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Topics: Change Management, Communications Management, Stakeholder Management
Empower users to make the change



The hardest part of leading a change is overcoming resistance. This can actually kick start from anywhere in the organization, due to resource limitations, fear of the unknown, threats to power etc.

I think the PM must always ask, Do the end users have the authority and skills to carry out their roles in the change effort? They should feel that they're empowered to do their new roles. What's your opinion? Do you agree?
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Any Significant change requires a sign off . Before, and after execution. The Sign Off is a formal approval to commence or to end the change and should ideally come from a committee of people like a Project Steering Committee or from a Change Board .

It is necessary to have a quorum of people to approve the change request and it should be a formal process and meeting which is minuted.

There should be a designated Change Owner who needs to be a person of power like an Executive Director or a Portfolio manager who owns and is eventually responsible for the change. They clearly need to delegate this responsibility to a change champion for day -to-day coordination of the change.

The Project Manager should be comfortable interacting with the Change Champion and should be reporting the status at the steering committee meeting to the change owner.

This way the process is robust, there are no communication gaps and the Project Manager has the right people to talk to in order to support the change or lead the change as may be the case.
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1 reply by Anish Abraham
Jan 17, 2018 11:09 AM
Anish Abraham
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Thanks Deepesh for your feedback on this.

It is usually imprudent for the change owner to try to lead a change him or herself. I think most leaders will create a group of influential people and they become the implementers of change.



Change has to flow from the top. The change agents within the program will have trouble moving forward unless senior management are on board. Change programs like any project need metrics to determine if the change is occurring in the desired way, at the appropriate pace, and aligned with the strategic objectives of the company.
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1 reply by Anish Abraham
Jan 17, 2018 11:19 AM
Anish Abraham
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Sante, I agree with you on this.

I think the change owner must gather political support and should ensure that key stakeholders are on-board, so that those left out can't easily block the progress of the change.



Anish -

I'd suggest that inertia is the biggest challenge - I'm sure Sergio will weigh in with Newton's laws on that!

Resistance is the symptom of this inertia.

I'm a fan of Kotter's creating a true sense of urgency and frequent and effective communication of the Why/Who/What/Where/When and How of the change.

Kiron
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1 reply by Anish Abraham
Jan 17, 2018 12:13 PM
Anish Abraham
...
Thanks Kiron, I agree with you on this.

I think in order to deal with resistance to change, the change owner will have to create a sense of urgency. And for those who might want to resist the change, it can convince them of the need for the change.



Organization wise change has to be structured and should have approval of top management. Resistance will always be there, to overcome that resistance every stakeholder needs to understand why the change is being imposed and it's effects.
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1 reply by Anish Abraham
Jan 17, 2018 12:13 PM
Anish Abraham
...
Thanks Najam and I appreciate your feedback on this.



Jan 16, 2018 10:18 PM
Replying to Deepesh Rammoorthy, PMPĀ®
...
Any Significant change requires a sign off . Before, and after execution. The Sign Off is a formal approval to commence or to end the change and should ideally come from a committee of people like a Project Steering Committee or from a Change Board .

It is necessary to have a quorum of people to approve the change request and it should be a formal process and meeting which is minuted.

There should be a designated Change Owner who needs to be a person of power like an Executive Director or a Portfolio manager who owns and is eventually responsible for the change. They clearly need to delegate this responsibility to a change champion for day -to-day coordination of the change.

The Project Manager should be comfortable interacting with the Change Champion and should be reporting the status at the steering committee meeting to the change owner.

This way the process is robust, there are no communication gaps and the Project Manager has the right people to talk to in order to support the change or lead the change as may be the case.
Thanks Deepesh for your feedback on this.

It is usually imprudent for the change owner to try to lead a change him or herself. I think most leaders will create a group of influential people and they become the implementers of change.



Jan 16, 2018 10:47 PM
Replying to Sante Vergini
...
Change has to flow from the top. The change agents within the program will have trouble moving forward unless senior management are on board. Change programs like any project need metrics to determine if the change is occurring in the desired way, at the appropriate pace, and aligned with the strategic objectives of the company.
Sante, I agree with you on this.

I think the change owner must gather political support and should ensure that key stakeholders are on-board, so that those left out can't easily block the progress of the change.



Jan 17, 2018 8:09 AM
Replying to Kiron Bondale
...
Anish -

I'd suggest that inertia is the biggest challenge - I'm sure Sergio will weigh in with Newton's laws on that!

Resistance is the symptom of this inertia.

I'm a fan of Kotter's creating a true sense of urgency and frequent and effective communication of the Why/Who/What/Where/When and How of the change.

Kiron
Thanks Kiron, I agree with you on this.

I think in order to deal with resistance to change, the change owner will have to create a sense of urgency. And for those who might want to resist the change, it can convince them of the need for the change.



Jan 17, 2018 9:19 AM
Replying to Najam Mumtaz
...
Organization wise change has to be structured and should have approval of top management. Resistance will always be there, to overcome that resistance every stakeholder needs to understand why the change is being imposed and it's effects.
Thanks Najam and I appreciate your feedback on this.

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