Change Management

All Change Happens Through Projects.

Change Design

Quality benefits are realized as an outcome of a change initiative only if the change is carefully designed.

Change Execution and Management

Many projects involve some degree of organizational change. Not planning effectively for transition with an established framework (Kotter, Bevan, etc.) may lead to negative impact including delays, cost overruns, re-work, and stakeholder dissatisfaction. Project related change may include process change, organization structure, or cultural change. A formal process for implementing a new design is essential for success.

Project Change Management Foundation: Change yes-Scope Creep No

Change Area:

  • Functionality
  • Schedule
  • Resources
  • Technology
  • Governance or regulation
  • Requirements
  • Environmental (NFR)

Impact Analysis: Evaluation and decision methods to determine incorporate vs. new phase

  • Process: Potential consequences
    • Organizations, functions, staff, systems
    • Disruption scale, duration, timing
    • Support, training
  • Priority: immediate value, risk management, new requirement (categorize)
  • Criteria & Likelihood
  • Alternative scenarios or solutions
  • Dependencies & entity-to-entity/function relationships (map)
  • Capital or expense
  • Contract exposure
  • Client satisfaction
  • Assumptions check: changes, accuracy, validation
  • Executive review process
  • Assets: Traceability Matrix
  • Roles (by functional area) and skills
  • Evaluation duration expectations

This section is currently under development.