Change management

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  • 2. ar K um ir an K jChange Management aWhat is R
  • 3. Introduction arChange management is a structured approach to shifting ortransitioning individuals, teams, and organizations from a umcurrent state to a desired future state. It is an organizational K anprocess aimed at empowering employees to accept and irembrace changes in their current business environment. a j Kenvironment,In a R computer system change managementrefers to a systematic approach to keeping track of the detailsof the system (for example, what operating system release isrunning on each computer and which fixes have been applied)
  • 4. Contd.Creating a change management planm be ar difficult. But,luckily there are many examples K u of successful change can ir an change management strategies. Here are three examples of jKcompanies that utilized successful a R
  • 5. Example- British Airways ar K um ir an ajKBack in 1981, British Airways brought on board a new chairperson. When this Rchairperson started, he noticed that the company was very inefficient andwas wasting a lot of valuable resources. To make the organization moreprofitable, this chairperson decided to restructure the entire organization. Herealized that the best way to do this was through change methodologymanagement plan.
  • 6. Contd. arbefore they did this, through his changeK um leadership, theSystematically, the company began reducing their workforce. But, anto prepare them for the managementprivatization of the company inr i order and communication, hechairman gave the company the reasons for the restructuring anddirected his companya j K a difficult time that could have beenupcoming change. Thus, through leadership R through management resistancedisastrous without effective changecommunication.
  • 7. Example- California State University ar K um ir anWhile the 1980s may seem like a long time ago, a more recent example can be jKat California State University (CSU). Any IT system change that happens at the R amain campus has to go through every satellite campus, meaning those 23campuses and thousands of employees, staff, and students must adapt their ITsystems as well. Dealing with change at a smaller organization can be anightmare by itself; it’s worse at a larger organization like CSU.
  • 8. Contd. arBut, instead of merely throwing their hands up in disgust, the IT K umdepartment decided to institute an automated change managementsystem. Using Cisco’s Pace functionality, the company can now make ir anupgrades that will automatically make changes to the entiresystem. And, to make their change management strategy even more jKeffective, they are now defining who can use what system and what a Rchanges they can make to their designated area. Their changemanagement strategy considered the human factor and not onlyincluded the automated system, but also defined roles of change sothat it would minimize the confusion and issues when a change has tobe instituted.
  • 9. Process of Change Management arA Change Process, or Change Management Process, is a set umof procedures that help teams to control change effectively. K anIts not that you have to prevent change from happening; irits how you manage change once it occurs that really jKmatters. This is where a Change Process is invaluable. The a RChange Process allows you to record change requests, andreview and approve those requests, before implementingthem. This Change Process makes change managementeasy.
  • 10. Phase 1 ar um Preparing for Change: K ir an The first phase in Proscis methodology is jK aimed at getting ready. It answers theR a question: "how much change management is needed for this specific project?" The first phase provides the situational awareness that is critical for effective change management.
  • 11. Contd.Output of Phase 1 : ar K um ir> Change characteristics profile an> Change management j K> Organizational attributes profile a strategy R structure and roles> Change management team structure> Sponsor assessment,
  • 12. Phase 2 Managing Change: ar K um ir an The second phase of Proscis process is focused on creating the plans that are ajK integrated into the project activities - what people typically think of when they talkR about change management. Based on Proscis research, there are five plans that should be created to help individuals move through the ADKAR Model.
  • 13. Contd.Output of Phase 2 : ar K um> Communication plan ir an> Sponsor roadmap> Training plan ajK> Coaching plan R> Resistance management plan
  • 14. Phase 3 Reinforcing Change: ar um often overlooked, K of Proscis process helps an create specific action plans Equally critical but most ir that the change is sustained. the third phase j K this phase, project teams develop project teamsR a Infor ensuring measures and mechanisms to see if the change has taken hold, to the see if employees are actually doing their jobs the new way and to celebrate success
  • 15. Contd.Output of Phase 3 : ar K um> Reinforcement mechanisms ir an jK> Compliance audit reports R a> Corrective action plans> Individual and group recognition approaches> Success celebrations> After action review
  • 16. ar K umTHANK jK ir an YOU R a