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Prasarana’s Digital Enterprise Architecture (EA)
Change Management Workshop
Date: Tuesday, 17 August 2026
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Session Objectives
EXPECTED OUTCOMES
Prepare participants to understand and perform their roles as EA Champions. Build awareness of the EA initiatives, their value, and their impact on the business units. Gather insights on business-unit diversity to determine the most effective engagement and change approach.
OBJECTIVE
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WORKSHOP SCHEDULE
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Workshop Program Outline
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Time | Topic |
9:00 AM - 9:30 AM | Participant Arrival |
9:30 AM – 10.30 AM | Enterprise Architecture (EA) |
10:30 AM – 11.00 AM | Short Break |
11:00 AM – 12.30 PM | Change Management |
12:00 PM – 1.00 PM | Benefits of EA |
1:00 PM – 2.00 PM | Lunch Break |
2:00 PM – 3.00 PM | Impact & Stakeholder Analisis |
3:00 PM – 3.30 PM | The Champion's Toolkit |
3:30 PM – 4.00 PM | Short Break |
4:00 PM – 5.00 PM | Resistance Management and Summary |
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Why adoption delivery is what makes a change succeed.
Change Management
A shared blueprint connecting people, process, information and technology.
Enterprise Architecture
How to tell a genuine, measurable benefit from a nice-to-have.
Spotting Real Benefits
Diagnosing where change lands hardest and who to engage, and how.
Impact & Stakeholder
The champion’s role, and a practical tool for each part of it.
Champions & Tools
Anticipate it, surface it early, mitigate it, and reinforce the win.
Resistance Management
MAIN TOPIC
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Prasarana Champion’s Journey
Where are we? – The Champion’s Journey
Project Kick Off
9 April 2026
Enterprise Architecture Awareness Session
29-30 April 2026
Change Management Workshop
17 August 2026
Change Management Seminar
24 August 2026
Change Management Transfer of Knowledge (ToK)
10 September 2026
EA Framework
Coming Soon
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What is Enterprise Architecture (EA)?
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Why We Need Enterprise Architecture
EA maps how our systems and data should connect, cutting duplication and manual workarounds.
Systems that don’t talk to each other
One shared view means teams stop building the same thing twice and start pulling together.
Departments working in silos
A clear blueprint shows what a change will affect, so we plan it with far fewer surprises.
Change that feels risky and slow
Leaders can see how everything fits before committing time, money and people.
Decisions made without the full picture
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What Enterprise Architecture Aims to Achieve
Fewer overlapping systems and processes doing the same job.
One clear picture
Simplify &
Standardise
Technology follows what the business needs — not the other way round.
Align IT with the business
See what a change will affect before we make it.
Plan change with confidence
Invest in what fits the bigger plan and avoid wasteful duplication.
Spend wisely
Make it easier to grow and adopt new technology.
Ready for the future
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A single, agreed view of how Prasarana runs — end to end.
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Prasarana EA Journey
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Prasarana Enterprise Architecture (EA)
Enterprise Architecture (EA) is a master blueprint of how Prasarana works. Its visualize how people, processes, information and technology connect.
END TO END
BUSINESS + IT
A SHARED PICTURE
Shows how the whole business fits together, not just one department at a time.
Links the services we deliver with the systems and data that run behind them.
One common view everyone can follow — for the whole organisation, not just IT.
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COMPLETE — framework drafted and finalised.
Draft EA Framework
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IN PROGRESS — Enterprise Architecture Office review underway.
EAO technical review
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IN PROGRESS — advisory input on risk and controls.
GRC / risk review
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IN PROGRESS — advisory legal assessment.
Legal review
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ARB formal vote
UPCOMING — accountable decision on principles.
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Executive sign-off & embedding
UPCOMING — adoption across the Group.
Prasarana EA Framework
Review and approval status — path to official adoption
Complete
In progress
Upcoming
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What is Change Management?
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Change Management
The discipline of helping people move from a current way of working to a new one — so an initiative delivers its intended results, instead of stalling on resistance and low adoption.
PROSCI LENS
ACMP LENS
Change Management is an enabling framework for
managing the people side of change.
A defined professional discipline: established processes, tasks, and ethical standards that make change practice consistent, credible, and repeatable across industries.
What is Change Management?
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Why Change Management Is Important
Technical delivery alone doesn't produce results — adoption does. Structured change management is what converts a project into a realised benefit.
7×
more likely to meet project objectives when change management is applied excellently
~70%
of change initiatives are widely reported to underperform mainly due to people-side,
not technical causes
Prosci 2023 – best Practice in Change Management
Prosci 2023 – best Practice in Change Management
Prosci 2025 – 6 Reasons Why Change Management Fails
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The Goal of Change Management
Change management is not the paperwork around a project. It is the discipline that makes the project matter.
How quickly people begin working the new way, instead of drifting back to old habits.
How many of the people who need to change actually do — full reach, not partial.
How well the change is performed once adopted — competent, confident, sustained use.
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Adoption is what converts project spend into realised benefit.
Proactive engagement replaces surprise and pushback.
Reinforcement stops people reverting to old habits after go-live.
Every well-run change strengthens the next one.
Protects the investment
Reduces resistance & disruption
Sustains the change
Builds organizational capability
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Benefits of Change Management
To Improve is to Change.
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Core Principles of Change Management
Organizations only change when the individuals in them change — the individual is the unit of change.
Strategy is shaped by a readiness and impact assessment first — never a one-size-fits-all plan.
Change builds like ADKAR®: awareness before desire, knowledge before ability — skipping a step stalls adoption.
ACMP's Standard grounds practice in defined process groups — from evaluating impact to sustaining outcomes.
People-centered
Assessed & tailored
Structured & sequential
Structured through defined processes
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Adoption must be sustained deliberately after go-live, or people revert to old ways of working.
Reinforced, not one-off
Active, visible leadership sponsorship is consistently the top predictor of change success.
Sponsorship-driven
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The GOAL of Prasarana EA Change Management
Business units must collaborate to complete every required viewpoint for their unit.
Completion of Artifact
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Ensure every change made within a business unit is accurately reflected in its corresponding architecture artifact.
EAO Change Process
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Business units must prioritize participation in architectural engagement sessions.
EA Activity Involvement
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What Does a Change Management Champion Do?
Build local awareness
Relays the why behind the change in language their own team understands and trusts.
Translate enterprise to local
Connects the enterprise-wide message to what it specifically means for their own unit.
Coach peers, not lecture
Helps colleagues build knowledge and ability through day-to-day support, not formal training alone.
Model the new behaviour
Demonstrates what "doing it the new way" looks like, visibly and consistently.
Surface resistance early
Acts as a two-way feedback channel, carrying concerns back to the change team before they harden.
Reinforce adoption
Recognises early wins and gently corrects backsliding so the change sticks after go-live.
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What Are The Benefits?
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What’s In It For Us
Leaders act on a full, accurate picture of the organisation.
Better decisions
Stop paying for the same system or effort twice.
Less duplication
Reliable, joined-up systems mean better journeys for our commuters.
Better service
Reliable, joined-up systems mean better journeys for our commuters.
Smoother teamwork
Fewer nasty surprises when we upgrade or launch something new.
Faster, safer change
Money and effort go where they matter most.
Real cost savings
The benefits of Enterprise Architecture — in everyday terms for Prasarana teams.
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Impact Assessment & Stakeholder Assessment
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Why Impact Assessment & Stakeholder Analysis Come First
Every plan in this deck — training, communication, sponsorship, resistance management — is designed FROM these two assessments. Skip them, and the rest of the plan is a guess.
Impact Assessment
What will hurt — and who owns fixing it.
Stakeholder Analysis
Who to engage — and how.
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Training Plan
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Sponsorship Roadmap
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Communication Plan
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Resistance Management
feeds every plan
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Why We Run an Impact Assessment
WHY IT MATTERS
PRASARANA’S SAMPLE RESULT
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Reveals where change actually lands — skill, process, system or role — instead of assuming it’s evenly felt.
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Sizes the effort: a HIGH-impact area needs structured training; a LOW one may only need awareness.
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Assigns ownership before go-live, so mitigation isn’t improvised after resistance appears.
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Prevents blind spots — unassessed impact is exactly what turns into surprise resistance later.
HIGH
SKILL
Owner: EAO · Training & Dev
Structured training, certification, pilot participation
LOW
PROCESS
Owner: HR · HOD
Awareness sessions, guidelines, workflow alignment
HIGH
SYSTEM
Owner: IT · EAO
Tool training, technical support, structured onboarding
MEDIUM
ROLE
Owner: EA Lead
Role clarity, incentives, pilot integration
Without this step, System and Skill — the two HIGH-impact areas — would have received the same light-touch treatment as Process. Instead, they now drive the training plan’s priorities.
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Why We Run a Stakeholder Analysis
WHY IT MATTERS
PRASARANA’S SAMPLE MAP
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Stops us under-engaging a high-influence group and over-engaging a low-impact one.
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Directly shapes who gets the sponsorship roadmap vs. who gets an infoblast.
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Surfaces who validates the work (HOD/HOS) versus who must simply adopt it (staff).
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Identifies the group EA depends on long after the pilot ends — not just at launch.
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C-Level (CDO)
INF HIGH · IMP HIGH
Critical sponsors — continuous engagement, visibility of value.
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GDD HOD & HOS
INF MED · IMP HIGH
Execution drivers and validators of As-Is and To-Be architecture.
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EAO Members & Champions
INF LOW · IMP HIGH
Critical to execution and long-term sustainability as future EA owners.
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GDD Staff / Employees
INF MED · IMP MED
Primary adoption group across day-to-day operations.
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Impact Assessment & Stakeholder Assessment Template
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Together, They De-Risk the Change
Impact Assessment tells us WHAT will hurt and WHO owns fixing it. Stakeholder Analysis tells us WHO to engage and HOW.
Training and support get spread evenly wasted on low-impact areas, thin where it’s needed most (Skill, System).
Without Impact Assessment
Sponsorship and communication get generic — C-Level under-engaged, staff over-messaged, EAO champions overlooked.
Without Stakeholder Analysis
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Every downstream plan — training, sponsorship, communication, resistance management — is built on evidence, not guesswork.
With Both,
Combined
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Champion’s Tools
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The Champion's Toolkit
A practical tool for the champions.
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Sponsorship Video
A short video explaining the reason we need to embark in the Enterprise Architecture journey.
Champions Guide
An Initial to–do list for EA Champions.
Infoblast Format
A sample format for the initiation phase of each business unit.
Templates
Pulse survey, Impact Assessment and Stakeholder analysis template.
SharePoint Page
Act as a repository and reference point for the initiatives.
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Resistance Management
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Resistance Management
People resist what they don’t understand, weren’t consulted on, or feel unequipped to do. Treated as feedback, resistance tells us exactly where the plan is weakest — before it becomes quiet non-adoption.
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Uneven across the organization
C-Level, HOD/HOS, GDD staff and EAO champions each resist differently — and need different responses.
Cheaper to catch early
Resistance surfaced in Month 1 is a conversation; resistance discovered at go-live is a failed adoption metric.
Expected, not exceptional
Every EA rollout touches skill, process, system and role at once some pushback is guaranteed.
Resistance is a signal, not a threat.
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Where Resistance Shows Up, and How We See It
Two things to have in place before you can manage resistance: know where to expect it, and have a way to hear it.
ANTICIPATED · WHERE IT SHOWS UP
IDENTIFICATION · HOW WE SURFACE IT
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Skill Gap
Lack of EA understanding — TOGAF, ArchiMate and architecture concepts feel unfamiliar.
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Process Reluctance
Discomfort with new governance steps replacing familiar, faster workflows.
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System Adoption Resistance
Hesitation to trust and use new EA tools and repositories.
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Role Ambiguity
Uncertainty about what changes in day-to-day responsibilities.
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Pulse Surveys
Two structured check-ins — early July and early September — to gauge sentiment quantitatively.
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Feedback Channels
SharePoint (VERVE) and recurring meetings kept open as a standing channel, not a one-off ask.
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Workshop Observations
As-Is, To-Be and roadmap sessions double as a live read on engagement and pushback.
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Mitigate Early, Reinforce Continuously
Once resistance is traced to a source, the response has two horizons: fix it now, and keep it fixed.
MITIGATION · HOW WE RESPOND NOW
REINFORCEMENT · HOW WE KEEP IT FIXED
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Address the “why”
Awareness sessions
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Build capability
Training & capability building
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Build conviction
Early involvement in the pilot
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Add legitimacy
Leadership reinforcement
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Recognition of champions
Visible credit for EA champions and early adopters sustains momentum.
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Rewards & KPI alignment
Adoption behaviour is tied to incentives, not left to goodwill alone.
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Continuous communication
Infoblasts and updates prevent the “quiet period” where old habits creep back.
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Quiz
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QUICK RECAP
Why adoption delivery is what makes a change succeed.
Change Management
A shared blueprint connecting people, process, information and technology.
Enterprise Architecture
How to tell a genuine, measurable benefit from a nice-to-have.
Spotting Real Benefits
Diagnosing where change lands hardest and who to engage, and how.
Impact & Stakeholder
The champion’s role, and a practical tool for each part of it.
Champions & Tools
Anticipate it, surface it early, mitigate it, and reinforce the win.
Resistance Management
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NEXT STEP
From today’s fundamentals to a concrete Change Management rollout for EA.
Today · Fundamentals
Next · CM Seminar
Then · Pre-Execution
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Project Kick Off
9 April 2026
Enterprise Architecture Awareness Session
29-30 April 2026
Change Management Workshop
17 August 2026
Change Management Seminar
24 August 2026
Change Management Transfer of Knowledge (ToK)
10 September 2026
EA Framework
Coming Soon
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THANK YOU
Next: CM Seminar — Detailed Planning
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Voting Time
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Workshop Attendance