Consider you are the project manager for an enterprise level Health Information System (IT Project) in an organisation where manual data management has been in vogue till date. Its a hierarchical organisation with a vertical structure. While the leadership controls and drives change, there are lakhs of users who are going to use the software in more than 100 geographical locations. Who would you focus more on, the leadership or the end-user, to see that the change is accepted, adopted and adapted to? Saving Changes...
In the situation you describe, you would benefit from creating a partnership between the project sponsor, project manager, and a change manager. The PM and CM need to work closely with the sponsor to identify the stakeholders, with the sponsor identifying the critical stakeholders. You'll need to take multiple approaches. The sponsor should champion the project to the other leaders and communicate the "What" of what is changing. Managers may need some training to help the end-users understand the "How" of what is changing and should work with their direct reports to help them understand how they are impacted by the change.
The PM should focus on the work and the schedule. The CM should focus on creating awareness, communication, training, and identifying and managing resistance, among other things. The Sponsor should focus on making sure leaders across the geographical locations support the change.
This is more than a little high level, but does it make sense?
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1 reply by Renuka Garg
Feb 11, 2019 2:09 AM
Renuka Garg
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Yes, absolutely. Thank you. Many IT projects in healthcare have one great limiting factor - the end user, who is a medical or paramedical staff who perceives almost no incentive for the change. They are short on time, in a fast paced environment with patient safety and satisfaction being the primary goal.
Saving Changes...
Tamer Zeyad SadiqAssistant Cost Manager| Turner & TownsendRiyadh, Ar Riyad, Saudi Arabia
In the situation you describe, you would benefit from creating a partnership between the project sponsor, project manager, and a change manager. The PM and CM need to work closely with the sponsor to identify the stakeholders, with the sponsor identifying the critical stakeholders. You'll need to take multiple approaches. The sponsor should champion the project to the other leaders and communicate the "What" of what is changing. Managers may need some training to help the end-users understand the "How" of what is changing and should work with their direct reports to help them understand how they are impacted by the change.
The PM should focus on the work and the schedule. The CM should focus on creating awareness, communication, training, and identifying and managing resistance, among other things. The Sponsor should focus on making sure leaders across the geographical locations support the change.
This is more than a little high level, but does it make sense?
Yes, absolutely. Thank you. Many IT projects in healthcare have one great limiting factor - the end user, who is a medical or paramedical staff who perceives almost no incentive for the change. They are short on time, in a fast paced environment with patient safety and satisfaction being the primary goal. Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
It is not as simple as just choosing a particular stakeholder. You need to do stakeholder analysis to understand their level of:
a) Influence - ability to change perceptions b) Power - authority to change behaviors c) Interest
Only then will you know who to focus on and how to focus on them. It is a common mistake to focus on management because they are management. Power and influence are seen from the same perspective when determining your approach.
High power/influence and high interest - Manage them closely High power/influence and Low interest - Keep them satisfied Low Power/Influence and High Interest - Keep them informed Low Power/Influence and Low Interest - Monitor them
You will definitely need strong change management support from both a change leadership perspective (e.g. developing a change strategy, creating a sense of urgency at the senior leadership level) but also having change champions within all affected areas. Those change champions should come from a healthcare background so that they will be seen as credible by the clinical staff they will be working with.
Sustainability will be one of the biggest challenges to ensure that old habits don't re-emerge.
Kiron
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1 reply by Renuka Garg
Feb 11, 2019 8:16 AM
Renuka Garg
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Many projects implemented in the government die a slow death - because with the change in leadership, the goal and priorities change. Also, the users have fixed salaries, working hours and hence, do not feel the motivation to put in that extra bit, unless there are punitive measures involved. As you said, management of change here has to a delicate mix and should be championed by clinicians.
It is not as simple as just choosing a particular stakeholder. You need to do stakeholder analysis to understand their level of:
a) Influence - ability to change perceptions b) Power - authority to change behaviors c) Interest
Only then will you know who to focus on and how to focus on them. It is a common mistake to focus on management because they are management. Power and influence are seen from the same perspective when determining your approach.
High power/influence and high interest - Manage them closely High power/influence and Low interest - Keep them satisfied Low Power/Influence and High Interest - Keep them informed Low Power/Influence and Low Interest - Monitor them
You will definitely need strong change management support from both a change leadership perspective (e.g. developing a change strategy, creating a sense of urgency at the senior leadership level) but also having change champions within all affected areas. Those change champions should come from a healthcare background so that they will be seen as credible by the clinical staff they will be working with.
Sustainability will be one of the biggest challenges to ensure that old habits don't re-emerge.
Kiron
Many projects implemented in the government die a slow death - because with the change in leadership, the goal and priorities change. Also, the users have fixed salaries, working hours and hence, do not feel the motivation to put in that extra bit, unless there are punitive measures involved. As you said, management of change here has to a delicate mix and should be championed by clinicians. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
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