Difference between revisions of "Change management"

From DevSummit
Jump to navigation Jump to search
(Created page with "# Change Management ## What is Change Management? Folks offered their various perspectives: - Documentation — changing and updating documentation? - Need to establish goa...")
 
 
(4 intermediate revisions by the same user not shown)
Line 1: Line 1:
# Change Management
+
=What is Change Management?=
 
 
## What is Change Management?
 
  
 
Folks offered their various perspectives:
 
Folks offered their various perspectives:
  
- Documentation — changing and updating documentation?
+
* Documentation — changing and updating documentation?
- Need to establish goals?
+
* Need to establish goals?
- Why, how, get buy in, help people get to a place with goals in mind?
+
* Why, how, get buy in, help people get to a place with goals in mind?
- Definitional vs specific context. Can't just "build it and they will come."
+
* Definitional vs specific context. Can't just "build it and they will come."
 
 
## Technology projects are people organizing projects
 
 
 
The term "intrapreneur" was offered as a type of way to think about how one needs to act as an entrepreneur within an organization to championn and promote a project.
 
 
 
### Speed and Trust
 
- If too much happens too quickly people may be afraid -- we need to work to introduce change at a pace that people are comfortable with.
 
 
 
- What is in the org's "change portfolio" -- is there too much change happening.
 
 
 
- "Moving at the speed of trust" -- being "disruptive" doesn't always work/ have positive outcomes.
 
 
 
- Sometimes introducing change reintroduces bad experiences from the past when similar attempts were made to introduce change. Need to build trust, encourage conversation, ask about past experiences that went well.
 
 
 
- Change is emotional labor + labor
 
 
 
- **Institutional memory** -- orgs typically have poor memory. Change management uncovers (in)tolerance for change in orgs.
 
 
 
### Org politics -- Buy In
 
  
- There's a political dimension to change. Change can disrupt existing power relationships in an organization.
+
=Technology projects are people organizing projects=
  
- Organizational capacity building and continuity is wrapped in change management
+
The term "intrapreneur" was offered as a type of way to think about how one needs to act as an entrepreneur within an organization to champion and promote a project.
  
- Need to get buy in from both those at the top and those at the bottom. Need to connect project to goals, mission and values of org.
+
==Speed and Trust==
 +
* If too much happens too quickly people may be afraid -- we need to work to introduce change at a pace that people are comfortable with.
 +
* What is in the org's "change portfolio" -- is there too much change happening.
 +
* "Moving at the speed of trust" -- being "disruptive" doesn't always work/ have positive outcomes.
 +
* Sometimes introducing change reintroduces bad experiences from the past when similar attempts were made to introduce change. Need to build trust, encourage conversation, ask about past experiences that went well.
 +
* Change is emotional labor + labor
 +
* **Institutional memory** -- orgs typically have poor memory. Change management uncovers (in)tolerance for change in orgs.
  
- How do you get buy in?
+
==Org politics -- Buy In==
-- **Discovery process** is critical -- like a first date. Opportunity for both you and client get a sense of each other and whether you are compatible.
 
  
-- By making client also do some work, you get to know how your relationship will work out. You're as much as a stakeholder as other people.
+
* There's a political dimension to change. Change can disrupt existing power relationships in an organization.
  
-- Love is blind... Marriage (and working with a new client) is with eyes wide open.
+
* Organizational capacity building and continuity is wrapped in change management
  
 +
* Need to get buy in from both those at the top and those at the bottom. Need to connect project to goals, mission and values of org.
  
## Accounting for (and getting paid for) change management
+
* How do you get buy in?
 +
** **Discovery process** is critical -- like a first date. Opportunity for both you and client get a sense of each other and whether you are compatible.
 +
** By making client also do some work, you get to know how your relationship will work out. You're as much as a stakeholder as other people.
 +
** Love is blind... Marriage (and working with a new client) is with eyes wide open.
  
- How to scope projects, and include change management?
+
=Accounting for (and getting paid for) change management=
-- How do you justify in taking so long?
 
-- Power analysis -- looking at how relationships in the org actually work
 
-- Padding estimates to account for horus spent on change analysis
 
  
- Is change management a role or part of an existing role?
+
* How to scope projects, and include change management?
-- Is this the realm of project or product manager?
+
** How do you justify in taking so long?
-- One can be a "change management consultant"
+
** Power analysis -- looking at how relationships in the org actually work
 +
** Padding estimates to account for horus spent on change analysis
  
 +
* Is change management a role or part of an existing role?
 +
** Is this the realm of project or product manager?
 +
** One can be a "change management consultant"
  
## Resources and References
+
=Resources and References=
- *Prosci* -- [prosci.com](https://www.prosci.com) more from for-profit business perspective, pioneer in research into change management.
+
* Prosci -- [https://www.prosci.com prosci.com] more from for-profit business perspective, pioneer in research into change management.
-- [ADKAR](https://www.prosci.com/methodology/adkar): * Awareness, Desire, Knowledge, Ability and Reinforcement*
+
** [https://www.prosci.com/methodology/adkar ADKAR]: Awareness, Desire, Knowledge, Ability and Reinforcement
  
- *Success spectrum* Eugene Eric Kim-- [fasterthan20.com](https://fasterthan20.com/)
+
* Success spectrum Eugene Eric Kim-- [https://fasterthan20.com/ fasterthan20.com]
-- Results, process, relationships. How do we define sucess? Need to pre-scope -- is it from the right perspectives, with goal in mind?
+
** Results, process, relationships. How do we define success? Need to pre-scope -- is it from the right perspectives, with goal in mind?
  
- [*Switch -- How to change things when change is hard*  Chip and Dan Heath](https://archive.org/download/Heath2010SwitchHowToChangeThingsWhenChangeIsHard/%5BHeath%2C%202010%5D%20Switch%20-%20How%20to%20Change%20Things%20When%20Change%20is%20Hard.pdf)
+
* [https://archive.org/download/Heath2010SwitchHowToChangeThingsWhenChangeIsHard/%5BHeath%2C%202010%5D%20Switch%20-%20How%20to%20Change%20Things%20When%20Change%20is%20Hard.pdf Switch -- How to change things when change is hard], Chip and Dan Heath
  
- [Asana Academy](https://academy.asana.com/)
+
* [https://academy.asana.com/ Asana Academy]

Latest revision as of 21:46, 21 November 2022

What is Change Management?

Folks offered their various perspectives:

  • Documentation — changing and updating documentation?
  • Need to establish goals?
  • Why, how, get buy in, help people get to a place with goals in mind?
  • Definitional vs specific context. Can't just "build it and they will come."

Technology projects are people organizing projects

The term "intrapreneur" was offered as a type of way to think about how one needs to act as an entrepreneur within an organization to champion and promote a project.

Speed and Trust

  • If too much happens too quickly people may be afraid -- we need to work to introduce change at a pace that people are comfortable with.
  • What is in the org's "change portfolio" -- is there too much change happening.
  • "Moving at the speed of trust" -- being "disruptive" doesn't always work/ have positive outcomes.
  • Sometimes introducing change reintroduces bad experiences from the past when similar attempts were made to introduce change. Need to build trust, encourage conversation, ask about past experiences that went well.
  • Change is emotional labor + labor
  • **Institutional memory** -- orgs typically have poor memory. Change management uncovers (in)tolerance for change in orgs.

Org politics -- Buy In

  • There's a political dimension to change. Change can disrupt existing power relationships in an organization.
  • Organizational capacity building and continuity is wrapped in change management
  • Need to get buy in from both those at the top and those at the bottom. Need to connect project to goals, mission and values of org.
  • How do you get buy in?
    • **Discovery process** is critical -- like a first date. Opportunity for both you and client get a sense of each other and whether you are compatible.
    • By making client also do some work, you get to know how your relationship will work out. You're as much as a stakeholder as other people.
    • Love is blind... Marriage (and working with a new client) is with eyes wide open.

Accounting for (and getting paid for) change management

  • How to scope projects, and include change management?
    • How do you justify in taking so long?
    • Power analysis -- looking at how relationships in the org actually work
    • Padding estimates to account for horus spent on change analysis
  • Is change management a role or part of an existing role?
    • Is this the realm of project or product manager?
    • One can be a "change management consultant"

Resources and References

  • Prosci -- prosci.com more from for-profit business perspective, pioneer in research into change management.
    • ADKAR: Awareness, Desire, Knowledge, Ability and Reinforcement
  • Success spectrum Eugene Eric Kim-- fasterthan20.com
    • Results, process, relationships. How do we define success? Need to pre-scope -- is it from the right perspectives, with goal in mind?