Select the service level that matches your project's complexity to see what CoE support looks like.
📋
Self-Service
Low complexity · <40 hrs
🎯
Coaching
Medium · 100+ hrs · 100+ people
🚀
Full Service
High · 1,000+ hrs · 500+ people
Self-Service
The initiative team becomes the change practitioner, drawing directly from the OCM Playbook.
Objective
Initiative teams run their own change activities with Playbook guidance
CoE Role
Provides the tools, templates, and Playbook. Available for occasional questions.
Complexity
Low — fewer than 40 hours, or impacting 8–12 people
CoE Resource
Low — under 40 hours total
Good for
Small process changes, team-level tool rollouts, low-risk updates
Coaching Service
CoE advises and coaches — the initiative team leads, the CoE guides.
Objective
Initiative teams become change practitioners with structured CoE guidance
CoE Role
Advisory and coaching. Reviews deliverables, facilitates key sessions, provides quality oversight.
Complexity
Medium — 100+ hours, or impacting over 100 people
CoE Resource
Medium — under 0.5 FTE
Good for
Departmental changes, system implementations with limited scope, reorganisations affecting a single function
Full Service
CoE provides resources, structure, and leads change delivery in partnership with the initiative team.
Objective
CoE leads all change activities while partnering closely with the initiative team
CoE Role
Owns change strategy, stakeholder engagement, communications, training, and adoption measurement.
Complexity
High — 1,000+ hours, or impacting 500+ people
CoE Resource
High — 1.5+ FTE
Good for
Enterprise-wide system rollouts, major restructures, culture change programmes, multi-site transformations
The CoE operates across five functions. Click any to see activities and who owns what.
| Activity | CL | PM | IL | CM |
| Intake project requests across all functions and BUs | C | R/A | — | — |
| Assess requests using ROI, people impacted, hours, and sponsor strength | R/A | C | — | — |
| Prioritise support based on strategic importance, capacity, and budget | R/A | C | C | C |
| Fast-track critical initiatives | C | R/A | I | I |
KPI
% of projects with change support available from project kick-off
| Activity | CL | PM | IL | CM |
| Assign change support proportionate to initiative risk and scope | R/A | C | I | I |
| Execute or support change activities using the Change Playbook & Toolkit | A | C | R | C |
| Enable and measure quality of activities and deliverables | A | I | R | C |
| Scale effort up or down as initiatives evolve | R/A | C | C | I |
KPI
% of projects hitting key readiness milestones
| Activity | CL | PM | IL | CM |
| Coach internal leaders and functional partners | A/R | C | R | C |
| Build a community of practice with members outside of the CoE | R/A | C | C | C |
| Share lessons learned across initiatives | R/A | C | R | C |
| Share latest thinking in Change Management | R/A | I | C | C |
| Provide training on Change Management and the toolkit | R/A | C | C | C |
| Provide quality review focused on outcomes | R/A | C | C | I |
KPI
Increased confidence in ability to execute change (measured via survey)
| Activity | CL | PM | IL | CM |
| Align CoE priorities with CoE Sponsor | R/A | C | I | I |
| Define where the CoE will (and will not) engage | R/A | C | I | I |
| Establish lightweight governance and decision protocols | A/R | C | I | I |
| Measure collective success through adoption and sponsor confidence | R/A | R | I | I |
| Continuously adapt the model based on Alamo's change maturity | R/A | C | C | C |
| Direct CoE Org Design & Career Development | R/A | C | C | C |
KPI
Sponsor satisfaction averaged across initiatives
R = Responsible · A = Accountable · C = Consulted · I = Informed
Select a role to see their responsibilities.
CoE Lead (CL)
ePMO Lead (PM)
Initiative Lead (IL)
Instructional Designer (ID)
Comms (CM)
Manages vision and strategy, resource escalation, accountability, and reporting. Responsible for resource management, coaching, best practices, quality assurance, intake, and demand management across the CoE.
Sets overarching project governance, maintains master project plan, owns meeting cadence, status reporting, and risks and issues log. The Change CoE rolls into overarching ePMO plans.
Develops and executes the initiative change plan. Monitors KPIs for their specific initiative. Acts as the primary point of contact between the CoE and the project team.
Designs, develops, and delivers change management capability training throughout the organisation. Builds learning assets that support both CoE-led and self-service change efforts.
Supports the CoE Leader with communications and marketing for the CoE. Helps ensure consistent messaging across initiatives and supports the development of change communications materials.
The CoE is designed to enable and support — not to control. Here's the distinction.
✓ The CoE Does…
✓Set focus and process for enabling and measuring change
✓Help leaders and managers lead change effectively
✓Provide practical tools, guidance, resources, and coaching
✓Strengthen the organisation's ability to deliver change over time
✕ The CoE Does Not…
✕Approve, gate, or prioritise projects on behalf of the business
✕Only service IT projects
✕Operate as a PMO or delivery control function
✕Own change outcomes in place of leaders