By M. Isi Eromosele
Modern companies are in a state of constant change. From
working alone to solving specific tasks, employees are now required to work in an
interdependent way. Teamwork is vital. Today, even everyday tasks need to be
solved as if they are projects. Our daily lives are becoming so project
oriented.
These changes have altered what we expect from the people we
work with, requiring us to change the values we live by. Values such as awareness,
teamwork, tolerance, responsibility
and information are vital, just as flexibility and change readiness.
The new way to accomplish work tasks is to be project oriented.
This poses a problem to many companies as they realize that there is a big difference
in working project oriented to solve specific tasks vs. working project
oriented all the time.
Traditional project management focuses on solving specific
and limited jobs, whereas everyday project management is a continual process. Traditional
project methods focus on creating a specific outcome, result or product, where
the new approach focuses on improving the process.
Change management deviates from traditional projects in the
way that it is more about people. Higher efficiency comes not from working harder,
but from improving the human process. Higher efficiency comes from inner-energy,
self-motivation, self-worth, and complete understanding for the entire process. These are the human attributes that needs to
be focused on in change management.
The Change Management Model
The change management model should be built to optimize
specific phases - making the process more effective. The first four phases are
very negative and counterproductive. The model solves this by quickly focusing
on understanding (what’s and why’s) and the potential possibilities the change
will bring with it. It tries to create energy from start to finish and ensure
that everyone is committed.
Variations Of Change Management Model
There are 5 variations of the Change Management Model, which
are the following:
- Light
model, for small projects
- Medium-sized
model, for the majority of projects
- Complex
model, for very complicated projects
- Quick
model, for projects where time is the most important element
- Day by day model, for your everyday needs
The Light Model
The light model is targeted small changes. These are projects
that take a relative short time, projects that are simple and where the people
involved know most of the issues.
The time needed for analysis should be a very small task. The
initial analysis and planning is often done within
1-2 hours.
A light project should not exceed 2 primary goals (if you
have more, then you should consider using “the medium-sized project model”)
The Medium Sized Model
The medium-sized model is the most popular model for change management
projects. It covers changes in projects with a limited group of people and processes.
The project duration is usually between 1-12 months. There will also be a
significant amount of unknowns that would need to be scrutinized.
The work needed for analysis is more in-depth. You should
consider creating an analysis group, which looks into specific elements of the
change management process. You should also spend more time on the cost/benefit
analysis.
Communication and information is essential in medium-sized
projects. Change management project is primarily
about people. An open information policy ensures motivation and better
understanding.
The Complex Model
The complex model can be used for very large and complicated
change management projects. It usually involves a large group of people from
many different departments. It also covers change of more than one corporate
component. The project duration is usually between 6-36 months. The project is
very complex and covers the majority of the company. The project contains a
significant amount of unknown factors and tasks.
The time needed for analysis is sizeable and takes more than
60% of the total project time. A senior group of people (a top-level analysis
team) is gathered and evaluates what each project team should do.
The project itself will be handled by a number of “Power
Teams” – dedicated project team, which covers parts of the total project.
An open information policy is vital, as many employees will
have doubts about themselves and the project (“what does this mean to me?”, “Will
I be fired?” etc.) It is very important to inform employees why the ongoing change
is needed, and what to expect the future to be like.
Marking the end is often a critical action in complex change
management projects.
The Quick Model
The quick change management model is special. Here time is
the most important factor. The light, medium-sized and complex models are built
upon quality over quantity. This model focuses on finishing a project quickly, thus
ensuring short-term wins.
The model has no analysis phase, except for a short action
plan. Each task is focused on action and energy.
Quick projects can create increased energy, happiness and
motivation.
You should, however, minimize the number of quick projects. The
lack of long-term goals and overall understanding can create unfortunate
results in the long run.
You can use this model to create extra energy prior to
bigger projects.
Day by Day Model
The day by day model does not as such cover change
management projects. Instead, it focuses on daily tasks in a project oriented
corporate culture. It covers situations where more than one person needs to
solve a task - teamwork.
There is no formal analysis and there is no cost/benefit
analysis. Both are usually covered in the overall department strategy and
yearly budget.
The day by day model focuses on action, energy and an
overall understanding.
It has an evaluation phase built-in in the form of active
listening and formal evaluations.
The day by day model can be used for all tasks not directly
associated with a project.
M. Isi Eromosele is the President |
Chief Executive Officer | Executive Creative Director of Oseme Group - Oseme Creative | Oseme Consulting | Oseme Finance
Copyright Control © 2011 Oseme Group
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