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Building Consolidation Building Consolidation Best Scenario Selection Risk Management Change Management Training Before Ch...
Change Model Westbrook, Jerry, "Westbrook Model," the Proceedings of the American Society for Engineering Educat...
Change Model http://www.westbrookstevens.com/step_5.htm Steve and Stevens Change Model, 1990
Change Management   Anytime a corporation experiences change for whatever reason, the corporation experiences a building c...
Step 1 – Before the Change <ul><li>Context Mapping   “Context mapping” is a proprietary process where we try to understand...
Step 1 – Before the Change <ul><li>3) Communication Plan   One method to empower employees and to foster trust during orga...
Step 1 – Before the Change <ul><li>5) Storms of Chaos   (Based on the model in the book  Geronimo Stone, Book 2 -- The Sto...
Step 2 – During the Change <ul><li>Change deployment </li></ul><ul><li>Change deployment is the implementation of the plan...
Step 2 – During the Change <ul><li>3) Performance Measures </li></ul><ul><li>During the change the company must create per...
Step 3 – After the Change <ul><li>1) Solving pending problems </li></ul><ul><li>Probably after the change possible problem...
Step 3 – After the Change <ul><li>3) Closure of the project </li></ul><ul><li>The project team should end the project by o...
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Valdir Adorni - Change Management Bulding Consolidation

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Valdir Adorni - Change Management Bulding Consolidation

  1. 1. Building Consolidation Building Consolidation Best Scenario Selection Risk Management Change Management Training Before Change During Change After Change Context Mapping Solving Problems Communication Plan Change arrangement Change deployment Solving Problems Solving pending problems Performance Measure Closure of project
  2. 2. Change Model Westbrook, Jerry, &quot;Westbrook Model,&quot; the Proceedings of the American Society for Engineering Education National Conference, 1990.
  3. 3. Change Model http://www.westbrookstevens.com/step_5.htm Steve and Stevens Change Model, 1990
  4. 4. Change Management   Anytime a corporation experiences change for whatever reason, the corporation experiences a building consolidation.  The length of time a corporation stays in the downturn determines how successful they are in managing change, also discharge key-employees. This paper outlines some steps management can take to move all structure and ensure their companies keep the profitability.  We believe a company or corporation could minimize the amount of time spent in the period of change by providing the employees with a history of commitment, excellent planning and leadership, and communication.  Change is not an easy process, but with a history of commitment, planning and leadership, communication, and a supportive team, it can be accomplished.  
  5. 5. Step 1 – Before the Change <ul><li>Context Mapping   “Context mapping” is a proprietary process where we try to understand the environment in which the behavior under study takes place. We collect relevant artifacts and map out the spaces where &quot;what's going on&quot; happens. This could involve drawing maps of a retail space, picking up pamphlets, noticing billboards or logging television and radio messaging related to the topic at hand. </li></ul><ul><li>Deliverables: </li></ul><ul><ul><ul><li>Context mapping for patrimonial security, shift of people to build, and tax benefits; </li></ul></ul></ul><ul><ul><ul><li>Indicative by correlation to make decision. </li></ul></ul></ul><ul><li>  </li></ul><ul><li>2) Solving Problems   &quot;The longer you wait to decide what you want to do, the more time you're wasting. It's up to you to want something so badly that your passion shows through in your actions. Your actions, not your words, will do the shouting for you.&quot; -----Derek Jeter, baseball player (Found by Denise Stevens) Often people think of problem solving as a collection of tools in a symbolic toolbox that professionals and organizations use to solve work related problems.  However, the attribute of “problem solving,” is more than just the tools used to solve problems.  It is also the skills and core competencies require to make the change effective.  Often problem solving is referred to as a team effort requiring a team approach.  Problem solving is more effective with a team approach.  However, no matter how much time you spend on team building and organizational cohesiveness, excellent management is not possible without excellence in problem solving.  A cohesive team without the skills required to do the work is useless.  </li></ul><ul><li>Deliverables: </li></ul><ul><ul><ul><li>Problems and Issues mapping; </li></ul></ul></ul><ul><ul><ul><li>Action plan to minimize effects. </li></ul></ul></ul>
  6. 6. Step 1 – Before the Change <ul><li>3) Communication Plan   One method to empower employees and to foster trust during organizational change is to develop open and honest communication with all employees Neves and Caetano explained, “Communication provides compelling justification for the change, enhances a sense of employee efficacy, and clarifies the changes to employee roles” (352) the interaction between upper management and employees resulted in an increased level of trust.  As they explained further, “Successful social exchanges lead to trust because it involves unspecified obligations for which no binding contract can be written this is a sign of mutual support and investment in the relationship” (353). Even the level of management providing the communication determined the extent of sustained trust as Morgan and Zeffane contended, “. . . direct consultation with higher-level managers is the most successful mechanism in sustaining trust in management” (71). </li></ul><ul><li>Deliverables: </li></ul><ul><ul><ul><li>Communication plan process; </li></ul></ul></ul><ul><ul><ul><li>Management tools definition.  </li></ul></ul></ul><ul><li>4) Change arrangements   Teams are required in all aspects of business, especially during a change.  Teams help organizations accomplish results.  Each team member plays a valuable role in making a task more approachable.  It is much easier to tackle a challenge with a team by yourself, Calloway recognizes the point that “you want to get people on your team that share the same vision.  We are not talking about clones or people with identical personalities.  But people who will share a common vision and purpose” (44).  Building a team is a sure way to get everyone involved and working for a common goal. </li></ul><ul><li>Deliverables: </li></ul><ul><ul><ul><li>Responsibilities and roles matrix; </li></ul></ul></ul><ul><ul><ul><li>List of arrangements packages </li></ul></ul></ul>
  7. 7. Step 1 – Before the Change <ul><li>5) Storms of Chaos   (Based on the model in the book Geronimo Stone, Book 2 -- The Storms of Chaos )   The term “The perfect storm” has become a part of our nation’s lexicon.  It represents any major collection of events that describe the impossible to survive situation.  Sometimes it refers to major forces that come together simultaneously to change the landscape of our current business environment, creating chaos.  “Storms of chaos” describe a state of complete disorder and confusion, which brings many “winds of change.”  </li></ul><ul><li>Deliverables: </li></ul><ul><ul><ul><li>Action plan to manage possibilities of Chaos; </li></ul></ul></ul><ul><ul><ul><li>Responsibilities and roles matrix. </li></ul></ul></ul><ul><li>6) Drivers of Change   The Drivers of Change will look at the five elements required to understand what drives change of organization. If we were to hear these words in our &quot;organizational ship&quot; we would want to know a couple of things fast. What is happening? When will it happen? Where is it coming from? What will it hit first? And…what other affects will it have on our company?  </li></ul><ul><li>Deliverables: </li></ul><ul><ul><ul><li>Project framework to change; </li></ul></ul></ul><ul><ul><ul><li>Change governance model; </li></ul></ul></ul><ul><ul><ul><li>Change agents check list; </li></ul></ul></ul><ul><ul><ul><li>Change flow chart process design. </li></ul></ul></ul>
  8. 8. Step 2 – During the Change <ul><li>Change deployment </li></ul><ul><li>Change deployment is the implementation of the plan. All the actions, regarding employees, hardware and equipments must take place according to the plan. It is in this time that both emotionally and physically change happen. It is a important phase that will determine the success of the project. </li></ul><ul><li>Deliverables: </li></ul><ul><ul><ul><li>Change deployment process; </li></ul></ul></ul><ul><ul><ul><li>Quality assurance process. </li></ul></ul></ul><ul><li>2) Solving problems </li></ul><ul><li>Solving problem is a step to correct quickly every problem that can appear during the change and was not predicted. The activities related to this step are: </li></ul><ul><li>Build a support team with skills and experience required to solve the problems; </li></ul><ul><ul><li>Technical team – responsible to solve problems with equipments; </li></ul></ul><ul><ul><li>Motivation team – responsible to solve problems with people </li></ul></ul><ul><li>- Training this team explaining each detail of the change plan </li></ul><ul><li>Provide them equipments necessary to help the people quickly </li></ul><ul><li>Deliverables: </li></ul><ul><ul><ul><li>Responsibilities and roles matrix; </li></ul></ul></ul><ul><ul><ul><li>Flow chart to solve problems quickly. </li></ul></ul></ul><ul><ul><ul><li>Control tool to register the problems and the solution </li></ul></ul></ul>
  9. 9. Step 2 – During the Change <ul><li>3) Performance Measures </li></ul><ul><li>During the change the company must create performance indicators in order to ensure that the plan is happening exactly as was planned. These tools are important to avoid big problems by previously identifying the possible causes for them and act on the root and define “B plans” to solve quickly the problem and not impact in the project deadline or quality. </li></ul><ul><li>This step has the following activities: </li></ul><ul><ul><li>Select and weigh the criteria </li></ul></ul><ul><ul><li>Select the performance indicators (Ex: Earned Value) </li></ul></ul><ul><ul><li>Collect data </li></ul></ul><ul><ul><li>Process and analyze </li></ul></ul><ul><ul><li>Create action plan in order to avoid big problems </li></ul></ul><ul><li> Deliverables: </li></ul><ul><ul><ul><li>Define the most important criteria to be evaluated </li></ul></ul></ul><ul><ul><ul><li>Performance Indicators suggestion </li></ul></ul></ul>&quot;A system of measures must be used to avoid sub-optimization of elements.&quot; Salemme, T.; &quot;Establishing Metrics for Service Based Work&quot;, Conference Proceedings: Sixth Annual National Conference on Federal Quality, Federal Quality Institute, President's Council on Management Improvement, American Society for Quality Control, Association for Quality and Participation, and Quality & Productivity Management Association, 1993, pp. 528-536.
  10. 10. Step 3 – After the Change <ul><li>1) Solving pending problems </li></ul><ul><li>Probably after the change possible problems will remain. These problems are small but not less important than the problems that appeared during the change. Possible problems remaining: </li></ul><ul><ul><li>Emotionally problems, regarding motivation by changing the place and the environment or seat in a worst place, so on; </li></ul></ul><ul><ul><li>Technically problems – documents disappeared, equipments do not work well anymore,… </li></ul></ul><ul><li>This step has the following activities: </li></ul><ul><ul><li>Reduce the support team; </li></ul></ul><ul><li>Deliverables: </li></ul><ul><ul><ul><li>Responsibilities and roles matrix; </li></ul></ul></ul><ul><ul><ul><li>Control tool to register the problems and the solution </li></ul></ul></ul><ul><li>2) Performance Measures </li></ul><ul><li>Keep measuring the performance of the project. </li></ul><ul><li>Deliverables: </li></ul><ul><ul><li>Process and analyze the indicators </li></ul></ul><ul><ul><li>Action plan, if necessary </li></ul></ul>
  11. 11. Step 3 – After the Change <ul><li>3) Closure of the project </li></ul><ul><li>The project team should end the project by organizing the important documents and reports and make a “balance” of the project in order to learn to other projects. It is important that the project leader join the team, acknowledge them and think of the positive and negative points of the project and what could be better. All the contracts must be closed. </li></ul><ul><li>Deliverables: </li></ul><ul><ul><ul><li>Lessons Learned </li></ul></ul></ul><ul><ul><ul><li>Contracts closure </li></ul></ul></ul><ul><ul><ul><li>Presentation of the project´s result </li></ul></ul></ul><ul><ul><ul><li>Acknowledge the project team </li></ul></ul></ul><ul><ul><ul><li>Organization of the important project documents </li></ul></ul></ul>

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