The Key Alignment of Change Management
Some
project managers thought change management is a stand - alone initiative where
it becomes a daily reality. The
introduction of new technologies, new legislation, new ideas, new management,
new customers, new global competitors, new geopolitical shocks/crises, new
investors, etc., force organizations to change the way they do business. The
American Management Association in 2006 did a survey concluded the following:
“1,400
executives and managers and found that 82% of them reported that the pace of
change experienced by their organizations has increased compared with five
years ago. Further, 7 out of 10 noted their organizations experienced
disruptive change during the last year.”
Certainly project managers need to accept the
fact that organizational change is inevitable and won’t be stable forever!
Organizations these days constantly need to seek to adapt keeping pace with new
demands, otherwise they will run the risk of under-performing in the market and,
ultimately, being forced out, from there I note that project managers probably
require specific training to become truly effective proactive
Change managers.
One
of the PMP says: “Most project managers measured the success of projects (as
project delivered) by the three traditional criteria of cost, quality, and
schedule (based on PMI methodology). These three traditional values fall short
today because the importance of stakeholder / customer satisfaction is being
recognized as more important that any of the traditional measures. That is, the
project is considered a success if the project stakeholders are happy with the
results”, in my opinion definitely I agree BUT along with considering the
recognized traditional measures of PMI, Setting stakeholder expectations and
assembling the appropriate project team is the first and most important phase
of change management.
Usually project management tasks like create
work breakdown structure, estimate time and schedule, assign and level
resources and build detailed budget completed by the project manager himself,
although prepare change management plans, communicate the business reasons for
change, build a coalition of leaders to drive the change and manage resistance completed
by change management team member and sponsor, change management, therefore, is
not simply a collection of processes and tools applied by a change manager or a
change management team, but is the
implementation of processes and tools that are applied by key players in the
organization.
We may redefine the meaning of change
management by “Change management is the creation and implementation
of the roles, processes and tools that each of these groups use to effectively
manage the people side of change.”
An example of planning process of change
management is often conducted by a change management team in a project to build
customized strategy and approach based on the specific change and groups being
impacted.
A core aspect of project manager’s role is to
manage change within the project successfully; this is achieved by
understanding the business and system drivers requiring the change, documenting
the benefits and costs of adopting the change and formulating structured plan
for implementing the change within the alignment of the new concept of change
management defined in this article.
4D Business Consulting
4dbc.net
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