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AAP Management of change

Business needs to be flexible to change. Change creates hazards. Change also produces unintended consequences that may introduce risk.

Both hazards and risk need to be managed and since different types of change introduces different risks, a risk analysis of the change is the most appropriate process to determine the level of management required.

AAP management of change process applies to the following activities or items which may undergo change:

  • design and construction
  • plant and equipment
  • materials used, their composition and properties
  • drawings and engineered processes
  • operating procedures
  • emergency procedures or changes to business resilience and recovery programme
  • organisation structures and responsibilities
  • personnel changes, training or competency requirements
  • individual roles and responsibilities
  • the departure of contractor led activities and management handover to Airbus
  • regulatory and statutory requirements.

The process is ongoing, from the initial consultation and communication through until the monitor and review.  If the change is still creating unmanageable risk, the cycle needs to start again.

Communication and consultation throughout is critical to the successful management of the change.  Change is often feared and resistance to it common.  When stakeholders are empowered to be part of the process it occurs more efficiently.

The background, need and context for change must be clear.  A compelling argument on the benefits that will result from the development of the case must be made. Clear and shared vision, objectives and scope are also critical.

The risk assessment is conducted in context. Identifying, analysing, evaluating and reducing risk will minimise the negative impact, and maximise the benefits.

The project plan must not only detail the steps to implement change, it must also include the communication strategy to all stakeholders. It is a documented record of activities, tasks, resources and performance that may be used as a reference for future change management.

By carrying out the project plan – the tasks and activities detailed in it – the change will be implemented.  By noting the affect it is having on knowledge (understanding), personnel, risk and communication, the effectiveness of the change can be monitored and reviewed, and adjusted if required.

From the ICAO SMM, the management of change process should include the below activities:

The above process may be referred to as a Safety Case and may be documented into a Risk Management Plan (RMP). RMPs effectively incorporate all of the above (Exercise 5).

CASA has produced an Advisory Circular for organisations to assist in the management of change.

The circular covers:

  • General guidance
  • Regulatory considerations
  • Significant vs non-significant change
  • CASA notification requirements
  • Change considerations for CASR parts, 119, 131, 138, 141, 142
  • (Note: CASR Part 119 includes CASR parts 121, 133 and 135).

This document is selectively applicable during the transition period ending Dec 2021

Click here for a link to CASA ACs

An example of management of change process from HNZ as follows: