Best Practice Steps to Successfully Plan for Change
From the Thoughts on Project Management Blog
by Gina Abudi
Articles will focus on the the people-side of project management - team leadership, communication, virtual teams, change management and cultural diversity.
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Project Managers and Change
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Planning for change initiatives is not an easy task. We often forget some very essential steps that will help ensure success of the change initiative. If you want to have a successful change initiative, take these best practice steps in planning for the initiative:
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Get Smart: Be sure you understand the change that needs to happen, why it needs to happen, and who needs to be involved. You’ll need to be able to answer questions that arise from employees.
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Clarify: Is the business ready for change? What else is going on that may impact this change initiative? Do you have the right people within the business to support the initiative or do you need to bring in external consultants/resources?
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Buy-In: Do you have the buy-in you need? Not just from the top, but from throughout the organization? Remember that most change initiatives affect how employees perform their role. They must be champions of the initiative for it to be successful.
Which leads us to…..
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Educate and Socialize: You must be sure employees are educated about what is going on and why. Too often I hear from clients that their change initiatives in the past have not been successful. When we dive into the details, it is obvious they never educated employees about the need for the change initiative. Socializing the upcoming effort before you start is essential to get buy-in and support and convert those against it to champions. Quick tip…each project plan I develop for such initiatives always includes up front time (built into the plan) for socializing the initiative.
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Communicate: Frequent communications is essential. Keep employees updated on what is happening with the change initiative through a variety of formats: emails, internal newsletters, individual meetings, small group or department meetings, all staff meetings, etc. Rarely do I see clients over-communicate; usually they under-communicate.
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Transition and Train: Have a plan for transition to the new process, procedure, or whatever other change was put in place. Be sure that before you transition you train those who need training so that they are comfortable with what needs to be done.
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Lessons Learned: Capture what went well and where you could improve on the next change initiative project. Use this information for future projects so that you can continuously improve how things get done in the business. I set up an internal portal for my clients to capture and retain lessons learned for easy access by everyone in the business.
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Evaluate: Fairly soon after you launch the change initiative, check in with everyone involved to be sure they are doing well with the change. Answer any questions they may have and be sure they are comfortable and confident. After a reasonable period of time for things to be working under the new process, procedure, etc - evaluate the change made and how effective it is for the business and the employees. Do small “tweaks” need to be made to improve? Get the right people involved to make improvements.
Remember - successful change initiatives requires successful upfront planning! Don’t shortchange the process and remember - CONSTANT COMMUNICATION is essential!
Posted on: October 13, 2015 02:59 PM |
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Comments (5)
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Mike Frenette
Manager, IT PMO| Halifax Water (retired)
Halifax, Nova Scotia, Canada
Hear hear, Gina! Often CM methods focus outward to socializing the upcoming change with stakeholders, training them, incentives to go along with the programs, checking that the training "stuck", and helping them to not slip into the bad old habits.
What you say above that is more focused on YOU understanding what is necessary is so true, and very much applies in addition to the standard bits and pieces!
Michael Adams
Solutions Architect| LANL
Los Alamos, Nm, United States
"Rarely do I see clients over-communicate; usually they under-communicate."
Very politic way of saying that. I've personally never seen this :-)
A robust communication plan is essential. Thanks for a thoughtful post.
I think that most of project teams miss evaluating the lessons learned process... After a project is done, everyone is so happy that everything went well that they focus on new projects and forget to meet in order to discuss, study and document positives and negatives issues obtained from the project and this is a huge mistake.
Successful project teams give nothing for granted and this is something we are trying to deeply understand in our disturbing venezuelan political scenario, in which everything counts.
About getting smart, to understand the change that needs to happen, it is important for a project team be guided by a leader, a true leader, not just a project manager but a person capable of getting the best from his/her team and get them work together as one unit.
A leader can teach, guide, help, understand, reprimand, reward, that is, be a father but at the same time trust his/her team and let every member act independently knowing that there is a grouping work.
Manas De Amin
Director| Computer Technology Group Kolkata
Kolkata, West Bengal, India
With you Gina. Point number 4, 5 and 6 are so common. In many organisations the attitude of the top management is, employees will follow whatever has been ordered. No need is felt to educate employees and coupled with under communication to no communication. Point 6 is obvious. I have seen and read about many ERP projects to fail because no body gave any heed to BPR.
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