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Change Management - UC Berkeley Extension

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Change Management - UC Berkeley Extension

  1. 1. CHANGE MANAGEMENT Presented by: Kristel Gelera
  2. 2. Change management is a structured approach for ensuring that changes are thoroughly and smoothly implemented, and that the lasting benefits of change are achieved. —Mindtools Change Management is an approach to transitioning individuals, teams, and organizations to a desired future state. In a project management context, change management may refer to a project management process wherein changes to the scope of a project are formally introduced and approved. —Wikipedia CHANGE MANAGEMENT
  3. 3. A BRIEF HISTORY  1960s  Everett Rogers wrote the Diffusion of Innovations in 1962.  Included a theory that sought to explain how, why, and at what rate new ideas and technology spread through cultures  Captured the idea of innovation rate by and coined the famous terms that put them identified them into groups of people: Innovators, Early Adopters, Early Majority, Late Majority and Laggards.  1980s  The McKinsey 7S Model was born— written by Julien Phillips wrote the first Change Management model in 1982 from McKinsey & Company.  1990s  In 1993, Daryl Conner from Conner & Partners wrote the book, Managing at the Speed of Change.  Introduced the idea of convincing large management consulting firms to understand human performance and adoption techniques as a part of helping technology innovations be absorbed and adopted as best as possible.  In 1995, the first "State of the Change Management Industry" report in the Consultants News was published.
  4. 4.  The late 1980s and early 1990s  Linda Ackerman discovered a growing dissatisfaction among top leaders failed organizational change implemented in a top-down fashion and talked about it in her book, Beyond Change Management.  Anderson coined the term “change leader” , and idea of leaders and employees taking responsibility for the human side of the change.  2000s  In 2010, Christina Dean, Managing Director of Uniforte Change Management Consulting, establishes Change Management as a formal vocation in Australia by writing the Australian National Competency Standards in Organizational and Community Change Management
  5. 5. BASIC QUALITY PRINCIPLES
  6. 6. BASIC QUALITY PRINCIPLES  There is a constant feedback loop that happens between Quality Assurance and Quality Control, when results of a project are monitored to determine whether requirements and specifications were met used for continuous improvement.  Change Management is a Quality Control tool used to assist and ensure a smooth transition of change implementation into the project scope and/or capture opportunities for future quality improvement.  This data and information is used as a springboard to communicate, provide corrective action for, and seizing opportunity to create quality projects, programs, and products that align with a company’s vision for lasting, long-term organizational success toward….
  7. 7. Specifications Quality Control QA Plan QA Activities Customers Requirements Making better products/reducing deficiencies Creating more efficiency Meeting dynamic customer needs Reducing cost Being competitive in a global market Achieving higher customer satisfaction Keeping up with technology and innovation The Quality Journey
  8. 8. PMs use the plan-do-check-act to test, inspect, and analyze these changes. • Apply the change on a small scale • Observe the effects of the change • Selecting the process for improvement •If the results were expected, change is implemented system-wide. Act Plan DoCheck
  9. 9. Specifications Quality Control QA Plan QA Activities Customers Requirements Making better products/reducing deficiencies Creating more efficiency Dynamic customer needs Reducing cost Being competitive in a global market Achieving higher customer satisfaction Keeping up with technology and innovation The Quality Journey
  10. 10. POLICIES & PROCEDURES  Documentation—Change Management Plan, Change Request Form, Change Register/Log, Roles & Responsibility Matrix  Change Control Board (CCB)—  Comprised of Project Team members based on their subject matter expertise or stake in the project  Members have the authority to approve or reject changes.  Members are assigned their respective roles and responsibilities in the Change Control Process.  Members have a $ amount in approval authority and a designated time frame for approving requested changes.
  11. 11. POLICIES & PROCEDURES  There are different types of changes that a project can encounter and put under consideration within a project.  It is important to consider these impacts and how they affect the project baseline (usually indicated on the CR) Scheduling Changes Budget Changes Scope Changes
  12. 12. POLICIES & PROCEDURES  Change Control Process Evaluation The Project Manager, Project team, and the Requestor provide feedback and conduct a preliminary review of the Change Request. Logging/Recording the CR All submitted change requests are logged into the Change Request Register or Change Request Log. They are updated and used throughout the project’s lifecycle and as needed. Documentation Change requestor submits a completed Change Request Form to the Project Manager.
  13. 13. Implementation Once change is approved, PM makes adjustments to project baseline documentation as necessary, communicates updated CR status to the submitter and other stakeholders and takes steps toward implementing the newly approved change. Authorization The CR and the preliminary review of CR are submitted to the CCB by PM, and receives a final review by the CCB who approves/rejects the change
  14. 14. APPLICABILITY TO PROJECT MANAGERS  As people, we are creatures of habit. Organizations are no different.  In today’s business environment, change, innovation, and quality improvement are no longer a choice.  This is the role that robust training, strong leadership, and knowledge of various methodologies for testing and fine-tuning change in projects, processes, and products play.
  15. 15. Establishing a sense of urgency Creating a guiding coalition Developing a vision and strategy Communicating the change vision Anchoring new approaches in the culture Consolidating gains and producing more change Generating short-term wins Empowering broad-based action
  16. 16. DISCUSSION QUESTIONS  What kind of issues or challenges that you or your organization have run into trying to implement change in a “top down” fashion?  If quality improvement is so awesome, why don’t you think more organizations do it/support it?
  17. 17. BIBLIOGRAPHY  Kloppenborg, Timothy J., and Joseph A. Petrick. Managing Project Quality. Vienna, VA: ManagementConcepts, 2002. Print.  Rose, Kenneth. Project Quality Management: Why, What and How. Boca Raton, FL: J. Ross Pub., 2005. Print.  "Change Management." Wikipedia. N.p., n.d. Web. 14 Aug. 2014. < http://en.wikipedia.org/wiki/Change_management >.  "What Is Change Management?" Change Management Success. N.p., n.d. Web. 14 Aug. 2014.<http://changemanagementsuccess.com/what-is-change-management/  "Organizational Change Management: A Personal History." GP Strategies Blog. N.p., 20 Nov. 2012. Web. 17 Aug. 2014.

Notas do Editor

  • Change Management is a component of the scope control process.
  • You may recall from the 4 pillars for Project Quality Management from our reading.

    We have Customer Satisfaction, Process Improvement, Fact-based Management, and Empowered Performance.

    CM touches on all 4, but we’ll be looking a little bit more into Process Improvement, Fact-based Management, and Empowered Performance today in Change Management.
  • Who gets involved with what kind of risk, how quickly do you assess the change order

    Submission for a change order is a risk itself

  • Every organization will differ in the way that they orchestrate their Change Control Process, but there is a general consensus in CM procedure.
     
  • We are experiencing an exponential rate of change in today’s business world. Terms like “disruptive technology” , “hackathons” flying around and the number of start ups around

    Quality Improvement is a responsibility of top management

    This is where robust training, strong leadership, and various methodologies for testing and fine-tuning quality in projects, processes, and products play a critical role to the Project Manager in implementing and achieving successful, long-term change.

    Quality Improvement programs tend to take on hurdles that involve members being discouraged by past failure, focusing on the short-term benefits rather than the long term, employees resistant to change, fearful of the unknown and comfortable with the status quo.

    [First Module]


  • Author and American professor John Kotter talks in his book, Leading Change, about an 8-stage process of creating major change from a Leadership perspective and how in recent years the emphasis for intellectual tasks have now been aimed both the head, and the heart.

    He also talked about how someone once told him if they heard the word “empowerment” one more time, they’d gag.

    Doesn’t change the importance that strong leadership for a tool like change management to be effective and lead organizational vision to keep the change going and anchor the successes that make CM an effective quality tool.

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