Integrated Change Control Process, Research Paper Example

Introduction

The strategic concept of change explores all of the interlocking elements and provides a single roadmap where each of these are addressed. [ Fig 1 refers].

The vision and strategy will examine the holistic concept of current state analysis to that of future state analysis. The resultant gap analysis and a prescribed route for achieving the vision. Technology will concern itself with how hardware and software solutions can be harnessed to achieve the vision. This will involve Business Analysts compiling a Functional Specification of Requirements (FRS) that defines how process and procedures are refined in order to facilitate concepts of automation. This will also examine the data elements and eliminate any redundancies or duplicity of information. Similarly the data will be structured into its’ relational elements in order to streamline processing (Green, E. 2004)

Myers Briggs Approach to Change Management

By adopting the Myers Briggs approach you are in a position to take a quick determination of the Change Condition and gain an early understanding of the profile of change taking place. As a Project Manager this places you in a stronger position to determine the response to change and documenting the change condition moving forward. This approach is enhanced by using a structured approach to Project Management like that of the PRINCE2 method.

The method essentially deals with two types of Change Condition. These are (1) An ‘Off Specification’ condition or routine change that is relatively simple to deal with. It may involve Board approval and a rebase lining of the plan or (2) an Exception Condition – A serious change condition that formally arrests the project and requires board approval to make any required changes. In severe cases may even terminate the project. It was clear that in the case of the merger an Exception Condition had been raised.

Using Fig 1 as the context diagram for Change Management it is possible to determine a number of important factors in the change control process.

Using the Myers Briggs approach hypothetical deductions can be made:

• The nature of the change : In this case example : – A merger with the existing organization. A new supportive Board, wants the project to continue, will act as sponsors and provide support as required.
• Consequences of Change : Business Case revision, Project Initiation and Terms of Reference Changes, Analysis revisions, Design Revisions. Will require substantial re-writes of previous two signed off stages and complete overhaul of logical and physical design. Major implications on organization structure, staff, roles and responsibilities and disruption of business. Plan revisions and rebase line of plan. Potential significant impact on staff morale.
• Organizational History : The organization went through a similar merger about 8 years ago. A lessons learned report was produced at that time. This has been obtained from the archives for useful input to this exercise.
• Type of Individual : The development team are mainly IT Technology people. They work in an orderly structured world. Change instigates a certain degree of chaos and upsets their world. This will promote a response so there is a need to increase team dynamics and foster open communications.
• Individual History : Identify the protagonists ahead of time and deal with them before they impact the morale of the entire team. Normally only a small number and may need special treatment. (Team Technology, 2012)

Research has indicated that organizational change initiatives have a 70% failure rate in terms of achieving original objectives. They are considered to be three main reasons for failure: [1] inadequate change management procedures to bridge the gap between projects and strategic vision . [2] resistance of change and embed it organizational cultures . [3] failure to understand the requirements and impact of change and the absence of robust strategy to manage same. One of the root cause of failure is the lack of or absence of a clear communications policy. There is often an application of structure between strategy and the project or lack of program (Warrilow, S. 2012)

References

Green, E. C. (2004). Making Sense of Change Management. London: Kogan.

Team Technology. (2012, 2 29). Myers Briggs the dynamic model. Retrieved from Team Technology: http://www.teamtechnology.co.uk/tt/t-articl/mb-dynam.htm

Warrilow, S. (2012, 2 29). Failure Reason in Change Management and how to avoid them. Retrieved from Articlebase: http://www.articlesbase.com/management-articles/failure-reasons-in-change-management-and-how-to-avoid-them-1065912.html