Symbiosis of change and project management - Revision history

S213053: /* Success criteria */

2022-03-27T21:16:22Z

Success criteria

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	===Success criteria===		===Success criteria===

	~~<pre>~~Because most of the studies and articles overlap or sometimes complement each other in identifying the critical success factors, six higher categories have been developed, that contain different success criteria. ~~</pre>~~		Because most of the studies and articles overlap or sometimes complement each other in identifying the critical success factors, six higher categories have been developed, that contain different success criteria.

	These six higher categories consist of:		These six higher categories consist of:

S213053: /* Success criteria */

2022-03-27T21:14:57Z

Success criteria

← Older revision		Revision as of 21:14, 27 March 2022
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	===Success criteria===		===Success criteria===

	</p>Because most of the studies and articles overlap or sometimes complement each other in identifying the critical success factors, six higher categories have been developed, that contain different success criteria. <p>		<pre>Because most of the studies and articles overlap or sometimes complement each other in identifying the critical success factors, six higher categories have been developed, that contain different success criteria. </pre>

	These six higher categories consist of:		These six higher categories consist of:

S213053: /* Success criteria */

2022-03-27T21:14:02Z

Success criteria

← Older revision		Revision as of 21:14, 27 March 2022
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	===Success criteria===		===Success criteria===

	Because most of the studies and articles overlap or sometimes complement each other in identifying the critical success factors, six higher categories have been developed, that contain different success criteria. <~~br /~~>		</p>Because most of the studies and articles overlap or sometimes complement each other in identifying the critical success factors, six higher categories have been developed, that contain different success criteria. <p>

	These six higher categories consist of:		These six higher categories consist of:

S213053: /* The basis of change management */

2022-03-27T21:13:41Z

The basis of change management

← Older revision		Revision as of 21:13, 27 March 2022
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	[[File:Changemanagement.jpg\|550px\|thumb\|left\|]] Moving forward with the ideas from the '''Success criteria''' chapter, the critical success factors for '''"Organization"''' and '''"Technology"''' are clearly in the content/subject level in the purpose of implementing a project. Meanwhile the '''"Top leadership"''', '''"Stakeholders"''' and '''"Performance"''' categories represent the people oriented side of the process.		[[File:Changemanagement.jpg\|550px\|thumb\|left\|]] Moving forward with the ideas from the '''Success criteria''' chapter, the critical success factors for '''"Organization"''' and '''"Technology"''' are clearly in the content/subject level in the purpose of implementing a project. Meanwhile the '''"Top leadership"''', '''"Stakeholders"''' and '''"Performance"''' categories represent the people oriented side of the process.

	~~</p>~~===The importance of change management in relation to project success===~~<p>~~		===The importance of change management in relation to project success===

	Studies have shown that change management has significant importance in the implementation of projects. In the following sections, I would like to summarize the key findings related to three people-oriented categories of success factors.		Studies have shown that change management has significant importance in the implementation of projects. In the following sections, I would like to summarize the key findings related to three people-oriented categories of success factors.

S213053: /* The importance of change management in relation to project success */

2022-03-27T21:13:22Z

The importance of change management in relation to project success

← Older revision		Revision as of 21:13, 27 March 2022
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	[[File:Changemanagement.jpg\|550px\|thumb\|left\|]] Moving forward with the ideas from the '''Success criteria''' chapter, the critical success factors for '''"Organization"''' and '''"Technology"''' are clearly in the content/subject level in the purpose of implementing a project. Meanwhile the '''"Top leadership"''', '''"Stakeholders"''' and '''"Performance"''' categories represent the people oriented side of the process.		[[File:Changemanagement.jpg\|550px\|thumb\|left\|]] Moving forward with the ideas from the '''Success criteria''' chapter, the critical success factors for '''"Organization"''' and '''"Technology"''' are clearly in the content/subject level in the purpose of implementing a project. Meanwhile the '''"Top leadership"''', '''"Stakeholders"''' and '''"Performance"''' categories represent the people oriented side of the process.

	===The importance of change management in relation to project success===		</p>===The importance of change management in relation to project success===<p>

	Studies have shown that change management has significant importance in the implementation of projects. In the following sections, I would like to summarize the key findings related to three people-oriented categories of success factors.		Studies have shown that change management has significant importance in the implementation of projects. In the following sections, I would like to summarize the key findings related to three people-oriented categories of success factors.

S213053: /* The basis of change management */

2022-03-27T21:12:49Z

The basis of change management

← Older revision		Revision as of 21:12, 27 March 2022
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	[[File:Changemanagement.jpg\|550px\|thumb\|left\|]] Moving forward with the ideas from the '''Success criteria''' chapter, the critical success factors for '''"Organization"''' and '''"Technology"''' are clearly in the content/subject level in the purpose of implementing a project. Meanwhile the '''"Top leadership"''', '''"Stakeholders"''' and '''"Performance"''' categories represent the people oriented side of the process.		[[File:Changemanagement.jpg\|550px\|thumb\|left\|]] Moving forward with the ideas from the '''Success criteria''' chapter, the critical success factors for '''"Organization"''' and '''"Technology"''' are clearly in the content/subject level in the purpose of implementing a project. Meanwhile the '''"Top leadership"''', '''"Stakeholders"''' and '''"Performance"''' categories represent the people oriented side of the process.

	~~<br />~~===The importance of change management in relation to project success===		===The importance of change management in relation to project success===

	Studies have shown that change management has significant importance in the implementation of projects. In the following sections, I would like to summarize the key findings related to three people-oriented categories of success factors.		Studies have shown that change management has significant importance in the implementation of projects. In the following sections, I would like to summarize the key findings related to three people-oriented categories of success factors.

S213053: /* The importance of change management in relation to project success */

2022-03-27T21:12:30Z

The importance of change management in relation to project success

← Older revision		Revision as of 21:12, 27 March 2022
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	[[File:Changemanagement.jpg\|550px\|thumb\|left\|]] Moving forward with the ideas from the '''Success criteria''' chapter, the critical success factors for '''"Organization"''' and '''"Technology"''' are clearly in the content/subject level in the purpose of implementing a project. Meanwhile the '''"Top leadership"''', '''"Stakeholders"''' and '''"Performance"''' categories represent the people oriented side of the process.		[[File:Changemanagement.jpg\|550px\|thumb\|left\|]] Moving forward with the ideas from the '''Success criteria''' chapter, the critical success factors for '''"Organization"''' and '''"Technology"''' are clearly in the content/subject level in the purpose of implementing a project. Meanwhile the '''"Top leadership"''', '''"Stakeholders"''' and '''"Performance"''' categories represent the people oriented side of the process.

	===The importance of change management in relation to project success===		<br />===The importance of change management in relation to project success===

	Studies have shown that change management has significant importance in the implementation of projects. In the following sections, I would like to summarize the key findings related to three people-oriented categories of success factors.		Studies have shown that change management has significant importance in the implementation of projects. In the following sections, I would like to summarize the key findings related to three people-oriented categories of success factors.

S213053: /* Success criteria */

2022-03-27T21:11:40Z

Success criteria

← Older revision		Revision as of 21:11, 27 March 2022
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	===Success criteria===		===Success criteria===

	Because most of the studies and articles overlap or sometimes complement each other in identifying the critical success factors, six higher categories have been developed, that contain different success criteria.		Because most of the studies and articles overlap or sometimes complement each other in identifying the critical success factors, six higher categories have been developed, that contain different success criteria. <br />

	These six higher categories consist of:		These six higher categories consist of:

S213053: /* Change management in practice using the Lewin-model */

2022-03-27T20:55:24Z

Change management in practice using the Lewin-model

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	===Change management in practice using the Lewin-model===		===Change management in practice using the Lewin-model===

	In our case, the communication method used by the management of the company in our practical example was, in addition to informing, the solution recommended by Lewin, ie. the partial involvement of the employees in the decision making. The management held a key employee forum, where the whole plan of the change has been presented, this step is of course preceded by several smaller group workshops. The management of the company at the meeting has presented three possible versions of the structure and procedure, of how the organization planned to operate the following business year. For all three versions, in addition to the factual description, -pro and - con arguments were added with detailed economic calculations. Seemingly the most effective model was the one that involved giving the task to the staff of helping with compiling their individual and organizational objectives for the coming period. For example what they want to achieve in the company, beyond what the senior management strategically designated. Of course, the organizational goals set by staff were incorporated into the forthcoming communication materials and the organization openly thanked valuable employee contribution.		In our case, the communication method used by the management of the company in our practical example was, in addition to informing, the solution recommended by Lewin, ie. the partial involvement of the employees in the decision making. The management held a key employee forum, where the whole plan of the change has been presented, this step is of course preceded by several smaller group workshops. The management of the company at the meeting has presented three possible versions of the structure and procedure, of how the organization planned to operate the following business year. For all three versions, in addition to the factual description, -pro and - con arguments were added with detailed economic calculations. Seemingly the most effective model was the one that involved giving the task to the staff of helping with compiling their individual and organizational objectives for the coming period. For example what they want to achieve in the company, beyond what the senior management strategically designated. Of course, the organizational goals set by staff were incorporated into the forthcoming communication materials and the organization openly thanked valuable employee contribution. <ref>Sarayreh, Bashar Hussein, Hassan Khudair, and E. A. Barakat. "Comparative study: The Kurt Lewin of change management." International Journal of Computer and Information Technology 2.4 (2013): 626-629. </ref>

	Kurt Lewin created a three-phase model for managing change, that has the potential to stand ground in today's competitive sphere and help the change process effectively. The three phases are:		Kurt Lewin created a three-phase model for managing change, that has the potential to stand ground in today's competitive sphere and help the change process effectively. The three phases are:
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	# Third phase: Solidification or re-freezing		# Third phase: Solidification or re-freezing

	[[File:lewin1.jpg\|500px\|thumb\|left\|]] In the first phase, the thawing phase, the current organization and system is changed. In this section, several methods can be used by change managers and professionals. In my practical example, the management has chosen the following path: first, the experts analyzed why the company is not reaching the desired revenue numbers that are included in the plans for that business year. The possible reason for this according to the Pareto principle was that the company had too general answers and reactions for some of the more significant questions, dictated by the market. The root cause of this was that some functions of the management acted as a part of a larger organizational department, and thus lacked the decision-making powers and competencies, that would have been necessary for successful and efficient operation. In this case, the company, to overcome the already mentioned organizational resistance, chose a well thought out, structured, and conscious communication method, that supported change by presenting necessary analytical information to the employees. An important element of this phase was to make the employees aware that the change itself has to happen, and there's no alternative for the company.		[[File:lewin1.jpg\|500px\|thumb\|left\|]] In the first phase, the thawing phase, the current organization and system is changed. In this section, several methods can be used by change managers and professionals. In my practical example, the management has chosen the following path: first, the experts analyzed why the company is not reaching the desired revenue numbers that are included in the plans for that business year. The possible reason for this according to the Pareto principle was that the company had too general answers and reactions for some of the more significant questions, dictated by the market. The root cause of this was that some functions of the management acted as a part of a larger organizational department, and thus lacked the decision-making powers and competencies, that would have been necessary for successful and efficient operation. In this case, the company, to overcome the already mentioned organizational resistance, chose a well thought out, structured, and conscious communication method, that supported change by presenting necessary analytical information to the employees. An important element of this phase was to make the employees aware that the change itself has to happen, and there's no alternative for the company. <ref>Levasseur, Robert E. "People skills: Change management tools—Lewin's change model." Interfaces 31.4 (2001): 71-73.</ref>

	In the second phase, the phase of the change, the actual process of the change happens. What the management had planned, will be introduced. Changes in an organization can happen on three levels: individual, structures and systems, corporate and organizational atmosphere. With this in mind, you can consciously prepare for change and this process can also be structured and executed. In our case, after a few weeks, a conflict developed between the two newly formed organizations and sectors in the company. To solve this problem a facilitated workshop was held, that had as a final output a refined task matrix, which clarified the problematic area and removed the obstacles towards further success. For this to happen, it is required that the managers and the staff always be able to find a constructive solution, before the problem escalates.		In the second phase, the phase of the change, the actual process of the change happens. What the management had planned, will be introduced. Changes in an organization can happen on three levels: individual, structures and systems, corporate and organizational atmosphere. With this in mind, you can consciously prepare for change and this process can also be structured and executed. In our case, after a few weeks, a conflict developed between the two newly formed organizations and sectors in the company. To solve this problem a facilitated workshop was held, that had as a final output a refined task matrix, which clarified the problematic area and removed the obstacles towards further success. For this to happen, it is required that the managers and the staff always be able to find a constructive solution, before the problem escalates.

	The third phase is the solidification or re-freezing phase, which is the process where the change is finalized. Failure to do so, or improper execution involves the rearrangement of the processes from the original condition. In our case, this meant that the organizational structure has been introduced in all corporate processes and governance systems, with fine-tuned and appropriate settings. It is important that in corporate culture, for change to be properly implemented the leader is not ashamed to admit a wrong decision. A good leader is someone who realizes in a short amount of time that change is needed and he also admits this to his team.		The third phase is the solidification or re-freezing phase, which is the process where the change is finalized. Failure to do so, or improper execution involves the rearrangement of the processes from the original condition. In our case, this meant that the organizational structure has been introduced in all corporate processes and governance systems, with fine-tuned and appropriate settings. It is important that in corporate culture, for change to be properly implemented the leader is not ashamed to admit a wrong decision. A good leader is someone who realizes in a short amount of time that change is needed and he also admits this to his team. <ref>Shirey, Maria R. "Lewin’s theory of planned change as a strategic resource." JONA: The Journal of Nursing Administration 43.2 (2013): 69-72.</ref>

	==Conclusion==		==Conclusion==

S213053: /* Communication strategies that help change */

2022-03-27T20:53:27Z

Communication strategies that help change

← Older revision		Revision as of 20:53, 27 March 2022
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	===Communication strategies that help change===		===Communication strategies that help change===

	In practical situations, Lewin's three-step model was created with the help of leaders and change management professionals. We can say that the most common inhibitory effect of the change is the pursuit of permanence and security by the people. In addition to security, those working in the organization are also sometimes afraid of their own success, as they believe that if a new structure emerges as a result of the change, where new managerial functions are highlighted or introduced, individual failure also increases, which everybody wants to avoid. This is why one of the most important tools for eliminating barriers is the communication strategy of the change process itself. It is no coincidence that this is a vital element of the preparatory phase of a change.		In practical situations, Lewin's three-step model was created with the help of leaders and change management professionals. We can say that the most common inhibitory effect of the change is the pursuit of permanence and security by the people. In addition to security, those working in the organization are also sometimes afraid of their own success, as they believe that if a new structure emerges as a result of the change, where new managerial functions are highlighted or introduced, individual failure also increases, which everybody wants to avoid. This is why one of the most important tools for eliminating barriers is the communication strategy of the change process itself. It is no coincidence that this is a vital element of the preparatory phase of a change. <ref>Lies, Jan. "Internal communication as power management in change processes: Study on the possibilities and the reality of change communications." Public Relations Review 38.2 (2012): 255-261. </ref>

	In the case of my practical example presented below, the key to the communication strategy was creating a communication "scenario" that is broken down by day, including:		In the case of my practical example presented below, the key to the communication strategy was creating a communication "scenario" that is broken down by day, including:
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	The communication that is able to support change management is successful and effective if it is not necessary for the employee to guess what will exactly happen to them or with the organization. The worst-case scenario is when the employees don't get information on time, or a more dangerous case is the appearance of disinformation. In these cases, the lack of information, due to human nature, will be supplemented by imagination, which can create unacceptable situations in reality.		The communication that is able to support change management is successful and effective if it is not necessary for the employee to guess what will exactly happen to them or with the organization. The worst-case scenario is when the employees don't get information on time, or a more dangerous case is the appearance of disinformation. In these cases, the lack of information, due to human nature, will be supplemented by imagination, which can create unacceptable situations in reality.
			<ref>Paton, Robert A., and James McCalman. Change management: A guide to effective implementation. Sage, 2008. </ref> <ref>Anderson, Dean, and Linda Ackerman Anderson. Beyond change management: Advanced strategies for today's transformational leaders. John Wiley & Sons, 2002.</ref>

	===Change management in practice using the Lewin-model===		===Change management in practice using the Lewin-model===