Change - IT Services

wildlifeplaincityΔιαχείριση

6 Νοε 2013 (πριν από 3 χρόνια και 8 μήνες)

61 εμφανίσεις

Change

Introducing Controlled Change Management across ICT
Programme

What is Change
Management?


A discipline for assisting people to:

Adapt
to changes in their environment

Adopt
new ways of working

Align
to new business drivers & measures

It consists of:

Knowledge
about people & their drivers

Approaches
for planning and executing change

Tools
& techniques


What is the difference
between Change and
Transition?


CHANGE


Change is the way things will be different


Results from a shift in the externals of a situation


Processes employed to ensure that change is implemented in
a controlled and systematic manner.


Made up of events


Can happen quickly


Focussed

on

outcomes

(visible

and

tangible)


What is the difference
between Change and
Transition?


TRANSITION


Transition is the mental and emotional transformation that
people must undergo to relinquish old arrangements and
embrace new ones


Psychological process that takes place inside of people


On
-
going process


Organic process, has its own natural pace


Focused

on

how

we'll

get

people

there

and

how

we'll

manage

things

while

we

are

en

route


What generates
organisational change?

Major
external forces / shifts:

Shift in domestic policy

Substantial cuts in funding

Decreased market opportunity

Dramatic increase in services

Global
events

Rapid technology development

What are the different
types of change?

Developmental

O
ften used to improve existing business processes

Transitional

A type of change that is made to replace existing
processes with new processes.

Transformational

A change or series of changes designed to completely
reshape your business strategy, market position or
processes.

Transformational changes will typically include transitional
and developmental change within the program.




Why is Change difficult
to accomplish


Many people are inherently cynical about change


People are afraid of the unknown


People believe that things are fine the way they are


Managers may recognise the need to change but acting on it
can be difficult


Change requires the ‘management’ of people’s emotions,
most managers find difficult to deal with or address


Managing the change process
and

transition emotions is
fundamental to the success of a change oriented project.



Reactions to Change

01
Denial

Where we fight the change and protect status quo.

02
Frustration and anger

When
we realize that we cannot avoid the change and we become

insecure
because of lack of awareness.

03
Negotiation and bargaining

Where
we try to save what we can.

04 Depression

When
we realize that none of the old ways can be incorporated
into the
new.

05 Acceptance

When
we accept the change, and start to mentally prepare ourselves.

06 Experimentation

Where we try to find new ways, and gradually remove the old barriers.

07 Discovery and
Delight

When we realize that the change will improve our future possibilities.

08
Integration

Where we implement the change.

Change Curve

No of people

Range

2.5%

Change

Agents

13.5%

Early Adopters

34%

Fence Sitters

Shift Early

34%

Fence Sitters

Shift Later

16%

Resistors


People will respond to change at
different rates


Understand this factor and
you can then use strategies to
move groups who are slow to
change


Change agents and early
adopters


use them to help
shift the group

Introducing Change into
Existing
Programme


Methodology Selection
-

ADKAR

Awareness.

Make all level of staff aware why the upcoming
change is needed. Change for the sake of change is seldom
useful. Nevertheless, change implemented to improve business
operations, stay ahead of your competition, and/or increase the
bottom line, is not only wise, but also necessary for success.

Desire.

It is imperative that management encourage the desire
of their employees to support and actively participate in the
forthcoming change, regardless of the immediate appeal or
flash of the new procedures or
processes.

Knowledge.


Management
must provide the training and
education to its staff of the methods of changing to the new
procedures, software, or organization. High levels of
awareness and desire will often be useless without the
necessary knowledge of how to change to accomplish the
goals desired.

Ability.

Along with the knowledge of how to affect successful
change, everyone involved needs to be given the specific
training and information to achieve success in implementing
the details of the changes to be made. Onsite or Internet
schooling is a critical component of delivering the education
the staff needs to make the changes successfully.

Reinforcement.


Just as a good youth sports coach
understands that young people can only learn to hit a pitch,
shoot a basketball, or kick a soccer ball properly through
repetition and reinforcement, the same procedure is critical to
successful change management. Studies have proven that a
person that repeats a task for 21 days religiously will create a
habit


whether it is a good or bad habit. Reinforcing the new
“habits” of the staff typically improve the success of the
changes made.


Introducing Change into
Existing
Programmes


Organisational Maturity

Change Scale

The ‘what’ of change

Resistance to Change

Necessity for Change

The ‘Where’ of Change

Relationship Leadership
Vs

Leadership
of Position

Empowered Implementation

Continuous Change

Change Fatigue


Considerations

Change Management
Role

Helping
People Around the Curve

Comfort
zone

Shock

Denial

Acknowledgement

Adaptation

Growth

Early awareness


Plenty of time

Make it real

Frequent communication
(They are not listening)

Show need for the change

Listen, empathise, absorb,
Show need for change.

Use people who are
already around the cycle

Support
Encourage

Re
-
enforce

Change Management
Strategies

1.
Create a sense of urgency.

2.
Create a supportive and guiding coalition

3.
Vision with strategies, goals and action plans.

4.
Communicate the plan

5.
Empower people to take action by removing obstacles

6.
Encourage short term or incremental
wins

7.
Consolidate the wins and
celebrate

8.
Once the changes are complete, anchor them in the culture
.

Case Study


Wireless Access Point
Deployment

Objective

Impact

Impact of the change

Benefits

Stakeholders

Whom will be
effected

Effect

What

areas
will you
change &
H
ow

will
people get
ready

Creating buy in

One page agreement of what we are changing, whom we
will effect, how and what benefit realizations we will be
tracking.

Checking if we are ready

And this your pre go live checklist to ensure
everyone is ready for the change.

Takeaways

1.
How you manage change must
match the maturity of the
organisations.


2.
Improve stakeholder engagement
by giving them a summary of the
change to take with them


3.
Provide your change impacted
personnel with an opportunity to
provide you with feedback
throughout the process


4.
Establish a formal agreement to
identify what has to be done to be
ready for the change


Traceable back to the objectives


Easy to track progress


Clear to agree to if we are ready to
launch


Further Information

1.
Change Management Institute

1.
http://www.change
-
management
-
institute.com
/



2.
Prosci

Change Management Methodology

1.
http://www.prosci.com
/



3.
Kotter

Change Management Methodology

1.
http://www.kotterinternational.com
/