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Change management
- 1. CHANGE MANAGEMENT presented by: Amatul Barr Sania Afra
- 2. CONTENTS 1- Definition 2-Resistance 3-Principles of change management 4-Categories of resisters 5-Implementation 6-Buisness strategies 7-Responsibility ladder 8-Conclusion
- 3. DEFINITION Change Management: Change management provides a competitive advantage, allowing organizations to quickly and effectively implement change to meet market needs. Prosci’s definition of change management: Change management is the application of a structured process and set of tools for leading the people side of change to achieve a desired outcome.
- 5. Resistance: Resistance is the common side effect of change. It has been said people do not resist change, they resist being changed. What complicates the picture is that different individuals and groups react in different ways at the same time to the same change.
- 6. RESISTANCE TO CHANGE• Lack of info about changes • Protect vested interest and for convenience • Losing group affiliation • If no participation • Time is too short • Too complex • If reminded of past failure • Feel inadequate with the requirements of change
- 7. Categories of resisters Understand who are the roadblocks to change- 1. Those who call attention to themselves – high profile in their resistance. Make most noise generally smallest group. 2. Moderates. Some disguise it to be politically correct. Normally largest group. 3. Undercover. Resist on the sly, subversive resistance many time through others. The most dangerous type. They demonstrate signs of passive resistance with stronger undertones.
- 8. Step 1: Define change management process and practices As you would with other systems management disciplines, you must first craft a plan for handling changes. This plan should cover: Procedures for handling changes—how changes are requested, how they are processed and scheduled for implementation, how they are applied, and what the criteria are for backing out changes that cause problems Roles and responsibilities of the IT support staff—who receives the change request, who tracks all change requests, who schedules change implementations, and what each entity is supposed to do Measurements for change management—what will be tracked to monitor the efficiency of the change management discipline Tools to be used Type of changes to be handled and how to assign priorities— priority assignment methodology and escalation guidelines Back-out procedures—Actions to take if applied changes do not perform as expected or cause problems to other components of the system IMPLEMENTATION
- 9. Step 2: Receive change requests Receive all requests for changes, ideally through a single change coordinator. Change requests can be submitted on a change request form that includes the date and time of the request. Step 3: Plan for implementation of changes Examine all change requests to determine: Change request prioritization Resource requirements for implementing the change Impact to the system Back-out procedures Schedule of implementation IMPLEMENTATION
- 10. Step 4: Implement and monitor the changes; back out changes if necessary At this stage, apply the change and monitor the results. If the desired outcome is not achieved, or if other systems or applications are negatively affected, back out the changes. Step 5: Evaluate and report on changes implemented Provide feedback on all changes to the change coordinator, whether they were successful or not. The change coordinator is responsible for examining trends in the application of changes, to see if: Change implementation planning was sufficient. Changes to certain resources are more prone to problems. IMPLEMENTATION
- 11. Step 6: Modify change management plan if necessary You may need to modify the entire change management process to make it more effective. Consider reexamining your change management discipline if: Changes are not being applied on time. Not enough changes are being processed. Too many changes are being backed out. Changes are affecting the system availability. Not all changes are being covered. IMPLEMENTATION
- 12. 1. Address the “human side” systematically. 2. Start at the top. 3. Involve every layer. 4. Make the formal case 5. Create ownership. 6. Communicate the message. 7. Assess the cultural landscape. 8. Address culture explicitly. 9. Prepare for the unexpected. 10. Speak to the individual. 10 Buisness Strategy of Change Management
- 13. How can you help? Everyone who is part of implementing the change management process is a Change Agent (“seed carriers”). Vision Rationale Support Vision Rationale Support Configu re TrainTest Design
- 14. Responsibility Ladder See It Feel It Own It Solve It Achieve Results Celebrate Line Blaming 4 No time/ I’m Busy 3 It’s Not My Job 2 Ignore/ Deny 1 No money/ No Budget 8 Wait & See 7 Cover My Tail/Protect My Turf 6 Confusion/ Tell Me What To Do 5
- 15. “BE THE CHANGE YOU WANT TO SEE HAPPEN, INSTEAD OF TRYING TO CHANGE EVERYONE ELSE” Thank you!