Help! We Have Dueling Change Management Plans!
Lonnie Pacelli is an Accenture/Microsoft veteran with four decades of learnings under his belt. He frequently writes and speaks on leadership, project management, work/life balance, and disability inclusion. Reach him at [email protected] and see more at ProjectManagementAdvisor.com.
Some time back, I worked as a project management consultant with a client on some of their large projects. This client had a dedicated change management (CM) organization that recently purchased a methodology from a CM service provider.
All the PMs in the organization were required to go through training on the methodology. The training itself was good in that it helped underscore concepts and level-set on terminology. Included in the methodology was an out-of-the-box project plan that the CM organization wanted the PMs to adopt.
It was very difficult to get the PMs to adopt the methodology because the stock plan didn’t align well with how PMs were used to planning projects. The stock plan tried to include non-CM tasks to be more standalone-like, which made adoption more difficult. The methodology got a bad rap because of the incongruency of the stock plan with how PMs planned out projects. Unfortunate.
Change management has its roots in the early 1900s—with practitioners like Frederick Taylor, Elton Mayo, and Kurt Lewin refining the concept and forming the basis of what we know now. Today, there are thousands of service providers who place an emphasis on CM. Some will employ more generic methodologies, while others use customized models to distinguish themselves from other providers.
I don’t have an issue with those who go to market with their own…
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