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The Change Game
Bob Weinstein is a journalist who covers technology, project management, the workplace and career development.
We live in a strange world. Change insinuates itself into the very fabric of our lives, yet most people have a hard time dealing with it. It’s no wonder an enormous body of knowledge revolves around every conceivable aspect of change.
In a project manager’s world, where certainty, facts, principles, tenets, paradigms and templates are essential, change is among the toughest variables to deal with, from both a practical and a technical standpoint.
Successful projects are the result of concentrated effort to control all the variables. Managing stakeholder expectations is all about making sure that everyone involved in a project understand the goals, methodology, time frames, budgets and key players’ roles.
If achieving all that isn’t hard enough, PMs also have to cope with the ponderous variable called “change.” As scholars, theorists and philosophers of every stripe have been saying for centuries, “The only constant is change.”
This story looks at the complex relationship between organizational and project change management. We’ve been led to believe that change can take place if organizations and their processes--typically, IT systems--work together harmoniously. Is that true? You’re going to find out, and hopefully will come away with a new take on how we ought to be thinking about change.
No matter how change is presented in organizations, people tend …
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"I never thought much of the courage of a lion-tamer. Inside the cage he is at least safe from people." - George Bernard Shaw |