Change Management | Project Management Fundamentals

Job boards all over the world are bursting with advertisements seeking experienced change managers.
This is especially true in IT, where new technology tools bring business process changes, new performance metrics, and sometimes a whole new approach to conducting business.
This change manager role is the primary focus of the Change Management Institute, which is a fast-growing professional association.

One of the best leadership tips I've ever received is "Know thyself." Only through truly knowing yourself and understanding your strengths and weaknesses can you surround yourself with the right people to maximize your effectiveness.
The same thing is true with change managers.

I really enjoy a good paradox.
Those statements that contradict themselves.
The classic example is if I said, "I always lie.

 The project management guide describes the need for organizational change management quite well.
For financial and business services organizations business change is not only a characteristic of many projects undertaken in a sector.
It's also one of the strategic drivers of performance.
 

It may involve a few people or an entire organization.
It might be a minor adjustment responding to a change in customer support or it could be a full-scale bet the business initiative to leap frog your competitors.
No matter what the scale, there are five distinct phases you can use to approach a change initiative.

My family and I recently moved to another city, and although there was some excitement around getting settled, and exploring a new area, it mostly was annoying.
The time it took to box things up and ensure they were packed properly was significant.
Once everything arrived, we had to unpack, find places for everything, which was followed by moving things around, and then we had to decide what new items we needed.

Moving your home from one city to another is a tedious and sometimes difficult process.
What made my own move easier was having things around me that were familiar.
I was still working with the same company, my wife was with me, and I was able to join a running club where I met people with the same interests.

A good friend of mine has a favorite saying.
You don't have to be perfect to start, but you have to start to be perfect.
He never served as a change manager, but he probably would have made a good one.

I think one of the best books about working with people is, "Moments of Truth.
                " by Jan Carlzon.
The former president of Scandinavian Airlines or, SAS.

Organizational change should not be viewed as the movement of a chess piece from one square to another.
Instead, I like to think of change being like an item attached to an elastic band.
You have to move and then hold your piece in place, resisting the pull of the elastic until it stretches out and goes slack.

 I think I'm a pretty typical dad when it comes to the joys of assembling new toys for my daughter.
I've had wonderful experiences when it all comes out right and horrible ones when it takes much longer than it's supposed to, often requiring reassembly at some point.
What common item makes the difference with these experiences? Good process instructions.

When it comes to crafting change management communication I have one thought in mind, determine the message you want others to take away.
This is often easier said than done during a change initiative because, typically, there are a lot of different activities in progress.
However, it can be accomplished if you focus on communicating change by using these steps.

A popular trend in personal computer manufacturing is mass customization.
This involves a manufacturing line that uses repeatable inefficient processes yet still allows you to customize each computer to a single customer's needs.
Communication in a changed management initiative is a lot like mass customization.

I like Chess, but I'll admit, I'm not very good at it.
I don't practice much, but more importantly, I haven't spent the time to build my skill at playing.
So, I have the knowledge of how to play the game, but not much skill.
 

Both knowledge and skills are essential to support stake holder engagement in your change initiative.
Let's focus on developing the skills your stake holders need through effective training and support.
It's very important that you perform the business impact assessments before planning or conducting any training or setting up support systems.
 
 
 

A substantial organizational change is full of hazards that can trip you up or potentially bring your initiative to a screeching halt.
As a result, it's important that you spend some time focusing on risk and issue management.
First, let's discuss the simple difference between a risk and an issue.
 

I had an interesting experience a few years ago.
I moved from the United States where baseball is very popular to Australia where cricket is played regularly.
In baseball you can throw a ball however you'd like.
 

I think managing change initiative benefits can be a bit like driving a car.
You spend the majority of your time looking through the windshield at where you're going.
Once in a while, you have to look at your dashboard so you don't get a speeding ticket or run out of fuel.
 

Let's discuss the steps involved to create change for individual stakeholders.
Although there are similarities with the change management phases, instilling change in individuals is complementary but different than managing a change project.
We'll now focus on human needs and emotional management.

I love to travel.
Part of the adventure starts when I scan travel websites and brochures to plan where we might go.
I usually read every word about a potential destination but it's the compelling photos that help me make my final decision.

No matter how gifted they are, no one individual can implement a change initiative.
You need to build a change community with the right make up, training and support to successfully navigate substantial business change.
The foundation of your change community is the user champion.

Sometimes, you just have to jump in and do something to prove you're capable.
When I moved from the U.S.

I'll believe it when I see it.
How often have you heard that phrase? It reflects a hurdle to belief, the need to experience something before one believes it's real.
Recently, I was consulting for a company where a staff member named Carl was asked to take a role as leader of a division working for a manager named Joanne.
 
 
 

If what you get is what you measure, then there's an additional truth in, where you measure, you also reveal.
The changes you put in place when paired with sound ways to measure effectiveness can not only create improvement in your business, but also reveal opportunities for new changes.
Here's what a good evaluation of your implemented changes can reveal to your staff members.