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Change Management a Critical Success Factor

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(1)

Change Management – a Critical Success

Factor

(2)

A Real Case in Change

What is the Demand and Trends in Change Management

The Integration Elements of Change Management

Why Use Change Management

When to Use Change Management

Typical Roles , Skills and Competencies

The Journey Today….

(3)
(4)

A Real Case – What Users Said…

When asked what was wrong with previous IT initiatives

Rationale for change not clearly understood

Staff looked to chain of command and they were not equipped

Communication on the change contributed to confusion versus clarity

Changes not well thought through resulting in multiple revisions

Policies not changed in tandem with the system

Lack of effective support implementing the change

(5)

Where that Organization is Now…

Collaborative relationship on all initiatives with an IT spend

Business understanding, driving and taking accountability for choices

A clear and well understood governance model

Greater value for IT dollars – both real and perceived

A proactive support mechanism for IT changes

Repeatable protocols

(6)
(7)

“Considering the fact that most companies appear to be in a

perpetual state of change, it is easy to see how the need for

change management consulting is likely to continue for as

long as there are businesses”

(Independent Consulting Bootcamp website)

“The change consultant must dissect a company’s

operations and drive interventions that will result in

achieved objectives”

(8)

“…Employees are saying that, more than ever, they are

reaching their limit in their ability to handle all the

organizational change pushed at them”

(Thinking About Change, Trends in Change Management)

“…Organizations continue to underestimate the time and

resources required to help employees make sense of all this

change, which is a major factor in a project achieving its

objectives”

(9)

Trends in Change Management

Greater awareness of the need for and value of change management

Increased use of methodologies, tools, and language

More engagement and earlier integration with project management

More resources and positions devoted to change management

Greater demand for change management training and certification

Increased leadership support for change management

(10)
(11)

What are companies investing?

Companies are realizing

the importance of Change

Management to the

success of their projects at

least 10-20% FTE’s are

being allocated on average

to change management.

(12)
(13)

Perception of Change Management

54% of Project teams see

Change Management as at

least necessary and

important, with 13% seeing

it as a critical component

of the project.

(14)

Why did you use a Change Consultant?

Lack of internal competency or resources

Knowledge, expertise and experience provided by consultants

Support for the change management team or project team

Proven results

Part of project proposal or contract

(15)

DID YOU KNOW!!

}

Change Management is a recognized discipline

}

Change Management is HOT!

}

Change Management skills are valued

}

Change Management skills are scarce

(16)

The Value of Change Management

Minimizes risk of financial loss

Business ready when technology is ready

Reduces user resistance

Reduces support costs

Builds change competence into

organization

(17)
(18)

Change Management

Organization Change Management

Organization Development

Transition Management

(19)

The Change Management Discipline

Plan

Design

Build

Test

Deploy

Sustain

(20)

The Change Management Discipline

Plan

Design

Build

Test

Deploy

Sustain

Project Life Cycle

(21)

The Change Management Discipline

Plan

Design

Build

Test

Deploy

Sustain

Project Life Cycle

Commitment Continuum

Prepare

Build the case for change Vision for success Stakeholder assessment

Change planning

Design

Learning and Development Assessment & Measurement

Communication Stakeholder Management

Implement

Change Implementation Transition Management

Sustain

Support Change Sustainability

(22)

Managing the ride

Unmanaged change

St

ak

eholder P

er

cepti

ons

Change Implementation

High expectations Despair

Light at the end of the tunnel

Realization of effort and complexity

(23)

Transitioning between States

Current state

Transition

Future state

Not meeting organizational needs Aligned with organizational strategy Processes Culture Structure Competencies Technology Processes Culture Structure Competencies Technology

(24)

The Challenges …. And the Rewards

Challenging

• Managing Change is tough • Highly sensitive

• Takes time

• Not all people will be converted • Change management is the first thing to be dropped on a project when the budget is tight

Rewarding

• Managing Change is rewarding • Challenging

• Work with all levels of the organization

• Get to influence

(25)
(26)

Change Advisor or Coach

Change Lead

Change Specialist

Communications Lead

(27)

Change Discipline vs Project Discipline

Element

Goal or Objective

“The Change”

To improve the organization in some fashion - for instance reducing costs, improving revenues, solving problems, seizing

opportunities, aligning work and strategy, streamlining information flow within the organization

Project Management

Develop a set of specific plans and actions to achieve “the change” given time, cost and scope constraints and to utilize resources effectively (managing the “technical” side of the change)

Change Management

To apply a systematic approach to helping the individuals impacted by “the change” to be successful by building support, addressing resistance and developing the required knowledge and ability to implement the change (managing the “people” side of the change)

(28)

Structure and Tools Required

Discipline

Process

Tools

Project

Management

• Initiate

• Plan

• Execute

• Monitor and Control

• Close

• Statement of work, Project charter,

Business case

• Work breakdown structure, Budget

estimations, Resource allocation, Schedule

• Tracking, Risk identification and

mitigation, Reports on performance and compliance Change Management • Prepare • Design • Implement • Sustain

• Executive Alignment, Vision and Strategy

• Engagement & Accountability

• Readiness Assessments

• Tactical Change Plans

(29)

Do you know your stakeholders?

Change sponsors Project team Change advocates Change targets Change agents External Stakeholders Learning & Development Communications

Internal

Stakeholders (Users)

Human

(30)

The Why’s and When’s of CM for IT

Why Use Change Management?

To increase probability and magnitude of success

To drive greater business value from IT dollars

To make IT a valued business partner

When to Use Change Management?

On every project and initiative

When to Use a Change Expert?

On projects that have a significant impact on users

(31)
(32)

Skills & Competencies

Business Analyst

Project Manager

Change Lead

Requirements/Process Focused Communication Consulting Skills Problem Solving Collaboration Analytical Attention to Detail Facilitation Business Knowledge Creativity BA Methods/Tools Scope/Budget/Time Focused Communication Consulting Skills Problem Solving Collaboration Decisive Delegation skills Coordination Numerate Organization skills Leadership Management Negotiation PM Methods/Tools People Focused Communication Consulting Skills Problem Solving Collaboration Analytical Emotional Intelligence Facilitation Business knowledge Leadership Management Influencing Strategic thinking Coaching

(33)

Level of Skills for a Change Role

Junior Intermediate Senior

Supports Leads Leads/ Directs /Advises

• Understands the

components of change management.

• Has 1-2 years experience in one or more areas of

change on a project.

• Understands and follows a change management methodology and uses the tools required by these activities, tasks and techniques.

• Has 3-4 years experience in a change management role and 1 year lead experience of a particular area of change management or leads change management on a small project.

• Understands and follows a best practices change

management methodology.

• Has 5+ years experience in a change management role.

• Has at least 2+ years

experience leading one/more complex change projects.

(34)

CM Certification/Education Programs

Prosci

3 days, $2,100

Learning Tree (APMG Change Management Practitioner)

5 days, $3,635

AIM Methodology

2 days, $1,250

Being First “Leading Transformation”

3 days, (

price unavailable

)

Royal Roads Change Management Certificate

(35)

Books and useful links

Becoming a change consultant - www.independent-consulting-bootcamp.com

Change tools - www.mindtools.com

Breakthrough IT Change Management: How to Get Enduring Change Results

by Bennet P. Lientz and Kathryn P. Rea 2004

Thriving Through Change: A Leader’s Practical Guide to Change Mastery

by Elaine Biech 2007

Change is the Rule: Practical Actions for Change on Target, on Time, on Budget

by Winford E. Dutch Holland 2000

Managing at the Speed of Change

by Daryl R. Conner. New York: Random House, 1993

The Heart of Change: Real-Life Stones of How People Change Their Organizations

by Kotter, John P., and Cohen, Dan S., 2002

Leading Change

(36)

BJBard@sierrasystems.com

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