Change workbook AF

Understanding & Planning Change in the workplace Workbook Version №: 1Learning and Development

ObjectivesWhen you complete this course you will be able to:  Identify the forces behind change, and how they might affect your organization or department;  Recognize the beneficial aspects of change, whether it be through continuous improvement or through one-off projects;  Initiate improvements in workplace activities;  Describe the effect of change on systems and procedures and assess the costs and benefits of change;  Plan change projects;  Anticipate and recognize reactions to a proposed change and overcome resistance to the change;  Manage the implementation of change;  Monitor and evaluate change projects.Introduction The art of preparing individuals and business for future change, and retaining this change on a daily basis, is what change management is all about.

Table of Contents1.0 What is Change management ................................................................ 4 1.1 Goal of change ..................................................................................... 4 1.2 Importance of change ........................................................................... 4 1.3 Individual phase of change..................................................................... 5 1.4 Types of change ................................................................................... 5 1.5 Skills needed for change – Creativity & Innovation .................................... 6 1.6 Innovation cycle ................................................................................... 7 1.7 Barriers to creativity ............................................................................. 8 1.8 Barriers to Innovation ........................................................................... 82.0 Continuous improvement cycle ............................................................. 9 2.1 Kaizen ............................................................................................... 11 2.2 SCAMPER ........................................................................................... 12 2.3 Evaluate continuous improvement......................................................... 133.0 Five Basic Principles............................................................................ 134.0 Four Change Management Strategies .................................................. 17 4.1 Factors in selecting change strategy ...................................................... 185.0 Roles in Change Managements ............................................................ 19 5.1 Change management resource/team ..................................................... 20 5.2 Executives and senior manage.............................................................. 21 5.3 Middle managers and supervisors ......................................................... 22 5.4 Project team ...................................................................................... 23 5.5 Project support functions ..................................................................... 24 5.6 A final observation on two different roles ............................................... 24 5.7 Action steps for change managers......................................................... 256.0 Human and financial implications of change ....................................... 267.0 Reasons for major change................................................................... 27 7.1 Force field analysis.............................................................................. 288.0 Change and project management ........................................................ 30 8.1 Thinking about what each tool is trying to achieve .................................. 31 8.2 Using the right amount ........................................................................ 32 8.3 Separate but integrated in practice ....................................................... 339.0 Connecting change management to business results .......................... 35 9.1 The project-Purpose-Particulars-People exercise ..................................... 35 9.2 Steps of the exercise ........................................................................... 3510.0 Change management methodology .................................................. 38 10.1 Point # 1: Change management ........................................................... 38 10.2 Point # 2 ADKAR ................................................................................ 39 10.3 Point#3 Three phases process .............................................................. 40 10.4 Conclusion ......................................................................................... 4211.0 Proci Project Change Triangle (PCT) ................................................ 4312.0 Planning Techniques ........................................................................ 45 12.1 Gantt chart ........................................................................................ 45 12.2 PESTLE .............................................................................................. 4613.0 How to manage change.................................................................... 4814.0 Appendices ...................................................................................... 49 14.1 ADKAR Information ............................................................................. 49 14.2 ADKAR Model ..................................................................................... 50 14.3 Who Moved My Cheese ........................................................................ 55 14.4 Applying communication to change ....................................................... 64

1.0 What is Change management\"What is change management?\" This is a question you may have heardfrom colleagues or co-workers in passing or in formal presentations. Whilemany of us 'know' intuitively what change management is, we have a hardtime conveying to others what we really mean.In thinking about how to define change management, it is important to providecontext related to two other concepts - the change itself and projectmanagement. Further sections show how change management and projectmanagement are two critical disciplines that are applied to a variety oforganizational changes to improve the likelihood of success and return oninvestment.1.1 Goal of changeUltimately, the goal of change is to improve the organization by altering howwork is done.When you introduce a change to the organization, you are ultimately going tobe impacting one or more of the following four parts of how the organizationoperates:  Processes  Systems  Organization structure  Job rolesWhile there are numerous approaches and tools that can be used to improvethe organization, all of them ultimately prescribe adjustments to one or moreof the four parts of the organization listed above. Change typically results as areaction to specific problems or opportunities the organization is facing basedon internal or external stimuli. While the notion of 'becoming morecompetitive' or 'becoming closer to the customer' or 'becoming more efficient'can be the motivation to change, at some point these goals must betransformed into the specific impacts on processes, systems, organizationstructures or job roles. This is the process of defining 'the change'.1.2 Importance of changeThe Macy's Applicant StoryA high school graduate went to Macy's department stores to apply for a job.She filled the application and found that 100 other applicants did the samething. Traditional thinking usually tells us to fill the application, go home andhope for the best. Creative thinking leads us to a different behavior.The student in this case realized she needed to do something special. Shespent the next two hours going through the various departments and writingdown some notes. When she finished, she called the personnel manager from

her cell phone. “Sir, I have in my hand a list of ten places where I can be ofhelp to you right now. Would you like me to come up and show it to you?”Majority of companies need to change due to the fact that there is so muchcompetition in the market. To stay ahead of competitors, it is important tocreate the right climate for change to take place.Change brings about improvement in the organization!1.3 Individual phase of changeRESISTANCE EXPLORATIONDENIAL COMMITMENT TIMEDenial – creates a negative attitude and prevents you from making progressor moving forwardResistance – Be aware of your negative feelings and explore them. Howeverrather than drowning in them – look for positive solutionsExploration – Once you have accepted that change will happen, look at whatyou need to o to deal with it. What options are open to you?Commitment – Finally, you are committed to dealing with the change. Nowyou can move forward and concentrate on the future1.4 Types of changeThree types of change exist: Crisis, Reactive and Anticipatory ChangeCrisis changeUnplanned alterations, quick and cheap solutions, no forward thinking andplanning.Redundancies/shutdowns/price wars, panic, losing key staff, despondency andnegative spiralsReactive changeAnalyze situation quickly, inform all, form groups/committees for suggestions,challenge existing norms, make quick decisions and may copy competitors

Anticipatory changeInform all, allow discussion and comment, plan in advance, communicate toeveryone, design strategic plans, set clear new directions and assignresponsibilities.The most effective management tool with regard to anticipatory change is –‘To Always Be Aware’.1.5 Skills needed for change – Creativity & InnovationCreativity is the thinking of novel and appropriate ideasInnovation is the successful implementation of those ideas within anorganisation.The diagram represents ‘innovators’ who are first to adapt to new andinnovative ideas/products. They pave the way for others to follow. ‘Laggards’are slow to adapt to change and may start using a new process/product whenthe product is in decline in the market.

1.6 Innovation cycleThese four stages start with Divergence, the ’opening up’ stage; this meansencouraging people to come up with as many new and different ideas as theycan, with no limit on imagination – the morel outrageous the better. This is thechance to be creative, to look for ways of doing things which have never beenthought of before because they turn received opinion upside down. Practicalitymust not be allowed to interfere with the generation of ideas, and quality ofideas is better than quality.Assimilation is the stage at which the ideas are sorted and their value isjudged. It is important not to discard those which are different just becausethey are different but to sort through them and find the bits that are worthusing. This is the stage which takes most time and is when the realbreakthroughs can occur, when the impossible starts to be seen as thepossible.Some of the creative techniques to encourage divergence also haveassimilation built in to them; others require it to be added on, as you will see.It is valuable still to have more ideas than can actually be used after theassimilation stage for the move onto Convergence or ‘closing down’, decidingjust what to go ahead with. The criteria for agreement before making thedecision should be agreed, so the final choice is based on rational decisionsand not just what people feel most comfortable with. The final stage is Action,implementing the decision.

1.7 Barriers to creativity Barrier Blocks & limits beliefs Switch to positiveNegative The tendency to focus on the Seek the inherentattitude negative aspects of problems opportunities in the and expend energy on worry situationFear of failure Fear of looking foolish or Failure is a necessary being laughed at. condition of and a stepping stone to successExecutive stress Not having time to think Long-term corporateFollowing rules creatively. The over-stressed success is linked to the person finds it difficult to ability to innovate. think objectively at all. Managing day-to-day Unwanted stress reduces the operations is important, quality of all mental but it is new game processes changing breakthroughs that will launch company A tendency to conform to into new markets, enable accepted patterns of belief rapid growth, and create high return on investment Some rules are necessary, but others encourage mental lazinessMaking Many both conscious and Challenge assumptionsassumptions unconscious assumptions restrict creative thinking \"Innovation is not theOver reliance of Investing all your intellectual product of logical thought,logic capital into logical or although the result is tied analytical thinking – the to logical structure.\" – step-by-step approach – Albert Einstein excludes imagination, intuition, feeling or humor.1.8 Barriers to InnovationOrganizational readinessResistance to changeDepartment barriersEmphasis on budget

2.0 Continuous improvement cycleA useful model to follow in planning a programme of continuous improvementis the cycle, shown in the diagram below. It consists of:  Doing;  Reviewing what has been done;  Learning from this review;  Planning improvement on the basis of what you have learnt;  Implementing the improvements;  Reviewing and learning from this, and so on. Implement improvements DoPlan Review LearnBelow is an example of how one small incident caused a manager to use thecontinuous improvement cycle.Pete is the new manager of the repro department for a printer that specializesin printing brochures and leaflets cheaply and quickly. He and his staff areresponsible for ‘repro’, which means that they take artwork usually sent tothem on disks by designers and from it produce film and then plates. One dayhe receives a telephone call that makes his heart sink: a client has justreceived proofs for a leaflet that is due to be printed that evening, in time for aconference in two days’ time, and there are two mistakes on the cover, whichwill have to be put right. A block of text is in completely the wrong typeface

and one of the pictures is missing. Correcting these mistakes is not only goingto take up precious time but is also going to be costly as the printing will haveto be remade.How, Pete wonders, could this have happened? Why had they got almost tothe point of printing the leaflet before anyone spotted the mistake? What waswrong with the processes followed by his staff- or the designer who hadsupplied the artwork in the first place? The first thing to do was to compare acopy of the proof with the print-out provided by the designers. This revealedthat everything was as it should be on the designer’s printer-out, so whyhadn’t any one spotted there was a problem when they produced the film thatwas then used to make the plates? It turned out that in their hurry to get thejob done, nobody had checked the film against the print –out. If they hadchecked the film they would have discovered they had a problem- almostcertainly because the designers had not supplied all the types fonts andimages that were being used in the job. As it was, Pete was going to have toget back to the designers and get them to re-supply the artwork, thus losingvaluable time. They were going to be lucky to meet the deadline for gettingthe leaflets printed.It was only by paying two members of staff to do some overtime and work wellinto the night that Pete was able to get the leaflet printed and delivered intime for the client’s conference. Once the panic was over he decided it wastime to improve not only the processes followed by his staff but also thosefollowed by the designers who supplied them with artwork. His plan was toproduce:  A checklist for designers on what must be present when supplying artwork on a disk, such as all necessary type fonts and images;  A form for his staff listing what should be checked and signed off at each stage, which included the checking of film against the designer’s print- out prior to making plates.The checklist and form were produced and distributed. Over next few weeks,Pete made a point of checking the forms he had given to staff to see that theywere comparing film with designer’s print outs a matter of course. He alsoasked the staff to help him in checking to see whether all designers were nowsupplying everything that was required of them and soon discovered that twoof them were still getting things wrong, particularly when deadlines were right.This was resulting in problems for everyone involved, so Pete was determinedto find a way of improving the situation. He decided to send a letter to alldesigners, advising them to invest in some software that would automaticallyreport on any technical faults and imperfections in a piece of artwork, andcollect all the fonts and images used in the artwork.Pete knew that this probably wouldn’t be the end of the problem and that hewould have to keep on reviewing the situation, but he was confident that he

was on the way to not only providing a quality service to the printer’s clientsbut also receiving a quality service from his suppliers.What does the manager learn as a result of reviewing a process?What does he or she then plan and do?What does he or she learn as a result of an ongoing review?What does he or she then plan and do the second time round?In reviewing the processes involved in repro, Pete learnt that designers werenot always supplying high-quality artwork in which all the necessarycomponents were present, and that his own staff were not always making thenecessary checks of film against designer’s print-outs. He then planned toimprove the process employed by both of which were produced anddistributed. His ongoing review then revealed that two designers were still notdoing all that was required of them, and so he planned to send them a letteradvising them to invest in some software that would help considerably.2.1 KaizenAt the heart of Kaizen is the idea that if customers constantly changing needsand wants are to be met, there must be continuous improvement in smallsteps, at all levels, forever. Everyone has a role to play in achieving it, fromsenior management down to first line managers and their staff. Senior andmiddle managers need to concentrate on establishing the necessary strategy,structures and systems, and on monitoring what is being achieved. First linemanagers, on the other hand, need to concentrate on encouraging staff tocome up with suggestions for improvements and ensure that these areresponded to. This of course means that staff must come up with suggestionsand be prepared to change the way they do things and acquire new skills.

2.2 SCAMPERSubstituteCombineAdaptModifyPutEliminateReverseSCAMPER is an acronym for useful list of words that can be applied as stimulito make you think differently about the problem area.How it worksSCAMPER works by providing a list of active verbs that you associate with yourproblem and hence create ideas. As they are all verbs, they are about doing,and so get you to think about action.SubstituteWhat can you substitute? What can be used instead? Who else instead? Whatother ingredients? Other material? Other process? Other power? Other place?Other approach? Other sounds? Other forces?Instead of ... I can ...CombineWhat can you combine or bring together somehow? How about a blend, analloy, an assortment, an ensemble? Combine units? Combine purposes?Combine appeals? Combine ideas?I can bring together ... and ... to ...AdaptWhat can you adapt for use as a solution? What else is like this? What otheridea does this suggest? Does past offer a parallel? What could I copy? Whocould I emulate?I can adapt ... in this way ... to ...ModifyCan you change the item in some way? Change meaning, colour, motion,sound, smell, form, shape? Other changes? What can you add? More time?Greater frequency? Stronger? Higher? Longer? Thicker? Extra value? Plusingredient? Duplicate? Multiply? Exaggerate?What can you remove? Smaller? Condensed? Miniature? Lower? Shorter?Lighter? Omit? Streamline? Split up? Understate?I can change ... in this way ... to ...Put to other usesHow can you put the thing to different or other uses? New ways to use as is?Other uses if it is modified?I can re-use ... in this way ... by ...

Eliminate What can you eliminate? Remove something? Eliminate waste?Reduce time? Reduce effort? Cut costs?I can eliminate ... by ...Reverse/RearrangeWhat can be rearranged in some way? Interchange components? Otherpattern? Other layout? Other sequence? Transpose cause and effect? Changepace? Change schedule?I can rearrange ... like this ... such that ...ExampleI want to invent a new type of pen.Substitute - ink with iron, nib with knifeCombine - writing with cutting, holding with openingAdapt - pen top as containerModify - body to be flexiblePut to other uses - use to write on woodEliminate - clip by using velcroRearrange - nib to fold outwards2.3 Evaluate continuous improvementHurdles, Rankings and WeightingHurdles - It is essential that the chosen ideas are practical and viable, but atthe same time ensure that the screening process is clearly rational andimpartial, and that it reasonably economical.Progressive hurdles extend the existing well-established method of rapidlydiscarding the items that can obviously be seen to be of lesser quality thusfreeing up time to put all your effort into a handful of promising short-listedideas, thereby reducing the information-handling loadRankings – using a quantative measurement i.e. good, excellent, meets,exceeds, one can rank the quality of a product/ideaWeighting – prioritizing the criteria 3.0 Five Basic PrinciplesChange management is a basic skill in which most leaders and managers needto be competent. There are very few working environments where changemanagement is not important.This article takes a look at the basic principles of change management, andprovides some tips on how those principles can be applied.

When leaders or managers are planning to manage change, there are five keyprinciples that need to be kept in mind: 1. Different people react differently to change 2. Everyone has fundamental needs that have to be met 3. Change often involves a loss, and people go through the \"loss curve\" 4. Expectations need to be managed realistically 5. Fears have to be dealt withHere are some tips to apply the above principles when managing change:  Give people information - be open and honest about the facts, but don't give overoptimistic speculation. i.e. meet their OPENNESS needs, but in a way that does not set UNREALISTIC EXPECTATIONS.  For large groups, produce a communication strategy that ensures information is disseminated efficiently and comprehensively to everyone (don't let the grapevine take over). E.g.: tell everyone at the same time. However, follow this up with individual interviews to produce a personal strategy for dealing with the change. This helps to recognise and deal appropriately with the INDIVIDUAL REACTION to change.  Give people choices to make, and be honest about the possible consequences of those choices. i.e. meet their CONTROL and INCLUSION needs  Give people time, to express their views, and support their decision making, providing coaching, counseling or information as appropriate, to help them through the LOSS CURVE  Where the change involves a loss, identify what will or might replace that loss - loss is easier to cope with if there is something to replace it. This will help assuage potential FEARS.  Where it is possible to do so, give individuals opportunity to express their concerns and provide reassurances - also to help assuage potential FEARS.  Keep observing good management practice, such as making time for informal discussion and feedback (even though the pressure might seem that it is reasonable to let such things slip - during difficult change such practices are even more important).Where you are embarking on a large change programmes, you should treat itas a project. That means you apply all the rigors of project management to thechange process - producing plans, allocating resources, appointing a steeringboard and/or project sponsor etc. The five principles above should form part ofthe project objectives.When leaders or managers are planning to manage change, there are five keyprinciples that need to be kept in mind:

ONE - Different people react differently to changeThe following diagram represents a spectrum of change: Stability - - - - - - - - - - - - - - - - ChangeDifferent people have different preferences for where they like to be on thisspectrum. Some people like to be at the STABILITY end of the spectrum -they like things to be the way they have always been. Other people like to beat the CHANGE end of the spectrum - they are always looking for somethingdifferent and new.Problems arise when the individual's preferences differ from the situation theyfind themselves in. That is, if:  a stability-oriented person finds that circumstances are changing quite rapidly, or  a change-oriented person finds that everything is the same and there is nothing newIn these situations, the individuals involved can experience:  strong dissatisfaction  stress  negative attitudes towards individuals with preferences at the other end of the spectrum (e.g.: distrust, dislike)  resistance (to change, or to the status quo)  intense emotions  loss of rational judgmentPeople tend to resist, therefore, approaches on other parts of the spectrumthan where they themselves prefer to be.TWO - Everyone has fundamental needs that have to be metA famous psychologist called Will Schutz identified three basic needs thatpeople have in interpersonal relations. These basic needs are also offundamental importance in people's reaction to change:  The need for control  The need for inclusion  The need for opennessWhilst the need for these can vary between people, in any change processthere is always some degree of need for control over one'senvironment/destiny, some degree of need to be included in the process offorming the change that is taking place, and some degree of need formanagers/leaders to be open with their information.

If a change programme fails to meet the control, inclusion and openness needsof the individuals affected by it then that programme is likely to encounter arange of negative reactions, ranging from ambivalence through resistance tooutright opposition.THREE - Change often involves a loss, and people go through the\"loss curve\"The relevance of the \"loss curve\" to a change management programmedepends on the nature and extent of the loss. If someone is promoted to amore senior position, the 'loss' of the former position is rarely an issue becauseit has been replaced by something better. But if someone is made redundantwith little prospect of getting a new job, there are many losses (income,security, working relationships) that can have a devastating effect.There are many variations of the \"loss curve\". One is known as \"Sarah\" - thatis, the individual experiences (in this order):  S-hock  A-nger  R-ejection  A-cceptance  H-ealingThe common factors amongst all \"loss curves\" are: 1. That there can be an initial period where the change does not sink in. For example, feelings may be kept high by the individual convincing themselves that the change is not going to happen. 2. That when the loss is realised, the individual hits a deep low. The depth of this 'low' is deepened if the loss is sudden/unexpected. 3. That the period of adjustment to the new situation can be very uncomfortable and take a long time. In the case of bereavement, the period of adjustment can be as long as two years.FOUR - Expectations need to be managed realisticallyThe relationship between expectations and reality is very important. You cansee this in customer relations - if a supplier fails to meet expectations then thecustomer is unhappy; if the supplier exceeds expectations then the customer ishappy.To some extent the same principle applies to staff and change. If theirexpectations are not met, they are unhappy. If their expectations areexceeded, they are happy.

Sometimes, enforced change (eg: redundancies) inevitably involve the failureto meet expectations: there had been an expectation of job security, which hasnow been taken away.What leaders/managers have to do, however, is make sure they don't pourpetrol on the fire by making promises that can not or will not be kept.Expectations have to be set at a realistic level, and then exceeded (eg: interms of the degree of outplacement support that will be provided).FIVE - Fears have to be dealt withIn times of significant change rational thought goes out of the window. Thismeans that people often fear the worst - in fact, they fear far more than theworst, because their subconscious minds suddenly become illogical and seeirrational consequences. E.g.:  Our company is reducing staff, which means...  They will make people redundant, and...  I'll be the first to be kicked out, and...  I'll have no hope of getting another job, and...  I won't be able to pay the mortgage, so...  I'll lose the house, so...  My family won't have anywhere to live, and...  My wife won't be able to cope, so...  She'll leave me, and...  I'll be so disgraced the children won't speak to me ever again.Such fears need to be addressed, e.g. by helping people to recognise thatmost people who are made redundant find a better job with better pay andhave a huge lump sum in their pocket! Or, where appropriate, by explaininghow the reductions in staff numbers are going to be achieved (by naturalwastage or voluntary redundancy).4.0 Four Change Management StrategiesStrategy DescriptionEmpirical-Rational People are rational and will follow their self- Normative- interest — once it is revealed to them. Change is based on the communication of information and the proffering of incentives. People are social beings and will adhere to

Reeducative cultural norms and values. Change is based on redefining and reinterpreting existing norms andPower-Coercive values, and developing commitments to new ones.Environmental- Adaptive People are basically compliant and will generally do what they are told or can be made to do. Change is based on the exercise of authority and the imposition of sanctions. People oppose loss and disruption but they adapt readily to new circumstances. Change is based on building a new organization and gradually transferring people from the old one to the new one.4.1 Factors in selecting change strategyGenerally speaking, there is no single change strategy. You can adopt ageneral or what is called a \"grand strategy\" but, for any given initiative, youare best served by some mix of strategies.Which of the preceding strategies to use in your mix of strategies is a decisionaffected by a number of factors. Some of the more important ones follow. Degree of Resistance. Strong resistance argues for a couplingof power-coercive and environmental-adaptive strategies. Weakresistance or concurrence argues for a combination of Empirical-Rational and normative-reeducative strategies. Target Population. Large populations argue for a mix of all fourstrategies, something for everyone so to speak. The Stakes. High stakes argue for a mix of all four strategies.When the stakes are high, nothing can be left to chance. The Time Frame. Short time frames argue for a power-coercivestrategy. Longer time frames argue for a mix of empirical-rational,normative-reeducative, and environmental-adaptive strategies. Expertise. Having available adequate expertise at makingchange argues for some mix of the strategies outlined above. Nothaving it available argues for reliance on the power-coercivestrategy. Dependency. This is a classic double-edged sword. If theorganization is dependent on its people, management's ability tocommand or demand is limited. Conversely, if people are dependentupon the organization, their ability to oppose or resist is limited.(Mutual dependency almost always signals a requirement for somelevel of negotiation.)

5.0 Roles in Change ManagementsChange management cannot be done by one person sitting alone in hisor her office. Driving successful change requires a system of actors allmoving in unison to help employees to understand why the change ishappening, get them on board with the change and ultimately ensure that theyadopt the changes required in their day-to-day work. It is not necessarily easyto get all of the change management pieces moving; but by betterunderstanding the roles that support effective change management, you andyour projects will be more successful.This section examines five roles related to change management:  Change management resource/team  Executives and senior managers  Middle managers and supervisors  Project team  Project support functionsLearn why each role is important and what is required of the role in times ofchange. This section concludes with some observations on the \"employee-facing\" roles in change management and the \"enabling\" roles in changemanagement. Change management roles:

5.1 Change management resource/teamWhy the role is important: What the role requires: Having dedicated resources 1. Apply a structured for change management change management was #4 on the list of overall methodology - instead of greatest contributors to operating in an ad hoc success in the 2007 manner, approach change benchmarking study. management with purpose and intent There is a growing body of data that shows a 2. Formulate strategy - correlation between the evaluate how big the change success of a change is and who will be impacted initiative and how well the to develop a customized people side was managed. strategy Without dedicated 3. Develop plans - based on resources, change the strategy work, create a management activities will customized set of plans for not be completed. moving people forward - Unfortunately, when including a communication budgets and schedules are plan, a sponsor roadmap, a squeezed, change coaching plan, a training management is pushed to plan and a resistance the bottom of the priority management plan list if there are not dedicated resources. 4. Support other “doers” - the change management resource is the coach and the go-to person for the other roles.

5.2 Executives and senior manageWhy the role is important: What the role requires: In the 2007 1. Participate actively and benchmarking study, the visibly throughout the active and visible project - there are three key participation of the senior words here: active, visible and leader was cited as the throughout - sponsors must be #1 contributor to success. present and seen by And in the 2005 study it employees was also #1. And in the 2003, 2000 and 1998 2. Build a coalition of studies it was #1 on the sponsorship and manage list. Bottom line - their resistance - the sponsorship role is crucial to success. coalition describes the group of managers and leaders who will Employees want to see take the change back to their and hear the executive's department, division, commitment to the workgroup, etc - the primary change. The authority sponsor must build and they provide carries over maintain a healthy coalition to other change management actors. 3. Communicate directly with employees - employees want Effective sponsorship is a to hear the business reasons predictor of success or for the change from someone failure on the project. at the top * From the 2007 benchmarking study.

5.3 Middle managers and supervisorsWhy the role is important: What the role requires: Managers and supervisors Based on the 2007 benchmarking are close to the action - it study, the five roles of managers is their teams who must and supervisors during change are: change how they do their jobs for the change to be 1. Communicator - employees successful. prefer to hear messages about how the change In any organization there directly impacts them and are two types of change their team from the person constantly happening: 1) they report to top-down initiatives launched by senior leaders 2. Advocate - if the manager (macro-changes) and 2) opposes the change, chances responses to daily demands are that his or her people will from customers and as well - in many cases, the suppliers (micro-changes). opposite is also true Managers and supervisors support their employees 3. Coach - helping employees through both types of through their own personal changes. transitions is the essence of change coaching by middle The attitude and actions of managers and supervisors a manager will show up in his or her people - whether 4. Liaison - the role of liaison the attitude is one of involves interacting with the support or one of project team, taking direction opposition. and providing feedback 5. Resistance manager - research shows that the best intervention to mitigate resistance comes from the employee's immediate supervisor

5.4 Project teamWhy the role is important: What the role requires: The project team is tasked 1. Design the actual change - with managing the technical create the solution that ultimately side of the change. In the impacts how people do their jobs end, they are the people who design how things will 2. Manage the �technical side� be done differently than they with tools like the charter, business are today. case, schedule, resources, work breakdown structure, budget, etc. Without direction and management, the technical 3. Engage with CM side of the project will not team/resource - work with the move forward. change management resource or team to ensure that the technical- The project team also plays side and the people-side of the a role in ensuring that change progress in unison, provide change management is part timely project information of the project - by providing the appropriate resources 4. Integrate CM plans into (budget and personnel) and project plan - begin change time. management at the start of the project and weave the change Change management will be management strategy and plans most effective when it is into the technical-side plans to pulled in at the launch of the create one seamless project plan project.

5.5 Project support functions What the role requires: Why the role is important: 1. Experience and expertise - project support functions  Project support functions bring experience on past bring expertise in a changes that can be applied to particular area - these the current change groups include: Human Resources staff, 2. Knowledge - each of these Organization Development groups have specialized staff, Training specialists, knowledge that can help the Communication specialists, project team and the change solution specific Subject management resource or Matter Experts, etc. team  In some cases, one of 3. Tools - each of the areas these project support bring specific tools that functions might operate as support change management the change management activities - just be sure the team or resource. tools align with change management best practices5.6 A final observation on two different rolesIn the sections above, we outlined the key roles of the different actors involvedin making changes successful in any organization. It is interesting to note thatin all of the roles presented in the right hand column, two of the roles havedirect contact with front-line employees impacted by the change while three ofthe roles do more of their work behind the scenes.Employee-facing roles: Enabling roles:

 One-to-one interactions  Create and implement the plans One-to-many interactions that are executed by the employee-facing roles within Why are these the employee- the business facing roles? Because these are the  Why are these not employee- people that employees facing roles? want to hear from! Because employees don't know who they are and don't really care what they have to say! Implications of employee-facing and enabling roles: This is one of themost important takeaways from the discussion about roles. Change managersin organizations - whether they are the project manager, an HR consultant, anOD consultant or from a specialist change management group - mustultimately work through others. They play the role of enablers in most cases,creating easy-to-implement plans and supporting the executives, seniorleaders, middle managers and supervisors throughout the organization.5.7 Action steps for change managers 1. Adopt a structured methodology you will use on the projects you support. Prosci has certification, online and hardcopy methodology tools so you can apply the research-based approach using all of the templates, assessments and tools that are part of the 3-phase approach. Read more about Prosci's methodology. 2. Begin making a case for why it is important to manage the people-side of change. The case will need to be made to project teams, senior leaders, middle managers and supervisors - all of the

other gears in the roles discussion. Be sure to answer \"What's In It For Me?\" and connect change management to what they care about - such as meeting financial objectives (for senior leaders) or delivering a project on time, on budget and on target to meet objectives (for project teams). 3. Explain the role that you need each of these groups to fill. Draw on best practices and research to demonstrate the specific actions you need and the biggest mistakes that are typically made by these groups. 4. Provide knowledge, training and tools. For many of the different actors, applying change management is a new job requirement. You will need to help each of them build their own personal competency for leading change. Prosci offers a 1-day program for managers and supervisors and a 4-6 hour session for executives and senior leaders. Call 970-203-9332 to learn more about these research-based, hands-on programs.Coach them. Whether it is a project team you are working with to integratechange management into the project plan, the division president you areasking to fulfill the role of \"great sponsor\" or a front-line supervisor you areasking to coach his or her direct reports - you need to be there to providesupport and answer questions. You are now the coach for the agents of changethroughout your organization. 6.0 Human and financial implications of changePeople often define themselves by their job. Ask someone what they do andthey will tell you their job, not their hobbies, games or other interest, or howthey live their lives. Since we tend to describe ourselves as being changemeans that our jobs are how we see ourselves as being. Change means thatwe are not just being asked to do something differently, but to change ourperception of who we are. This is why people tend to resist change. The threatof change is not just that it might mean our jobs are at risk, but how we seeourselves as being is also at risk.Highly skilled people see their skills being devalued if they are asked to do jobsdifferently, or train others to do them. Managers who define their status by thenumber of people they manage see themselves being demoted if they have asmaller team to lead, or promoted if their team gets bigger. Any changeaffects people in this way and means that you have to overcome significantbarriers to change.

Change also has financial implications. Most changes are introduced toincrease revenue or income, or to stop potential actual reductions. But thechange itself will cost money which also has to be accounted for.The costs of any change will vary according to the type of change and thescale. It is easy to identify the most obvious costs, such as having to invest innew capital (building, machines and equipment, software and vehicles) or inpeople (recruiting new people, making people redundant and training people).However, some of the costs may not be so obvious, such as the lost out put ifactivities have to be suspended, higher waste or reject rates or reducedefficiency as people learn to work in different ways. 7.0 Reasons for major changeIn almost any organization there’s a good chance that major change has takenplace in recent years in one or more of the following ways:  The development of a totally new product or service;  A significant expansion or reduction of the workforce;  A merger with, or a take-over of/by another organization;  Restructuring to eliminate layers of management and/or create new departmental boundaries;  The relocation of premises.Political factorsThe nature of the government and the policies it pursues can have a majorimpact on organization. Just an example is the introduction in 2001 of theClimate Change Levy, a tax on businesses which is designed to encouragethem to reduce their energy consumption. Such a tax reflects thegovernment’s growing concern over the need to reduce the consumption offinite resources, and it means that manufactures, in particular, need to findways of using energy more efficiently.Economic factorsSome developments in the economy are dictated by government policies,notably measures announced in the annual budget. Others are outside thegovernment’s control. The discovery in 2002, for example, that large Americancorporations such as Enron and WorldCom had claimed to have made hugeprofits when in fact they had made none, led to a dramatic drop in the value ofalmost all organizations’ shares on both the American and UK stock markets.

Social factorsAmong the long-term social that we have had a major impact in recent yearsis the ageing of the population coupled with the growing power of the youthmarket. Among the more short-term social factors are changing fashions insuch things as clothes and food.Technological factorsPersonal computers, mobile phones and the internet – all are among thenumerous technological developments that have created big changes inpeople’s lives, and in the way organisations functions, as well as in the goodsand services they offer.Legal factorsLaws and regulations, whether they are at local, national or European level,affect organization in numerous ways. They range from measures to protectemployees and consumers to measures aimed at controlling all aspects of anorganizations activities. Just one simple example is a planned Europeanregulation for scrapped cars to be returned to the manufacturers, thus puttingpressure on them to produce cars whose parts can be recycledEnvironmental factorsThe planned European regulation on cars is a reflection of the growing concernwith environmental factors. These fall into two categories:  Those concerning pollution of the Earth and its atmosphere by all forms of waste, ranging from gases to oil rigs;  Those concerning the over-exploitation of the Earth’s finite resources.Concern over environmental factors has resulted in many laws and regulationsthat affect the activities of organizations, such as The Body Shop and itscompetitors, to develop new products for consumers who wish to purchasegoods that use natural, replaceable resources and recycle packaging.All the various types of factor discussed above can represent both threats andopportunities to an organization. Either way, any organization that chooses toignore them, and not change, will lose out in the end.7.1 Force field analysisUnderstand the cultural Force fields: Force field analysis revolves around KurtLewin’s research and states that organizations are usually in equilibrium. It isnecessary to break this equilibrium in order to instigate change.UNFREEZE ---------- CHANGE -------------- REFREEZE

Forces driving cultural change:Changes at the topPowerful external forcesVision of the futurePowerful leadersAcceptance of need to changeExternally focusedCrisis or opportunityForces restraining cultural changeCareer based organisationLow staff turnoverSuccessStable environmentCriteria of success not viableLack of clear authorityExample: Changing a company’s name. Driving forces Restraining forcesDesire for change Current brandNew leaders ‘Old school’ in companyNew culture Customer unfamiliarityInappropriateness of Need for new stationerycurrent name Obsolete business cards Legal formalities Market place visibility and perception of stabilityKey points: If the restraining forces are stronger than the driving forces thenthe change will not happen. It is the strength of the forces that will determinewhether changes will happen or not, not the number of factors. A way to get avery rough feel for strength of the forces would be to ask the question in abrainstorming session and mark the strong ones. It is important to draw up anaction plan from the findings.

8.0 Change and project managementIt is not enough to merely prescribe 'the change' and expect it to happen -creating change within an organization takes hard work and structure aroundwhat must actually take place to make the change happen. To begin, let’s lookat the formal definitions of project management and change management- two key disciplines required to bring a change to life. These are twocommonly accepted definitions that help us begin to think about these twodistinct but intertwined disciplines.Project Project management is the application of knowledge,management skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing. * From PMBOK® Guide, Third EditionChange Change management is the process, tools andmanagement techniques to manage the people-side of change to achieve the required business outcome. Change management incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change. Figure 1As shown in Figure 1, both project management and change managementsupport moving an organization from a current state (how things are done

today), through a transition state to a desired future state (the newprocesses, systems, organization structures or job roles defined by 'thechange'). Project management focuses on the tasks to achieve the projectrequirements. Change management focuses on the people impacted by thechange.Any change to processes, systems, organization structures and/or job roles willhave a 'technical' side and a 'people' side that must be managed. Projectmanagement and change management have evolved as disciplines to provideboth the structure and the tools needed to realize change successfully on thetechnical and people side. Discipline Process ToolsProject  Initiating  Statement of work,management  Planning Project charter,  Executing Business caseChange  Monitoring andmanagement  Work breakdown controlling structure, Budget  Closing estimations, Resource allocation, Schedule  Tracking, Risk identification and mitigation, Reports on performance and compliance  Planning for  Individual change change model  Managing  Communications change  Sponsorship  Coaching  Reinforcing  Training change  Resistance management8.1 Thinking about what each tool is trying to achieveSo, project management outlines the specific activities for defining andprescribing how to move from point A to point B (by changing processes,systems, organization structures or job roles). Change management outlinesthe steps needed to help the individuals impacted by the change adopt it anddo their jobs in the new way (for example, people transitioning from fulfillingfunction 'a' to function 'b' as shown in Figure 2).

Figure 2The goal of project management is to effectively deploy resources in astructured manner to develop and implement the solution - in terms of whatneeds to be done to processes, systems, organization structure and job roles.The goal of change management is to help each individual impacted by thechange to make a successful transition, given what is required by the solution.8.2 Using the right amountEach initiative or project you undertake requires some level of projectmanagement and change management. These two disciplines are tools used tosupport the implementation of a variety of changes that you may beundertaking. For example, think about the simplistic but illustrative tablebelow:Project: Needs PM? Needs CM? Yes YesDeploying an ERP solution across the entireorganization

Reengineering the work processes and Yes Yescontact scripts of your call center agents Yes Yes Yes YesIntegrating two organizations and their Yes Yesinformation systems following a merger oracquisitionRedesigning the physical layout of an officespaceDeveloping a new sales channelNote: All of the projects mentioned above need both project management andchange management. There are very few instances where you will not needboth disciplines.Change management and project management are tools that need to beapplied independent of the actual change that you are undertaking. Anytimeyou alter processes, systems, organization structures or job roles, you need astructured approach to manage both the 'technical' side and the 'people' sideof the pending change.Do project management and change management look the same for everyinitiative? Typically, not. While the right amount of project management andchange management is at least some, each of these tools are at their bestwhen they are customized for the unique situation that you are facing andare fully integrated. Your organization, its culture and history, and thespecific change that you are implementing all influence the right amount ofproject management and change management.How much project management is How much change management isneeded? needed?Depends on the complexity and Depends on the amount ofdegree of change to processes, disruption created in individualsystems, organization structure and employee's day-to-day work and thejob roles organization attributes like culture, value system and history with past changes8.3 Separate but integrated in practiceSo far, project management and change management have been discussed astwo distinct disciplines. While separate as fields of study, on a real projectchange management and project management are integrated. The steps and

activities move in unison as teams work to move from the current state to adesired future state.As an example, think about what activities occur during the planning phase ofa project. On the project management side, teams are identifying themilestones and activities that must be completed. They are outlining theresources needed and how they will work together. They are defining thescope of what will be part of the project and what will not be. From a changemanagement side, teams begin crafting key messages that must becommunicated. They work with project sponsors to build strong and activecoalitions of senior leaders. They begin making the case of why the change isneeded to employees throughout the organization, even before the specificdetails of the solution are complete. The most effective projects integratethese activities into a single project plan.SummaryIt can sometimes be hard to separate out 'the change', project management,and change management. In practice, these three components are intertwinedin order to deliver a positive outcome to the organization. However, there isvalue in separating out the components. First, thinking about the threecomponents separately makes it easier to define and help others understandthese distinct elements. Second, separating out these three components is asolid first step when troubleshooting on a particular project that may not bemoving ahead as expected. For instance, are our challenges coming fromissues around designing 'the change'? Are the issues related to the 'technical'steps, activities or resources (project management)? Or are concerns comingfrom how individuals are accepting or resisting the change (changemanagement)?Think about what each component is trying to achieve (see the table below) -this is the best way to tell someone else what change management is, andhow it is related to 'the change' and project management. Element: Goal or objective:\"The change\" To improve the organization in some fashion - for instance reducing costs, improving revenues, solvingProject problems, seizing opportunities, aligning work andmanagement strategy, streamlining information flow within theChange organization To develop a set of specific plans and actions to achieve \"the change\" given time, cost and scope constraints and to utilize resources effectively (managing the 'technical' side of the change) To apply a systematic approach to helping the

management individuals impacted by \"the change\" to be successful by building support, addressing resistance and developing the required knowledge and ability to implement the change (managing the 'people' side of the change) 9.0 Connecting change management to business results9.1 The Project-Purpose-Particulars-People exerciseIntroductionIn making the case for change management, there are numerous approaches.The most important thing you can do is help your audience make theconnection themselves. The simple Project-Purpose-Particulars-Peopleexercise outlined below may seem like common sense, but the impact for theaudience can be significant. Walking an individual or group through theprocess helps create the \"ah ha\" moment that cannot be achieved by simplytelling someone about the importance of change management.9.2 Steps of the exerciseStep 1 - Create four columnsThe exercise is a simple build. Start by creating four columns. If you are facilitatingthis as group discussion, you may use a white board or flip chart. You can alsohave each person create their own columns on a sheet of paper in front of them.

Step 2 - Identify the ProjectBegin by having your audience label the first column Project Name.Have your audience pick a project they are familiar with and that isimportant to them and write the name in the first column. What is theproject we are thinking about? Examples include: Global ERP, SupplyChain Optimization, ACME 2015, eBenefits 2.5, Create PMO, etc. Project NameStep 3 - Identify the PurposeNext, label column two Purpose. Here, have your audience write downthe specific goals or outcomes the project is trying to achieve. Why arewe doing this project in the first place? What is the benefit to theorganization? Examples include: Reduce cost, increase revenue,improve margin, introduce new product, reallocate inventory, streamlinebusiness processes, merge parts of the organization, implement unifieddata source for entire organization, implement common businesspractices.Project Name Purpose Step 4 - Identify the ParticularsThe third column is labelled Particulars. In this column, write downexactly what will be changing in the organization – the nuts and bolts ofthe change. Document the specific impacts to business processes,systems, tools, job roles or organizational structures. Really work todescribe what will be different in the future than it is today.Project Name Purpose Particulars

Step 5 - Identify the PeopleHave your audience label the final column People? Here, identify who inthe organization will have to change how they work. Whose day-to-dayactivities will be impacted by this project? Who will be doing thingsdifferently after the project is implemented? And, the answer “everyone”is not good enough – you need to be specific!Project Name Purpose Particulars PeopleStep 6 - Creating the contextThe four columns in the Project-Purpose-Particulars-Peopleexercise, and more importantly the process of labelling and filling ineach column, helps create a context for the project. It ties the project towhy it is happening, to what specifically will be changing, and mostimportantly to who will be impacted by the change.Step 7 - Making the connectionThe connection between the columns is the key. If we do not managethe people side of change on the far right, it really doesn’t matter what

specific changes are architected (in the Particulars column) becausethey won’t be realized. And if people don’t change how they do theirjobs, we ultimately won’t achieve the benefits we were looking for fromthe project (in the Purpose column). Return on investment will not berealized. The project will not deliver results. 10.0 Change management methodologyProsci's change management methodology is developed based on researchwith over 1600 participants over the last ten years. What is unique about themethodology is that it comes from real project leaders and teams reflectingon what worked, what did not and what they would do differently on their nextprojects. At its core, Prosci's methodology is the collective lessons learned bythose introducing change across the globe. Based on this research, Prosci'sgoal has been to develop a methodology that is holistic and at the same timeeasy to use. The resulting process, tools and assessments have beendeveloped with one goal in mind: that you can put them to use on yourprojects, building your (and your organization's) own internal changemanagement skill set. Below is a high-level overview of Prosci's methodology.Once you have your audience saying, \"Yes, we must do something about thepeople impacted by this change,\" you are ready to move forward. The nextstep is to apply a structured approach to managing that change - with both anindividual change management approach (ADKAR) and an organizationalchange management approach (Preparing for Change, Managing Change andReinforcing Change).10.1 Point # 1: Change managementIndividual change Organizational change management managementUnderstanding how one person Understanding what tools we have makes to help a change successfully individuals make changes successfullyADKAR: 3-phase process: Awareness  Preparing for change Desire  Managing change Knowledge  Reinforcing change Ability Reinforcement 5 levers:

ADKAR describes the \"what are we  Communication plantrying to achieve\" when we  Sponsor roadmapundertake any change management  Coaching planactivities - from newsletters to kick-  Training planoff meetings to training sessions.  Resistance management planEach organizational changemanagement intervention is tied toone of the building blocks ofsuccessful change described in theADKAR model.Individual change management Organizational change managementUnderstanding how one person Understanding what tools we have to makes a change successfully help individuals make changes successfullyOrganizations don't change, While change happens one person atindividuals do. No matter how large a time, there are processes and toolsof a project you are taking on, the that can be used to facilitate thissuccess of that project ultimately lies change. Tools like communicationwith each employee doing their work and training are often the onlydifferently, multiplied across all of the activities when no structuredemployees impacted by the change. approach is applied. When there isEffective change management an organizational changerequires an understanding for and management perspective, a processappreciation of how one person emerges for how to scale changemakes a change successfully. management activities and how toWithout an individual perspective, we use the complete set of toolsare left with activities but no idea of available for project leaders andthe goal or outcome that we are business managers.trying to achieve.10.2 Point # 2 ADKARThe first step in managing any type of organizational change is understandinghow to manage change with a single individual. Prosci's model of individualchange is called ADKAR - an acronym for Awareness, Desire, Knowledge,Ability and Reinforcement. In essence, to make a change successfully anindividual need:

 Awareness of the need for change  Desire to participate and support the change  Knowledge on how to change  Ability to implement required skills and behaviors  Reinforcement to sustain the changeADKAR describes successful change at the individual level. When anorganization undertakes an initiative, that change only happens when theemployees who have to do their jobs differently can say with confidence, \"Ihave the Awareness, Desire, Knowledge, Ability and Reinforcement to makethis change happen.\"Because it outlines the goals or outcomes of successful change, ADKAR is aneffective tool for:  Planning change management activities  Diagnosing gaps  Developing corrective actions  Supporting managers and supervisors10.3 Point#3 Three phases processProsci's organizational change management process was first introduced in2002 after the third change management benchmarking study was conducted.Prosci felt that with the third study, there was a strong enough research basisfor the process below. This process is built in steps that a project team cancomplete for a particular change or initiative they are supporting. Phase 1 - Preparing for change The first phase in Prosci's methodology is aimed at getting ready. It answers the question: \"how much change management is needed for this specific project?\" The first phase provides the situational awareness that is critical for effective change management. Outputs of Phase 1:  Change characteristics profile  Organizational attributes profile

 Change management strategy  Change management team structure  Sponsor assessment, structure and rolesPhase 2 - Managing changeThe second phase of Prosci'sprocess is focused on creating theplans that are integrated into theproject activities - what peopletypically think of when they talkabout change management. Basedon Prosci's research, there are fiveplans that should be created tohelp individuals move through theADKAR Model.Outputs of Phase 2:  Communication plan  Sponsor roadmap  Training plan  Coaching plan  Resistance management plan

Phase 3 - Reinforcing change Equally critical but most often overlooked, the third phase of Prosci's process helps project teams create specific action plans for ensuring that the change is sustained. In this phase, project teams develop measures and mechanisms to see if the change has taken hold, to the see if employees are actually doing their jobs the new way and to celebrate success. Outputs of Phase 3:  Reinforcement mechanisms  Compliance audit reports  Corrective action plans  Individual and group recognition approaches  Success celebrations  After action review10.4 ConclusionThe linkage between individual change management and organizational changemanagement is the key - and is what sets Prosci's approach apart from otherchange management methodologies. There are numerous models availablethat address individual change. There are also numerous models available thatgive guidance and structure to project activities for change managementresources. The difference with Prosci's methodology is that it integratesindividual change management and organizational changemanagement to ensure the achievement of business results.The image below shows the connection between the change management toolsdeveloped in the organizational change management process and the phasesof individual change described by the ADKAR model. This picture is theessence of effective change management and is the core of Prosci's changemanagement methodology.

Connecting organizational and individual change management11.0 Proci Project Change Triangle (PCT)Why do some change initiatives fail while others succeed? The answer is not ascomplex as you might think. Prosci's research with organizations from publicand private sectors reveals that the secret behind successful transformationscan be distilled into a simple yet powerful model described by the ProsciProject Change Triangle (PCT). This tutorial series presents this model andwill help you assess if you have the necessary ingredients for success.

Prosci Project Change Triangle (PCT)To achieve the business objectives for the change, on time and on budget, allthree components of the Prosci Project Change triangle (PCT) must be present-leadership/sponsorship, project management and change management.The first leg is executive leadership. This leg represents the formulation ofthe strategy and direction for an organization, and the required leadership toset the necessary changes into motion.The second leg is project management. This leg represents thefundamentals of managing a project, including the design of work tasks andthe management of resources to implement a change on time and on budget.The final leg is change management – the people side of the change. Thisleg represents the actions taken by the organization to help employeestransition from the current state to the desired future state

12.0 Planning Techniques12.1 Gantt chartA Gantt chart, which is often in the form from a bar chart, shows all the keyactivities and when they should begin or end. (The activities are listed downthe left hand side and timescale appears across the top.) The chart doesn’thowever; show the relationship between different activities as clearly as acritical path diagram.In this chart, a number of activities are all shown starting in the first week. Butin fact, if the main priority is to get all elements of the project completed bythe time the publicity brochure is distributed, rather than making lots of smallimprovements over a period of time, there are a number of activities thatcould be completed as late as week 13(Activities F, G, H, I and N). Theseactivities have what is referred to as ‘float’. This is shown on the chart by theaddition of a line. It’s also apparent that organizing the client care session forstaff (Activity M) could begin earlier. This activity is therefore said to have‘slack’. It’s always useful to have some activities with float or slack as they willgive some flexibility in the schedule, which will probability be much-needed.Other information that can be added to a Gantt chart includes:

 Milestones (that is, special points where you think it’s important to check on progress so far), perhaps represented by a diamond or triangle  Project meeting. Perhaps represented by a circle.As you can see, it is a fairly easy task to draw a Gantt chart. However,Computer software is available that will enable you to try put a number ofdifferent scenarios very quickly, showing what will happen if an activity takes alonger or shorter period of time that you originally forecast. Using the softwarewill also make life much easier when it comes to monitoring the project’sprogress and making any necessary adjustments from week to week.When drawing up a project plan, you need to bear in mind that plans have atendency to go astray. So always aim to build some contingency time intoyour plan – and possibly some contingency resources- to help you cope withthe unexpected. There are all sorts of ways in which things could go wrong forStella: a vital staff member could fail ill; there may be a delay in the deliveryof the furniture; there may be a problem with getting a piece of equipmentfixed, and so on. Rather than telling the club owner that the project will becompleted in under four months, she should make it clear that this is theminimum amount of time it will take.12.2 PESTLEP - politicalE - economicS - socialT - technologicalL - legalE - environmentalPESTLE was ooriginally designed as à business environmental scan, the PESTor PESTLE analysis is an analysis of the external macro environment (bigpicture) in which a business operates. These are often factors which arebeyond the control of influence of a business, however are important to beaware of when doing product development, business or strategy planning. APESTLE analysis is business measurement tool, looking at factors external tothe organisation. It is often used within a strategic SWOT analysisImportance of PESTLE • By making effective use of PESTLE you ensure that what you are doing is aligned positively with the powerful forces of change that are affecting our working environment. By taking advantage of change you are much more likely to be successful than if your activities oppose it. • Secondly, good use of PESTLE analysis helps you avoid taking action that is likely to lead to failure for reasons beyond your control

• Thirdly PESTLE is useful when you start a new product or service. Use of PESTLE helps you to break free of assumptions, and helps you to quickly adapt to realities of the new environment.The Model's FactorsPolitical factors, or how and to what degree a government intervenes in theeconomy. Specifically, political factors include areas such as tax policy, labourlaw, environmental law, trade restrictions, tariffs, and political stability.Political factors may also include goods and services which the governmentwants to provide or be provided (merit goods) and those that the governmentdoes not want to be provided (demerit goods or merit bads). Furthermore,governments have great influence on the health, education, and infrastructureof a nation.Economic factors include economic growth, interest rates, exchange rates andthe inflation rate. These factors have major impacts on how businessesoperate and make decisions. For example, interest rates affect a firm's cost ofcapital and therefore to what extent a business grows and expands. Exchangerates affect the costs of exporting goods and the supply and price of importedgoods in an economy.Social factors include the cultural aspects and include health consciousness,population growth rate, age distribution, career attitudes and emphasis onsafety. Trends in social factors affect the demand for a company's productsand how that company operates. For example, an ageing population may implya smaller and less-willing workforce (thus increasing the cost of labor).Furthermore, companies may change various management strategies to adaptto these social trends (such as recruiting older workers).Technological factors include ecological and environmental aspects, such as,automation, technology incentives and the rate of technological change. Theycan determine barriers to entry, minimum efficient production level andinfluence outsourcing decisions. Furthermore, technological shifts can affectcosts, quality, and lead to innovation.Legal factors include discrimination law, consumer law, antitrust law,employment law, and health and safety law. These factors can affect how acompany operates, its costs, and the demand for its products.Environmental factors include weather, climate, and climate change, whichmay especially affect industries such as tourism, farming, and insurance.Furthermore, growing awareness to climate change is affecting how companiesoperate and the products they offer--it is both creating new markets anddiminishing or destroying existing ones.

13.0 How to manage changeThe honest answer is that you manage it pretty much the same way you’dmanage anything else of a turbulent, messy, chaotic nature, that is, you don’treally manage it, you grapple with it. It’s more a matter of leadership abilitythan management skill. 1. The honest answer is that you manage it pretty much the same way you’d manage anything else of a turbulent, messy, chaotic nature, that is, you don’t really manage it, and you grapple with it. It’s more a matter of leadership ability than management skill. 2. The first thing to do is jump in. You can’t do anything about it from the outside. 3. A clear sense of mission or purpose is essential. The simpler the mission statement the better. “Kick ass in the marketplace” is a whole lot more meaningful than “Respond to market needs with a range of products and services that have been carefully designed and developed to compare so favorably in our customers’ eyes with the products and services offered by our competitors that the majority of buying decisions will be made in our favor.” 4. Build a team. “Lone wolves” have their uses, but managing change isn’t one of them. On the other hand, the right kind of lone wolf makes an excellent temporary team leader. 5. Maintain a flat organizational team structure and rely on minimal and informal reporting requirements. 6. Pick people with relevant skills and high energy levels. You’ll need both. 7. Toss out the rulebook. Change, by definition, calls for a configured response, not adherence to prefigured routines. 8. Shift to an action-feedback model. Plan and act in short intervals. Do your analysis on the fly? No lengthy up-front studies, please. Remember the hare and the tortoise. 9. Set flexible priorities. You must have the ability to drop what you’re doing and tend to something more important. 10.Treat everything as a temporary measure. Don’t “lock in” until the last minute, and then insist on the right to change your mind. 11.Ask for volunteers. You’ll be surprised at who shows up. You’ll be pleasantly surprised by what they can do. 12.Find a good “straw boss” or team leader and stay out of his or her way. 13.Give the team members whatever they ask for — except authority. They’ll generally ask only for what they really need in the way of resources. If they start asking for authority, that’s a signal they’re headed toward some kind of power-based confrontation and that spells trouble. Nip it in the bud! 14.Concentrate dispersed knowledge. Start and maintain an issues logbook. Let anyone go anywhere and talk to anyone about anything. Keep the

communications barriers low, widely spaced, and easily hurdled. Initially, if things look chaotic, relax — they are.Remember, the task of change management is to bring order to amessy situation, not pretend that it’s already well organized anddisciplined. 14.0 Appendices14.1 ADKAR InformationAdditional informationADKAR is a goal-oriented change management model that allows changemanagement teams to focus their activities on specific business results. Themodel was initially used as a tool for determining if change managementactivities like communications and training were having the desired resultsduring organizational change. The model has its origins in aligning traditionalchange management activities to a given result or goal.For example, Awareness of the business reasons for change is a goal of earlycommunications related to a business change. Desire to engage andparticipate in the change is the goal of sponsorship and resistancemanagement. Knowledge about how to change is the goal of training andcoaching. By identifying the required outcomes or goals of changemanagement, ADKAR becomes a useful framework for change managementteams in the planning and execution of their work.The goals or outcomes defined by ADKAR are sequential and cumulative. Anindividual must obtain each element in sequence in order for a change to beimplemented and sustained.As a manager, you can use this model to identify gaps in your changemanagement process and to provide effective coaching for your employees.The ADKAR model can be used to:  diagnose employee resistance to change  help employees transition through the change process  create a successful action plan for personal and professional advancement during change  develop a change management plan for your employeesThe ADKAR model has the ability to identify why changes are not working andhelp you take the necessary steps to make the change successful. You will beable to break down the change into parts, understand where the change isfailing and address that impact point.The ADKAR model was first published by Prosci in 1998 after research withmore than 300 companies undergoing major change projects.

To use the ADKAR model effectively, you will need to understand theunderlying framework for change initiatives. In the diagram below, changehappens on two dimensions: the business dimension (vertical axis) and thepeople dimension (horizontal axis). Successful change happens when bothdimensions of change occur simultaneously.Business dimension of changeThe business dimension of change includes the typical project elements.  Business need or opportunity is identified.  Project is defined (scope and objectives).  Business solution is designed (new processes, systems and organizational structure).  New processes and systems are developed.  Solution is implemented into the organization.These are the standard elements of a business change that managers feelmost comfortable managing.14.2 ADKAR ModelIn the following scenarios, we look at the ADKAR model with one workexample and two personal examples. After reviewing these examples, you cancomplete an exercise for a change that is personal to you. This exercise isimportant for building understanding about the model and how it can beapplied in different situations.A work experienceIf you are an employee in an organization undergoing change, your reaction tothe change and how you are viewed by the organization will be directlyaffected by each of the five elements in the ADKAR model.Take for example the implementation of a new software tool. If the change isimplemented and you believe it was not needed (i.e., you were not aware thatany changes were required), then your reaction might be:“This is a waste of time.” “Why change if it was working just fine before?” “If it ain't broke, don't fix it.” “They never tell us what’s going on!”Our natural reaction to change, even in the best circumstances, is to resist.Awareness of the business need to change is a critical ingredient of any changeand must come first.If someone had taken the time to explain that the old software would nolonger be supported by the vendor, and that new software was necessary tomeet the needs of your customers, then your reaction (based on thisawareness) would likely be very different: