ...... . .... . . . .. ......... .... . . ....... . . .. . . . . ... .. ... ... . . .. .. . . . . .. .. . .
7.5.3 Outco1nes.. .. .. . ... . . .. . .. ... . . . .

.... ....... .. . . .. . .. .. ... . ... . ... ... .. .. . .. . . .. . . ... .. . 15
... . .. .. . .... . .. . .. . .......... .. ... .... . . .. . . .. .. . . . ... . .. .. . .. .. . . .. .... . . .
7.5.4 Activities a nd tasks . . . . . . . . . . .. 15

....... .... ....... ..... ..... ........................... . ....................... .... ............. .................... ....... . ..... ........
7.5.S Documented informa ion . .... .. . . . ... .. .. . . . . ... .... ..... . . .. .. . ...... ... ... .. .... . ..... . .. 1 5
.. . .... . . . . .. ....... . . . ..... .. .. ... ............. ... . .....
8 Measu ring a ffected i n terested pa rty i n tervention progress on the cha nge matrix . .. .. 1 6 . . ... ... . .
8.1 The cha nge matrix........... .. .. .. . . .................. ............ .. ...... ....... .... .. ....... ..... ..... ....... ................. ................... 16
. . ..
8.2 Rating the change inatrix position .. . .. . .. . . .. . . . . .

. ..... . .......... .. .. .... . . 18
... ............. ..... .. .. ... .... ... ..... . .. ... .. .. . ... ............ . .... . . ...... ..
8.3 Aggregation of a ffected i nterested parties change matrix positions to h igher levels ........ 18
8.3.1 General ... ...... ... . . ........... . .... ...... ... .., ........ . ............. ...... ....... .. . . , .. ..... ........ ....... .. ... ..... ............ 18
.
8.3.2 C ha nge matrix cel l aggregation problem ... . . .. . . . . . .. . 18 ...._... . ... . .................. ..... ..... .... ....... ....... .. . . ......... .. ....
8.3.3 Change matrix cel l aggregat ion models .. ... . . . . . . . ... .. ... . . . . .... ... . .. . 19 . ... . . ... . . .. . ... .. .. ... . ... ....... . . . . .. . ... .. . .. . .. .. . . . ..
A n n ex A (informative) Process documenta tion items ........... -. .... . .. ....- . . .. .. . .

. . . .. . . . ....... ... . .. . . .... . .. . .. . . .. .......
... . . .. .. - . .. .. _ . . .. . . .. . . 21
A nnex B (informative) Generic sections defi n ition .
..... .. . . .... . .. .
...... ... . . ......... . .... .. . .... ....... . .
.. .. ....... .. ..... . ... . . ........ .. ... ..... 29
A n n ex C (informative) Comparison between t h is doc u ment a n d ISO 9001.. . . .. . . ... ...

.. . . . .. . . ..... ..... ... ... .. . . . ..
. . . . . .. . . .... 31
Bibliography .
......... .........� ........ ......... ........ ............................................... .............. ....................................... ............................ ........................................ 41
iv ©!SO 2022 - All rights reserved

ISO/TS 10020 :2022(E)
Foreword
ISO (the I nternational Organization for Standardization) is a worldwide federation of national standards
bodies ( ISO member bodies). The work of preparing I nternational Standards is normally carried out
throu g h ISO tech n ica l committees. Each member body i n terested in a subject for wh ich a tec h n ical
comm ittee has been establ ished has the right to be represented on that com m ittee. I nternational
organizations, governmental and non-governmental, in lia ison with ISO, also take part in the work.
ISO collaborates closely with the l nterna ional Electrotechnical Comm ission (!EC) on a l l matters of
electrotech n ical standardization.
The procedures used to develop this document a nd t hose intended for its further maintenance are
d scribed in the ISO/ IE C D i rectives, Part . In particular the d i fferent approval criteria needed for the
,
di fferent types of !SO documents should be noted. This document was drafted in accordance w ith the
editorial rules of the ISO/!EC Directives, Part 2 (see I . r r tlv ).
Attention is drawn to the possibil ity that some of the elements of this docu ment may be the subject of
patent rights. !SO shall not be held responsible for identifying a ny or all such patent rights. Details of
a ny patent rights identified dur ing the development of the document wilt be in the I ntroduction and/or
on the ISO list of patent declarations received (see www.iso.org/patcnts) .
Any trade name used i n this document is information given for the convenience of users and does not
constitute an endorsement.
For an expla nation of the vol untary nature of sta ndards, the mea n i ng of rso specific terms and
expression s related to conform ity assessment, as well as i n formation about lSO's ad herence to
the World Trade Organization (WTO) principles i n the Technical Barriers to Trade (TBT), see
www.iso.org/jso/fore word.htmI.
This document was prepared by Technical Com m ittee ISO/TC 17 6, Quality mana9ement and quality
Subcommittee SC 3, Supporting technologies.
assurance,
A ny feedback or questions on this document should be d irected to the user's national standards body. A
complete listin g of t hese bod ies can be fou nd atwww.i.so.org/members.html.
© ISO 2022 - All rights reserved v

ISO/TS 10020:2022(£)
Introduction
The purpose of this document is to describe processes for organ izational change management (OC M )
that can be used by organ izations when u nder·tak i ng a n y form o f OCM. I t comprises process descriptions
that elaborate the OCM processes.
Since O C M is a key approach to risk-m itigation in orga nizational development, this document follows
a risk-based approach. Risk-based change management is a best-practice approach to strategizing
and ma nagi ng orga n izat ional cha nge, as it al lows cha nges to be prioritized and focused on the most
i mportant needs and opportun ities.
Each process is described using the generic process template provided i n ISO/IEC/ I E E E 24774:20 2 1,
and covers the pu rpose, outcomes, activities, tasks and i n formation item s of each process.
Documentation items to be produced by the OCM processes are p rovided in Annexes A and .B..
u.u.�)._Cprovides a high-level cross-reference between the clauses of this document and the clauses of
I SO 9001 .
This docu ment aims to provide OCM practitioners with the i n formation requ ired to manage nd
perform OCM in organizations.
vi ©!SO 2022 - All rights reserved

TECHNI CAL SP ECIFlCATION 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 i mplement organizational
change management fOCM) for organizations, projects or smaller activities. I t comprises generic
process descriptions that describe the OCM processes. Supporti ng d iagra ms descri bin g the processes
are also provided.
This document is applicable, but not l i mited, to change sponsors, change agents, change team members
a nd project managers, pa rtic u larly t hose respo n s ib le for governi ng, ma naging a nd i mplementing
organ izational change.
2 Normative references
There are no normative references in this document.
3 Terms a n d definitions
For the purposes of this docu ment, the following terms and definitions apply.
ISO and IEC mai ntai n termi nology databases for use i n standard ization at the fo l lowing addresses:
ISO O n l i ne b row s in g platform: available at https:ljwww.iso.org/obp
I EC Elec t ropedi a : ava ilable at https://www.electropedia.org/
3.1
aggregati o n model
combi ned view of the current state of organ izational change
Note 1 to en ry; The combined view presents the positions of interested parties (33) on he change matrix (ll).
3.2
c h a nge matri x
t wo-d imensional array s h ow i n g the relationsh ip between product o r service rea l ization stages and
organizational change stages
Note 1 to entry: The p rod u ct or s ervice realiz< t[on s tages are presented on th e x-axis and organizational change
stages on t h e y-axis.
3.3
i nterested party
stakeholder
person or orga n izat ion that ca n affe<.:t, be affected by, or perceive itself to be affected by a decision o r
activity
EXAM PLE Customers, owners, people in a n orga nization, providers, ban kers, reg u lators, u n i o ns, pa rtners or
society t hat can i n clude competitors or oppos i n g pressure groups.
[SOURCE: ISO 900 0 :2015, 3.2 .3]
© ISO 2022 - All rights reserved 1

ISO/TS 10020 :2022(E)
If the first three factors a re present a nd the result of multiplying these th ree factors exceeds the
resistance to change, then mea n i ngfu l organ izational change is l i kely to take place.LS.I
Because D, V and Fare multiplied, if any value is absent (zero) or low, then the product will be zero o r
low and therefore n ot capable of overcoming the resistance.
The key factors, D, 11, F and Rare evaluated for impact in the context of each identified i nterested party,
i n the first instance, a nd secon d ly i n terms of the speci fic concern ( i . e . iss ue) that is u nder consideration.
I n most situations, the relationship between i nterested parties and issues is l i kely to be complex, and
requires a detailed analysis i n order to properly identify these relationships.
4.4 OCM process perspective

/\ mam1geme11t syslem t;umprises prut;esses. Fur exC1mple, ISO 9001:2015 Jest..:ribes Lhe expet;lC1Liuns uf
how processes are to be supported i n the con te x t of the qual ity ma n a g e me n t .
I n t h is docu ment. ISO/JEC/IEEE 247 74 is used to support the description of each OCM p rocess.
Processes a re described in terms of:
process title;
process pu rpose;
process outcomes;
process activities;
process tasks;
process controls and con stra ints;

process documented i nformation (expected outputs of the process).
4.5 P rocess model
This document groups the OCM activities i nto three process groups, as shown in Figure 1. Each of the
processes with i n those g roups is descrihed in terms of its pu rpose and desi red outcomes, and l i s ts
activit ies and tasks which need to be performed .
Governance process
Management processes
Imp1ementation processes
F ig u re 1 - M ulti-layer process model

ISO/TS 10020:2022(£)
The aim of each layer is as follows:

a) Governa nce process (see Cl u e ):
1) the aim of this layer is to describe a process for the creation a nd maintena nce o f the OCM
governance framework, i ncludi ng, for example, such documentation i tems defi ning the need
for OCM policies, strategies, processes, p rocedures and other process assets.
b) Ma n a g e m e n t processes (see Clause 6):
1) the aim of th is layer is to describe processes that cover th� ma nagement of organizational
change for an entire change scenario, or change project;
2) this layer comprises the follow i ng processes:
i) chang scenano process;

ii) i n terested party identifi cation process;
i i i) i ntervention defin ition process.
c) l mp l eme n tatio n processes (see Clause 7):

1) the a i m of t h is layer i s to describe generic processes for performi ng OCM i mplementation;
2) t he i mplementat ion processes incl ude:
i) issue ident i fication process;
i i) a ffec ted i nterested pa rty identi ficat ion p rocess;

i ii) a ffec ted i nterested party identi fication process;
iv) change management r eport ing .
The layers of the OCM process model comprise varying nu mbers of OCM processes, as shown in figure 2.
Governance process
Management processes
Change scenario I n terested party I ntervention definition

process identification process process
Implementation processes
Issue Affected interested Affected interested Change

identification party identification party intervention
rocess rocess rocess
Figu re 2 - M u l t i·layer model show i n g a l l O C M p rocesses
4 ©!SO 2022 - All rights reserved

ISO/TS 10020 :2022(E)
5 Governan ce p rocess
5.1 General
The governa nce process is used to develop and manage orgat1izational changes.
The governance process typically appl ies to the OCM activities across the whole orga nization (i .e. they
a re not project based).
An OCM policy and OCM strategy a re examples of documented i n fo rmation supporting t hi s process.
The governa nce process is generic and can be used to develop and manage other non-project speci fic
documents, such as a programme OCM s trategy that applies to a number of related projects.
The OCM policy can be used to describe the purpose, goals and overall scope of OCM vvithin the
o rgan ization. I t estahli shes OCM practices and provides a fra mework for esta blishing, reviewing and
continually i mprovi ng the governance process.
The OCM s trategy describes how t he change management is perf o rmed within the organ i zation. I t
i s generic documented i n formation that provides guideli nes for a number of cha nge projects in the
,
orga n ization a nd is not specific to a ny change project.
fjgur� 3 shows the governa nce process i n a typ ic al situat ion where i t has been appl ied to create
and maintain both an orga n ization's OCM policy and OCM strategy. As Figure 3 i l l u st ra tes the two
activities continually i nt ra t with each other. The OCM strategy ne�ds to align with the OCM policy.
Feedback from this activity is provided back to the OCM policy for possible i mprovement. Similarly, the
ma nagement processes being used on each of the cha nge projects with i n the o rga n ization need to align
with the OCM strategy (a n d policy), a nd fe dback from the manag ment of these change proj ct.s is
used to i m prove the OCM strategy and policy.
OCM policy
/
Policy/
strategy OCM strategy
improvements
\ )
Feedback on Apply in
policy and change
-
strategy ....
projects
Figure 3 Example OC M pol icy/strategy improvement

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5.2 P rocess
T he governa nce process comprises activities for the c reation, review a n d mai n tena nce of OCM po l i cy
a nd strategy, and related docu mentat ion items.
5.3 P u rpose
The purpose of the governa nce process is o d i rect the orga n ization in th ach ievemen of its v i sion,
m ission, strategy and goals related to OCM, t h rough assu ring the defin ition of related objectives, policy
a n d strategy.
5.4 Outcomes
As a result of the successful implementation of the governance process:
t he context of the orga n izat ion, includ i ng the expectations of it s relevant interested pa rties, with
respect to OCM are u nderstood and analysed;
t he scope of OCM system activities a re described, taking the context of the organ i zation i nto
consideration;
the OCM system pol icy and object i ves are described;
the OCM system and ope ratio n al process strategy is determined;
com m itment and leadership in regard to establish i ng, m a i n ta i n i ng and i mprovi ng t h is process is
demonstrated.
5.5 Developing OCM policy and strategy
The fol low ing activit ies and tasks should be implemented in accorda nce with applicable orga n ization
polic i es and procedu res w ith respect to the governance process, as appropriate.
T he development of OCM pol icy and strategy con sists of the fol lowi ng tasks:
top ma nagement demonstrates leadersh ip and commitment by nsuring that the OCM pol icy
and objectives are established and are co m patible with the context and strategic d i rection of the
organ ization;
oblig a tions to support the object ives of the orga nizationa l cha nge pol i c y and s rategy are ident ified
within the organization and interested parties;
the OCM system and operational process strategy a re determined;
comm itm e n t and leadership in rega rd to est a bl i s hi ng, ma i n ta i n i ng and i mproving this process
strategy is de m onstrated .
5.6 Doc umented information
As a resu lt of perfor m i ng this proc ss, the fol lowi ng documented i n formation is produced:
OCM policy (see A..2.)...2 ;
OCM strategy (see A.2...3.).

ISO/TS 10020 :2022(E)
6 Management processes
6.1 General
There are three management processes:

change scena rio (see .62);
interested party identi fication (see .6...1) ;
intervention definition (see . ).
The management processes need to align with the d i rectives of the governance process, includ ing the
OCM policy and strategy. Based on their p ractical i mplementation, they may produce feedback to the
governance process.
6.2 Change scenario process
6.2.1 Genera l
The change scenario process is used to identi fy a programme-\vide change init iative. Depending on
where in the organization this process i s implemented, this can support a programme-w ide or project
wide change plan. I f the scope of the propos d change is localized, then the change plan can be lim ited
in scope within the iss ues identification process.
6.2.2 P u rpose
The purpose of the change scenario process is to ident ify t he scope, approach, benefits, risks and
opportunities that will be taken to address an organizationa l change initiat ive.
6.2.3 Outcomes
As a result of the s uccessful i mplementation of the change scenario process:

the external and internal concerns that are relevant to the organization are determined and their
i mpacts are ana lysed;
where such impacts a re relevant to the organization, the scope of a proposed organizational change
is identified;
benefits associated with the scope of a proposed change are identified;
risks and opportunit ies a re ident i fied:
identified risks and opportunities are analysed;
risks and opportunities a re evaluated against defined criteria;
risks and oppor unit ies a re selected for tr atment;

benefits are quantified;
the aggregation model to be applied to the change scena rio is identified;
change scenario planning is performed.

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6.2.4 Activities a n d tasks
6.2.4. 1 Gene ra l
T he change scenario process should implement t he activit ies given in 6.2.4.2 to 6.2.4.6 and tasks i n
accorda nce with appl icable pol icy a n d strategy identified in the governance process. as appropriate.
6 . 2 .4.2 Determi n e change scenario scope
This activity cons ists of the following tasks:

t he external and i nternal concerns that are relevant to t he organization and their i mpacts a re
a na lysed ;
where such impacts are relevant to the orga n ization, the scope of a p roposed orga nizational change
is identi ied.
6 . 2 .4.3 Determine c h a nge scenario benefits
This activity cons ists of the fol lowi n g tasks:

the ben fits associated wi h the scope of a proposed cha nge a re iden ified;
t he benefits are quantified.
6.2 .4..4 Determine change scenario risks a n d o pp o rtun ities
This activi ty consists of the followi ng tasks:

risks a nd opportunities a re identified;
identified risks and opport u n ities a re analys d;
risks a nd opportunities a re evaluated against defined cri teria;
risks a nd opportuni ties are selected for treatment.
6.2.4.5 Determ i n e cha nge scenario aggregation model
T h i s activity consists of the fol lowi ng ask:

- t he aggregation model to be appl ied to the change scenario is identified.
6.2.4.6 Perform change scenario p l a n n i ng
This activity consists of the followi ng tasks:

budgets and initial cost esti mates are de term in e d ;
schedule impl ications are consider�d;

authorities and responsibi lities associated with the change sponsor are identified, together with
those associated with the i mmed iately a ffec ted process/service owne r.
6.2.5 Documented i n formation
As a result of performing this process, th fol lowing documented i nformation is produced:

-
change objectives and strategy (see A...3.)..2 .

ISO/TS 10020 :2022(E)
6.3 Interested party identification process
6.3.1 Genera l
The interested party identification process identifies interested parties that a re relevant to the
orga n ization, includ ing their needs and expe<.:tations.
6.3.2 Pu rpose
The purpose of the i nterested pa rty identification process is to identify i nterested parties that are
relevant to the orga n ization, i nclud i ng their needs and expectations.
6.3.3 Outcomes
As a n�sult of the successful i m plementation of the interested pa rty identification p rocess:

i nterested parties relevant to the organ i zation a re identified;
the needs a nd expectations associated with the i nterested parties a re identified;
appropriate contact with identi fied interested parties i s established.
6.3.4 Activi ties and tasks
6.3.4.1 General
The interested party identificat ion process shou ld i mplement the activit ies and tasks given in 6.3.4.2 in
accordance with applicable policy and strategy identified i n the governance process.
6.3.4.2 Identify i n te rested parties
This activity consists of the following tasks:

i nterested parties releva nt to the organ ization are identi fied;
OTE I n terested parties can a l so be those that are d i rectly associated with a stakeholder. As an
example, a caregiver w·ho enables a n employee (stakeholder) to reach work every d ay. T he organization's
impact on t he interestt!d party ca n d i rectly affect the s ta keholder.
the needs a nd expectations associated with the i nterested parties are identified;
appropriate contact with identi fied interested parties is establi shed.
6.3.5 D ocum ented i nformati o n
As a result of perform i ng this process, the fol low ing documented information is produced:
i nterested party profile (see A..3.)...3. ;
i nterested party communication record (see i\.3 .4).
6.4 I ntervention definition p rocess
6.4.1 Genera l
The i ntervention defin ition process serves to identify a portfo lio of i nterventions that will be applied
selectively wherever and whenever OCM activities are conducted.

ISO/TS 10020:2022(£)
The portfolio can contai n definitions of i nterventions that are appl ied commonly in change management
activ ities. The scope of this process also covers i ntervention types that is specific to d isti nct
orga nizational con exts.
6.4.2 P urpose
The purpose of the i ntervention defi nition process is to describe i nterventions that are applied general ly
and selectively i n resolv i ng organ izational change scenarios.
6.4.3 O utcomes
As a result of the s uccessfu l implementation of the i ntervention defi n ition process:

the scope and objec ives of the interven ion a re described ;
the context of application of the i ntervention is identified;
a ny con straints on the application of the i ntervention are identified.
6.4.4 Activities a n d tas ks
6.4.4. 1 Genera l
The intervention definition process should implement the activ ities and tasks g iven in 6.4.4. 2 to 6.4.4.4
in accorda nce with applicable pol icy and strategy identified in the governance process.
6.4.4.2 Determ ine i n terve n tion scope
T his activity consists of the fol lowing task:

- the scope and objectives of the intervention a re described.
6.4.4.3 Determi n e i ntervention a pplica ti o n context
This activity consists of the fol lowing task:

- the context of application of the i ntervention is identified.
6.4.4.4 Determ ine i n terve n tion a p p l ication constra i n ts
T his activity consists of the fol lowi ng task:

- a ny constrai nts on the appl ication of the intervention are identified.
6.4.5 Documented i n formation
As a resu lt of perform i ng this process, the fol low i ng docu men ed i n forma ion is p roduced:
- i ntervention specification (see A..3....5_) .

ISO/TS 10020 :2022(E)
7 I m p lementation p rocesses
7.1 General
The implementation processes describe how cha nge ma nagement related issues are identi fied, how
interested parties a ffected by the issue a re identified. how interv ntions are appl ied to i nterested
parties a ffected by the issue, a nd finally, how the change management reporting process provides
various reports on the status of cha nge scena rios (at the pmgra mme level) to the resol ution of issues
(at the project, or lower level).
There a re fou r processes:
i ssue identification (see 7. );
a f fected in terested pa rty identi fication lsee 73J ;
affected i nterested party i ntervention (see lA:);

change management reporting (see 1..5.) .
7 .2 Issue identification process
7.2.1 G e n eral
The issue identi fication process describes how issues that are i m portant and relevant to the associated
change scenario are identified.
7.2.2 P u rpose
The pu rpose of the issue identification process is to identify he scope, approach, benefits, risks and
opportu nities that will be taken to address an organizational cha nge i n itiative, within the context of a n
identified change scenario.
7.2.3 O utcomes
As a result of the s uccessfu l i mplementation of the issue identification process:

the scope and object ives of the issue are identi fied;
benefits associated w ith the scope of a proposed change are identified;
opportuni ies and benefits are quantified ;
risks and opportunit ies a re ident i fied, and ana lysed;
risks and opportun ities are evaluated agai nst defi ned criteria;
risks and opportunities a re selected fo r treatment;
the aggregation model is con firmed.
7.2.4 Activities a n d tasks
7.2.4.1 General
The issue identification process shou ld i mplem nt the activities and tasks given in 7.2.4.2 to Z2.4.5 in
accordance with applicable policy and strategy identified in the governance process, as appropriate.

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7 .2.4.2 Determ ine ident ified issue scope
Th is activity cons is ts of the following task:

- the scope and objectives of the issue a re identified.
7.2 .4.3 Determi n e identi fied issue benefits
This activity cons ists of the fol lowi ng tasks:

benefits associated w ith the scope of a proposed change are identi fied;
opportunities and benefi ts a re quanti fied.
7 .Z .4.4 Detenuine identified issue risks and opportunities
This activity consists of he fol lowing tasks:

risks a nd opportunities a re identified and analysed ;
risks a nd opport unities are evaluated against defined c riteria;
risks and opp o r tun i t ie s a re selected for treatment.
7.2.4.5 Confirm identified issue aggregation model
This activity consists of the fol lowi ng tasks:

- the aggregation model is con fi rmed.
OTE T he default agg regation model for each issue ls i n herited from the aggregation model ass ig ned i n
the cha nge scena rio process. A d i fferent value for the aggregation model can b e assigned when circ u m s t a nces
i nd icate the need for t h i s .
7.2.5 Docume nted i nformation
A a result of performing this process, h fol lowing docu mented i n format ion is produced :
- change plan (see AA.2).
7 .3 Affected interested party identificatio n process
7. 3 . 1 Genera l
The a ffected i nterested party identi fication process describes how int erested parties that are affected
by an issue are then identified and associated w ith the issue.
7 .3.2 Purpose
The p u rpos e of the a ffected i nterested pa rty identi fication process is to id e n t i fy i n terested pa rties that
a re a ffected by an issue.
7 .3.3 Outcomes
As a result of the successful implementation of the a ffected i nterested party identification process:
the extent to which the i nterested party is i mpacted by the issue is identified;
the read i ness for cha nge of the i n terested party is determ ined;
the weighti ng of the interested party \o\r ith respect to the cha nge scena rio is described;
12 ©!SO 2022 - A l l rights reserved

ISO/TS 10020 :2022(E)
- the i n itial position of the interested party on the change matrix is determ ined.
7.3.4 Activities and tasks
7.3.4.1 Gen eraJ
The affected i nterested party identification process should implement the activities a nd ta sks gi ve n i n
7.3.4.2 to 7.3.4.5 in accorda nce with appl icable pol icy a nd strategy identified in the governance process.
7.3.4.2 Deter m i ne a ffected inte rested party i m pacts
This activity consists of the fol lowing task:

- the extent to wh ich the interested party is impacted by the issue is identified.
7.3.4.3 Determine a ffected inte rested party change read i ness
This a c t i vi t y consists of the following tasks:

- t he read i ness for change of the interested par y is determ ined .
7.3.4.4 Determi n e affected interested party aggregation wei ghting
This activity consists of the following task:

- the \Veighti ng of the interested party w ith respect to th e ch a nge scenario is described.
7.3.4.5 Determine a ffected interested pa rty cha nge matrix i n i tial position
This act i v i ty consists of the fol low i ng tasks:

- The i n itial position of the i nterested party on the cha nge matrix is determ ined.
7.3.5 D ocum ented i n formation
As a result of performing this process, the fol lowing documented i n formation is pro duced:
- affected interested party profile (see 4:.3).
7.4 Affected interested party intervention process
7 .4.1 General
The affected interested party i ntervention process describes how the issues that affect i nterested
parties a re l i n ked to appropriate i n terventions, with a view to progressing the i nterested pa rty further
a long the cha nge matrix.
7 .4.2 Pu rpose
The purpose of the a ffected interested party intervention process is to execute selected i nterventions
that a re l i n ked to issues with a ffected i n terested parties.
7 .4.3 Outcomes
As a result of the successfu l implementation of the affected interested pa rty in tervention process:
the baseline position of the interested party 011 t he change matrix is determined;
the des i red position on the ch a ng e matrix, following the i ntervention is identified;

ISO/TS 10020:2022(£)
the scheduled start and end dates for the execution of the intervention are determi ned;
the current status of the execution of the intervention is known;
at the conclusion of the i n tervention, the new position of the interested party on the change matrix
is assessed.
7 .4.4 Activities a n d tasks
7 .4.4.1 Genera l
T he affected interested party i ntervention process shou ld implement the activities and tasks given in
7.4.4.2 to 7.4.4.5 i n accorda nce with appl icable pol icy and strategy identi fied i n the governance process.
7 .4.4.2 Determi n e a ffected i n terested pa rty i n tervention change matrix positions
This activity consists of the fol lowi ng tasks:

the basel ine position of the interested party on the change matrix is determined;
the desired position on the change matrix, fol low i ng the i ntervention, is determined.
7.4.4. 3 Determi n e affected i n terested party i nterve n tion sched u le dates
This activity consists of the fol low i ng task:

he scheduled start and end dates for the execution of the intervention is determ ined.
7 .4..4.4 Determ i n e a ffected i n terested pa rty interve nt i o n sta tus
This activity consists of the followi ng task:

- the cu rrent status of the e xec uti o n of the intervention is determ i ned.
7 .4.4.5 Dete1·mi n e affected i n terested pa rty i nterve n ti o n final change matrix position
This activity cons is s of the fol lowi ng task:

at the conclusion of the i ntervention, the final position of the interested party on the change matTix
is determ ined.
7.4.5 Documente d i n fo rmatio n
As a result of performing this process, the fol low i ng docu mented i n format ion is produced:
a ffected interested pa rty intervention plan (s e AAA:) ;

a ffected interested party intervention status (see �) ;
a ffected interested party intervention change matrix position (see A.4. 6) .
7 .5 Change management reporting process
7 .5.1 General
T he change management reporting process describes how the reporting of organizational changes a re
managed and progressed.
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ISO/TS 10020 :2022(E)
7.5.2 P u rpose
The purpose of the cha nge management reporting process is to report on the progress of identified
issues th rough to resolution.
7.5.3 Outcomes
As a result of the successfu I i mplementation of the cha nge management reporting process:
the status and progress of i ss ues towards resolution is determined.
reports are prepared that provide necessary and su ffic ient information to affected i nterested
parties on he progress of issues towards resol ution.
7S4
. . ActiVities a n d tasks
754 1
. . . Gen eral
The change management reporting p rocess should i mplement the activities and tasks given i n 7,5,4.2 to
2.5..ti
i n accorda nce with applicable pol icy and strategy identified i n the governance process.
7 .5.4.2 Determi n e c ha nge management reportin g status
Th is activity consists of the following task:

- the s tatus and progress of i ssues towards resolution i s determined.
7 . 5.4.3 Dete r m i n e cha n ge ma nagement special reporti ng needs
This activity consists of the fol lowing task

reports are prepared that prov ide necessary and sufficient information to affected i nterested
parties on the progress of i ssues towards resolution.
7 . 5.4.4 P rovide cha nge management special needs repo rts
This activity consists of the following task:

reports that provide necessary and sufficient information to a ffected i nterested parties on the
progress of issues towa rds resol ution, a re made available.
7.5.5 D ocumented i n fo rmation
As a result of performi ng this process, the following docu mented i n formation i s p roduced:
change scenario status report (see );
change plan s tatus report (see A.4.8);
chang ma nagement special need report (see AA.,2) .

ISO/TS 10020:2022(£)
8 M easu ring affected i n terested pa rty intervention progress o n the cha nge
matrix
8. 1 The cha nge matrix
The change matrix is a two-dimensional grid (see Figure 4) to i l lustrate the process of adaptation of
an a ffected interested party to the orga nizational cha nges implied by a n issue. This model is usefu l for
visual izing the theory of cha nge, a lthough intermediate steps can be orn i ted in practice.
Why What With Who When
Denial 1 5 9 13 17
Emotional 2 6 10 14 18
Acceptance
3 7 11 15 19
/rejection
Commitment
4 8 12 16 20
/opposition
Figure 4 - Layout o f the c h a nge mat r i x
The horizontal d i mension of the grid describes the change rea lization phases. The fol lowi ng phases a re
identi fied :
Why: I mplying a focus on the i ntention, or pu rpose, associated with the proposed change.
What: What has to be done to real ize the new/changed product service. Frequently this is described
as he "process" that needs to be applied.
With: This phase focuses on the nature of the resources that have to be identified and applied.
Resources can i nclude i n frastructure elements (physical and virtual), financial resources and
support from people.
Who: Although people as a resou rce was identi fied in the pr vious phase, this phas is a focus u pon
the organizational and structural relationships i nvolving people, notably the roles and capabili ties
that need to be appl ied to the proposed new/cha nged product/service.
When: The major preoccupation ·n th is phase is upon the tim ing relat i om of the deployed process.
Typical ly, this phase has major operationa l implications.

ISO/TS 10020 :2022(E)
The vertical dimension of the grid describes the orga nizational change phases. The following p hases
are identified :
Deni a l: Key cha racteristic is a fea r- i nd uc in g mi n ds e . D u r i n g t h i s stage, people w i I I beg in rationa 1 izi ng
i n a way that dimin ishes or negates the need for change.
Emotional: Key characteristic is a p robl e m - ident i fy i n g m i n ds e t . M o ra le, competency and p ro d u c t i vi ty
decl ine during this stage. Emotional and defensive reactions increase.
Rejection: Key characteristic is a d is mi ssive or refusing m indset. A problem-identifying m indset

turns i nto a dismissive or refusing m indset. E motional and defensive reactions transition to
repudiation of cha nge possibi l i ties. Cha nge options a re vetoed, dism issed or d isa l lowed.
Opposition: K ey characteristic is a 111 i ndset cha racterized by resistance or d i ssent, expressed i n

rirtim1 o r ::i rg1 1 m P.nt. A <l i s m i ss i vP. m· n�fu s i ng m i n ri sP.t t n r n s i n to ;:i m i n rl s P. t r. h ::i r::ir.tP.ri 7P.rl h y ovP.rt
h o sti l i ty resistance and conflict. Change options are actively resisted and obstructed.
,
Accepta nce: Key characteristk is a p ro bl e m -sol v i n g m i ndset. A problem-iden · i fy i ng mi ndset t u rn s

i nto problem-solving m indset. Pessimism becomes cautious optim ism. M o rale and productivity
i ncreases. All i n te res t ed parties share acco u n tability for successful adoption o f the cha nge.
Com m i t m e nt: K ey c:ha racteristic is an eJ at i o n -p rod u d n g m i ndset. An i n c rease i n morale and

productivity. Morale, productivity and teamwork a re h igh i n this final stage. Relationships are
deeper, s tronger and m ore trusting.
figure 4 i m plies hat a n a ffect d interested party moves hrough the cel l s of the c h a n ge matrix in the
l i near order implied b y the cell number sequence. In practice, the process is m uch more complex. I n
some insta nces, an a ffected i nterested party ca n move th rough the cha nge matrix rap i d ly apparently ,
side-steppj ng several cel ls at a time.
E X A M PLE One affected i nterested party can spend no time whatever i n the "W hy" real ization phase,
bypassing the " Denial, E motional, Acceptance" change phases, and move d i rectly t o the "Com m i t ment" phase.
On the other ha nd, a d i Jfe rent a ffected i nterested party ca n become stuck i ndefi n i tely on the W hy rea l i za ion " "
phase a t the change phase of "Denial".

ISO/TS 10020:2022(£)
The typical pattern of progress through the change matrix i s illustrated i n Figure 5.
Why What With Who When
Denial 1 5 9 13 17
Emotional 6 10 14 18
Acceptance
7 11 15 19
/rejection
I
Commitment
20
/opposition
Figure 5 - Typical pattern of progress t h rough t h e cha nge m a t r i x
8.2 Rating the c hange matrix position
T he current change matrix cell position is identified s imply as the selection of the applicable realization
phase/change phase comb[ nation.
8.3 Aggregation of affected interested parties change matrix positions to h igher l evels
8.3 . 1 Genera l
I n order t o monitor a nd track the progress of affected interested party interventions, it is importa nt to
be able to determ i ne a composite view of this progress through the change matrix.
8.3.2 Cha nge ma trix cell aggregation p roblem
The nature of the change matrix aggregation problem is illustrated i n Figures Q , 1. a n d B..
I I
I I IIIIIIIII 2°
Fig ur e 6 - Affected i n te rested p a rty 1 (achieved cell pos i t i o n)

ISO/TS 10020 :2022(E)
1 I I I I I I I I I I I I I I I lj 1 1 1 1 20
Figu re 7 - A ffected i nterested party n (ach ieved cel l posit ion)
By what process can an aggregate cell position be determined, so that the aggregated position is a
fa i t h fu l ind icator of the va rious positions of t h · a ffected i n terested pa rties' progress along the cha nge
matrix?
l m-� I I I I I l?I I I I I I I I I� 20
Figure 8 - Aggregated celJ position
Th ree possible approach!:'s a re ident ified in order to determ i ne an aggregat cel l pos i t ion. g i ven that
there are two or more a ffected i nterested parties that need to be considered.
8.3.3 Cha nge m a trix cell aggregat i o n models
8.3.3 . 1 General
The fo l lowing aggregation model possibilities can be considered:

majo r i t y vote: the numerical size of t h e interested party is the de c id i n g factor;
shareholder sta ke: the size of the financial resou rces ava i lable to he i n terested party is the decid i ng
factor;
con sensus: a l l interested p a rt i es have equa l vote.
NOTE Shareholder stake can a l so be i nterpreted i n terms of orga n izational seniority.
8.3.3.2 M a j ority vote model
The agg reg ati o n rule is specified as follows:

a weigh ing value is assigned i n accordance with the nu merical "size" of th!:' a ffected i nterested
party;
using a list of a l l a ffected interested parties, beg i n :
sort the r:.cords of the affec ted i nterested part ies by weighting (descend i ng);
select the first (topmost) record and identify the change matrix cell position of the a ffected
interested pa rty;
end.

ISO/TS 10020:2022(E)
EXAM PLE
1 2 3
A ffected i nterested part y Weighting Rated cha nge matri cel l position
1 20 7
2 s 16
Aggregated c e l l position : 7
8.3.3.3 Share h o l d er stake model
The aggr ··gation rule is sped fied as fol lows:

a weighing va lue is assigned in accordance with the financial ''muscle" of the a ffected i n terested
party;
using a list of all a ffected interested part ies. begin:
sort t he records of the affected interested parties by weighting (descendi ng);
select the first (topmost) record and identify the change matrix cell position o f the affec ted
i n terested party.
end.
EX A M P LE
1 2 3
A ffected interested party Weighting Rated change matrix cel l position
1 1 00 16
2 10 7
Aggregated cell position: 16
8.3 .3.4 Consensus m odel
The aggregated cell position i s the median value of all affected i nterested parties.
E X A M PLE
1 2 3
A ffected interested party Weighting Hated cha nge matrix cel l position
1 1 7
2 1 16
Aggregated cell position : 12
OTE I n this context, rou n d i n g dow nwa rds wi l l happen when t he aggregate fractional val ue i s hetween 0
a n d 0,49. Rou n d i ng up w i l l h a ppen when the aggregate fractiona l value is between 0,50 and 0,99.
20 © ISO 2022 - All rights reserved

ISO/TS 10020 :2022(E)
Annex A
(i n formative)
Process documentation items
A.1 Genera l
This annex specifies OCM documentation templates a nd content t hat can be used by orga nizations,
projects or smaller cha nge ma nagement activities. The documentation describes the output of the
processes s peci fied in Clauses 5 to ft
This a n nex can be used by orga nizations when considering a ny forn1 of change to the organ ization.
This annex is i ntended for, but not limited to, change managers, change agents a nd project managers,
pa rticularly those responsible for governi ng, ma naging and implementing OCM activities.
A.2 Governance p rocess docume ntation
A.2. 1 Overview
O utputs of this process include:

OCM policy (see A.l..Z. ) ;
OCM st rategy (see A.,2...3_) .
A.2.2 OCM policy
A.2 . 2 . 1 General
The OCM pol icy describes the objectives and principles of OCM withi n the organization. It describes
what should be accompl ished when such activ ities are undertaken, but not the circumsta ntially affected
deta ils as to h ow OCM is performed.
The policy provides a framework fo r establishing, reviewing and conti nually i mprov ing the OCM policy.
A.2 . 2 . 2 Document-specific i n formation
I nclude the generic items l isted in Clause B.1. and tailor the content as appropriate.
A.2.2.3 OCM policy statements
A.2 . 2 . 3 . 1 Objectives of O C M
Establish a n orga nization's high·level intention and approach to ach ieve objectives for, a nd ensu ring
effective control of, the OCM process.
A.2.2.3.2 OCM process
I dentifies the OCM processes that the organization w ill adopt.

ISO/TS 10020:2022(£)
A.2.2.3.3 OCM orga n i zation strut"ture
Identifies t he roles and s t ructure of the OCM organization.

E X A M PLE A fig u r e show i n g the OCM orga n i za t i on h i erarchy can b e u s ed, or the l n forma t io n can be
presented i n a table.
A.2 . 2 . 3 .4 O C M com petence
ldentifies the competencies of OCM practitioners worki ng in t he organization.
A.2.2 . 3 . S OCM e thics
Identifies the orga n izational ethics code to be upheld by OCM practitioners.
A.2. 2 . 3 . 6 Standard s
Identi fies any standards, or recogn ized i ndustry practices, that a re appl icable within the organization.
A.2.2 . 3 .7 Other releva n t pol.ides
I dentifies pol icies that impact he orga nization .

EXAM PLE OCM activities w i l l be conducted i n accordance w ith the q u a l ity pol icy.
A.2.2.3.B O C M asset archiving a n d reuse
Identifies the orga n ization's position on the archiving and reuse of OCM assets.
EXAM PLE The i ntervention defi n ition process i s l i kely to support a usefu l repository o reu sable assets.
A.2.2.3.9 OCM p rocess i mprovement
Identifies the method for improvi ng the OCM process.

OTE This is also appl icable to C lause 1 0 i n ISO M a nagement System Standards.
A.2.3 OCM strategy
A.2 . 3 . 1 Genera l
T h e O C M strat g y describes i n general terms how O C M activities a r to b e performed with i n he

organ ization, i.e. how to achieve the goals and objectives stated i n the OCM policy.
The OCM strategy is a generic document at a n orga nizational level that provides guideli nes wit h i n its
scope, i.e. it is not project-speci fic.
For small or homogenous organizations, a single OCM s trategy can cover all OCM activities. J\ n
orga nization ca n have more than one OCM strategy if the orga n ization underta kes/performs/supplies a
wide range of products/services.
The OCM strategy can incorporate the content of the OCM pol icy, if it is deemed convenient to do so.
A.2.3.2 Docu ment-specific i n formation
l nclude the generic i tems listed in Clause B.1 and tailor the content as appropriate.
2.2 © !SO 2022 - All rights reserved

ISO/TS 10020 :2022(E)
A.2 . 3 . 3 Orga n i zation-wide O C M s trategy statem ents
The strategy is described for the speci fied scope. This section i ncludes statements that are a ppropriate
for all OCM sub-processes to be performed i n a g i ve n OCM act ivi y within the scope of the strat gy.
These i nclude:
a) scope;
b) responsibilit ies and authority, includi ng the change s ponsor and i m mediate p rocess or service
owner;
c) i nterfaces among i n terested parties i nvolved;
d) a pproach to risks and opport u n i ty identification, assessment and risk m i t i ga ti o n activities;
ej budgets and cost estimates;

f) quality assu rance a nd performance measures;
g) regulatory req u i rements;
h) resou rces and thei r al location, including human resou rces, tech nical resou rces (infras t ru ct u re)
and tools;
i) identification of tools, methods a nd techniques;
j) tra i n ing;
k) approach for technical and management review and reporting;

1) term ination.
A.3 Managem e n t processes documentation
A.3.1 Overview
The docu ments developed in the management processes comprise the fol lowing types:
change objectives and strategy (see A.3.2.);

i nterested party profile (see A3....3.) ;
i n terested party commu n ication record (see A.li);
int rvention specification (see A.,.3..,.5_).
A.3.2 Change obj ectives and s trategy
A.3 . 2 . 1 Docum ent-specific i n formation
A.3.2.2 Change objectives and strategy statements
Consider the fol lowing elements:
a) the external a nd i nternal concerns that a re relevant to the organization and a nalysis of their
i mpac t s;
b) scope of this change scenario;
c) benefits identification and analysis;

ISO/TS 10020:2022(£)
d) approach to risks and opport unity identification, assessment and risk m itigation activities;
e) schedu les;
f) budgets and cost estimates;
g) responsibilities and authority, including the change sponsor and immediate process or service
owner;
h) identi fication o f the aggregation model.
A.3 .3 Interested party p rofile
A.3.3 . 1 Record -specifi c i n formation
I nclude the generic i tems listed i n .Glaus..e.ll.2..
A.3.3.2 I nterested p a rty profile elements
T he follow i ng elements are described:
a) name of the i n terested party;
b) description of the i nterested party;

c) where appropriate, the hierarchical relationship to other i n terested parties.
A.3 .4 I n terested party comm unication record
A.3.4 . 1 Record-specifi c i n formation
I nclude t he generic items l isted in Clause B.2. a n d t a i lor t he content as appropriate.
A.3.4.2 I n terested pa rty com m un ication record elements
The fol lowi ng elements are described:

a) an identifier fo r the i nterested party.
OTE T he identifier can be a string of characters or an i nteger.
A.3 .5 Intervention specification
A.3.5 . 1 Document-specifi c i n formation
I nclude the gen ric items listed in Clause B.1. a nd t a i lor t he content as a pprop r i a t e .
A.3.5.2 I n tervention specifi cation elemen ts
The fol lowi ng elements are described:

a) name;
b) u n ique reference;
c) application context;
d) goal of the i ntervention;
e) scope of the i n ter ve n t ion ;

ISO/TS 10020 :2022(E)
f) objectives of the intervention;

g) pre-requisites to be satisfied before the i ntervention is applied.
The fol lowing elements should be described:
physical space requirements (where applicable);
equipmen t/i n frastructure requirements;
contact ti me;
maximum number of p a r t i c i pa nts:
minimum number of participants.
A.4 I mplementation p rocesses d ocumentation
A.4.1 Overview
The documents deve loped in the i mplementation processes comprise the fol lowing types:
cha ngr:! pla n (see AA..2) ;
a ffected i nterested party profile (see M.1);

affected i nterested party i ntervention plan (see .4 ) ;
a ffected interested party intervention status (see A.4.5);
affec ted i nterested party i ntervention change matrix position (see A.ti);
change scenario status report (see AA.Z.);
change plan status report (see AA:Ji);
ch a n ge management special needs repor (see A..1:..2) .
A.4.2 Change plan
A.4.2 . 1 Document-specifi c i nformation
I nclude the generic items l isted in �la.,,.u.....,,.""""". and tailor the content as appropriate.
A.4.2.2 Cha nge plan statements
The fol lowing elements are described :

a) i ssue name;
b) issue scope;
c) issue objective(s);
d) expected oppor u n i ties a nd /o r benefits associated w i t h the scope of a proposed change;
e) any identified risks;

f) a n a nalysis of the identified risks, in terms of the risk l i kelihood and severity;
g) if there a re a ny identified risks, how the risks arc to be mitigated/treated;
h) the aggregation model applied to this issue is confirmed.

ISO/TS 10020:2022(£)
OTE The i n i t i a l v a l u e o f t h e agg regat io n model i s i n h erited from h e v a l u e assigned i n t n e hange objectives
a n d strategy information ite m . By default, t h is value w i l l apply to a l l issues. If prevai l i ng circumstances so
indicate, a d i fferent va l ue can be assigned to this issue.
A.4.3 Affected interested party profile
A .4.3 . 1 Docu ment-specifi c i n formation
Include the generic items l is ted in Clause B.l. and tailor the content as appropriate.
A.4. 3 .2 A ffected in terested p a rty profile sta tements
The follow i ng elements are described:

a) a ffected i nterested party identifier;
b) t he readi ness for change of the a ffected i nterested party is determ i ned;
NOTE 1 Readi ness for cha nge can be deter m i ned by applying the for m u l a D x V x F > R.
T h ree factors sho u l d be present for mea n i n g fu l orga n izat io n a l c h a nge to take place. These factors i n c l u de :
D = dissat isfact ion with h o w t h i ng s are now;
V = vision o f what is possible;
F = in i t ial , concrete steps that can be taken towards realizing the vision.
!f the product of these th ree factors is g reater than R "" re sistanc e then change is feasible.
,
c) the weighting of the a ffected interested party with respect to the cha nge scenario i s i d en ti fi ed ;
NOTE 2 Refer to 8.3...2. for the cha nge matrix cel l aggregation pro b lem .
d) he i n itial position of the a ffected i n terested pa r y on the cha nge matri x is determ ined.
NOTE 3 Refer to .!i.3..3_ for cha nge matrix cell aggregation models.
A.4.4 Affected i nterested party i n tervention plan
A.4A. Document-specifi c i n formation
I nclude the generic items l isted in Claus.e.JlJ. , and tailor the content as appropriate.
A.4.4.2 A ffected interested party intervention plan statements
T he fol lowing elements a re described:
a) a ffected inter sted pa rty ident ifier;

b) l i n ked i ntervention i dentifier;
c) current c h a nge matrix pos ition;
d) des i r ed change matrix position;
e) ach ieved change matrix position;

f) planned i ntervention start date;
g) planned intervention end date;
h) actual i ntervention start date;
26 © !SO 2 0 2 2 - A l l rights reserved

ISO/TS 10020:2022(E)
i) actual i ntervention end date.
A.4.5 Affected interested party i n te rvention status
A.4. 5 . 1 Record-specific i n formation
I nclude the generic items l isted i n Clause 8.2. a nd tailor the content as appropriate.
A.4 . 5 . 2 Affected i n terested p a rty intervention status statem ents
The fol lowing lements ar described :

a) affected i nterested party identifier;
b) l i n ked i ntervent ion identifier;
c) i ntervent ion stat us.
NOTE The i n ervention status can have the fol lowi ng val ues:
i ntervention p l a n n i ng not started;
i n tervention pla n n i ng started;
i ntervention planning completed;
intervention executio n started;
i n tervention execution completed;
i ntervention execu t io n cancelled;
i ntervention object ives ach ieved;
i n tervention objectives not achieved .
A.4.6 Affected inte rested party i n tervention change matrix position
A.4.6.1 Record-speci fic i n formati o n
I nclude the generic items l isted i n Clause .B..Z,, and tailor the content as appropriate.
A.4.6.2 Affected i n terested party i n te rve ntion change matrix position statements
The fol lowing elements a re des c ri b e d :

a) a ffected interested pa rty identi fier;
b) l i n ked i ntervention identi fier;
c) achieved change matrix position.
A.4. 7 Change scenario status report
A.4 . 7 . 1 Document-specific i n formation
Include the generic items l isted i n Clause B.1. and tailor the content a s appropriate.

ISO/TS 10020:2022(£)
A.4. 7 .2 Change scenario status rep o rt statements
The fol lowing elements a re described:
a) cha nge scena rio identifier;
b) selected aggregation model;
c) issue identifier;
d) aggregated change matrix position.
OTE 1 The a gg r e gation model described i n U is applied .
OTE 2 If there is more than a single issue associated with a change scena rio, then c) and d ) can be presented
for each issue associated '"" i t h a change scenario.
A.4.8 Change plan status report
A.4.8. 1 Record-specifi c i n formatio n
l nclude t he generic items listed in Clause B.2. a n d tailor the content a s appropriate.
A.4.8.2 Change plan status rep o rt sta tements
The following elements a re described:
a) issue identifier;
b) applicable aggregation model;
c) aggregated change matrix position.
OTE The aggregation model described in 1l3. is applied.
A.4.9 Change management special needs report
A.4.9. 1 Document-speci fi c i n formation
I nclude the generic items listed in CJaus H.. 1 , and tailor the content as a pp ropriate.
A.4.9.2 Change management special needs report state me nts
E lements from the cha nge scenario status report and from the cha nge plan status report a re selected
a s app ropriate when preparing cha nge management special ne ds reports.
28 © !SO 2 0 2 2 - All rights reserved

ISO/TS 10020: 2022(E)
Annex B
(i n formative)
Generic sections definition
B. Generic elemen ts a p p licable to docum ents
B.1.1 Docu ment-specific i nformation

This i n formation identifies the docu ment and describes its origins and h istory. This can he located on an
early pag� in the docu ment. such as the cover page or the pages i m med iately followi ng it A l ternat ively,
this i n fo rmation can appear at the end of the document.
B.1.2 Unique identification o f document
Un iquely i de n t i fies a version of the item by i ts t i tle and other speci fic i n forma ion such as the date of
issue, the version a nd/or the status (e.g. dra ft, reviewed, corrected, final).
B.1.3 Issuing organ ization
Speci fies the o rga ni za t io n responsible for pre p a r i n g a nd releasing the item. It can a l o i nclude the
author(s).
B. 1.4 Approval authority
Identifies the designated party(ies) hav i ng t he responsibil ity for rev iewing a n d approv ing the issu of
the item. It can also i nclude the reviewers and other pertinent role players.
B.1.5 Document change history
T h i s can i nclude a list i ncluding the present version of the item and a ny predecessor items conta i n i ng
the u nique identi fication of each item, description of item changes w ith respect to the previous item i n
t h e list, reason fo r changes (e.g. audit comments, team review, system changes) a n d t h e n a m e and role
of the party(ies) making the cha nges (e.g. author, project m a nager, system o w ne r].
B . 1 .6 Introd uction
An explanatory section providing i n formation about t he context and structure of the item.
B.1.7 Scope
Iden t i fies the extent of the coverage of the subject a rea by the i em and describes a ny i nclusions,
exclusions, assumptions a nd/or l i m i tations.
B.1 .8 References
Lists all of the appl icable references.
The references can be separated into external references that are imposed from outside the organization
and i nternal references that a re obl igations that a rise from within the organ ization.
B. 1 .9 Glossary
Provides a lexicon fo r the terms used i n the item.

ISO/TS 10020:2022(E)
This section can be a n a n nex, or it can refer to another item providing a general glossary.
B.2 Generic elements appl icable to records
B.2.1 Record-specific information
T h i s information identi fies elements associated \•V ith temporal hi story and ow nership in formation of
the record.
B.2 .2 Unique identification of record
Uniquely identifies the item.

OTE A r ec:unl b Ly µiu1Hy iLl�ul ifieu Ly a u 1 1 i 4 ue 1 de1·� m: e1 vv l L i c.: 1 1 c: a 1 1 L e rnµr el;e11Leu L y ii � l 1 i ug u f
characters o r b y a n i n teger value.
B.2 .3 Creation date and time
The record creation date and time.
B.2 .4 Created by
Defines the electronic owner/user who created the record.
30 © ISO 2022 - All rights reserved

ISO/TS 10020:2022(E)
Annex e
(i n formative)
Comparison between this document and ISO 9 0 0 1
C.1 Genera l
This a nnex provides a clause- level mapping of t h i s document and I SO 900 1 . I n addition, the associated
i n formation item is iden t i fied.
C.2 Associ ati o ns betwee n the clauses of this document and ISO 9 0 0 1 cla uses
TableC.1 identifies the clauses of this document with the i m p l ied clauses from ISO 9 0 0 1 , and the impl ied
f n format ion item.
Table C . 1 - Clauses o f t h i s docu ment mapped t o I S O 9 0 0 1 clauses
This
Description I SO 9 0 0 1 : 2 0 1 5 Descript ion I n format i on item
docu ment
CJaLLS.C..5. G overnance process

.5..;l O utcomes 4.3 Determi n i ng the scope of A..U OCM strategy
the qua l ity ma nagement
system
4.4. 1 .A...2.2. OC 1 pol icy
.5.d Deve loping OCM pol icy 4.2 Understanding the needs A.2...3. OCM s trategy
and strategy and expectations of
i n teres ted part ies
4.3 Detenn i n ing the scope of A23. OCM s t rategy
the qual ity management
system
4.4.1 A.U OCM policy
'5.1.1 General IA.2...3. OCM strategy
5.1.2 Customer focu s A...2....3. O C M s t rategy
5.3 Organizational roles, A.2...3. O C l strategy
responsibili ties and
authorities
7.2 Competence A:lu2. OCM pol icy
8.1 Operational plann ing and A..2..3. O C M s trategy
control
9.3 . 1 G enera l A.Li OC l st rategy
9.3 . 2 M a nagemen review i nputs A.2....3_ oc s t rategy
.6.2. Cha nge scenario process
.6..2.1 O utcomes 4.3 Determ i n i n g the scope o f A..3...1 Cha nge obj ec t i ves
the qua l i ty m a nagement and strategy
system
6.1.1 &U Cha nge objectives
and strategy
6.2.2 A..3...1 Cha nge object i ves
and st ra te gy
© ISO 2022 - A l l rights reserved 31

ISO/TS 10020:2022(£)
Table C . 1 (continued)
This
Description ISO 9001 :20 1 5 Description I n formation item
document
6.3 Pla n n i ng of cha nges A..ll C ha nge objectives

a nd stra t eg y
il! Activities and tasks
.6..2A2 Determ i n e ch nge 4.3 Determ i n i ng the scope of A,.ll Cha nge objectives
scenario scope the q u a l i ty m a n age m ent and s trat e g y
system
I
6.3 Pla n n i ng of cha nges A..ll C ha nge objectives
a nd stra egy
.6...2...13. Determ i n e c h , nge 6.2.2 A,.ll Cha nge objectives
!>C lo' ll<tl i u l.J �11efil:> d u tl :> L I d legy
62 Deter m i ne change 6. 1 . 1 A..3....2 Change objectives

scenario risks a n d and s trategy
opport u n ities
6.2.4.5 Deter m i n e change 4 .3 Determ i n i n g tJ1e scope o f A.3 .2 Cha nge objectives
scenario aggregation t he q u a l i ty m a nagement and s t rategy
model system
:6.2.1& Perform cha nge 6. 2 . 2 A..ll C ha nge objectives
ce n a ri o p l a n n i ng and stra egy
6.3 Plan n i ng of cha nges &.U Cha nge objectives
and s t rategy
� I nterested party i d en t i fi -
cation process
£...3...l Ou tcomes 4.2 U nders t a n d i n g t he needs A....3.....3. I nterested party
and expec t a t i o n s of profi le
i n terested parties
5.2.2 Com m u n icati n g t he q ua lity A..ll l ntcrested pa r ty
po l ic y com m u n ication record
8.5.2 ldentHicat ion a n d A.ll I nterested party
t raceabi lity com m u n ication record
Q..ll Activitie.s and tasks
� Identify i n terested 4.2 U n derstand i n g the needs � I nterested pa rty
part ies and ex pecta ti ons o f profil e
i nte rested parties
.6.A I n terv e n t i o n de fini t i on
process
..6...4..3. Outcomes 6.3 Plan n i ng o cha nges A...U Cha nge objectives
a n d strategy
.6..ti Act ivit ies a n d tasks
� Dete r m i n e i ntervention 6.3 Pla n n i ng of cha nges .A...l.Z. C ha nge objectives
scope a n d stra egy
� Deter m i n e i n terve n t i o n 6.3 Pla n n i ng of cha nges A..12 Cha nge objectives
appl ication co n tex t and .strategy
U±..4. D et erm i ne i n ter ve nti o n 6.3 Pl a n n i ng of cha nges A..U Change objectives
appl icat ion constra i n t s and s t rategy
ll I ssue identi fication
process
123 O u tcomes S.1.2 Customer focus A.2...3. OCM strategy
6 . 1 .2 M2. Cha nge plan
6.3 Pl a n n i n g of cha nges A.32. Cha nge objectives
a nd s t rategy

ISO/TS 10020:2022(E)
T h is
Desc ription I SO 9 0 0 1 :2 0 1 S Description I n formation item
d ocument
1.2...4 Activi t ies and tasks

1..ZA.2.. Deter m i ne ident ified 6.3 Pla n ning of changes A.3.2. Cha nge objectives
issue scope and strategy
1.2....1:3. Determine ident ified 5.1.2 Customer focus A.2....3. OCM st rategy
issue benefits
7 4- Determine ident ified 6.1.2 I MZ Change p l a n
issue risks and
opport u n it ies
1..2....4..5. Confi r m ident ified issue
UllJLhd
<1gg1 llga liu11
.u A ffected i nterested
party i dent ificat io n
process
7.3.3 O u tcomes 4.2 Understa nding t h e needs A.2.3 OCM strategy
a n d expectations of
interested part ies
8.5.2 I denti fication and A.3A I nteres ted party
t raceabil ity com m u n ication record
7.3.4 Activities and tasks
7.3.4. 2 Determine affected 4.2 Understan ding t h e needs A..2....3._ O C M strategy
i nterested pa rty a n d expectat ions of
i m pacts i nteres ted pa rt ies
8.5.2 I denti fication <l n d A..3..A I nterested party
tracea hi! it y com m u n ication record
1..-3..U Determine a ffected 4.2 Understanding t h e needs A.U OCM strategy
i nterested pa rty a n d expectations of
cha nge read i ness i nterested part ie s
-7..:iM Dete r m i ne a ffec ted 4.2 U nderstanding the needs A..LJ OCM strategy
i nterested party and expectations of
aggregation weight ing interested pa r ties
1..3A...5 Determine affected 4.2 U nderstanding t h e needs A..2...3. OCM strategy
i n terested pa rty cha nge a nd e pecta ions of
matr i x initial position i nterested parties
M. A ffected i n terested
party i ntervent io n
process
M,,l O tJtcomes 8.1 O perational p l a n n ing a n d AA.A A ffected
control interested party
interven t ion plan
8.2.1 Cu stom er co m m u n ic at i o n AAA A ffected
interested part y
intervention plan
8.5.2 Identi fication a nd M,-5. Affected
t raceabil ity interested party
intervent ion status
� Activities and tasks
li.1:...2. Determine a ffected 4.2 Understanding the needs &3-3. I n terested party
i nterested pa rty and expectations of profi le
intervent ion cha nge interested parties
m atri x positions

ISO/TS 10020:2022(£)
Table C.1 (continued)

This
Description ISO 9 0 0 1 : 2 0 1 5 Description I n formation item
document
8.2 . 1 Cus turner <.:arnm u n icat ion A.ti A ffec te d

interested party
intervention plan
8.5.2 I den ti fication a n d A...M I nterested party
tracea b i l i t y corn mu n i cation record
M:A..3_ Deter m i ne a ffected 8.1 O p e ration al planning and A.ti A ffec te d
i n terested party control interested party
intervention schedule i ntervention plan
dates
1A..4.A 1 1 P. t f! r m i ne ;'I fft<!c:1·P.d 4. 2 1 1 nrtP.rst ;r n c l i n g 1' h P. n e P. d s A..3..3. ( ntP.rP.S t e d p:Cl r t y
i nterested party and ex pectations of profile
i n tervention s tatus interested par t ies
8.1 O perat ional plan n i ng and A.i.i A ffected
cont ro l interested p a r t y
i n tervention plan
8.5.2 Identification and A...1:...5. A ffected
traceability i nterested party
i ntervent ion status
M:..4..5. Dete r m i n e a ffected 8.2.1 Customer com m u n icat ion A.ti A ffected
i n t ere st e d party i nt e r - i n ter este d pa r ty
vention closing change i ntervention plan
matrix pos i t io n
8.5.2 ldentific.:alion a n d il...3...4. l n teresled p a r t y
t raceab i l i ty com m u n ication record
1..5. C h a nge ma nagement
reporti n g process
z.u Outcomes 6.3 Pla n n i ng of cha nges A..u Change objectives
a n d s t rategy
8.5.6 Cont rol of cha nges A.A.2. Change
ma nagement specia l
needs re po rt
9. 3.2 Management review i n pu t s A..2....3. O C M strategy
7...5A Activities and tasks
1.5..U Determ i ne chan ge 8.2.1 Customer comm u n ication A...1.4 A ffected
management reporting i n terested pa rty
status i n tervention plan
8.5.2 Identification and M,_5_ A ffected
tracea b i lity i n terested party
intervention stat us
L5A.:J Determ i ne change 6.3 Pla n n i ng of ch a n ges A.32 Cha nge objectives
m an agem e nt spec i al and strategy
report i n g needs
8.5.2 Identi fication and A...1.5. Affected
t racea b i l i ty in terested party
i n tervention s tatus
I...5A..1 P rov i d e cha n g e 8.5.6 Contro l of cha nges A,.ia Cha nge
m a n agement special ma nagement special
needs reports needs report
9.3.2 M a n agement review i n ptlts A.2..3. OCM strategy
34 © !SO 2022 - A l l rights reserved

ISO/TS 10020:2022(E)
C.3 Associations between the clauses o f ISO 9 0 0 1 a nd the clauses of this

document
Table U identifies the clauses from I S O 9 0 0 1 associated with the impl ied clauses of this document
togeth r w i t h the i m pl ied i n formation i tem.
Table C.2 - I S O 900 · clau ses mapped to clauses of t h i s d o c u memt
ISO This
Descript ion D escription I n formation item
9001:2015 document
4 Context of the organ ization

4.1 U nderstanding the
orga n ization a n d its context
-
4.2 Understan d i ng the needs 5..,5_ Developing OCM policy a nd &22. OCM pol icy
and expectations of strateg y
interested parties
.6...3.a O u tcomes A..3...3. l ntcrcsted
pa r y profi l
.6.3A2 Identify i nt erested pa rties .A.3...3. In erested
p a r ty p r o fi l e
1..3..._3_ O u tc o mes M.3. A ffected
i nterested party
profi le
2.3.A.2 Determine a ffected i n terested A.A3. A ffected
party i mpacts i nterested party
profi le
L.:!.A..3. Determ i ne a ffected i n terested AA...3. A ffected
pa rty change readi ness i n terested party
profi le
1...3..i.i Determ i ne a ffected i nterested A.1.3. Affected
party aggregation weight i ng i nterested party
p rofi le
� Determ i n e a ffected i n terested AA.1 Affected
party c h ange matrix i n itial interested party
p os i t ion
p rofi le
1A.U Determ i n e a ffect d i n terested A.AA A ffec eel
party i ntervention change i nterested party
matrix pos i t ions i ntervention plan
MA.A Determ i ne a ffected i ntereste<l AAA Affected
party i ntervention status interested party
i ntervention plan
4.3 D eterm i ning the scope of 5..1 O u tcomes A..4..3. OCM s trategy
the quality ma nagement
system
.5...5_ Developi ng O C M policy and A..U OCM poli cy
strategy
.u.u O utcomes ,L\.3..2 C h a nge

objectives and
str at egy
� Deter m i ne change scenario A...3..2. C h an ge

scope objectives and
st rategy
.62AJi Determ i n e change scenario A.3.2 C h a nge
aggregation m o d el o bj ec t i ve s and
strategy

ISO/TS 10020:2022(£)
ISO This
D escription Descript ion I n formation item
9001 : 2 0 1 5 docu ment
4.4 Q u a l ity management

system and its processes
4.4.1 .5.A O u tcomes A:2..,1. OCM pol icy
.5.,_S_ Developing O C M pol icy and A22 OCM pol icy
stra tegy
4.4.2
5 Leaders h i p
5.1 Leadersh i p and
com m it ment
5.1.1 General _5...5_ Developing OCM policy a n d A.2...2 OCM pol icy
stra tegy
5.1.2 Customer focus il Developing O C M policy a n d A..22. OCM po l icy
strategy
l.2.3. Ou tco m es AA..2 C h ange p l an
� Deter m i ne identified issue A.1..2. C ha nge p l an

benefits
5 2 . Pol icy
5.2.1 Establ ish i ng the qual ity
pol icy
5.2.2 Com m u n i cati ng t he q u a l i ty 6.3.3 O u tco m es &M I nterested
po l i cy party com m u n ica-
t ion record
5.3 Orga nizational roles, 55 Developing O C M pol icy a n d A:2..,1. OCM pol icy
respon sibi l i ties a nd strategy
authorities
6 Pla nn i ng
6.1 Actions to add ress risks a n d
opportu n itles
6.1.1 .6.,,,2_,_3_ O utcomes A.32 Change
o bj e c ti v es an d
strategy
.6..2.4...4 Determ i ne cha nge scenario risks A..3..2.. C h a nge
and oppor u n ities objectives and
strateg y
6. 1 .2 LU Outco mes M.2. C ha nge p l a n
1..2...M. Detenn i ne identified issue risks A.i.2. C ha nge plan
and opport u n i ties
6.2 Q u a l ity objectives and
p l a n n ing to ach ieve them
6.2.1
6.2.2 .6.2.3. O u tcomes A.32 Cha nge
o b j ec ti v es an d
s t rategy
.6..2.A..1 Deter m i ne cha nge scena rio A..il Cha nge
ben fits objectives and
strategy
6...2.1-6.
. Perform change scenario a..J,..2 C h ange
p l a n n i ng o bject i ves and
strategy

ISO/TS 10020:2022(E)
ISO This
D escription Description I n formation i tem
900 1 :201 5 document
6.3 P l a n n ing o f cha n ges .6..U O u tcomes A..3..1 C h ange

objec ives a n d
strategy
� Determ i ne change scenario A...3..1 C h ange

scope objectives a nd
st rategy
� Perform cha nge s cenario A.ll Ch a nge
plan n i n g objectives and
strategy
.6.il O u t c:nmes A....1..5. l n tP.rve n t i n n
speci fication
Mn Determ i n e i n tervention scope .A....3....5. I ntervention
sp eci ficat i o n
u.�-J. Deter m i ne i ntervention &3.!i I ntervention
appl ication context specification
6AA..4 Determ i n e i ntervention A..1...5_ I ntervention
appl ication constra i n ts speci fication
LU Ou comes AA2 Ch a nge pla n

� Determ i n e identified issue scope A.12 Cha nge plan
7.5.3 O u tcomes AAJl C ha nge plan
status report
l...SLU Determine change m a nagement A..4..B C h a nge plan
s pecial reporti ng needs status report
7 Supp or
7.1 Resou rces
7. 1 . 1 G en e ra l
7. . 2 People
7. 1 . 3 I n frastructure
7. 1 .4 Envi ron men for the
operation of pro cesses
7. 1 .5 M oni toring a n d measuri n g
resou rces
7. 1 . 5 . 1 Ge nera l
7. 1 . 5 . 2 Measurement t raceabil ity
7. 1 . 6 Orga n izational k nowledge
7.2 Competence 5....5_ Develop i ng OCM pul ley a n d A.U O C M pol icy
s t rategy
7.3 Awareness
7.4 Com m u n ication
7.S D o cu men ted i n for m a t ion
7. 5 . 1 Ge n e ra l
7. 5 . 2 Crea ting a nd u p dat i ng
7. S.3 Control of documented
i n for mation
7.5.3.1
7.5.3.2
8 Op e ratio n
© I S O 2022 - A l l rights reserved 37

ISO/TS 10020:2022(£)
ISO This
D escription Description I n formation item
9001 : 2 0 1 5 docu ment
8.1 Operat ional plan n i ng a n d -5.,5 Developing O C M policy and A...U OCM po l icy
cont rol : s t rategy
1A3 O u tcomes AAA Affected
i nterested party
i n t ervention plan
lA.U Determ i ne affected i nterested A.AA Affected
par y intervention schedule i n terested pa r ty
d ates i n tervention plan
ll&.._4 Dete r m i ne a ffected i n t ere sted A.!,4 A ffected
p ;.l r t y i n h'!rVP-n h o n s 1 ::H 1 1 s i n t P.r�s 1 P.<l p;:i r 1·y
i nterven ion plan
8.2 R e q u i r e m e n t s for products
a nd services
8 . .2 . 1 Cu stomer com m u n i ca tion Z.4,J. O u t co m es A...4:..4
. A ffectcd
i nt erested pa r ty
i nterve n t ion plan
7.4.4.2 Determ i ne a ffected i nterested A.4.4 A ffected
party intervention change i nterested pa r ty
m a t r i x positions i ntervention plan
1AA..S. Determ i ne affocted inte rest · AAA Affected
ed party i ntervention clos i n g i nt erested pa r ·y
cha nge matrix position i ntervention plan
1..5....4.Z Determ ine cha nge ma nagement aA.Z Change
report i ng status scenario status
report
8.2.2 Det e r m i n i n g the requ i r e -
men ts for products a n d

serv ices
8.2.3 Review of req u i rements for
products and serv i ces
8.2.3.1
8.2.3.2
8. 2 .4 C h anges to requirements
for products and services
8. 3 Design a n d development of
products a n d services
8.3.1 General
8.3.2 Design a nd development
p l a n n i ng
8.3.3 Des ig n and d evel o pme n t
i npu ts
8.3.4 Design and development
controls
8.3.S Design a nd development
outputs
8 . 3.6 Design a nd developme n t
cha nges
8.4 Cont rol of exter n a l l y
provided pro esses,
products and serv ic es
8.4. 1 G ene ra l

ISO/TS 10020:2022(E)
ISO This
D escription Description I n formation i tem
900 1 :201 5 document
8.4.2 Typ e a n d extent of cont rol

8.4.3 I n format ion for exter n a l
p ro v ide r s
8. 5 P roduction a nd service
p ro v i s ion
8. 5 . 1 Control of produc t io n a n d
s er v ic e p rov i sio n
8.5.2 Identification a nd .6..1.3. O utcomes A..3..A I nterested
t raceabil ity pa r t y
c u 1 1 1 1 1 1 u 1 1 ica l iuu
record
L.3..3. O utcomes M...3. A ffected
i n terested pa rty
profi le
U...4.l Determ i ne a ffected i n t erested A..4...3. Affected

party i mpacts i nterested party
profi le
M3 Ou comes AA.5. A ffected

i nterested pa rty
i ntervention Ste t us
1.ti.2. Determ i ne a ffected i n terestetl AA.A A ffected
party i ntervention change interested pa rty
matrix pos itions intervention plan
l..4..1 Determ i ne a ffe cte d i n t e rested A...4..,1 A ffected

party i nterven t ion stat t1s i nterested party
intervention plan
L1A.!i Determine a ffected i nterest- AAA A ffected

ed party i ntervention clos i ng i n terested party
cha nge matrix position i ntervention p l an
Z5A.2 Determ i n e change ma nagement M.:J... Cha nge
reporting status scenario status
report
1...5.A..3. Determ i ne change ma nagement A.4...8 Change plan
special report i ng n ee d s statlls report
8.5.3 P r o p ert y belon gi n g to cus-
tomers or external
p ro v iders
8 . 5 .4 P reservation
8. 5 . 5 Post d e l ivery activit ies
-
8 . 5 .6 Contro l of changes 1..5..3 O u tcome s AA,2 Change

management special
n e e d s report
1.5.AA Provide cha nge m anagement A..1..2 C han ge
spedal needs reports m a n agement s pecial
needs report
8.6 Rel ea e o f products a nd
se r v i ces
8.7 Control of nonco n fo r m i n g
outpt1 t s
8.7. 1
8.7. 2

ISO/TS 10020:2022(£)
ISO This
D escription Description I n formation item
9001 : 2 0 1 5 docu ment
9 Performance evaluat ion

9.1 M on i tori ng measurement,
,
a n a ly sis a nd eva l uation

9. 1 . 1 General
9. 1 .2 Customer satisfoc ion
9. 1 .3 A n a l ys is and eva l uation
9.2 I nternal audit
9.2 . l
9.2.2
9.3 la nagement review

9. 3 . 1 Genera l -5.,_S De velo p i ng OCM pol icy a n d A.22. OCM pol icy
stra tegy
9. 3.2 fa nagement rev iew i n pu t s 5..5. D ev elo p i n g OC M policy and A..22. OC 1 pol icy
s t rategy
LU O u tcome A..1.2 C h a nge
management specia l
needs report
L5.1A. Provi de change management A.1..2 C h a nge
s pecial needs reports management special
needs report
9. 3 . 3 Ma nagement review
out p ut s
10 I mprovement
10.1 General
10.2 unconformity a nd
corrective action
10.2. 1
10.2.2
10.3 Cont i n u a l i mprovement

ISO/TS 10020:2022(E)
Bib liography
[1] ISO 9000: 2 0 1 5 , Quality management systems - Fundamental · and vocabulary
[2 ] I S O 900 1 :2 0 1 5, Quality management systems - Requirements
[3 ] I SO 9004:20 18, Quality management - Quality ofan or9anization - Guidance to achieve sustained
success
[ 4] l SO/ I EC/ lEEE 247 74:2021, Systems and software engineering - life cycle management -
Specification for process description
[S] BEC K H A R D , R, H A R R IS, R.T. Organizational Transitions: Managin9 Complex Chan9e. Addison"
We sl ey Publish i ng Company, 1987
[6] K U I P E RS, B.S., H IGGS, M . , KICKE RT, w., T U M M ERS, L., GRAN DlA, J., VAN DER VOET, ]. T h e management
of change i n public organizations: A l iterature review. Public administration. 2014, 92(1), pp. 1 -20
[7] Ros E N BAU t , D., MORE, E ., STEA N E , P. Plan ned orga n isational cha nge ma nag(:!ment: Forward to
t h e past? An exploratory l iterature review. jou rn al of Organizational Change Mana9ement. 2 0 1 8 ,
3 1 (2), pp. 286-303

ISO/TS 10020:2022 (£)
I CS 03.1 2 0 . 1 0
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TECHNICAL ISO/TS

Quality management systems -

COPYRIGHT PROTECTED DOC U M ENT

Cll-1214 Vernier, Geneva

ii ©ISO 2022 - All rights reserved

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

2 Normative reference .. .. ...... ....... . . . .. . . ..

3 Terms and defi n i t i o n s . .. .. . ... . .. . . ... . .. . .

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

Governance p rocess. . ... . . .. . .. . . . . . .. . . .. .. ... . . . . . . . . . .. .. . .. . . . . . . .. .... . . . .. . . . ... .. .. ... . .. 5

5.1 Genera 1 ...... . . ... . . ... ... ..... ...-.......................................................................................................................................................... ............... 5

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

5.6 Docun1ented i n formation ........................ ............ ................... ................................................................................................. 6

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

6.2.3 Outcomes. . . . . . .. .. .. . . . . .... .. . . . . ... .. . ... . . . . . . .

6.3.3 Outcomes . . .. . .. .. . . ... .. . . .

6.4 I ntervention defi nition process. . . . . . . . . . .. . . . . ... .. .. . .. . . . . .. . . . 9

6.4.3 Outcon1es . . .......... .... .......................... ................................................................. ................................................. 10

7. 1 General . . ... ... . . .. . .,.................................-.......................................................................................... .................. ................. 1 1

7. 2 Issue identification process .. . . . . . . . .... .. . . .. .. .. . . .... ... .. . . . . .. ... .

7. 2. 2 Purpose . .. . . . . . . . . .. .. . ... .. .. .... ... . ... . ... . . .... . ... . . . .. ,.................................... 11

7. 2.3 Outcomes . .. . . ..-........................................................... ... .................. . 11

7.3. 2 Pu rpose ....... ................... ................................ ...... .............................................................. ................................ .............1 2

© ISO 2022 - A l l rights reserved iii

7.4.1 General ....................................................................... ..... ......................................................................................................1 3

7.4.4 Activities a nd tasks . .. .. . . . . . . .. 14

7.5 . 2 Purpose . .. .. . ..... ... . . . . .. .. ... .. .... . . . ...

7.5.3 Outco1nes.. .. .. . ... . . .. . .. ... . . . .

7.5.4 Activities a nd tasks . . . . . . . . . . .. 15

8.2 Rating the change inatrix position .. . .. . .. . . .. . . . . .

A n n ex A (informative) Process documenta tion items ........... -. .... . .. ....- . . .. .. . .

A n n ex C (informative) Comparison between t h is doc u ment a n d ISO 9001.. . . .. . . ... ...

iv ©!SO 2022 - All rights reserved

© ISO 2022 - All rights reserved v

vi ©!SO 2022 - All rights reserved

Quality management systems - Organizational change

There are no normative references in this document.

ISO O n l i ne b row s in g platform: available at https:ljwww.iso.org/obp

I EC Elec t ropedi a : ava ilable at https://www.electropedia.org/

[SOURCE: ISO 900 0 :2015, 3.2 .3]

© ISO 2022 - All rights reserved 1

4.4 OCM process perspective

process controls and con stra ints;

4.5 P rocess model

F ig u re 1 - M ulti-layer process model

© ISO 2022 - All rights reserved 3

The aim of each layer is as follows:

i) chang scenano process;

c) l mp l eme n tatio n processes (see Clause 7):

i i) a ffec ted i nterested pa rty identi ficat ion p rocess;

Change scenario I n terested party I ntervention definition

Issue Affected interested Affected interested Change

Figu re 2 - M u l t i·layer model show i n g a l l O C M p rocesses

4 ©!SO 2022 - All rights reserved

Figure 3 Example OC M pol icy/strategy improvement

© ISO 2022 - All rights reserved 5

5.5 Developing OCM policy and strategy

5.6 Doc umented information

6 ©!SO 2022 - All rights reserved