Category Archives: Programme Management

Design your change around decisions

Decisions first, organisation later

Gormley ExhibitionWhich do you think should come first: the definition of the task to be carried out or the team to do the task? So what happens when an organisation needs to change: the top manager re-organises his senior team to prepare for the change. This seems to be putting the cart before the horse. Especially as the ‘new’ team have a new operational role to get to grips with before they can address the changes.

I propose that the key decisions needed to set up a change initiative are identified and then the appropriate leadership team are appointed to make those decisions.

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It’s still the Senior Manager wot did it

Contributors to Change Success

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A recent email from Prosci about their 2013 survey (results published this year) lists the top seven contributors to change success. This is probably the most important result from the survey and the most widely reported. Top of the list, again, and by a large margin is ‘active and visible executive sponsorship‘. There are some changes in the other contributors. All have been re-written to make them more compelling. I notice that dedicated change management resources and funding has moved up the list.

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Where does change management fit?

Positioning change managementInside, outside, alongside

In a recent tutorial, Prosci proposed some models for organising a change team with a project team. They came up with four models described below. I think they missed the most important model. Read through the article and see if you agree with me.

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Three supports to successful change

Is Managing Change the same as Project Management?

Prosci© PCT™ Model

Prosci© PCT™ Model

A recent tutorial from Prosci identifies three critical areas of activity needed for change success. The model is both simple and elegant. However, it opens the question about where should change management professionals go for their support. The three areas are: project management; sponsorship; and change management. Not only does each activity have to work well, they have to work well together for change success. The schism between the three areas is becoming more evident as change failure continues, see how the model can help.

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Quick, effective decision making

Mid Level Manager MLMGood enough decisions

Making decisions in a fast moving change initiative with deadlines and issues is very hard. Making the best decisions is impossible. Yet most managers in a change are hung out to dry for their bad decisions (with hindsight).

A re-think about decision making and the culture around it is needed to improve decision making and thus produce better decisions.

click here to find out how