TERM PAPER OF CHANGE MANAGEMENT SYSTEM

Diploma of Engineering In

Computer Science & Engineering

2011-12 Submitted to: NEHA KAPOOR

Lovely Professional University Jalandhar(Punjab)

Submitted by DEEPAK KUMAR 10904238, ROLL NO. A29 SECTION-JK901

TABLE OF CONTENT
Abstract...................................................................................................... 2 Introduction................................................................................................3 Basic Change Management Strategies..........................................................4 Scope of Change Management process.......................................................5 The phase Problem.....................................................................................6 Types of phases discussion 7 Advantages .......................................15 Disadvantages of Change Management.......................................15 Summary ...................................................................................................16 References..................................................................................................17

CHANGE MANAGEMENT SYSTEM

Introduction
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Change management is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level. A somewhat ambiguous term, change management has at least three different aspects, including: adapting to change, controlling change, and effecting change. A proactive approach to dealing with change is at the core of all three aspects. For an organization, change management means defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities. Successful adaptation to change is as crucial within an organization as it is in the natural world. Just like plants and animals, organizations and the individuals in them inevitably encounter changing conditions that they are powerless to control. The more effectively you deal with change, the more likely you are to thrive. Adaptation might involve establishing a structured methodology for responding to changes in the business environment (such as a fluctuation in the economy, or a threat from a competitor) or establishing coping mechanisms for responding to changes in the workplace (such as new policies, or technologies). Terry Paulson, the author of Paulson on Change, quotes an uncle's advice: "It's easiest to ride a horse in the direction it is going." In other words, don't struggle against change; learn to use it to your advantage. In a computer system environment, change management refers to a systematic approach to keeping track of the details of the system (for example, what operating system release is running on each computer and which fixes have been applied). Change Management, you could say that it is about managing this transition from the old position to the new. You are unfreezing the old state and refreezing the new state so that it becomes established.

1. At all times involve and agree support from people within system (system = environment, processes, culture, relationships, behaviours, etc., whether personal or organisational). 2. Understand where you/the organisation is at the moment.

3. Understand where you want to be, when, why, and what the measures will be for having got there. 4. Plan development towards above No.3 in appropriate achievable measurable stages.
5. Communicate, involve, enable and facilitate involvement from people, as early and openly

and as fully as is possible.

6. Four Basic Change Management Strategies Strategy Empirical-Rational

Description

People are rational and will follow their self-interest once it is revealed to them. Change is based on the communication of information and the

Normative-Reeducative

proffering of incentives. People are social beings and will adhere to cultural norms and values. Change is based on redefining and reinterpreting existing norms and values, and developing commitments to new ones. 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.

Power-Coercive

Environmental-Adaptive

Scope of change management

This tutorial provides a summary of each of the main areas for change management based on Prosci's research with more than 900 organizations in the last 7 years.
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The purpose of defining these change management areas is to ensure that there is a common understanding among readers. Tools or components of change management include:

Change management process Readiness assessments Communication and communication planning Coaching and manager training for change management Training and employee training development Sponsor activities and sponsor roadmaps Resistance management Data collection, feedback analysis and corrective action Celebrating and recognizing success

Phases of Change management system

The change management process is the sequence of steps or activities that a change management team or project leader would follow to apply change management to a project or change. Based on Prosci's research of the most effective and commonly applied change, most change management processes contain the following three phases:

Phase 1 - Preparing for change (Preparation, assessment and strategy development) Outputs of Phase 1:

Change characteristics profile Organizational attributes profile Change management strategy Change management team structure Sponsor assessment, structure and roles

Phase 2 - Managing change (Detailed planning and change management implementation) Outputs of Phase 2:

Communication plan Sponsor roadmap Training plan Coaching plan Resistance management plan

Phase 3 - Reinforcing change (Data gathering, corrective action and recognition)

Outputs of Phase 3:

Reinforcement mechanisms Compliance audit reports Corrective action plans Individual and group recognition approaches Success celebrations After action review

These phases result in the following approach as shown below in Figure 1.

It is important to note what change management is and what change management is not, as defined by the majority of research participants. Change management is not a stand-alone process for designing a business solution. Change management is the processes, tools and techniques for managing the people-side of change. Change management is not a process improvement method. Change management is a method for reducing and managing resistance to change when implementing process, technology or organizational change. Change management is not a stand-alone technique for improving organizational performance. Change management is a necessary component for any organizational performance improvement process to succeed, including programs like: Six Sigma, Business Process Reengineering, Total Quality Management, Organizational Development, Restructuring and continuous process improvement. Change management is about managing change to realize business results.

Readiness assessments
Assessments are tools used by a change management team or project leader to assess the organization's readiness to change. Readiness assessments can include organizational assessments, culture and history assessments, employee assessments, sponsor assessments and change assessments. Each tool provides the project team with insights into the challenges and opportunities they may face during the change process.

Assess the scope of the change, including: How big is this change? How many people are affected? Is it a gradual or radical change?
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Assess the readiness of the organization impacted by the change, including: What is the valuesystem and background of the impacted groups? How much change is already going on? What type of resistance can be expected?

Assess the strengths of your change management team. Assess the change sponsors and take the first steps to enable them to effectively lead the change process.

Communication and communication planning

Many managers assume that if they communicate clearly with their employees, their job is done. However, there are many reasons why employees may not hear or understand what their managers are saying the first time around. In fact, you may have heard that messages need to be repeated 6 to 7 times before they are cemented into the minds of employees. That is because each employees readiness to hear depends on many factors. Effective communicators carefully consider three components: the audience, what is said and when it is said. For example, the first step in managing change is building awareness around the need for change and creating a desire among employees. Therefore, initial communications are typically designed to create awareness around the business reasons for change and the risk of not changing. Likewise, at each step in the process, communications should be designed to share the right messages at the right time. Communication planning, therefore, begins with a careful analysis of the audiences, key messages and the timing for those messages. The change management team or project leaders must design a communication plan that addresses the needs of front-line employees, supervisors and executives. Each audience has particular needs for information based on their role in the implementation of the change.

Coaching and manager training for change management

Supervisors will play a key role in managing change. Ultimately, the direct supervisor has more influence over an employees motivation to change than any other person at work. Unfortunately, supervisors as a group can be the most difficult to convince of the need for change and can be a source of resistance. It is vital for the change management team and executive sponsors to gain the
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support of supervisors and to build change leadership. Individual change management activities should be used to help these supervisors through the change process. Once managers and supervisors are on board, the change management team must prepare a coaching strategy. They will need to provide training for supervisors including how to use individual change management tools with their employees.

Training and training development

Training is the cornerstone for building knowledge about the change and the required skills. Project team members will develop training requirements based on the skills, knowledge and behaviors necessary to implement the change. These training requirements will be the starting point for the training group or the project team to develop training programs.

Sponsor activities and sponsor roadmaps

Business leaders and executives play a critical sponsor role in change management. The change management team must develop a plan for sponsor activities and help key business leaders carry out these plans. Sponsorship should be viewed as the most important success factor. Avoid confusing the notion of sponsorship with support. The CEO of the company may support your project, but that is not the same as sponsoring your initiative. Sponsorship involves active and visible participation by senior business leaders throughout the process. Unfortunately many executives do not know what this sponsorship looks like. A change agent's or project leader's role includes helping senior executives do the right things to sponsor the project.

Resistance management
Resistance from employees and managers is normal. Persistent resistance, however, can threaten a project. The change management team needs to identify, understand and manage resistance throughout the organization. Resistance management is the processes and tools used by managers and executives with the support of the project team to manage employee resistance.
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Data collection, feedback analysis and corrective action

Employee involvement is a necessary and integral part of managing change. Managing change is not a one way street. Feedback from employees is a key element of the change management process. Analysis and corrective action based on this feedback provides a robust cycle for implementing change.

Celebrating and recognizing success

Early successes and long-term wins must be recognized and celebrated. Individual and group recognition is also a necessary component of change management in order to cement and reinforce the change in the organization. The final step in the change management process is the after-action review. It is at this point that you can stand back from the entire program, evaluate successes and failures, and identify process changes for the next project. This is part of the ongoing, continuous improvement of change management for your organization and ultimately leads to change competency.

Requirement for Change Management:

Developing an internal capability for continuous improvement is essential to sustaining the competitive advantage of any large organization. An Ongoing Change Program will provide a consistent and effective approach for issue identification, problem-solving and change management. It is critical to the future success of any organization to understand as much as possible about change management and how it can be leveraged to build toward the future.

change management principles

1. At all times involve and agree support from people within system (system = environment, processes, culture, relationships, behaviours, etc., whether personal or organisational). 2. Understand where you/the organisation is at the moment. 3. Understand where you want to be, when, why, and what the measures will be for having got there.
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4. Plan development towards above No.3 in appropriate achievable measurable stages.

5. Communicate, involve, enable and facilitate involvement from people, as early and openly

and as fully as is

possible.

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business development driven change

Business development potentially includes everything involved with the quality of the business or the organization. Business development planning first requires establishing the business development aims, and then formulating a business development strategy, which would comprise some or all of the following methods of development. sales development new product development new market development business organization, shape, structure and processes development (eg, outsourcing, ebusiness, etc) tools, equipment, plant, logistics and supply-chain development people, management and communications (capabilities and training) development strategic partnerships and distribution routes development international development acquisitions and disposals

Generally business development is partly scientific, and partly subjective, based on the feelings and wishes of the business owners or CEO. There are so many ways to develop a business which achieve growth and improvement, and rarely is just one of these a single best solution. Business development is what some people call a 'black art', ie., difficult to analyse, and difficult to apply a replicable process.

fast changing environments

Planning, implementing and managing change in a fast-changing environment is increasingly the situation in which most organizations now work.Dynamic environments such as these require dynamic processes, people, systems and culture, especially for managing change successfully,
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notably effectively optimising organizational response to market opportunities and threats.Key elements for success: Plan long-term broadly - a sound strategic vision, not a specific detailed plan (the latter is impossible to predict reliably). Detailed five years plans are out of date two weeks after they are written. Focus on detail for establishing and measuring delivery of immediate actions, not medium-to-long-term plans. Establish forums and communicating methods to enable immediate review and decisionmaking. Participation of interested people is essential. This enables their input to be gained, their approval and commitment to be secured, and automatically takes care of communicating the actions and expectations. Empower people to make decisions at a local operating level - delegate responsibility and power as much as possible (or at least encourage people to make recommendations which can be quickly approved). Remove (as far as is possible) from strategic change and approval processes and teams (or circumvent) any ultra-cautious, ultra-autocratic or compulsively-interfering executives. Autocracy and interference are the biggest obstacles to establishing a successful and sustainable dynamic culture and capability. Encourage, enable and develop capable people to be active in other areas of the organization via 'virtual teams' and 'matrix management'. Scrutinise and optimise ICT (information and communications technology) systems to enable effective information management and key activity team-working. Use workshops as a vehicle to review priorities, agree broad medium-to-long-term vision and aims, and to agree short term action plans and implementation method and accountabilities. Adjust recruitment, training and development to accelerate the development of people who contribute positively to a culture of empowered dynamism.

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ADVANTAGE OF CHANGE MANAGEMENT SYSTEM

Change is necessary in all organizations. But, the way change is initiated can vary. It can be forced upon companies by outside forces or just come from a realization that the company may be falling behind the times. In this way, change management can be quite beneficial to an organization. Change allows companies to better compete with their rivals and develop new skills or products that will bring in a higher profit. What makes change management methodology advantageous to most organizations is that it allows change management teams or managers to effectively deal with any proposed new direction. Change management also helps individuals realize why the change was necessary so that they will embrace it and move forward. Change can be good for an employee since it will bring them the opportunity to try something new and gain new skills. With the open communication and discussions that change management methodology promotes, individuals (employees, stakeholders and customers) will have a greater stake in the outcome since they have helped implement the plan. People generally do not put up resistance to things that they have suggested.

DISADVANTAGE
There are, however, some disadvantages to the change management methodology that has more to do with not properly following its processes. If resistance from employees is not effectively dealt with through communication, it can derail any project.
Not understanding the culture of your company can allow the rumor mill leaders to

circulate incorrect or corrupting information about the change. Also, stakeholders and customers need to be kept informed and brought in on the change. If not, they make also resist the change, and clients may choose to go through another company.
A bad change management plan can also negatively affect an organization. Change

management is just that managing change. And, without a plan to deal with every step of
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the change (before, during and after), the strategy could fail at any point in time, possibly bringing down the entire company.

Summary
These eight elements comprise the areas or components of a change management program. Along with the change management process, they create a system for managing change. Good project managers apply these components effectively to ensure project success, avoid the loss of valued employees, and minimize the negative impact of the change on productivity and a company's customers. Using an effective Change Process is a core function in any team, as change impacts on your ability to deliver your objectives, therefore increasing costs and putting pressure on delivery timeframes. To properly control change, this Change Process sets out all of the steps you need to implement, to manage change effortlessly. This Change Management process helps you to manage all requests for change within your project.By putting this change process in place, you'll easily be able to monitor and control the amount of change that takes place.Within the Change Management Process, each of the key steps for managing change are included. It also tells you how to implement control change, through change approvals and reviews. Managing the process of change is essential to successful implementation. Success will be based on two major factors: a defined process to guide the change and an assigned Change Leadership Team. This is the most thing to change management of any best system these are the some steps and principles of develop a best system for an organization.

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References
Complete tutorial series on change management 20/20 Change Agent http://www.fastcompany.com/online/30/toolbox5.html 9 Tips for Change Agents http://www.fastcompany.com/online/05/changetips.html A Parable on Organization Change: Reducing Cycle Time with Large-Scale Technology http://coachingandmentoring.com/Articles/largescale.html Bob Knowling's Change Manual http://www.fastcompany.com/online/08/change2.htmll Change Management and e-Learning: the challenge www.vantaggio-learn.com Companies Are People, Too http://www.fastcompany.com/online/36/rftf.html Coping with Change http://ezinearticles.com/?Change-Management---Coping-with-Change&id=1089209 Growing with Change http://www.clemmer-group.com/excerpts/embracing_change.shtml Fed up With Change in Your Organization? http://www.all-biz.com/relid/167/ISvars/default/Fed_up_With_Change_in_Your_O...htm Taking Charge of Change http://www.businessfinancemag.com/magazine/archives/article.html?articleID=4931 Agents of Change http://www.cmperme.com/pdf/cmp9906.pdf Alliances: Learning to Change http://www.accenture.com/xd/xd.asp?it=enWeb&xd=ideas\outlook\pov\pov_learning.xml Assessing Your Organization's Innovation Capabilities http://www.pfdf.org/leaderbooks/l2l/summer2001/christensen.html Balancing Top-Down and Bottom-Up Change Processes http://www.clemmer.net/articles/article_50.aspx

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Battle-Scarred Reflections Lessons Learned from the Front Lines of Organization Transformation http://www.managerwise.com/cgi-bin/frames.cgi?page=kbank/kb98.html&zone=kbank Build a Culture of Value Creation http://gbr.pepperdine.edu/021/vbm.html

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