Change Management Manage the Change or It Will Manage You

Change Management: Manage Change or It Will Manage You represents a substantial core guidance effort for Change Management practitioners. Organizations currently contend with increasingly higher levels of knowledge-driven competition. Many attempt to meet the challenge by investing in expensive knowledge-driven change management systems. Such systems are useless, and sometimes even harmful, for making strategic decisions because they do not distinguish between what is strategically relevant and what is not. This Management-for-Results Handbook focuses on identifying and managing the specific, critical knowledge assets that your organization needs to disrupt your competitors, including tacit experience of key employees, a deep understanding of customers’ needs, valuable patents and copyrights, shared industry practices, and customer- and supplier-generated innovations. The authors present two aspects of Change Management: (1) traditional Change Management as it impacts the project management team’s activities and (2) a suggested new approach to Change Management directed at changing the culture. The focus is to prepare the people impacted by the project and change activities to accept and adapt to the new/changed working conditions. The first half of the book deals with traditional Change Management, which covers the topics of remembering, understanding, and applying. The second half presents the authors’ new approach to changing the culture, which deals with analyzing, evaluating, and creating.

REMEMBERINGIntroduction to Change ManagementIntroductionTechnical and People Sides of Change ManagementBlending in the Right Amount of ManagementDifferent Views of Change ManagementSummaryReferenceThe Philosophy and Evolution of Change ManagementIntroductionRisks in Systems ImplementationChange Management Activities and GoalsChange Management Processes and ToolsWhy Use Change Management?Problems Identified by Change Management Study ResearchChange Management Iterative DevelopmentBasic Change Management ObjectivesSummaryMaking the Case for Change ReadinessIntroductionUnderstanding the Readiness for a Change Life CycleSummaryReferencesUNDERSTANDINGDirty Dozen Most Popular ModelsOverviewEvolution of Change ManagementSome Specifics from the ResearchMore Specifics from the ResearchBrief Description of the 12 ModelsBest Practices HighlightsChanges in Approach Lead to SUSTAINSummaryReferencesSustainable Change LifecycleIntroductionSUSTAIN Model DefinedSeven-Cycle SUSTAIN ModelSUSTAIN Model in DetailUse an Enrollment/Engagement Plan ApproachShift Paradigms Where NeededTalk and Communicate the Rewards, Challenges, and ConsequencesAssimilate Risk Mitigation Using Project Planning, Measurement, and ReportingInvest to Plan for Optimum Sustained ResultsNegotiate the Results with a Prototyping Change Management ApproachDiagnosis and Change AgentsThree Common Elements of ChangeChange Management Deployment Planning ChecklistSummaryReferenceFacilitated OCM WorkshopsIntroductionFacilitated Workshops BackgroundGetting the Process StartedBenefits of Facilitated WorkshopsNeurological Roots of Resistance to ChangeManaging the WorkshopRoles and ResponsibilitiesFacilitated Workshop Life Cycle ActivitiesSuccess Factors for Facilitated WorkshopsSummaryCulture Change Management (CCM)IntroductionChange Management and Organization Design ProjectsOrganization Development and the Lifestyle EvolutionThe Cultural Web and Change at IBMWhy Focus on CCM?Psychodynamic Approach to ChangeCCM ModelSummaryReferencesAPPLYINGApplying Methods for DeploymentOverview and BackgroundCCM Capability Design ProcessStructure and Governance for DeploymentChange MethodologyCulture Change ToolsResources and CompetencyInterviews and ResearchChange Capability BlueprintCCM 10 Critical Success FactorsCreating a Culture of Assessment for Change ManagementThe Missing Link in Culture Change Management: A Daily Management SystemGetting Organized with a Design Team To-Do ChecklistSummaryReferenceInitiatives’ PrioritizationOverviewMoSCoW Rules for CCMUsing a Standard Body of KnowledgeThe Business Sponsor’s PerspectiveMoSCoW and the Business CaseEstablishing Levels of PriorityChecklist of Tips for Assigning PrioritiesSummaryThe Iterative Development ApproachOverviewEvolutionary Development StrategySummaryReferenceANALYZING AND EVALUATINGGathering, Analyzing, and Prioritizing RequirementsWhat Are Requirements?Requirements for Motivating Change (Power)Creating Vision (Legitimacy)Developing Functional Requirements That Build on Political Support (Urgency)Managing Transition Requirements (Power and Legitimacy)Sustaining the Culture Change Momentum (Power and Urgency)Action Learning and Other Requirements Considerations (Legitimacy and Urgency)Gathering and Prioritizing RequirementsGuidelines on Requirements GatheringThe Structure and Hierarchy of RequirementsLife Cycle of a RequirementPrioritizing Requirements Using MoSCoWThe Prioritized Requirements List (PRL)SummaryReferencesUsing Estimates and Time BoxesOverviewThe Estimating CycleProject Variables and ContingencyEstimating during the Life CycleGetting Started with a Time Box KickoffInvestigation IterationRefinement IterationCloseoutRelationship with Other MethodsThe Team Charter and the Daily HuddleThe Chinese RoomPlanning and Scheduling Time BoxesSummaryReferencesCREATINGModeling and SimulationIntroduction to ModelingWhat Is a Simulation Model?Modeling and AbstractionTarget Audience for the ModelUsing the Culture Change ModelsUsing Systems Thinking ModelsThe Iceberg ModelSummaryReferencesMeasurement and AppraisalIntroduction to CCM MeasurementUsing the Outcomes’ Appraisal PurposeCombine, Compare, and Interpret MeasuresMaking the Collection of Measures EasyExamples of Culture Change MeasuresUsing Earned Value AnalysisQuality MetricsEmployee Involvement MetricsCost MetricsCreating a Culture Change Web IndexSummaryReferenceRisk Management ConsiderationsIntroductionThe Culture Change Risk LogOn Digital Literacy and CCMUsing Crowdsourcing and Wikimedia for Culture ChangeChange Management RisksUsing the CCM Approach to Reduce RiskOn Developing a Risk-Oriented CultureThe Team Spirit EnvironmentSummaryReferenceDeploying and Implementing CCMIntroductionInstalling and Implementing a CCM SystemThe Eight-Phase Implementation PlanActions to Improve Organizational Culture of TrustDownplaying DownsizingSelecting the Right ProjectsSummaryReferencesBibliography

Dr. H. James Harrington is the chief executive officer for the Harrington Management Systems. He also serves as the chairman of the board for a number of businesses. Dr. Harrington is recognized as one of the world leaders in applying performance improvement methodologies to business processes. He has an excellent record of coming into an organization, working as its CEO or COO, resulting in a major improvement in its financial and quality performance. Dr. Harrington is a certified Master Six Sigma Black Belt and received the title of Six Sigma Grand Master. He has an MBA and PhD in engineering management and a BS in electrical engineering. Frank Voehl is the CEO and President of Strategy Associates, Inc., and a senior consultant and chancellor for the Harrington Academy. He also serves as chairman of the board for a number of businesses and as a Grand Master Black Belt instructor and Innovation Coach at Florida International University (FIU). He is recognized as one of the world leaders in applying quality measurement and Lean Six Sigma methodologies to business processes. He has extensive knowledge of NRC, FDA, GMP and NASA quality system requirements and is an expert in ISO-9000, QS-9000/14000/18000, and integrated Lean Six Sigma Quality System Standards and processes.