Change Management
Business projects, whether or not they involve IT systems, rarely fail for any technical reason: these days computer systems are ever more sophisticated and reliable. Generally projects are perceived to fail for a variety or reasons including:
No perceived need to change
- Project does not have clear scope or objectives
- No shared vision of the outcome
- Lack of executive leadership or commitment
- No champions of change in the business
- Lack of staff involvement
- Resistance to change is not overcome
- Poor communication
- Poor training
- Stakeholder expectations are not managed
- Outcomes/benefits not measured
- Project not adequately governed
- System functionality in adequate
- Benefits not realised/no benefits
Only one bullet in the above list has anything to do with technology, the others are related to:
Culture
People
Processes or
Organisation structures
Managing major business projects successfully is primarily about Managing Change. Change is difficult for everyone, harder for some than others. Change Management is a discipline in its own right which managers will rarely gain experience of through normal business activities. Nor is it something that can be handled on top of an otherwise full diary. It requires time, focus, capability and knowledge. Contrary to popular belief managing change in Small and Medium Enterprises (SMEs) is even harder than in FTSE 100 companies.
Change Management Myths
Frequently we hear managers say one or all of the following:
We will always adapt to changing needs
Our managers know how to manage change. It’s what we pay them to do
Change “just happens” you don’t have to mange it
But change does not “just happen” – it requires a solid framework that includes a plan and a process as well as skilled people to design, implement and anticipate the implications of that plan and process.