Continuing on in Part 2, in this workshop, you will learn how to get organized and provide required information when it is due with the help of Blue Beam and other change management software.
Copyright © 2016 Metropolitan Contractors Improvement Partnership - Building Capacity for Minority Contractors. Most organizations can build or adopt technology faster than they can organizationally deploy it and they tend to feel that they have achieved success once they “go live”. CGN Global change management methodology ensures that technology and business processes are applied in a manner that enables the users and the organization to realize their full potential. 1.     Success requires that the change efforts must be heavily focused on the people affected by the change. 3.     Though many effective Change Management methodologies have been developed, the optimal change management approach for a given action will include a combination of elements specific to each client’s unique circumstances. Our clients’ success is the only thing that matters; CGN helps sort through the available options to determine how they can be successful. 4.     Client personnel must be actively involved in designing and implementing change initiatives. Change Management Plan - Once the change inhibitors are identified, action plans to address and resolve these inhibitors are developed. Organizational Design - The current organization and its ability to optimally support the proposed changes are reviewed. Change Management Workshops & Corporate Training - Training that focuses on the change inhibitors and targets is the key to creating a culture that supports change.
I was looking at this HBR article from year 1969 about How to Deal With Resistance to Change and you would also agree, that things are still the same.
Let’s look at five reasons why we resist to project change request or any change for that matter. Not surprising to see that people with conservative mindset would not agree that the problem even exists. If you have been following ZilicusPM blog you would recollect this post about effective project management wherein I correlated ‘Six Blind Men and Elephant’ analogy.
Once all of us agree that there is a problem, there is a chance that we can move forward for a solution.
If the problem has been there for quite some time and is without any solution, it clearly means – people perceive the severity of problem differently i.e. The solution is not so easy in case of for such conflicts, since it requires flexibility from each stakeholder to address problem and approach towards the solution.
Let’s say stakeholder’s agreed that there is a problem and also agreed towards the direction of solution to address the problem. Sometimes project stakeholder simply brush-off a given solution without looking into the details or the real-solution. The solution also has to acknowledge the concerns raised by stakeholders, highlighting how a given solution address their concern will get you buy-in. The solution is step-by-step resolution of each concern, address the implementation related problems in structured and logical manner. Driving and managing change will remain the number one priority for leaders according to a recently published study. All too often organizations announce big changes and new programs with big events and fanfare, but then very little actually happens.
Journalists dig for information, and items can run in the media before employees hear about them. Failure to create a strong sense of urgency causes a change movement to lose momentum before it gets a chance to start.
Organizational change will be extremely difficult in most cases if managers rely only on making a case to the rational, analytical, problem-solving side of the brain.
Managing resistance to change is challenging and it’s not possible to be aware of all sources of resistance to change. One of the biggest mistakes you can make in initiating major company changes is to expect that everyone’s reaction will be even remotely like yours. Regardless of the catalyst for the change, it will be your employees who determine whether it successfully achieves its desired outcome. Change management communications need to be targeted to each segment of the workforce, and delivered in a two-way fashion that allows people to make sense of the change subjectively. All change in organizations is challenging, but perhaps the most daunting is changing culture.
Organizations usually have networks and coalitions of people that are not visible on the formal organization chart. Leaders must actively involve the people most affected by the change in its implementation.

Creating a higher level of performance, lowering cost, raising quality, carving out a new relationship to the market always requires a mix of decisions and behavior change.
An important part of sticking to the vision is to create opportunities to achieve smaller goals along the way.
If you declare victory too soon, the focus will be taken away from your efforts, and all traces of your hard work could soon disappear.
Doing things again the same way as you did before when even then they didn’t work properly. Experienced senior executive, both at a strategic and operational level, with strong track record in developing, driving and managing business improvement, development and change management.
The practicality and simplicity of the outlined change management mistakes is most appreciated! Hi Rick, I like your list also, after having read through the list – I think number 7 need to be addressed further. Also we need to consider the fact that not all have a negative reaction to change and that it is individually on how fast one person slide through the phase in the graph – the positive reaction to change – because if we don’t, we risk losing some important people on the way towards achieving the new stage.
In many situations the need for change is driven by top management due to lackluster performance, and most of the management layers below are not driving the change (because they often lack the knowledge, which the employees have, to know HOW they can dramatically improve the performance), but instead middle management is often only trying to reduce the impact of the change that is forced upon them. In other words, I often see that the top decides HOW we are going to change, instead of setting PERFORMANCE objectives and involving the rest of the organisation on how this should be done. Leaders who successfully transform businesses do eight things right (and they do them in the right order).
Have I tried to fail in change management – I most certainly have – but I have learned by the experience: The article by John P. Most socially sharedInfographic: What are the Best Business Processes to Automate7 Key Steps for Automating Document WorkflowsBPM and ERP: How to Integrate? Even a “small change” like the cartoon shows can have disastrous consequences if everyone isn’t on the same page.
However, the real value of the technology or processes is not realized on the start date or the initiation of the process – it is realized over a period of time and based on business results that are actually resulting from its implementation. Our experience has shown us that in order to succeed in complex change initiatives you need to fully understand the context in which the change is occurring and focus change management efforts at the point where organization, process, and information technology intersect.
A detailed project plan to deploy these action plans is developed, including assignments, target dates and accountability.
I know technical team, production managers will object to project change request, how can I resolve this? Is it pretty natural, or there are specific aspects if we can understand and work-on-them so that we can appropriately deal with change?
The point is, if everyone has limited perspective to their own department, career aspirations, we tend to ignore the larger picture. According to sales team the same problem would become make-or-break deal for customer but customer may not openly acknowledge it or alternatively, potential business from customer will multiply if we address a given issue (or provide a given feature), hence sales guys would like to have the solution in place at earliest.
The next challenge in managing project change request is – agreement over completeness of a given solution i.e. Establishing a true sense of urgency without creating an emergency is the first objective achieved to overcome the routine of daily business.
Instead, they must also make an emotional case for change and align the rational and emotional elements of the appeal.
People aren’t going to consider anything until they are convinced there is a problem that truly needs to be addressed. Expecting that there will be resistance to change and being prepared to manage it is a proactive step. When people in an organization realize and recognize that their current organizational culture needs to transform to support the organization’s success and progress, change can occur. This will help ensure employees at all levels of the organization embrace the proposed changes.
Like any business operation, It also calls for the right skills and resources, Organizations often simply fail to commit the necessary time, people, and resources to making change work. Break down your vision into smaller short-term goals, and communicate short-term successes at each opportunity. These small successes will not only work directly toward achieving the desired change, but will create positive feelings of accomplishment and the drive to pursue the next goal.
Successful companies consistently re-evaluate their change efforts to determine where other areas can be improved, such as employee development and retention, new projects and new systems and structures. I would rather think, the challenge may vary from complete lack of communication to lack of change communication to appropriate impacted parties at detailed level as needed. Furthermore we need to look at their current mental state (Stress on workplace, at home etc.) you could call it the personal stamina towards change) and then we have to look at how they imagine the future after the change process has taken place – is it attractive enough and does the change process insure the right level of involvement and influence on their own job situation).

These people will be the strong ones that can’t see themselves in the “new tomorrow” and therefore will leave the organization.
If a change is not realistic, or you have a high priority project I have found people find ways to work around changes being made. Launching a Business Process Management project is one of the largest transformations you can do as a manager.
Kotter now hangs in my office in poster size – even though the poster hangs and tries to remember of what to do I’ll probably fail again.
Chris established the Change blog to create a source for news and discussion about some of the issues, challenges, news, and ideas relating to Change Management. Demonstrate your ability to quickly and effectively handle communications, on the job requests and changes in job conditions or scope.
If you have all these questions popping up on your mind, what are the real hurdles you need to manage in order to facilitate project change request; And how you can resolve those. In the context of project change request management, it is important to understand typical reasons why people resist. Do they feel a sense of crisis, a “burning platform?” If not, how can you create it? It’s far better to anticipate objections than to spend your time putting out fires, and knowing how to overcome resistance to change is a vital part of any change management plan.
Leadership, on the other hand, is hard to teach, springing as it does from many personal qualities. Behavior change asks people to act differently, gain new skills, or shift the organization’s culture. Paradoxically, successful behavior change often demands the very skills the change Is trying to create. I agree with your advice, but I don’t believe that resistance has to go with the territory. Also, i have noticed that it is critical, especially on large scale transformation efforts to have an exclusive change manager or a Management of Change lead. This altogether will if discovered prior to the large change processes, give the organization a huge advantage towards avoiding failure.
Beginning change without the commitment and critical mass of the most senior stakeholders affected by the change can often lead to difficulties and demotivation later. Change leadership requires a specific skill set that is quite different from the project management skills.
This is not just a casual blogger that writes this, but a leading transformation expert that states this – John P.
My specialty is HR processes, Quality assurance, BPM strategy, BPM tool and the BPM Roadmap. In this workshop, learn how to analyze and summarize a change and understand how it impacts safety, quality, schedule and budget. It enables project managers to get buy-in from project sponsors, customers, team and other stakeholders; and drive the project forward to meet project objectives. And, compared to the great quantity of management tools, few leadership tools are available to the manager. Getting people to change their behavior requires a different mindset and a different set of leadership skills than making decisions about strategy. When change management is left to the project managers, it often becomes a deliverable rather than a component that drives the change within the organization.
Fully utilizing the Change Manager’s talent, tools, and processes may seem tedious at first.
In Collins’ book, good to Great, he discusses great organizations that are so good at keeping people in the loop regarding goals, threats, opportunities, etc. It is also refreshing to see that there are people who do not see a drop in morale during a big change as a negative! This may not always be an option, especially if a vendor contract is involved, however it should be monitored and encouraged as soon as possible.
But using a consistent process is an investment in success because at the end of the day, every improvement or innovation is dependent on people being willing to adopt the changes required. Too often leaders miss the importance of pre-planning so that every stakeholder can see 9and feel) why a change is needed.

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