Management of pfm change
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This document discusses planning for change management. It emphasizes that successful change programs involve planning for both short and long term objectives. The planning process includes categorizing types of change, prioritizing essential changes, developing an integrated change program, creating an action plan, using tools like fishbone diagrams and Gantt charts, anticipating effects, and preparing contingency plans. People-based changes that involve consultation are more likely to succeed in the long run.
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Planning is the foremost function of nursing management and involves determining future courses of action. It includes identifying objectives, determining necessary activities, resources, timelines, and evaluations. There are different types of planning like long term vs short term and strategic vs operational. Strategic planning involves analyzing strengths, weaknesses, opportunities, and threats while setting organizational philosophy and policies. Operational planning focuses on short term goals, budgets, and extending strategic plans. Tools for planning include SWOT analysis, balanced scorecards, and strategy maps. Planning is essential for effective management as it establishes direction and frameworks for other functions.
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[To download this complete presentation, please visit https://www.oeconsulting.com.sg]
Change is the only constant in the work environment today. For change to be successful, it has to be effectively managed. To achieve this, it is essential that the human aspects of change be addressed throughout the change process. This easy to follow Change Management Methodology provides a step-by-step blueprint for change managers to successfully implement and sustain change in their work environment. This guide is applicable to all types of organizations.
CONTENTS:
1. Analyze Current Situation
- Identify reason for change
- Assess readiness for change
- Assess impact of change
- Identify gaps
- Gather feedback
2. Plan & Launch Program
- Define change strategy
- Set up change infrastructure
- Create awareness and get buy-in
- Develop and communicate plans
- Develop skills
- Launch pilot project
3. Monitor Progress
- Monitor change process
- Overcome resistance to change
- Audit for behavioral changes
- Measure effectiveness
- Provide support
4. Evaluate Effectiveness
- Review results
- Share success stories
- Provide follow up support
- Reward and recognize
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Implementing change successfully involves several key considerations. The first step is to establish a clear vision, where the purpose and objectives of the change are defined. Effective communication is crucial, involving transparently sharing the reasons, benefits, and steps of the change process with all stakeholders through various channels such as meetings, emails, and newsletters.
Leadership support is vital, as leaders must visibly support and actively be involved in the change process. Employee involvement at all levels during planning and implementation fosters a sense of ownership and commitment. Providing adequate training and development resources is essential to equip everyone with the necessary skills and knowledge to adapt to the change.
Recognizing that resistance is natural, it's important to manage it by addressing concerns and providing support such as counseling or additional training. Establishing feedback mechanisms like surveys and suggestion boxes allows for regular input from stakeholders, aiding in gauging the change's effectiveness.
Breaking the change into manageable steps makes the process less overwhelming and allows for adjustments along the way. Continuous monitoring and evaluation ensure the change is on track and achieving desired outcomes. Celebrating successes boosts morale and reinforces the positive aspects of the change. Sustained commitment to the change is crucial for long-term success.
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Original article from the Flevy business blog can be found here:
http://flevy.com/blog/make-change-that-lasts/
Change is the only constant. – Heraclictus, Greek Philosopher
Change is the only constant in the work environment
Whether you are shifting office to another location, adopting a new practice or process, implementing an IT system, or re-engineering the business processes for an organization, change happens to everyone all the time.
However, many change initiatives have been short-lived as a result of the failure to manage and sustain the change.
For change to be successful and enduring, do take note of the key factors impacting change below:
1. Commitment from the top
To manage a change initiative, e.g. Lean transformation, there has to be constant commitment from the top management.
Conduct regular management reviews of the change implementation progress versus the plan to ensure that the roadmap and scope of change is well-defined, timelines or key milestones are adhered to, and resources such as people, time and money are put in place where they are needed.
2. Future state vision
Define and rally around a compelling vision for the future state. What are the potential threats? How urgent is the change? What are the risks if the organization does not change? How will you know when we get there?
Present the facts and findings such as flat earnings, rising costs, decreasing market share, and other relevant key indicators where necessary to create awareness and convince employees to buy-in to the change initiative.
Identify the key resistance issues and stakeholders who are impacted by the change and address them. Be prepared to deal with emotional and political issues.
Create a compelling vision and an urgency for change so as to move people out from their comfort zones to a change in behavior and the way they value-add to the business and customers.
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Empathizing with your audience – stakeholders – as they engaged with the change is a critical first step.
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To develop an effective action plan, one must first set long-term goals by envisioning where they want to be in 5, 10, or more years. They then work backwards to establish short-term goals for the next month, year, and five years to achieve the long-term vision. It is important to prioritize goals by focusing on the most important ones and adding more over time as initial goals are accomplished. Creating a sample plan with specific short-term goals can help achieve a long-term goal like running a marathon within 5 years.
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This document discusses strategies for managing organizational change. It begins by outlining a syllabus for a course on organizational change that covers topics like the nature of planned change, diagnosing organizations, designing interventions, leading and managing change, and continuous change. It then discusses why executing change is so challenging, focusing on issues like resistance to change and the need to manage both the change and the transition. Finally, it provides details on steps for managing change, including identifying the need for change, assessing and defining the required change, analyzing alternatives, developing and implementing a plan, and evaluating the change. It emphasizes managing both the change itself and the transition for people.
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This document discusses strategies for managing organizational change. It begins with an overview of the modules in a change management course, including the nature of planned change, organizational development, designing interventions, leading change, and continuous change. It then discusses why executing change is so challenging, noting that people resist unknown changes and focusing too much on implementation rather than results. The document provides strategies for successfully realizing results, such as decreasing resource demands and increasing organizational capacity and resilience. It distinguishes between managing change itself and managing the transition of people in response to change. Finally, it provides details on the typical steps involved in a change management process.
Change Management Methodology
[To download this complete presentation, please visit https://www.oeconsulting.com.sg]
Change is the only constant in the work environment today. For change to be successful, it has to be effectively managed. To achieve this, it is essential that the human aspects of change be addressed throughout the change process. This easy to follow Change Management Methodology provides a step-by-step blueprint for change managers to successfully implement and sustain change in their work environment. This guide is applicable to all types of organizations.
CONTENTS:
1. Analyze Current Situation
- Identify reason for change
- Assess readiness for change
- Assess impact of change
- Identify gaps
- Gather feedback
2. Plan & Launch Program
- Define change strategy
- Set up change infrastructure
- Create awareness and get buy-in
- Develop and communicate plans
- Develop skills
- Launch pilot project
3. Monitor Progress
- Monitor change process
- Overcome resistance to change
- Audit for behavioral changes
- Measure effectiveness
- Provide support
4. Evaluate Effectiveness
- Review results
- Share success stories
- Provide follow up support
- Reward and recognize
12 Points to Consider During Change..pdf
Implementing change successfully involves several key considerations. The first step is to establish a clear vision, where the purpose and objectives of the change are defined. Effective communication is crucial, involving transparently sharing the reasons, benefits, and steps of the change process with all stakeholders through various channels such as meetings, emails, and newsletters.
Leadership support is vital, as leaders must visibly support and actively be involved in the change process. Employee involvement at all levels during planning and implementation fosters a sense of ownership and commitment. Providing adequate training and development resources is essential to equip everyone with the necessary skills and knowledge to adapt to the change.
Recognizing that resistance is natural, it's important to manage it by addressing concerns and providing support such as counseling or additional training. Establishing feedback mechanisms like surveys and suggestion boxes allows for regular input from stakeholders, aiding in gauging the change's effectiveness.
Breaking the change into manageable steps makes the process less overwhelming and allows for adjustments along the way. Continuous monitoring and evaluation ensure the change is on track and achieving desired outcomes. Celebrating successes boosts morale and reinforces the positive aspects of the change. Sustained commitment to the change is crucial for long-term success.
Make Change That Lasts
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/make-change-that-lasts/
Change is the only constant. – Heraclictus, Greek Philosopher
Change is the only constant in the work environment
Whether you are shifting office to another location, adopting a new practice or process, implementing an IT system, or re-engineering the business processes for an organization, change happens to everyone all the time.
However, many change initiatives have been short-lived as a result of the failure to manage and sustain the change.
For change to be successful and enduring, do take note of the key factors impacting change below:
1. Commitment from the top
To manage a change initiative, e.g. Lean transformation, there has to be constant commitment from the top management.
Conduct regular management reviews of the change implementation progress versus the plan to ensure that the roadmap and scope of change is well-defined, timelines or key milestones are adhered to, and resources such as people, time and money are put in place where they are needed.
2. Future state vision
Define and rally around a compelling vision for the future state. What are the potential threats? How urgent is the change? What are the risks if the organization does not change? How will you know when we get there?
Present the facts and findings such as flat earnings, rising costs, decreasing market share, and other relevant key indicators where necessary to create awareness and convince employees to buy-in to the change initiative.
Identify the key resistance issues and stakeholders who are impacted by the change and address them. Be prepared to deal with emotional and political issues.
Create a compelling vision and an urgency for change so as to move people out from their comfort zones to a change in behavior and the way they value-add to the business and customers.
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The document outlines key principles for effective change management, including being user-focused, minimizing disruption to productivity, and building credibility. It recommends understanding how changes impact all stakeholders, from end users to tangential teams. The process involves planning by assessing impacts, then executing in three phases - awareness, readiness, resilience. Success is measured through surveys, usage data, and feedback to assess adoption and identify lessons for future changes.
EcO9Op-aTUGDvTqfms1BCg_22992a0fc216492c830c65c38b2610f1_Change-Management-Fra...
The document outlines key principles for effective change management, including being user-focused, minimizing disruption to productivity, and building credibility. It recommends understanding how changes impact all stakeholders, from end users to tangential teams. The process involves planning by assessing impacts, then executing in three phases - awareness, readiness, resilience. Success is measured through surveys, usage data, and feedback to assess adoption and identify lessons for future changes.
Change Management.pptx
How to support the change management process for your project?
To review, change management is the process of delivering your completed project and getting other people in the organization to adopt it. In this reading, we will discuss strategies for approaching change management as a project manager.
Your project’s success depends on the adoption and acceptance of your project—whether that entails the launch of a new external tool or a process that will change operations at a production facility. In both cases, the greatest impact of the change will be on the people who use and interact with the product or process that is changing.
For example, if your website’s user interface changes, the major impact of that change affects the user. The user must learn how the website has been reorganized and adapt to the new way to navigate it. If part of the website’s interface update includes a new brand logo, the major impact of that change impacts your organization’s employees. They must be made aware of the new logo and measures must be taken to ensure that all company communications include the new logo, not the old one.
You can help ensure your project’s success by embracing changes as they come and by convincing the wider audience, whether that is the end user or members of the organization, to embrace changes, too. When you implement a careful approach to change management, you can address issues that might occur in the later stages of your project.
Change management is a major undertaking and a project in and of itself. When it comes to change management, you may not always be responsible for leading and planning the entire end-to-end process. There will be times when your manager, a team member, or another senior leader might be responsible for taking on that transition and successfully implementing the changes. However, just because you're not the one directly leading the change, there are still ways in which you can support and participate in the successful adoption of your project.
As a project manager, you can think of change management as necessary for the successful outcome of your project. Both change management and project management aim to increase the likelihood of project success. They also incorporate tools and processes to accomplish that goal. The most effective way to achieve a project goal is to integrate project management and change management, and it is your responsibility as a project manager to do so.
When you are thinking about change management as it relates to your project, begin by asking yourself the following questions:
How will the organization react to change?
Which influencers can affect change?
What are the best means of communication?
What change management practices will lead to the successful implementation of my project?
The answers to these questions will help you prepare for a variety of possible scenarios and allow you to craft solutions to effectively support the adoption of your project.
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The document discusses planning, including defining planning, the planning process, types of planning, and setting objectives. It provides definitions of planning from various authors and notes that planning is the primary function of management. The planning process involves determining objectives, developing premises, identifying alternatives, evaluating alternatives, selecting the best alternative, formulating derivative plans, communicating the plan, and follow up measures. Types of plans include standing plans like objectives, policies and strategies, and single use plans like operational plans, rules, procedures, programs and budgets. Objectives should be specific, measurable, achievable, relevant and time-bound.
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Management of pfm change
- 1. MANAGEMENT OF PFM CHANGE
- 2. CATEGORIZING TYPES OF CHANGE
- 3. PLANNING CHANGE SUCCESSFUL CHANGE PROGRAMMES ALWAYS INVOLVE PLANNING – FOR BOTH THE SHORT AND THE LONG TERM. THE CLEARER THE OBJECTIVES, THE BETTER THE PLAN. WHERE ARE WE NOW? WHERE DO WE WANT TO BE? WHAT IS THE GAP BETWEEN THE PRESENT AND THE IDEAL STATE? KEY CHANGES TO CLOSE THE GAP FOCUS PLANNED CHANGES
- 4. PRIORITIZING ESSENTIAL CHANGES 1. Change in one area should be supported by change in others. 2.The strategic reasons for change should be widely publicized. 3.Only change that is people-based will work in the long term. 4. Everyone involved in the change programme should be consulted. 5. Change needs fall into high, medium, and low priorities.
- 5. Avoid “initiative fatigue” or overload of too many initiatives in close succession. Concentrate on a few processes that really count. An old rule states that more than one objective is no objective. To avoid chaos, a change programme must focus on a single overriding target, selecting and structuring other changes around it. PLAN A FLUID, INTEGRATED CHANGE PROGRAMME
- 6. Try proposed changes on a small-scale first. If it takes complex reasoning to justify change, abandon it. Ask of every change, how will this affect all those involved? All tasks in a change project need to fit into a master plan. Evaluating a planned change is much easier if quantified: measures of current situation as compared to target performance. Assess a project by plotting a “critical path” for its completion: work out the order of interdependent tasks to set a framework around which other tasks can fit. EVALUATING COMPLEXITY
- 7. PLANNING WAYS TO INVOLVE PEOPLE Use training as a deliberate tool to involve people in change. Involve people fully in developing long-term objectives and planning change as well as in implementing plans.The greater number of people consulted, the more information will be available for developing change plans.Set up teams to help plan and implement changes.
- 8. Choosing a Timescale To make change easier to accept, plan to introduce it in stages. Encourage people to find new ideas for quick-fix changes. An organization’s continuous lasting change is the aggregated effect of its changes each year. The amount of changes varies from year to year, as does the proportion of quick fixes introduced. Build targets for continuous improvement into budgets.
- 9. MAKING AN ACTION PLAN Checklist of Contents in an Action Plan Why is change being introduced, and what results are expected? What means will be used to reach those results? What resources will have to be committed? How will the plan be communicated? How will behaviour have to change/ Who will lead the programme and its parts? What stages will it follow, to what timetable? How will the programme and its progress be measured and monitored? What could go wrong; what happens if it does.
- 10. USE PLANNING TOOLS Fishbone Diagram CAUSE MEN MACHINES INEXPERIENCED STAFF BADLY INSTALLED VERY TIGHT SCHEDULES INFERIOR QUALITY METHODS MATERIALS EFFECT Inefficient service
- 11. USE A GANTT CHARTPROJECT: PRODUCING BROCHURE
- 12. Look for big improvements from change projects. Include the prospect of individual and team rewards and recognition in a change plan. Never take people’s support of action plans for granted. Avoid the temptation to bribe people to change. Monitor morale closely, and act if it begins to deteriorate. Avoid feeling sentimental over inevitable job losses ANTICIPATING EFFECTS
- 13. PREPARING CONTINGENCY PLANS
- 14. PREPARING CONTINGENCY PLANS
Editor's Notes
- elays