An Introduction to Change Management Guide
Take a merger or acquisition for example. The technical side of the change, or the hard side, if you will, will most certainly be complex. Issues surrounding the financial arrangements of the deal must be worked out. Development will have to take place to integrate the business system. Decisions will be made about the physical arrangements of the newly formed organization. But getting people on board and participating in the change will make the difference.
Individuals will have to do their jobs differently, and it is the degree to which they change their behaviors and processes that will make or break the merger or acquisition. The soft side of change is many times actually the harder side of change. Learn the what, why and how of managing the people side of change with a structured approach to change management.
Change management takes care of the people side of change. It does little good to create a new organization, design new work processes or implement new technologies if you leave the people behind. Change management is the process, tools and techniques to manage the people side of change to achieve its required business outcomes.
It is the systematic management of employee engagement and adoption when the organization changes how work will be done.
For the given transformational effort, it is the strategy and set of plans focused on moving people through the change. For frontline supervisors, competency is related to coaching direct reports through their own change journey read more about the supervisor role and training.
Change management is not just communication or training. It is not just managing resistance. There are numerous reasons to employ effective change management on both large- and small-scale efforts. Here are three main reasons to employ change management:.
It is easy to fall into the trap of thinking about change exclusively from an organizational perspective. When one thinks about a merger or acquisition, they can focus on financial structuring, data and system integration and physical location changes.
However, organizational change of any kind actually occurs one person at a time. Success of an organization effort only occurs when Adam and Betty and Charles and Deborah for example do their jobs differently. Projects also suffer as due to missed deadlines, overrun budgets and unexpected and unnecessary rework to get the effort back on track. In some cases, the project itself is completely abandoned after large investments of capital and time. And each of these consequences can be addressed and mitigated if a project includes a structured approach to the people side of change.
There is a growing body of data that shows the impact that effective change management has on the probability that a project meets its objectives. In other words, projects with excellent change management were six times more likely to meet objectives than those with poor change management.
Regardless of the change at hand, focusing on the people side of change increases the likelihood of being successful. The individual perspective is an understanding of how people experience change. If an individual is missing any of these five building blocks, then the change will not be successful.Everyone knows change is never easy, but often quite necessary. The statement is never truer than in IT. Solid change management capability will help you boost your ITSM maturity, break out of the "firefighting mode," align IT activity with business objectives, and transform IT from a service provider to a business innovator.
However, these benefits don't come easily. Change management is one of the most difficult ITIL processes to get right. Because change management is an ITSM process that needs the right mix of people, processes, and technologies.
When it comes to change management, 'implementation' isn't the end - it's just the beginning. Think of ITIL change management as a three-legged stool. If one of the legs is weak, the stool will fall. ITIL guidance focuses a lot on terminologies and processes but contains little practical advice on the actual implementation of each process. This white paper lists the steps involved in implementing a solid change management process.
First, a quick definition of change: The addition, modification, or removal of anything that could have an effect on IT services. Solid change management capability is based on a sound understanding of these three issues.
In essence, implementing a successful change management process is about asking the right questions and having the right people, workflow, and technologies in place to get answers quickly and efficiently.
The right questions typically include:. The key is to understand the touch points between the two. In simple terms, change management needs a view of the infrastructure to assess the impact of a change.
An Introduction to Change Management Guide
Configuration management needs changes to be recorded, so that the configuration management database CMDB is kept up-to-date and always represents the live environment. In this article, you will read about six simple steps to implement a successful change management process in an organization, with detailed descriptions of the workflows, categorization, change types, and more. Before we dive deep into the topic, check out these tips and tricks for successful change management implementation, to get a clear idea of what you should be doing and why.
All of the activities involved in implementing change management should be focused on achieving the above-mentioned objectives.
Change Management Process for Project
If something can't be linked back to one of these objectives, it's probably not a priority. It might help to write a bullet-point summary of why you need to do change management, print it big, and stick it to a wall where everybody can see it.
You know you have to constantly keep changing. But the problem with change is that change sometimes is not necessarily easy for people to embrace and be successful at.
If you want to improve infrastructure stability, service quality, and IT agility, change management is a "necessary evil. IT people already think they're often told how to do their jobs, so adding something like a cumbersome change control process will just slow them. To succeed with change management, you need to identify the people who will be most affected by your proposed changes and get them invested in the project. Implementing ITIL change management is more about organizational change than changing technical operations.
Like any other organizational change, you have to sell the value to the stakeholder groups who will be affected by the implementation and get them on board. Identify the WIFM factor.Change management frameworks are practically a requirement for any organization undergoing change. Choosing the right framework is vital for success, whether that change is digital, cultural, or organizational.
A systematic approach to change management prevents many problems before they start. Change management is the process of managing organizational shifts, transitions, transformations, and changes.
As with any other business function, it is a process that needs to be systematized in order to be effective. When combined with other change management tools and techniquesframeworks drastically increase the chances of success.
For decades, various business leaders have developed frameworks and processes that they use to effect organizational change. Each framework has its strengths. And some are more appropriate than others for a given situation. It advocates a bottom-up approach that begins with the individual employee and ends with organizational change. The Lewin model was developed in the middle of the last century by Kurt Lewin, a physicist and social scientist.
This approach is simpler than most of the other models mentioned here, but it is still trusted by many companies today. Since the model follows human reaction to loss and change, it has also been successfully used to understand how employees react to business changes.
This model is not a framework for effecting change, but it can be useful for understanding employee reactions. Like the previous model, the Satir model can help companies predict, understand, and adapt to employee reactions.
This model also maps out the productivity drop that occurs when people transition to a new way of doing things. Changeaccording to the model, is when outer circumstances change, such as organizational change. Transition refers to the inner psychological process that people go through when responding to that change. From digital transformation to organizational transformation, these frameworks can be used to streamline change, decrease employee resistance, and the chances of success.
Whether you use one of these frameworks or create your own, anyone who wants to be an effective change leader must be familiar with these basic models. Skip to content. Table of Contents hide. McKinsey 7-S. Satir Change Management Model. Final Thoughts.In any line of business, change is inevitable. But resistance to change is almost as inevitable as change, and teething troubles while people get used to new ways of doing things can wreak havoc.
The change management process is the make-or-break challenge that will determine whether we implement change successfully or not. To help you successfully go through the change management process, we explain some basic concepts about change management and take you through the essential steps for doing it right.
It replaces static documents and flowcharts - giving you the power to automate and run your processes. By making ourselves write down our processes and know-how on Tallyfy — we can now ensure that steps are never missed or done out of order. When you and your management team identify a need for change, it may be tempting to tackle change willy-nilly. But for successful change, you need to manage the transition.
First, you must prepare your team for the change. Why is it necessary, and what will it involve? Next, you must be ready to support employees through the change process.
Change management is difficult. Now, you come along and tell them that they need to adopt new ways. Resistance to change is almost inevitable. Getting the full support of every manager and employee is a vital first step. Without that, your attempts at change will be doomed from the start. Change is hard as-is. According to Lewinwe can sum up change management by seeing it as a process consisting of three phases:. Unfreeze : A block of ice has a fixed shape.
Again, it comes down to recognizing the need and being willing to try something new. Change : Now that people are ready to change, you can begin with implementation. But there will be pressures and unforeseen difficulties.
Now is the time when your people need lots of support to help them get the change right. Freeze : The hectic implementation phase is over. This model differs from the others and deals primarily with the feelings of your employees as they go through a change process.
Understanding this model will help you to be ready for their reactions as you embark on and finally complete your change process. Every change management process will be unique.
But although the steps that contribute to the change, the technical details, and the people you work with will differ from those of any other company, the broad principles remain the same.
These critical steps will give you a basic roadmap towards successful change. All you need to do is fill in the details. Before you set out on a journey, you will have a destination in mind.
When preparing for change, you will know where you are now and where you want to be. Small changes may not have as much of an impact, but even they should be aligned with business objectives that ultimately serve as your strategic focus. Although you might already have a good idea of what you want to change and why you want to change it, you need your team to want that change as much as you do.
What you need is two-way communication. Identify the perceived threat that you want to address or the opportunity that you want to explore and ask for input. Getting different perspectives on the need for change, and different suggestions on what it should consist of can be an eye-opener. During these discussions, you will begin formulating a mutual conclusion, and because everyone has contributed to it, you already have considerable investment from your key employees.The Systems Model of Change or Organization-Wide Change lays more emphasis on the fact that a change must be implemented organization-wide instead of implementing it in piecemeal.
This model provides a whole new dimension to the concept of organizational change and describes the role played by six interconnected or interdependent variables like people, task, strategy, culture, technology and design. All these 6 variables are the key focus of planned change. The model has been represented in the diagram below:. People: This variable involves the individuals who work in an organization. Task: The task is related to the nature of work which an individual handles in an organization.
The nature of the job may be simple or complex, repetitive or novel, unique or standardized. Design: This variable refers to the organizational structure itself and also the system of communication, authority and control, the delegation of responsibilities and accountabilities. Strategy: The organizational strategy is the road map of action for realizing the future goals both short term and long term in nature. Strategic Planning involves identification of existing resources, a careful assessment of internal strengths and weaknesses, identifying the opportunities in the environment and threats as well for a competitive advantage.
Technology: It takes into consideration the advancements in the technology in the field of IT, automation, new methods and techniques for enhancing productivity, the introduction of new processes and best practices for remaining ahead in the competition. Culture: It takes into consideration the shared beliefs, practices, values, norms and expectations of the members of the organization.
All the six variables as per the Systems Model of Organizational Change are interrelated and interdependent. A change in a single variable will result in the one or more variables. This will ultimately be having an affect on the people of the organization in terms of changes in their behaviours or attitudes.
Moreover, organizational redesign may result in a cultural change by either modifying or reinforcing the existing culture. The Systems Approach of Change Management is a useful model, which helps the managers or employees in understanding that a change can never be implemented partly, rather it must be wholistic in nature by taking into consideration all the interrelated variables and their influence on each other.
This Model of Change views the entire process of change from the top management perspective and considers change to be a continuous process. Source: Armenakis et al. According to this model, certain forces trigger a need for organizational change and the top management is involved in a problem solving and a decision making process for identifying the alternatives or solutions to the problems.
The top management clearly defines their goals or objectives, reforms in the processes or change in the output which is expected to be attained at the end of the process of change.
During the early stages of change management, the top management may seek the support of a change agent, who will be responsible for driving the entire change effort. The change agent may help the management in identifying and defining the problems, or the change agent may also help in generating the alternative plans of action or solutions to the problem.
The change agent may be an insider, or an outsider may be an external consultant or a representative from the Head Quarter who might not be known to the employees of the organization experiencing the process of change.
Measurement, evaluation and control is the last step.Conference Paper Change Management Project Change Management PCM is a critical element in successful project implementations, but it lacks a consistent understanding and appreciation.
This paper builds on a previous paper that described the basics of change itself and the application of those basics to Project Management including the various elements of PCM plans. The paper describes an example PCM process using the standard project management process terminology of inputs, tools and techniques, and outputs. Is project success just the opposite of project failure? This seems intuitive. Further, anecdotal data suggests we tend to focus on the positive rather than the negative.
Can a project be both a success and failure? Nelson discussed Information Technology IT projects that were initially deemed to be successes that, upon reevaluation, were considered to be failures. Bourne also discussed projects that went both directions — project successes that were later considered failures, and failed projects that were considered successes in retrospect.
This project success or failure question actually has two components — the criteria by which the project is judged to be a success or failure, and the causes that result in those criteria being met or missed.
This paper will initially focus on the first component — the success criteria. Regardless, these three criteria typically represent the focus of many project managers. A part of the attraction of these three criteria may be that they are generally measurable at the time the project comes to an end. This suggests that additional criteria, at some point beyond the end of the project life cycle, must also be incorporated into the overall assessment of success. Specifically, project management success is measured against the triple constraint, while project success is measured against the reasons for undertaking the project in the first place.
However, this distinction may be too specific. Various authors have expanded the project success criteria using various approaches. The criteria in this pillar were cost, time, scope, and benefits realization. Kendra and Taplin used a 2x2 model to categorize project success factors.
The triple constraint criteria are classified as micro-technical along with other variables such as business objectives and user satisfaction. Nelson proposed two broad categories, with three criteria in each. The process-related category was composed of time, cost, and product in essence, the triple constraint.
The outcome-related category included use, learning, and value. Use implied the project results were being used. Learning reflected the organization's knowledge and preparation for future challenges. These outcome-related metrics represent, in a way, stakeholder satisfaction.Properly planning a change by applying risk-based thinking can help to avoid negative consequences such as rework or cancellation or postponement of service; it can also result in positive consequences such as reduction of nonconforming outputs; or reduced incidents of human error.
Minor changes may be made without formal control, however, the decision on what constitutes significant vs minor change must be agreed upon by those involved in the change. If a customer indicates a change is significant, this will trump any internal decision.
Changes must be approved prior to implementation. CEO is authorized to approve the implementation of proposed changes. Pretesh Biswas has wealth of qualifications and experience in providing results-oriented solutions for your system development, training or auditing needs. He has helped dozens of organizations in implementing effective management systems to a number of standards. He provide a unique blend of specialized knowledge, experience, tools and interactive skills to help you develop systems that not only get certified, but also contribute to the bottom line.
He has taught literally hundreds of students over the past 5 years. He has experience in training at hundreds of organizations in several industry sectors.
His training is unique in that which can be customized as to your management system and activities and deliver them at your facility. This greatly accelerates the learning curve and application of the knowledge acquired.
He is now ex-Certification body lead auditor now working as consultancy auditor. He has performed hundreds of audits in several industry sectors. As consultancy auditor, he not just report findings, but provide value-added service in recommending appropriate solutions. Training: He has delivered public and on-site quality management training to over students.
Other services: He has provided business planning, restructuring, asset management, systems and process streamlining services to a variety of manufacturing and service clients such as printing, plastics, automotive, transportation and custom brokerage, warehousing and distribution, electrical and electronics, trading, equipment leasing, etc.
Prior to becoming a business consultant 6 years ago, he has worked in several portfolios such as Marketing, operations, production, Quality and customer care. He is also certified in Six Sigma Black belt. View all posts by preteshbiswas. Like Like. You are commenting using your WordPress. You are commenting using your Google account. You are commenting using your Twitter account. You are commenting using your Facebook account.
Notify me of new comments via email. Notify me of new posts via email. Skip to content. Properly planning a change by applying risk-based thinking can help to avoid negative consequences such as rework or cancellation or postponement of service; it can also result in positive consequences such as reduction of nonconforming outputs; or reduced incidents of human error 6.