The goal of project management is to effectively deploy resources in a structured manner to develop and implement the solution in terms of what needs to be done to processes, systems, organizational structure and job roles. The goal of change management is to help each individual impacted by the change to make a successful transition, given what is required by the solution.
Business leaders and executives play a critical sponsor role in times of change. The change management team must develop a plan for sponsor activities and help key business leaders carry out these plans. Research shows that sponsorship is the most important success factor.
The analysis includes evaluating the client’s management practices and providing recommendations on potential change management techniques, which may improve the processes the company employs when transitioning to a new technology.
Founded in 1994, Prosci is a change management firm focused on helping individuals and organizations build change management capabilities. Best practices research acts as the foundation for Prosci’s world-renowned change management training programs and tools, including the Prosci ADKAR® Model. Prosci has certified over 30,000 change leaders worldwide through the Prosci Change Management Certification program.
As stated in Essentials of Contemporary Management, “top managers consult with first-line managers about the need for change and work to develop a detailed plan for change”.
This paper will examine why this dichotomy exists, what the role of top management should be in a change program, and how top managers can utilize key leverage points to increase their chances of a successful change implementation....
Resistance from employees and managers is normal and can be proactively addressed. Persistent resistance, however, can threaten a project. The change management team needs to identify, understand and help leaders manage resistance throughout the organization. Resistance management is the processes and tools used by managers and executives with the support of the change team to manage employee resistance.
While separate as fields of study, on a real project change management and project management . The steps and activities move in unison as teams work to move from the current state to the desired future state.
Managing change is not a one way street; employee involvement is a necessary and integral part of managing change. Feedback from employees as a change is being implemented is a key element of the change management process. Change managers can analyze feedback and implement corrective action based on this feedback to ensure full adoption of the changes.
Training is the cornerstone for building knowledge about the change and the required skills to succeed in the future state. Ensuring impacted people receive the training they need at the right time is a primary role of change management. This means training should only be delivered after steps have been taken to ensure impacted employees have the awareness of the need for change and desire to support the change. Change management and project team members will develop training requirements based on the skills, knowledge and behaviors necessary to implement the change. These training requirements will be the starting point for the training group or the project team to develop and deliver training programs.
It can be difficult to separate out the change, project management, and change management. In practice, these three components are intertwined in order to deliver a positive outcome to the organization. However, there is value in separating out the components.
Change management engagement depends on the amount of disruption created in individual employees’ day-to-day work. It also depends on the organization’s attributes, such as culture, value system and history with past changes.
The amount of project management depends on the complexity and degree of the change to existing processes, systems, organizational structure and job roles.
Early adoption, successes and long-term wins must be recognized and celebrated. Individual and group recognition is a necessary component of change management in order to cement and reinforce the change in the organization. Continued adoption needs to be monitored to ensure employees do not slip back into their old ways of working.