Using Program Management and Architecture to Manage Fundamental Change in Business Organizations (Thinking of Business Organizations as Systems)

Frank Winters has more than 30 years of consulting and Information Technology experience serving as a project/program manager, consultant and IT service industry executive.

  Governance   PMO  

This article, Part Two of a two-part series, provides an overview of a powerful framework for managing corporate change. The key is to use the principles of program management and architecture as a means of capturing, communicating and controlling the difficult thinking and actions needed in order to change complex business organizations. If these tools are not used, others must be to accomplish the same purpose--clear communication and a framework for management. Otherwise there will be the frustration of being struck and going in circles. This is not to say it's impossible to manage change by lurching from one uncomfortable position to another, nor is it impossible to manage change with the overhead of constantly reworking what has already been decided--it's just less efficient and a lot less rewarding for all concerned.

(In Part One of this article series we discussed the use of Program Management and an architectural framework for managing change. Part One ended with an introduction to the notion of using program management as a tool of transformation, taking the corporation from the "as-is" to the "to-be" state).

Alignment--Why is It Important and How Can It Be Achieved?
Alignment is perhaps the most critical success factor of any organization as it manages its business and its change. This is how well all of the team members--and other stakeholders, such as …

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