assess the organization's change readiness identify and prepare the change management resources create and manage the change management plans

Transcription

1 Change management has developed over a period of time. Change management is the effective application of change processes and tools at each level in the organization. The primary task of change management consulting services is to: assess the organization's change readiness develop a change management strategy identify and prepare the change management resources assess and prepare executive sponsors create and manage the change management plans audit compliance and design methods to reinforce the change in the organization including activities to celebrate success transition the change management activities to day-to-day business managers There are five specific stages that must be realized in order for an organization or an individual to successfully change. They include: Awareness - An individual or organization must know why a specific change or series of changes are needed. Desire - Either the individual or organizational members must have the motivation and desire to participate in the called for change or changes. Knowledge - Knowing why one must change is not enough; an individual or organization must know how to change.

2 Ability - Every individual and organization that truly wants to change must implement new skills and behaviors to make the necessary changes happen. Reinforcement - Individuals and organizations must be reinforced to sustain any changes making them the new behavior, if not; an individual or organization will probably revert back to their old behavior Change Management can ensure standardized methods, processes and procedures are used for all changes, facilitate efficient and prompt handling of all changes, and maintain the proper balance between the need for change and the potential detrimental impact of changes. Organizational Change Management Organizational change management takes into consideration both the processes and tools that managers use to make changes at an organizational level. Most organizations want change implemented with the least resistance and with the most buy-in as possible. For this to occur, change must be applied with a structured approach so that transition from one type of behavior to another organization wide will be smooth. Management's Role in the Organizational Change Management's responsibility is to identify processes or behaviors that are not proficient and discover new behaviors, processes, etc that are more effective within an organization. Once changes are identified, it is important for managers to estimate the impact that they will have to the organization and individual employees on many levels including technology, employee behavior, work processes. Management needs to should assess the organizational reaction to an implemented change and try to understand the reaction to it. In many cases, change can be extremely beneficial with lots of positives; however certain changes do sometimes produce a tremendous amount of resistance. It is the job of management to help support workers through the process of these changes, which are at times very difficult.

3 The end result is that management must help employees understand and accept change and help them become adjusted and effective once these changes have been implemented. The Importance of Buy In For an organization to achieve change effectively, it is important that individuals in the organization make appropriate modifications to their behavior and exhibit buy in. Buy in means that the organization as a whole understands that the changes that need to be made are ultimately beneficial to both the individual and the organization. If an organization tries to make changes which are inherently bad, not thought out, or are not received positively by an organization, it will be more difficult or close to impossible to implement these changes. You can enhance buy in by first explaining the changes you would like to make, citing issues with current procedures and then communicating the benefits for both the individual and organization Define Organizational Roles Senior leaders Active and visible sponsorship is identified as the top contributor to overall project success in each of four benchmarking studies Senior leaders are one of two preferred senders of messages about change Managers & supervisors Managers and supervisors are the other preferred sender of messages about change This group has a unique and well-developed relationship with the employees being impacted by the change

4 Employees Employees will ultimately make changes to how they do their day-to-day work Their acceptance and use of the solution determines the success of the project and the ongoing benefit derived from the change Their speed of adoption, ultimate utilization rate and proficiency define the value of the change CHANGE MANAGEMENT IN PROJECTS Are you risking project failure by managing change alone? While there are many similarities between project management and change management (both are used to implement successful projects, both use a process, both use a set of prescribed tools), there is one major difference - a project manager applies project management on a project (a single resource can do the activities associated with project management), but it takes more than just a change management team or team member to effectively manage change. Think about some of the key activities of project management and change management, and who completes them: Project Management Change Management Activities: Create work breakdown structure Estimate time and schedule Assign and level resources Build detailed budget Assess change readiness Prepare change management plans Communicate the business reasons for change Communicate how the change impacts me (as an employee) Build a coalition of leaders to drive the change Manage resistance Completed by: Change management team member Change management team member Senior leaders (sponsors) Their immediate supervisors Primary sponsor Leadership and mangers Most project management tasks are completed by the project manager. Most change management tasks are completed by someone other than the change management team. In the case of project management, the processes and tools are applied by a person working on the project team called the 'project manager'. In the case of change management, the processes and tools are applied by key individuals in the organization including executive sponsors, managers and supervisors, employees and

5 the project team. The change management team is the architect of the change management plans, but they are not the "actors." The change management team enables the other actors required for successful change management. Change management, therefore, is not simply a collection of processes and tools applied by a change manager or a change management team. Change management is the implementation of processes and tools that are applied by key players in the organization. Let Management Applications (MAPPS) assist you in your change management endeavors. We employ a structured approach to your change initiatives. Managing change will require planning, discipline, and communication among the project team, customers and stakeholders. We employ a Change Management Plan which, when executed, leads to the following: Improved relationship with customers, improved financial performance, reduced project delays, better project teamwork, and improved management of project quality. The Change Management Plan covers: all. Types of Change that can be anticipated on a particular project: Scope creep Staff changes Schedule change Change in deliverables Technical change Process/Policy change Resources/Technologies/Materials changes Step-by-Step Process to Manage Change 1 Identify source and nature of the change 2 Analyze the effects of the change 3 Develop a response/action plan strategy 4 Communicate strategy & gain endorsement New York, Connecticut, New Jersey, Massachusetts, Pennsylvania, Florida, No. Carolina, S. Carolina, California