Change Management: Manage the Change or It Will Manage You (Management Handbooks for Results Book 6)

This book focuses on government systems and how they can be improved to bring about high levels of customer satisfaction and lower the cost of government. The text is based on the author’s work with the World Bank and the work that still needs to be done in many countries experiencing rapid changes in their economic situations. It is focused on what must be done to develop controls and improvements in government systems to lower costs without decreasing service. It describes what it takes to develop a customer centric government system. Content: REMEMBERINGIntroduction to Change ManagementIntroductionTechnical and People Sides of Change ManagementBlending in the Right Amount of ManagementDifferent Views of Change ManagementSummaryReferenceThe Philosophy and Evolution of Change ManagementIntroductionRisks in Systems ImplementationChange Management Activities and GoalsChange Management Processes and ToolsWhy Use Change Management?Problems Identified by Change Management Study ResearchChange Management Iterative DevelopmentBasic Change Management ObjectivesSummaryMaking the Case for Change ReadinessIntroductionUnderstanding the Readiness for a Change Life CycleSummaryReferencesUNDERSTANDINGDirty Dozen Most Popular ModelsOverviewEvolution of Change ManagementSome Specifics from the ResearchMore Specifics from the ResearchBrief Description of the 12 ModelsBest Practices HighlightsChanges in Approach Lead to SUSTAINSummaryReferencesSustainable Change LifecycleIntroductionSUSTAIN Model DefinedSeven-Cycle SUSTAIN ModelSUSTAIN Model in DetailUse an Enrollment/Engagement Plan ApproachShift Paradigms Where NeededTalk and Communicate the Rewards, Challenges, and ConsequencesAssimilate Risk Mitigation Using Project Planning, Measurement, and ReportingInvest to Plan for Optimum Sustained ResultsNegotiate the Results with a Prototyping Change Management ApproachDiagnosis and Change AgentsThree Common Elements of ChangeChange Management Deployment Planning ChecklistSummaryReferenceFacilitated OCM WorkshopsIntroductionFacilitated Workshops BackgroundGetting the Process StartedBenefits of Facilitated WorkshopsNeurological Roots of Resistance to ChangeManaging the WorkshopRoles and ResponsibilitiesFacilitated Workshop Life Cycle ActivitiesSuccess Factors for Facilitated WorkshopsSummaryCulture Change Management (CCM)IntroductionChange Management and Organization Design ProjectsOrganization Development and the Lifestyle EvolutionThe Cultural Web and Change at IBMWhy Focus on CCM?Psychodynamic Approach to ChangeCCM ModelSummaryReferencesAPPLYINGApplying Methods for DeploymentOverview and BackgroundCCM Capability Design ProcessStructure and Governance for DeploymentChange MethodologyCulture Change ToolsResources and CompetencyInterviews and ResearchChange Capability BlueprintCCM 10 Critical Success FactorsCreating a Culture of Assessment for Change ManagementThe Missing Link in Culture Change Management: A Daily Management SystemGetting Organized with a Design Team To-Do ChecklistSummaryReferenceInitiatives' PrioritizationOverviewMoSCoW Rules for CCMUsing a Standard Body of KnowledgeThe Business Sponsor's PerspectiveMoSCoW and the Business CaseEstablishing Levels of PriorityChecklist of Tips for Assigning PrioritiesSummaryThe Iterative Development ApproachOverviewEvolutionary Development StrategySummaryReferenceANALYZING AND EVALUATINGGathering, Analyzing, and Prioritizing RequirementsWhat Are Requirements?Requirements for Motivating Change (Power)Creating Vision (Legitimacy)Developing Functional Requirements That Build on Political Support (Urgency)Managing Transition Requirements (Power and Legitimacy)Sustaining the Culture Change Momentum (Power and Urgency)Action Learning and Other Requirements Considerations (Legitimacy and Urgency)Gathering and Prioritizing RequirementsGuidelines on Requirements GatheringThe Structure and Hierarchy of RequirementsLife Cycle of a RequirementPrioritizing Requirements Using MoSCoWThe Prioritized Requirements List (PRL)SummaryReferencesUsing Estimates and Time BoxesOverviewThe Estimating CycleProject Variables and ContingencyEstimating during the Life CycleGetting Started with a Time Box KickoffInvestigation IterationRefinement IterationCloseoutRelationship with Other MethodsThe Team Charter and the Daily HuddleThe Chinese RoomPlanning and Scheduling Time BoxesSummaryReferencesCREATINGModeling and SimulationIntroduction to ModelingWhat Is a Simulation Model?Modeling and AbstractionTarget Audience for the ModelUsing the Culture Change ModelsUsing Systems Thinking ModelsThe Iceberg ModelSummaryReferencesMeasurement and AppraisalIntroduction to CCM MeasurementUsing the Outcomes' Appraisal PurposeCombine, Compare, and Interpret MeasuresMaking the Collection of Measures EasyExamples of Culture Change MeasuresUsing Earned Value AnalysisQuality MetricsEmployee Involvement MetricsCost MetricsCreating a Culture Change Web IndexSummaryReferenceRisk Management ConsiderationsIntroductionThe Culture Change Risk LogOn Digital Literacy and CCMUsing Crowdsourcing and Wikimedia for Culture ChangeChange Management RisksUsing the CCM Approach to Reduce RiskOn Developing a Risk-Oriented CultureThe Team Spirit EnvironmentSummaryReferenceDeploying and Implementing CCMIntroductionInstalling and Implementing a CCM SystemThe Eight-Phase Implementation PlanActions to Improve Organizational Culture of TrustDownplaying DownsizingSelecting the Right ProjectsSummaryReferencesBibliography "Change Management: Manage Change or It Will Manage You represents a substantial core guidance effort for Change Management practitioners. Organizations currently contend with increasingly higher levels of knowledge-driven competition. Many attempt to meet the challenge by investing in expensive knowledge-driven change management systems. Such systems are useless, and sometimes even harmful, for making strategic decisions because they do not distinguish between what is strategically relevant and what is not. This Management-for-Results Handbook focuses on identifying and managing the specific, critical knowledge assets that your organization needs to disrupt your competitors, including tacit experience of key employees, a deep understanding of customers' needs, valuable patents and copyrights, shared industry practices, and customer- and supplier-generated innovations. The authors present two aspects of Change Management: (1) traditional Change Management as it impacts the project management team's activities and (2) a suggested new approach to Change Management directed at changing the culture. The focus is to prepare the people impacted by the project and change activities to accept and adapt to the new/changed working conditions. The first half of the book deals with traditional Change Management, which covers the topics of remembering, understanding, and applying. The second half presents the authors' new approach to changing the culture, which deals with analyzing, evaluating, and creating"--The publisher Front Cover 1 Dedication 6 Contents 8 Prologue 18 Acknowledgments 24 About the Authors 26 Section I: Remembering 34 1: Introduction to Change Management 36 2: The Philosophy and Evolution of Change Management 46 3: Making the Case for Change Readiness 66 Section II: Understanding 76 4: Dirty Dozen Most Popular Models 78 5: Sustainable Change Life Cycle 116 6: Facilitated OCM Workshops 144 7: Culture Change Management (CCM) 164 Section III: Applying 192 8: Applying Methods for Deployment 194 9: Initiatives’ Prioritization 228 10: The Iterative Development Approach 240 Section IV: Analyzing and Evaluating 250 11: Gathering, Analyzing, and Prioritizing Requirements 252 12: Using Estimates and Time Boxes 282 Section V: Creating 306 13: Modeling and Simulation 308 14: Measurement and Appraisal 326 15: Risk Management Considerations 346 16: Deploying and Implementing CCM 370 Bibliography 394 Back Cover 404 About the authors Acknowledgement Dedication Prologue References and recommended resources Remembering Introduction to change management The philosophy and evolution of change management Making the case for change readiness "Dirty dozen" most popular models The sustainable change lifecycle Facilitated ocm workshops Culture change management (ccm) Applying Applying methods for deployment Initiatives' prioritization The iterative development approach Analyzing and evaluating Gathering, analyzing and prioritizing requirements Using estimates and timeboxes Creating Modelling and simulation Measurement and appraisal Risk management considerations Deploying and implementing Book references Index.