The Scary Results of Mismanaging Change

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

 

One of the many roles that you must play as a project manager--as if you needed another one--is that of change manager.  IT projects inevitably demand change in worker behavior, operational procedures and departmental relationships.  The harsh reality is that this type of organizational change does not happen by accident or by fiat. 

You may not even realize the full impact of your projects beyond your level of stress.  It doesn't matter whether the objective is to upgrade software, add workstations, develop an intranet or establish e-commerce capabilities.  All IT projects require changes in how employees perform and interact with each other.  Workers and customers must adapt to new services, procedures, policies and practices.  In general they don't like to have to put up with annoyances like this. They know how to be successful now, and you are tromping around in their garden.  The impact of your project ripples from individuals to teams to departments to the entire organization. What you want to avoid is a big tsunami in return.

Now, how much training have you had on managing change to …

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