How to get people behind the change a project brings

14 – CHANGE MANAGEMENT

The output from a project will probably affect lots of people.  So the challenge is how to get people behind the change a project brings.  This is change management, which needs to run alongside the technical aspects of the project.

The big IT project at Rolls-Royce & Bentley Motor Cars required people there to fundamentally change their way of working.  Change management was needed to ensure they felt involved, and the resulting system made their jobs easier.

Change management is something that cannot be added on to the end of the project, once the output is finished.  At that point the scope for any modifications is very limited, if it exists at all.  Change management must be an integral part of the planning and conduct of the project.

Change management is fundamental

14.1 – No change without people

Understand why you have to get people to accept change if you want your project to go smoothly and be a success.  That can mean change to how they work, how they behave as consumers, and even how they live.

You will learn:

• What is the definition of change management.
• Why people are essential to the success of a project.
• When must change management be done.
• Why change management is essential in a project.
• What organisation changes create the need for change management.
• Who is most affected by change in a project.
• How much change management work is needed in a project.
• What is the extent of the change needed in a project.
• What are the components of a change management effort.
• What is do or die change management.

Doing change management the right way

14.2 – Taking people through change

Learn how to determine the scale and shape of the change management necessary.  That involves takin people through their individual change journeys.

You will learn:

• What people want from work.
• Why people resist change.
• Why people may welcome change.
• What is a personal change journey.
• What is the personal impact of change.
• What are the barriers to change in an organisation.
• What are organisational barriers to change.
• What exactly needs to be changed by a project.
• How change management works throughout the project life cycle.
• How to engage the influencers in a change management project.
• How the organisation performance changes throughout a change management project?
• What are the different approaches to change management.
• How to lead through a change management project.

Following a clear pathway to change

14.3 – The change management process

Recognise that there can be no standard approach to change management.  Different projects demand different approaches.  But learn the basic principles. They can be adapted to meet the needs of your particular project.

A project can be a long journey, like the convoluted long bench at Littlehampton in the UK seen in the video titles.  And you need to keep people positively engaged all the way along even as the project twists and turns like the bench.

You will learn:

• How to build commitment to change.
• How to scope a change management project.
• How to design the new organisation in a project.
• How to get people ready for the future state of the organisation.
• How to embed the new normal form of the organisation.
• What are important components in a change management project.

Essential things to remember in a change process

10.4 – Aspects of change leadership

Understand that change management is often a tough process for those affected.  Learn how to show the right style of leadership that respects people’s concerns.

You will learn:

• Where change should begin from in an organisation.
• What is good leadership through a change management project.
• How to lead effectively through a change management project.
• What is poor leadership in a change management project.
• How to get the right messages in a change management project.
• Who has to leave as a result of a change management project.
• What is change fatigue in an organisation.

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