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Introducing Controlled Change Management across ICT Programme

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1 Introducing Controlled Change Management across ICT Programme

2 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

3 What is the difference between Change and Transition?
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)

4 What is the difference between Change and 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

5 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

6 What are the different types of change?
Developmental Often 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.

7 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.

8 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.

9 Change Curve No of people 13.5% Early Adopters 16% Resistors 2.5% 34%
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 No of people 13.5% Early Adopters 16% Resistors 2.5% Change Agents 34% Fence Sitters Shift Early 34% Fence Sitters Shift Later Range

10 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.

11 Introducing Change into Existing Programmes
Considerations 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

12 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

13 Change Management Strategies
Create a sense of urgency. Create a supportive and guiding coalition Vision with strategies, goals and action plans. Communicate the plan Empower people to take action by removing obstacles Encourage short term or incremental wins Consolidate the wins and celebrate Once the changes are complete, anchor them in the culture.

14 Case Study – Wireless Access Point Deployment

15 Objective of what we want to do

16 Impact Impact of the change

17 Benefits Reason we are changing

18 Stakeholders Whom will be effected

19 What areas will you change & How will people get ready
Effect What areas will you change & How will people get ready

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

21 Checking if we are ready
And this your pre go live checklist to ensure everyone is ready for the change.

22 Takeaways How you manage change must match the maturity of the organisations. Improve stakeholder engagement by giving them a summary of the change to take with them Provide your change impacted personnel with an opportunity to provide you with feedback throughout the process 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

23 Further Information Change Management Institute
Prosci Change Management Methodology Kotter Change Management Methodology

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