Change mangement


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Do you ever wonder why so few organisations succeed in successfully going live with their new business application? Why so few users truly accept their new application once it has been implemented, even when a lot of time and money has been invested in the development process? In this presentation you can read how to make your own implementations more successful by efficiently tailoring your change management to your end users’ needs.

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Change mangement

  1. 1. Change management in an IT Project:10 ways to make it work !
  2. 2. 1. Analyze till you drop
  3. 3.  Step 1: Make sure you know whom you’retargeting age, gender, experience, tasks,…Analyze till you drop 1/3
  4. 4.  Step 2: Define the change and its impact use strategic information by management talk to the users compare available information on the change to whatusers are actually doingAnalyze till you drop 2/3
  5. 5.  Step 3: Draw up a neat matrix, list,… what different user groups are there? what is the impact of the change on each group?Analyze till you drop 3/3
  6. 6. 2. Plan, schedule, and plan somemore
  7. 7.  Start thinking about the best strategy forimplementing the change Make sure that you have a plan for: communicating about the change training the people involved providing support after the go-livePlan, schedule, and plan some more 1/3
  8. 8.  Blend all these aspects into one changemanagement planPlan, schedule, and plan some more 2/3
  9. 9.  It is the change manager’s responsibility toinvolve the IT, communication, training, …departments Remember: everything is subject to change,also planningPlan, schedule, and plan some more 3/3
  10. 10. 3. Start… and never stopcommunicating
  11. 11.  Rule nr. 1 - Start communicating as soon as theword about the change gets out What will change? Why will it change? What will be the consequences for me? When will this happen?Start… and never stop communicating 1/3
  12. 12.  Rule nr. 2 – Target your communications Don’t send out only general communications that canbe read by anyone Some of the user groups that you defined may needmore detailed info than others. E.g. middlemanagement vs. average employee.Start… and never stop communicating 2/3
  13. 13.  Rule nr. 3 – Never lie Only communicate information that is correct Be honest. Respect your employee. Create realistic expectations about what the changewill or will not implyStart… and never stop communicating 3/3
  14. 14. 4. Timing is everything: get it right
  15. 15.  Draw up a timelineTiming is everything: get it right 1/2week 1 week 2 week 3 week 4
  16. 16.  Follow these basic rules: Put communication initiatives first on your timeline Communication, training and support initiativesshould at all times be nicely tuned to each other Make sure that your employees do not have theirmost important training moment more than 2 weeksbefore the go-live Define a specific timeline for specific user groups likehelp desk, trainers, etc. Have a plan B ready in case things go wrong...Timing is everything: get it right 2/2
  17. 17. 5. Get EVERYONE involved
  18. 18.  Make sure that top management provides youwith the organizational strategy forimplementing the change Involve middle management for all sorts ofpractical and strategic reasonsGet EVERYONE involved 1/3
  19. 19.  Make sure there’s a platform that end users oremployees can use to share questions andconcerns Performing observations, interviews, … withemployees can give you very valuable input whendefining the impact of the change Involving end users or employees will generatesupport for the introduction of the change in the longrunGet EVERYONE involved 2/3
  20. 20.  Appoint change agents Change agents should: Have the right position in the company – Make a mixof various levels (end user, middle management…) inthe company Be enthusiastic – Their enthusiasm will motivate moremoderate employees later on Be prepared to go the extra mile – Introducing achange is never easy. You need to be able to appealto change agents who are very motivated to takeyour company to the next levelGet EVERYONE involved 3/3
  21. 21. 6. Sell your change
  22. 22.  Make sure that you have a well-considered listof advantages for your end users Don’t try to fool people by not talking about thestrategic considerations for introducing thechange Explain these strategic considerations in an easy-to-understand way Cut down on the management talk and keep it simpleSell your change 1/2
  23. 23.  Make people understand why they need tochange. As people start understanding the strategicconsiderations for change – and the personaladvantages that might be in it for them – they willalso start getting motivated to change. Motivate peopleby being motivated!Sell your change 1/2
  24. 24. 7. Don’t ignore resistance
  25. 25.  Detect the signs that indicate resistance Show people that you care about how they feeland that you are motivated to shareinformation with them! Deal with the reactions and questions that youdetectDon’t ignore resistance 1/2
  26. 26. 8. Learn from your mistakes
  27. 27.  Things will go wrong at some point Set up the necessary mechanisms for gatheringfeedback: Set clear goals that can be measured Evaluate training Evaluate the effect of training Set up a communication channel Learn from your mistakeswhile solving theseproblems!Learn from your mistakes 1/2
  28. 28. 9. Make changing fun!
  29. 29.  Make sure your users WANT to change. Makechanging fun!Making changing fun! 1/2
  30. 30.  Organize a contest in which several groups ofusers compete in displaying their knowledge ofthe new system. Right after the go-live, have users of the newsystem compete to realize well-defined targets.Of course, you will need to reward the winners. Use your imagination!Making changing fun! 2/2
  31. 31. 10. Accept that managing change is anever-ending story
  32. 32.  Change is not a one-time effort Even when your new tool, application ortechnology is live, you need to keep on makingit work It’s never too late to change… But you cannotstart preparing for change too soon!Managing change is a never-ending story 1/2
  33. 33.  Contact Human Interface Group if you want toreceive custom advice on how to make yourchange work!Managing change is a never-ending story 2/2
  34. 34. See also our white paper “The People Factor in Change Management” Regenboog 112800 Mechelen+32 (0)15 40 01 InterfaceGroupHuman
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