Framework 173 Organisational Change in Project Management
Introduction
Aiming to modify our people do their work; providing support for a needed process change, with minimal resistance and prompt adoption.
It is pivotal to gain acceptance of a new way of working and events stakeholders to switch from the old way.
Defining roles
- advocates (recognise the need to change; develop a business case; use consensus-building of your idea to gain sponsorship)
- sponsors (management who support the change and demonstrated its desirability)
- agents (manage the implementation, etc, ie introduce the new process, etc)
- targets (stakeholders who are going to be impacted by the change and need to be convinced of its desirability)
Plan for change (4 key elements)
| Sponsorship (organisational support) |
||||
|---|---|---|---|---|
| ? | ||||
| Metrics (analytical support) |
? | Enabling Change | ? | Stories (emotional support |
| ? | ||||
| Training (personal involvement) |
(source: Tom Kendrick, 2010)
Comments
"...1. Outline sponsor responsibilities, and get commitments are sending memos, leading meetings, and other contributions.
2. Deliver objective metrics that define the initial process baseline and can demonstrate the results of the new process
3. Describe success stories for earlier, similar efforts ( such as a pilot) persuade the people who are the target of the change to cooperate
4. Prepare the target users for the change through training, and involve them in planning for the change
get funding for the communication, training, and other costs of the transition, and set realistic expectations for the rate of change. Significant changes can take six months or longer to integrate fully into normal operations..."
Tom Kendrick, 2010
Continually monitor and review performance; if required be prepared to modify; use lessons learnt to improve.
Reinforce cooperation, including developing reward and recognition of stakeholders who embrace the change.