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Change Management for IT Projects
Cer$ficate	
  in	
  Innova$on	
  and	
  Design	
  Thinking	
  
Module	
  4	
  
David	
  Solís	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Diego	
  Carpio	
  	
  	
  	
  	
  	
  	
  Jordi	
  Mier	
  
Merardo	
  Vela	
  	
  	
  	
  	
  	
  Moisés	
  Jaramillo
Introduction
Insights
Principles
Ideas
“Everyone thinks of changing
the world, but no one thinks
of changing himself.”
Leo Tolstoy
Introduction
.Change &
Change
Management
The Concept of Change
Past FutureNow
The Concept of Change
Past FutureNow
“Change management is the application of a structured process and
tools to enable individuals or groups to transition from a current state to
a future state, such that a desired outcome is achieved.”
The Concept of Change
Past FutureNow
“Change management is the application of a structured process and
tools to enable individuals or groups to transition from a current state to
a future state, such that a desired outcome is achieved.”
“The process, tools and techniques to manage the people-side of
change to achieve the required business outcome.”
Operational strategy
People and organization
Performance management
Process and policy
Technology adoption
or IT projects
Goals of Change
Dimensions of Change and response
Operational strategy
People and organization
Performance management
Process and policy
Technology adoption
or IT projects
Goals of Change
Accomplishment
High
Energy Learning
Productivity
Relief
Unsure
Ambivalence
Excitement
Anticipation
Confusion
Reservation
Denial
Creativity
Innovation
Anxiety
Resistance
Confusion
Transition Zone
New Beginning
Commitment
Exploration
Before Implementation
Challenged
Skepticism
Dimensions of Change and response
“Organizations don’t change – 

people within organizations change.”
New ERP
Focus on the
customer Updated IT systems
New marketing
approach
New product
Online HR benefits
system
New strategy
Productivity
improvement initiative
Mergers and
acquisitions
Any business change
requires individuals to do
their jobs differently to be
successful
“Organizations don’t change – 

people within organizations change.”
New ERP
Focus on the
customer Updated IT systems
New marketing
approach
New product
Online HR benefits
system
New strategy
Productivity
improvement initiative
Mergers and
acquisitions
Any business change
requires individuals to do
their jobs differently to be
successful
Why Change Management?
•To manage large scale programme
•To manage Complexities of new environment
•Manage resistance to change
•Reduce transition time
•Increase probability of success
What is Change Management?
๏ Change management / Change control
o The process during which the changes of a system are implemented in a
controlled manner by following a pre-defined framework/model with, to
some extent, reasonable modifications)
๏ Change management
o A structured approach to transitioning individuals, teams, and
organizations from a current state to a desired future state
๏ Project management
o The discipline of planning, organizing, and managing resources to bring
about the successful completion of specific project goals and objectives
๏ Change management in project management
o Refers to a Project Management process where changes to a project are
formally introduced and approved
What does it mean to 

“manage change”?
๏ To the organization:
– Have a structured change management process
suitable to the nature of the change
– Creating the necessary coalition of sponsors
๏ To the employee:
– Building change competency into managers and
supervisors
– Equipping employees to have the right conversations
about change and how the change impacts them
The goal is to manage employee and management
resistance to change
Consequences of not managing the
employee side of change
๏Disinterest in the current or future state
๏Arguing about the need for change
๏More sick days
๏Change not fully implemented
๏People finding work arounds
๏People revert to the old way of doing things
๏The change being totally scrapped
๏Divides are created between ‘us’ and ‘them’
1. Unclear vision and case for change
2. Weak sponsorship
3. Poorly aligned change leadership,
especially frontline and middle
4. Lack of widespread involvement
5. Underestimating the time and
complexity involved
6. Lack of skills
7. Ineffective teamwork
8. Resistance goes underground
9. Failure to monitor a changing external
environment
10.Shifting priorities or competing
distractions
A multitude of contributing factors may inhibit the
success of a change initiative:
Why Change fails? 10 reasons
Keys to successful change
1. Effective sponsorship
2. Buy-in from front-line managers and
employees
3. Exceptional team
4. Continuous & targeted communication
5. Well planned and organized approach
10 Principles of Change Management
Address the
“human side”
systematically
Start at the top
Involve every
layer
Make the formal
case
Create
ownership
Communicate
the message
Assess the
cultural
landscape
Address culture
explicitly
Prepare for the
unexpected
Speak to the
individual
Organizational change management
๏ Ways for
organizational
change management
– Communication
– Sponsorship
– Coaching
– Training
– Resistance
management
๏ Using the right tools,
you can move the
organization
– You can’t train desire
– You can’t communicate
ability
A B
Change Management
A B
Handling all problems during the process
Change Management
A B
Handling all problems during the process
Change Management
A B
Handling all problems during the process
Change Management
Change Management for IT Projects
A n a p p r o a c h t o P r o j e c t
Management that incorporates
activities to ensure successful
completion of the project as defined
by full adoption of the new
technology while achieving the pre-
defined goals and objectives
.Insights
The end user matters
Not all IT projects require organizational changes
Very often IT people don’t care about the business
An organizational change has many aspects (behaviour,
policies, processes, structures,..,etc) but not all to them apply
for IT projects
Objectives of business strategy must be the driver for IT
projects
.Principles
.1 Align IT projects with business
strategy.
.Objectives of business strategy must
be the driver for IT projects
.2
.Very often IT people don’t care
about the business
Make IT people care about the
business.
.3
.Not all IT projects require organizational
changes
Identify which IT projects require
organizational changes.
.4 Identify which aspects of organizational
changes are requirements for IT projects.
.An organizational change has many aspects
(behaviour, policies, processes, structures,..,etc)
but not all to them apply for IT projects
.5
.The end user matters
Take care of the users or their
needs.
.IDEAS
.1
Systems Assessment Communication Evangelization Metrics
System to
analyze
new IT
projects
Develop
Share
knowledge
app
Business
Strategy
evaluation
assessment
Jeopardy
contest
about
business
Newsletter
Publish
Business
Strategy
Communica-
tion board
(Finish line)
Be a
Change
Agent
Training
camp for
change
Include
Coaching
and
Mentoring
Define KPIs
for IT
areas
Systems Assessment Communication Evangelization Metrics
Create a
companion-
ship system
Implement
user
friendly
systems
Create
sensibility
program
about
Business
.2
Model Assessment Communication Evangelization Metrics
System to
analyze
new IT
projects
Adopt an
organizatio-
nal change
model
IT change
risk
metrics
.3
Model Communication Assessment Evangelization Metrics
Assessment
for identify
organizational
changes for
IT project
Assessment
for identify
which aspects
of OCH are
required
Establish
an
assessment
model
.4
Audit
processess
.5
Systems Communication Stakeholder Organization Motivation
Create a
user wish
list system
Assessment
for IT
projects
Identify and
classify
stakeholders
and make
strategy for it
Implement
several
dashboards
Create a
communica-
tion system
Create a
project
oriented
structure
Create
multi
disciplinary
teams
Feel part
of the team
Incentives
for being
part of the
change
Define and
implement
Stakeholders
Management
.Evaluation
Ideas
Consumer
Potential (30%)
Business Potential
(Market
Attractiveness) (30%)
Fit With
Priorities (20%)
Significant
Differentiation
(Competitive
Advantage) (10%)
Ease of Execution
(Technical
Feasability) (10%)
Score
Business Strategy
evaluation exam
97.5
Improve a
Communication ways in
the Organization
92
Create a project
oriented structure
90
Develop Share
knowloedge app
87.5
System to analize IT
projects.
85
Timeline for Prototype
Assessment
Team Building
Communication
Stakeholder Management
Risk Management
Implementation
End of project
.Storyboard
“If you want to command the
forces of change, you have to
obey the laws of change.”
Francis Bacon
F E E D
B A C K

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Organizational Change Management for IT Projects

  • 1. Change Management for IT Projects Cer$ficate  in  Innova$on  and  Design  Thinking   Module  4   David  Solís                      Diego  Carpio              Jordi  Mier   Merardo  Vela            Moisés  Jaramillo
  • 3. “Everyone thinks of changing the world, but no one thinks of changing himself.” Leo Tolstoy
  • 5. The Concept of Change Past FutureNow
  • 6. The Concept of Change Past FutureNow “Change management is the application of a structured process and tools to enable individuals or groups to transition from a current state to a future state, such that a desired outcome is achieved.”
  • 7. The Concept of Change Past FutureNow “Change management is the application of a structured process and tools to enable individuals or groups to transition from a current state to a future state, such that a desired outcome is achieved.” “The process, tools and techniques to manage the people-side of change to achieve the required business outcome.”
  • 8. Operational strategy People and organization Performance management Process and policy Technology adoption or IT projects Goals of Change Dimensions of Change and response
  • 9. Operational strategy People and organization Performance management Process and policy Technology adoption or IT projects Goals of Change Accomplishment High Energy Learning Productivity Relief Unsure Ambivalence Excitement Anticipation Confusion Reservation Denial Creativity Innovation Anxiety Resistance Confusion Transition Zone New Beginning Commitment Exploration Before Implementation Challenged Skepticism Dimensions of Change and response
  • 10. “Organizations don’t change – 
 people within organizations change.” New ERP Focus on the customer Updated IT systems New marketing approach New product Online HR benefits system New strategy Productivity improvement initiative Mergers and acquisitions Any business change requires individuals to do their jobs differently to be successful
  • 11. “Organizations don’t change – 
 people within organizations change.” New ERP Focus on the customer Updated IT systems New marketing approach New product Online HR benefits system New strategy Productivity improvement initiative Mergers and acquisitions Any business change requires individuals to do their jobs differently to be successful Why Change Management? •To manage large scale programme •To manage Complexities of new environment •Manage resistance to change •Reduce transition time •Increase probability of success
  • 12. What is Change Management? ๏ Change management / Change control o The process during which the changes of a system are implemented in a controlled manner by following a pre-defined framework/model with, to some extent, reasonable modifications) ๏ Change management o A structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state ๏ Project management o The discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives ๏ Change management in project management o Refers to a Project Management process where changes to a project are formally introduced and approved
  • 13. What does it mean to 
 “manage change”? ๏ To the organization: – Have a structured change management process suitable to the nature of the change – Creating the necessary coalition of sponsors ๏ To the employee: – Building change competency into managers and supervisors – Equipping employees to have the right conversations about change and how the change impacts them The goal is to manage employee and management resistance to change
  • 14. Consequences of not managing the employee side of change ๏Disinterest in the current or future state ๏Arguing about the need for change ๏More sick days ๏Change not fully implemented ๏People finding work arounds ๏People revert to the old way of doing things ๏The change being totally scrapped ๏Divides are created between ‘us’ and ‘them’
  • 15. 1. Unclear vision and case for change 2. Weak sponsorship 3. Poorly aligned change leadership, especially frontline and middle 4. Lack of widespread involvement 5. Underestimating the time and complexity involved 6. Lack of skills 7. Ineffective teamwork 8. Resistance goes underground 9. Failure to monitor a changing external environment 10.Shifting priorities or competing distractions A multitude of contributing factors may inhibit the success of a change initiative: Why Change fails? 10 reasons
  • 16. Keys to successful change 1. Effective sponsorship 2. Buy-in from front-line managers and employees 3. Exceptional team 4. Continuous & targeted communication 5. Well planned and organized approach
  • 17. 10 Principles of Change Management Address the “human side” systematically Start at the top Involve every layer Make the formal case Create ownership Communicate the message Assess the cultural landscape Address culture explicitly Prepare for the unexpected Speak to the individual
  • 18. Organizational change management ๏ Ways for organizational change management – Communication – Sponsorship – Coaching – Training – Resistance management ๏ Using the right tools, you can move the organization – You can’t train desire – You can’t communicate ability
  • 20. A B Handling all problems during the process Change Management
  • 21. A B Handling all problems during the process Change Management
  • 22. A B Handling all problems during the process Change Management
  • 23. Change Management for IT Projects A n a p p r o a c h t o P r o j e c t Management that incorporates activities to ensure successful completion of the project as defined by full adoption of the new technology while achieving the pre- defined goals and objectives
  • 25. The end user matters Not all IT projects require organizational changes Very often IT people don’t care about the business An organizational change has many aspects (behaviour, policies, processes, structures,..,etc) but not all to them apply for IT projects Objectives of business strategy must be the driver for IT projects
  • 27. .1 Align IT projects with business strategy. .Objectives of business strategy must be the driver for IT projects
  • 28. .2 .Very often IT people don’t care about the business Make IT people care about the business.
  • 29. .3 .Not all IT projects require organizational changes Identify which IT projects require organizational changes.
  • 30. .4 Identify which aspects of organizational changes are requirements for IT projects. .An organizational change has many aspects (behaviour, policies, processes, structures,..,etc) but not all to them apply for IT projects
  • 31. .5 .The end user matters Take care of the users or their needs.
  • 33. .1 Systems Assessment Communication Evangelization Metrics System to analyze new IT projects Develop Share knowledge app Business Strategy evaluation assessment Jeopardy contest about business Newsletter Publish Business Strategy Communica- tion board (Finish line) Be a Change Agent Training camp for change Include Coaching and Mentoring Define KPIs for IT areas
  • 34. Systems Assessment Communication Evangelization Metrics Create a companion- ship system Implement user friendly systems Create sensibility program about Business .2
  • 35. Model Assessment Communication Evangelization Metrics System to analyze new IT projects Adopt an organizatio- nal change model IT change risk metrics .3
  • 36. Model Communication Assessment Evangelization Metrics Assessment for identify organizational changes for IT project Assessment for identify which aspects of OCH are required Establish an assessment model .4 Audit processess
  • 37. .5 Systems Communication Stakeholder Organization Motivation Create a user wish list system Assessment for IT projects Identify and classify stakeholders and make strategy for it Implement several dashboards Create a communica- tion system Create a project oriented structure Create multi disciplinary teams Feel part of the team Incentives for being part of the change Define and implement Stakeholders Management
  • 39. Ideas Consumer Potential (30%) Business Potential (Market Attractiveness) (30%) Fit With Priorities (20%) Significant Differentiation (Competitive Advantage) (10%) Ease of Execution (Technical Feasability) (10%) Score Business Strategy evaluation exam 97.5 Improve a Communication ways in the Organization 92 Create a project oriented structure 90 Develop Share knowloedge app 87.5 System to analize IT projects. 85
  • 40. Timeline for Prototype Assessment Team Building Communication Stakeholder Management Risk Management Implementation End of project
  • 42. “If you want to command the forces of change, you have to obey the laws of change.” Francis Bacon
  • 43. F E E D B A C K