This paper is copyright to Yogi Schulz, © 2010. Reprinted with permission.
Published August 2010

Introduction | Project Goal | Project Sponsor | Project Manager | Project Benefits 
Project Plan & Status | Project Budget & Status | Project Organization | Project Resources
Project Steering Committee | Stakeholder Communication | Change Management
Project Technology | Conclusions and Recommendations

Change Management

Good - I lead the project team in addressing the introduction of new business processes and their impact on staff. For example, the project team has been coaching business leaders in how to introduce and effect the required change to the order fulfillment process.

Bad - The project team is not introducing new business processes, despite my encouragement as Project Manager, to place more emphasis on this topic. For example, the project team is totally absorbed in software development and data migration. No resources and capacity are available to think about how the new system will change long-standing business processes.

Ugly - The project team doesn't believe change management is required. The project team believes change management will be handled informally by the business and is not part of the project scope. For example, because the project team does not include individuals with the requisite change management experience, the team has rather flippantly said to the business: You handle the change management piece.

The Fix

Recognize that almost every IT project introduces business process changes. Insist that change management is in scope for the project to help the organization make the change.

Successful project managers ensure the project team competently executes change management tasks.

Stakeholder Communication  Stakeholder Communication

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