The initial step for introducing change management into an organization is to ensure that people have the same notion of what change management is. Prosci defines change management as a structured approach to managing the people side of change - it is the process, tools and skills for ensuring project success by managing the changes that individual contributors have to make to their jobs.
There is confusion in organizations about what is meant by "change management". Some of the confusion that we mention on the webinar include: in the IT world change management relates to version control; in the project management world change management an sometimes mean the steps we take when we change scope or other project characteristics; sometimes the term change management is used as an umbrella for any and all approaches to creating change; some still see change management as just communication or just training; a fifth to add to the blog that was not in the webinar slides is that change management is seen as a purely reactive tool for addressing resistance once it happens.
The webinar provides a context for helping see where change management fits in, relative to "the change" and to project management. The three bucket framework helps to separate out the actual nuts and bolts of what is changing ("the change"), the technical side of implementing the project (project management), and the people side of the change (change management). Regardless of what "the change" actually is - Six Sigma, new performance review, ERP, 360 evaluations, Balanced Scorecard, etc - it needs a structured approach for both the technical and the people sides of the project.
How would you use this new framework - "the change", project management and change management? Who do you expect to use the framework with?
Enjoy!
Tim Creasey
Prosci
Director of Research and Development
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2 comments:
Today Tim talked about the Change Manager role on slide 19. I'm curious who fills that role on your project teams? Should it only be from the business group that is driving the change? I'm an IT Consultant that is acting as communication lead and change manager on a project team comprised of the PM, sponsors, business leads, training, IT, etc. Tim/others....comments?
I'm a change manager consultant on the project I am currently working on. Also responsible for training and communications. Finding it hard to find time to work on the change components of the PROSCI methodology vs. the development of the training. Having worked as an internal change agent in a previous company (they didn't call it change I was the PM filling both roles) I find it much easier when you know the culture of the company and the informal 'go to individuals' that have the power.
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