Change Management: The Elephant in The Room
Although change on projects (and programmes) may seem inevitable it still, more often than not, carries a negative stigma - something went wrong, needs replacing, improving or was forgotten which in our experience often makes it the proverbial, elephant in the room, when developing a project at the outset. However, embracing and implementing quality change systems can alter a project's destiny before a change has occurred.
Many have written on the subject of change (management) and, without exception, the common denominator is a lack of preparation. I draw this conclusion because, in various instances of; inadequate skills, experience, processes, estimation, goals, can all be categorised as preparation. Preparation for change.
This piece is an entry-level introduction into preparation for change, and we will use our typical construction programme as the example, it is relevant to organisational change, system change and just about any change process you and your team need to implement.
Firstly, let us briefly address the stigma. A change comes as a result of a positive influence;
Client requirements - the programme needs to be changed to meet its owner's requirements or its end users.
Regulatory change - the project shall be changed to reflect the latest regulations in health, safety, environment, technology, control, security, et al.
Intervention - a team’s recognition a more efficient implementation, appropriate method or value to the programme.
Change Management is an essential element for a successful programme. Good management cannot be reactive, we must be proactive and prepared for what could come. The world has only too recently been impacted by a lack of planning and preparation - risks, threats and potential impact.
Iterum take steps, to ensure prepared organisation mitigate risk before and during changes, through our designed ICCA Change Process.
Identification - performing a comprehensive risk assessment, on all aspects of the project programme
Communication - acknowledgement and awareness for the predetermined project sponsors
Consideration - making the necessary adjustments to plans
Administration - records and data associated with all proposed (risk register) and realised (change control)
For completeness, it necessary to identify frequent flaws in effective and correct Change Management;
Misunderstood or lack of change management processes
Reluctance to raise and inability to reject
Regular and intensive changes
Informal requests for change
Clarity between organisations on the change, details and intention
In conclusion, change is to be understood and embraced. A system, clear and communicated, for change management, must be structured then agreed by all. Plans must appropriately cater for changes and finally, data and records can latter influence decisions and create learning environments for all organisations.
Iterum
Better Built Environments.... require change.
