تواصل_تطوير المحاضرة رقم 193 المهندس / أكرم النجار استشاري إدارة المشاريع عنوان المحاضرة " إدارة التغيير.. دراسة حالة" Change Management.. Case Study يوم السبت 21 يناير 2023 السابعة مساء توقيت القاهرة الثامنة مساء توقيت مكة المكرمة و الحضور عبر تطبيق زووم من خلال الرابط https://us02web.zoom.us/meeting/register/tZIocOyvrD0qE9BJQkvcy6tnDgy-dxnV41MX علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي والله الموفق للتواصل مع إدارة المبادرة عبر قناة التليجرام https://t.me/EEAKSA ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة رابط اللينكدان والمكتبة الالكترونية https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/ رابط قناة التويتر https://twitter.com/eeaksa رابط قناة الفيسبوك https://www.facebook.com/EEAKSA رابط قناة اليوتيوب https://www.youtube.com/user/EEAchannal رابط التسجيل العام للمحاضرات https://forms.gle/vVmw7L187tiATRPw9 ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.

2. Change Management
Case study
By
Eng. Akram Elnagar
pmhouse.org 1
2023

3. Case Study
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2023

4. Organization Chart
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2023

5. Current Situation
How can we stop
doing wrong things?
Or in wrong way?
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Vision Statements
We will provide competitive and
cost-effective Construction services
whilst respecting the needs and
desires of society
Change

6. The Change Programme
• Standards
• Templates
2.Process and
Systems Review
3.Property and
Office Review
4.Management Structure
and Performance Review
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1.Cultural Change Project
4

7. Case Study Steps
Change Management Plan
Stakeholders
Communications
Change the
Individual
Change the
Organization
Practice change
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8. Step – 1
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Change Management Plan
Stakeholders
Communications
Change the
Individual
Change the
Organization
Practice change

9. Principles of Stakeholders Engagement
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Identifying & Segmenting
Stakeholders
Managing relationships &
mobilizing stakeholders
1. You can forget important stakeholders, but
they won't forget you.
2. Identification is a continuous practice - new
stakeholders emerge during a change, old
ones can fade away.
3. Prioritizing and segmenting stakeholders is
in a moment in time. Regularly re-prioritize
4. Some stakeholders are best engaged by others.
5. Seek first to understand, and then be
understood .
6. Emotion trumps Reason.
7. Demonstration trumps argument
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10. Share Information
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Larger Group
Gatherings
Social Media &
Community Building
Face-to-Face
Interpersonal
Communication
● Create a relaxed
atmosphere
● Break Out
Sessions
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11. Step – 2
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Change Management Plan
Stakeholders
Communications
Change the
Individual
Change the
Organization
Practice change

12. Defining the Learning
12
Skills
Knowledge
What must we know, the subject
How to apply this knowledge
Attitudes
How we behave whilst applying
the knowledge
Skills (How)
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13. Kolb Learning Cycle
13
Concrete
Experience
(Something happens)
Reflective
Observation
(Think About It)
Abstract
Conceptualization
( Identify a pattern)
Practical
Experimentation
( Test your theory)
Honey & Mumford’s Learning cycle
Activist Reflector
Theorist
Pragmatist
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David Kolb Theory
2023

14. pmhouse.org 14
Endings Neutral Zone New Beginning
• Shocked
• Angry
• Denial
• Fearful
• Sad
• Excited
• Energized
• Committed
• Confused
• Disoriented
• Frustrated
• Skeptical
• Apathetic
●Need to Change
●Prepare for Change
●Uncertainty
●Change itself
●Purpose
●Plan
Time
Productivity
During
Transition
Bridges Transition
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15. Maslow's Hierarchy of Needs
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• Don't need recognition
• Need for something different
• Be the best you can be & more creative
• Feel part of a group
• Work harder & perform better
. Don’t like job much,
but get on with it
• Food
• Water
• Shelter
• Praise
• Recognition
• Status
• Feeling of self-
worth
Social
Needs
Basic
Needs
Self-
Actualization
Motivators
De-motivators
Realizing your full potential
Highly
EngConstructio
n
Respect for yourself and others
EngConstructi
on
Sense of Belonging and Love
Almost
EngConstruction
The Basics
DisengConst
ruction
Security and Stability
Not
EngConstruc
tion
2023

16. Step – 3
pmhouse.org 16
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Change Management Plan
Change the
Organization
Stakeholders
Communications
Practice change
Change the
Individual

17. Organizational Images / Metaphors
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Organizational Metaphors
• Describing an organization and
its attributes
• Allows Change Managers to
decide on the most effective
approach in introducing change
Architecture
Machines
Brains
Political Systems
Flux and
Transformation
Instruments of
Domination
Psychic Prisons
Cultures
Organisms
Gareth Morgan
2023

18. Idea-Generator
Key Roles in Organizational Change
pmhouse.org 18
Sponsor
Line Managers
Targets/Implementers
Advocate
Implement change in away
that does not stop Business as
usual
Executive Leadership
Change Proposal
2023

19. pmhouse.org 19
Deeper
Surface
Deepest
• Norms & Values
• Basic Assumptions
• Artifacts & Products
• How they behave
• Commonly experienced at
office level
Trompenaars and Hampden-Turner
Visible
Organizational
Culture
• Norms & Values
• Dress codes,
• Punctuality and
• Security rules
• Use of first names
Formal
Informal
Organizational Culture
2023

20. pmhouse.org 20
Deeper
Surface
Deepest
• Norms & Values
• Basic Assumptions
• Artifacts & Products
Trompenaars and Hampden-Turner
'We are here for public
health, but in order to
invest in public health
we need to make a
profit'
'We need to
be profitable
• All staff are equal
• Greed is good
• We value individuals
Organizational Culture
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21. pmhouse.org 21
Caroline Taylor
• Achievement
• Customer-centric
• One-team
• Innovative
• People-first
Organizational Culture
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22. Step – 4
pmhouse.org 22
2023
Change Management Plan
Stakeholders
Communications
Change the
Individual
Change the
Organization
Practice change

23. Stakeholder Impact Assessment
pmhouse.org 23
Stakeholder Impact Assessment
● Determine the level of complexity
for Stakeholders
● Early insight into required level of
investment
High Level
Impact
Assessment
01
Determine
Stakeholder
Impacts
02
Analyze
Impacts
03
Validation of
Stakeholder
Impacts
04
Assesses
Impacts
Severity
05
● Complexity
● Coverage
● Overall impact for
each stakeholder
group
● Identify any unintended
consequences of change
2023

24. Eng. Akram Elnagar
Email: anajjar@pmhouse.org
WhatsApp : +966 563 591 002
pmhouse.org 24
2023